Supporting organizations with KM

1. Supporting organizations with KM Supporting organizations with Knowledge Management

2. Supporting organizations with KM I. Where can KM be of help within my organization?

3. Supporting organizations with KM The way organizations should work... • Set a mission: what is the organization for? • What objectives we need to achieve to fulfill our mission? • Develop strategy to achieve objectives • Build up a structure of resources and processes needed for your strategy • Run the processes • Check if works, correct if needed • Success (hopefully!)

4. Supporting organizations with KM The way organizations should work... • Set a mission: what is the organization for? • What objectives we need to achieve to fulfill our mission? • Develop strategy to achieve objectives KM • Build up a structure of resources and processes needed for your strategy KM • Run the processes KM • Check if works, correct if needed KM • Success (hopefully!)

5. Supporting organizations with KM Supporting objective & strategy definition Analyzing the environment • Sources of knowledge: • The competition • The media • The experts • Official studies & reports • Overload! Sorting all that mess: • Concept trees • Relevance and popularity • Identifying threads and hot topics

6. Supporting organizations with KM Supporting objective & strategy definition Evolution & adaptability • Key points to care for: • Measurable, quantitative objectives • External sources are slow • Direct objectives vs indirect objectives

7. Supporting organizations with KM Supporting structure & process design • Sources of knowledge: • Past experiences & best practises • Collective brainpower • Process simulation

8. Supporting organizations with KM Supporting process execution & monitoring • Sources of knowledge: • Real-time performance metrics • Processes tied to resources • Keep in mind: • KPI (key performance indicators) should be identified at design time. KPI = the holy grail of process management. • Don’t get burdened with unimportant indicators. • In-process data recording always preferred. • Relating resources to processes means you can track the reasons behind deviation.

9. Supporting organizations with KM II. What’s all this KM stuff about?

10. Supporting organizations with KM Knowledge management A few key concepts • Knowledge is an asset • Knowledge vs raw power • Examples of unaware Knowledge Management • Knowledge is on people • Knowledge types • Knowledge refining • Knowledge handling

11. Supporting organizations with KM Data • Means nothing by itself • A value of some variable • Context related • Reliability of data

12. Supporting organizations with KM Information • Some pieces of data related between them • The relation is what defines the information • More useful for human consumption if provided in some graphical way

13. Supporting organizations with KM Knowledge Conclusion from the analysis of information Only people craft knowledge

14. Supporting organizations with KM Knowledge as an asset • Knowledge means value: • What to knowledge means to production • Patents as way to secure knowledge property • Why does confidenciality happen? • Knowledge as a brand seller

15. Supporting organizations with KM Knowledge vs raw power • Western vs eastern business model • The tech world • Resource management vs knowledge management

16. Supporting organizations with KM Examples of unaware KM • Know-how – an early way to identify key value in organizations • Quality certification – ISO 9000, EFQM and others • Innovation – improving your knowledge • Training – Companies want their employees to attend training programs so collective knowledge increases • Human Resource management usually tracks knowledge on employees.

17. Supporting organizations with KM Examples of unaware KM • Know-how – an early way to identify key value in organizations • Quality certification – ISO 9000, EFQM and others • Innovation – improving your knowledge • Training – Companies want their employees to attend training programs so collective knowledge increases • Human Resource management usually tracks knowledge on employees.

18. Supporting organizations with KM Knowledge is on people • Wisdom of the ancients • Key employees leaving the organizations • Attuning to your new tasks • Swapping roles • Knowledge should become material • When knowledge is material, becomes property of the organization.

19. Supporting organizations with KM Knowledge types • Implicit – I know how to do. • Explicit – I wrote how to do. • Unaware – I don’t know how, but I do. • Aware – I exactly know how I do. We should provide methods to turn unaware into aware knowledge, then implicit into explicit knowledge.

20. Supporting organizations with KM Knowledge types • Implicit – I know how to do. • Explicit – I wrote how to do. • Unaware – I don’t know how, but I do. • Aware – I exactly know how I do. We should provide methods to turn unaware into aware knowledge, then implicit into explicit knowledge.

21. Supporting organizations with KM Knowledge refining • The process of: • Gathering data • Constructing information with the data • Analyzing the information and finding patterns, threads, links and whatever • Writting and storing conclusions as knowledge

22. Supporting organizations with KM Knowledge handling • Once we’ve got knowledge... what to do with it? • Accesibility to knowledge • Security issues • Search, storing and the trouble within • Updating the knowledge • Who should care? • KM tasks and process should be inserted in the structure of the organization

23. Supporting organizations with KM III. From strategy to indicators Introduction to the BSC

24. Supporting organizations with KM Strategy, tactics and hierarchies • Strategy: how to win the war. • Tactics: how to win a battle. • If we lose a battle... why we lost? • We can win all battles, however losing war. Why? • Watching performance, adapting, evolving, change management.

25. Supporting organizations with KM Objectives marks the way • The management should plan the strategy, and the way objectives will be achieved. • That plan will bring some second-level objectives, who can also be decomposed into third-level objectives, and so on, until we reach the business processes. • At any given level, a process success or failure is given by a few key process indicators. Those should be watched. • Any objective given should be monitored according to the results of KPI. • An objective may act as a KPI for a higher level objective.

26. Supporting organizations with KM Layers of indicators • People should track the indicators they’re responsible for. • Upper management can get deeper in the structure to check where is the underlying trouble popping from. • Upper management can stay on their proper level to get a feeling on the long-term strategy, while lower management can focus on everyday tasks.

27. Supporting organizations with KM Automation • Some information has value during a given time. • Data collection usually is an annoying task. • Automatic data collection for better reliability. • Real-time information refining for quick responses to threats and changes. • IT is cheap and becoming cheaper. Failure is expensive and usually becomes more expensive with time.