[HR601] 003. KM Strategy & Implementation
- 1. Arianto Muditomo @2019 Copyright Notice: This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non- commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here. Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
- 2. arianto.muditomo@2019 § Session #1: Introduction of Knowledge Management § Session #2: KM & Organizational Learning § Session #3: Knowledge Management Strategy & Implementation § Session #4: Introduction to Change Management § Session #5: Organizational Change Management & Cultural Change Management § Session #6: Introduction of Innovation & Entrepreneurship § Session #7: Creativity & Innovation § Session #8: Entrepreneur & Innovation Leadership 1 References: • Kimiz Dalkir, Knowledge Management In Theory and Practice 1st Edition, Butterworth-Heinemann; 1 edition (June 30, 2005), ISBN-10: 075067864X, ISBN-13: 978-0750678643 • John Bessant and Joe Tidd (2015). Innovation and Entrepreneurship 3rd Edition. John Wiley & Sons, Ltd., ISBN-13: 978- 1118993095; ISBN-10: 1118993098 • John P. Kotter, Leading Change, With a New Preface by the Author, Harvard Business Review Press; 1R edition (November 6, 2012), ISBN-10: 9781422186435, ISBN-13: 978-1422186435 • Frank Voehl, H. James Harrington, Change Management: Manage the Change or It Will Manage You, Productivity Press; 1 edition (November 13, 2017), ISBN-10: 1138463957, ISBN-13: 978-1138463950
- 3. arianto.muditomo@2019 2 As gold which he cannot spend will make no man rich, so knowledge which he cannot apply will make no man wise. Samuel Johnson (1709–1784)
- 4. arianto.muditomo@2019 § What are the differences of reuse versus of innovation those driven by an objective OF KM Applications? § What do you know about organizational Memory? § What are the most 3 popular approaches of KM Metrics? § What is KM Team? 3
- 5. arianto.muditomo@2019 4 KM Cycle; KM Model; KM Capture & Codify; KM Sharing; KM Application; KM Tools; KM Team KM Understanding in Organization Business Goals KM Strategy The Future of KM KM AuditMain things to be concern: • A ‘perfect’ KM strategy that is linked to the overall business objectives of the organization • A good metrics (measurement) framework to monitor progress toward those organizational goals
- 6. arianto.muditomo@2019 5 Reuse Organizational Memory Innovation Influence Culture Technical KM Strategy should address the cultural and technical factors that influence effective organizational memory management: A. Cultural Barriers • A cultural emphasis on artifacts and results to the exclusion of process. • Resistance to knowledge capture because of the effort required, the fear of litigation, and the fear of loss of job security. • Resistance to knowledge reuse because of the effort required, and the low likelihood of finding relevant knowledge. B. Technical Barriers • How to make the knowledge capture process easy or even transparent. • How to make retrieval and reuse easy or even transparent. • How to ensure the relevance and intelligibility (i.e., through sufficient context) of retrieved knowledge
- 7. arianto.muditomo@2019 6 Importance of KM Strategy • Provides the building blocks • Used to achieve organizational learning & continuous improvement • Thru the avoidance of wasting time repeating mistakes & make everyone aware of new & better ways of thinking & doing Innovation (& creativity) • Generation of new knowledge or new linkages between existing knowledge • Involves lateral thinking such as seeing an analogy in a completely different context. Reuse is seen as dull, routine, and unproductive work. In fact, reuse forms the basis for organizational learning and should be viewed more as a dissemination of innovation.
- 8. arianto.muditomo@2019 7 Learrning and Unlearning of Organization Knowledge of Organization Memory of Organization Organizational Learnig and unlearning Organizationa Knowledge Otganizational Memory Team Learning and Unlearning Group Knowledge Group Memory Individual Learning and Unlearning Individual Knowledge Individual Memory Learning Knowledge Memory Level of Organization Organizational Level Group Level Individual level A Model of Multilevel Interpretation of Learning, Knowledge and Memory Source: From Individual memory to Organizational Memory (Intelligence of Organizations), A. Bencsik, 1V. Lıre, and I. Marosi World Academy of Science, Engineering and Technology International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering Vol:3, No:8, 2009 Organizational memory extends and amplifies this asset by capturing, organizing,disseminating,and reusing the knowledge created by its employees
- 9. arianto.muditomo@2019 The organizational memory assists in the basic knowledge-management activities. Source: Toward a Technology for Organizational Memories, Andreas Abecker, Ansgar Bernardi, Knut Hinkelmann, Otto Kühn, and Michael Sintek German Research Center for Artificial Intelligence, @1998 IEEE 8
- 10. arianto.muditomo@2019 9 External Structure Initiatives acquire knowledge from outside sources such as customers, sharing knowledge to others Internal Structure Initiatives create knowledge-sharing culture, capture individual tacit knowledge, create revenue from existing knowledge, store, spread, reuse Competence Initiatives setup careers based on KM, create knowledge transfer environment (Sveiby – 2001) KEY NEEDS & ISSUES • KM Team • KM Technologies • KM Metrics KM Success Integrated KM Cycle
- 11. arianto.muditomo@2019 A group of people whose responsibility is to build, implement, focus and deploy a KM program § One approach to forming an effective KM Team is to define the different types of KM professionals and the types of skills, attributes, and background they should ideally possess. § The ultimate goal is to develop a list of cognitive, affective, and psychomotor skills together with the required competency levels for each skill. 10 Skills Roles Roles & Responsibilities (within Organization) Professions 1. Retrieving information. 2. Evaluating/assessing information. 3. Organizing information. 4. Analyzing information. 5. Presenting information. 6. Securing information. 7. Collaborating around information. 1. Senior & Middle Mgt Roles – Chief Knowledge Officer 2. Knowledge Leader 3. Knowledge Manager 4. Knowledge Navigators 5. Knowledge Synthesizer 6. Content Editor 7. Content Manager 8. Learning-Oriented roles 9. HR Roles 10. Knowledge Publishers 11. Coaches & Mentors Help Desk Activities – Knowledge Support Office 1. Designing Information Systems 2. Managing IS 3. Managing Information Resource 4. Training 5. Serving as Information Agencies 6. Providing Competitive intelligence 7. Maintaining customer relations for IS/technologies 8. Designing & Producing Information Services 9. Serving as Knowledge Journalist 10. Acting as Org. Information & KM Policy analyst 11. Function as Governance KM Policy Analyst 1. The field of KM has slowly evolved from a consulting service to an internal business function and has become an academic discipline that is being taught in universities worldwide. (Al-Hawamdeh (2003)) 2. A number of certification initiatives now under way will help solidify KM’s position as a bona fide field of professional practice (e.g., the KMCI Certificate in Knowledge and Information Management, www.kmci.org)
- 12. arianto.muditomo@2019 11 KM Technologies Framework Knowledge Flows Intelligent Agents & Network Mining Information Sources Knowledge Exchange Information Mapping Managing knowledge process into KM System • Connectivity between various type of knowledge • Method of capturing knowledge To map the flow of information before convert to knowledge • Map it to an existence knowledge • Support an existing knowledge and/or creating new knowledge • Labeling and presenting information The opportunity to build knowledge based on (available) sources • Analyzing information through sources • Valuable knowledge Explore the concept of knowledge discovery process • Facilitate in searching the knowledge • Enhance decision- making capability through the use of intelligent agents Enables the exchange of information in both transfer type: TACIT and EXPLICIT knowledge • Important role to enhance the level of KM • No exchange= No sharing of knowledge
- 13. arianto.muditomo@2019 12 • Industry group measurements; best practice studies; Cooperative/Collaborative benchmarking; Competitive benchmarking A. Benchmarking • A conceptual framework for translating an organization‘s vision into a set of performance indicators distributed among four dimensions – Financial, Customer, Internal Business Process, Learning & Growth B. Balance Score Card • Develop to show the connection between true quality, quality characteristics, & process characteristic C. House of Quality
- 14. arianto.muditomo@2019 13 The house of quality method was developed to show the connections between true quality, quality characteristics, and process characteristics. In 1988, Hauser and Clausing developed an evaluation matrix metric that measures how customer needs are linked to the business processes and internal decisions of an organization.
- 15. arianto.muditomo@2019 § Knowledge Audit is the process to identify ©Every knowledge produced by an organization, ©Who produce and use it, ©How frequent is the knowledge used, and ©Where is the knowledge stored § The result of KM audit: ©Identification of core knowledge assets and flows—who creates, who uses. ©Identification of gaps in information and knowledge needed to manage the business effectively. ©Areas of information policy and ownership that need improving. ©Opportunities to reduce information-handling costs. ©Opportunities to improve coordination and access to commonly needed information. ©A clearer understanding of the contribution of knowledge to business results 14
- 16. arianto.muditomo@2019 § Overemphasizing technology - not all KM requirements are inclusive in vendor solutions § More focus on people or cultural issues § Conducting KM in isolation from business goals § Ignoring the dynamic aspects of content § Opting for quantity of content over quality. 15
- 17. arianto.muditomo@2019 § The differences between reuse and innovations are § Innovation (& creativity) • Generation of new knowledge or new linkages between existing knowledge • Involves lateral thinking such as seeing an analogy in a completely different context. § Reuse is seen as dull, routine, and unproductive work. In fact, reuse forms the basis for organizational learning and should be viewed more as a dissemination of innovation. § Organizational memory also called as a knowledge repository or corporate memory. § OM Extends and amplifies knowledge as the key asset of the knowledge organization by capturing, organizing, disseminating, and reusing the knowledge created by its employees § The 3 popular approaches for KM Metrics are: Benchmarking, Balance Score Card and House of Quality § KM Team is A group of people whose responsibility is to build, implement, focus and deploy a KM program 16
- 19. arianto.muditomo@2019 § Please make a group consist of 1-2 Students for each group § Please choose 1 cases for each group from given list of case studies § Please make communications between groups, t there will be no similar cases chosen by each group § Identify the symptoms, what the keys needs/issues are found § Identify the initiatives done by the company § What the enabler strategy are done by the company (People/Process/Technology, Team, Metric, etc.) § How about the result? Success or not? Make a short description about the reason of success (or failed) of Company’s KM Strategy § Present the result at 10 minutes max with slides on 25th March 2019 18 #1 slide #2 slide #3-4 slide #5-6 slide