Developing Knowledge

1. Developing Knowledge Week 6

2. Agenda • Research, Development & Innovation • Creating Knowledge Management Team • Product Clinic • Knowledge Management Blue Print

3. Tujuan • Mampu melihat aspek yang mendorong terciptanya penelitian, pengembangan dan inovasi dalam perusahaan • Mampu mendesain team dan platform yang dibutuhkan dalam pembangunan Knowledge Management • Mengerti pentingnya dan cara inovasi produk baru di organisasi • Mampu melakukan analisis dan rancangan untuk blue print dari Knowledge Management

4. Significance of knowledge development • Focuses on the development of new skills, new products, better ideas and more efficient processes • Management efforts through which the organization consciously strives to acquire competencies that it does not have, or to create competencies that do not yet exist either inside or outside the company

5. Research and Development • R & D Department are no longer able to develop new competencies by themselves • Competent external partners who take over parts of the Knowledge process

6. The Continuum of development co-operation

7. Barrier to innovation (Knowledge Development) • Planning versus self-organization Innovation can be planned only to a limited extent. Doubling the research budget is not a magical way of increasing creativity • Disconnected development of knowledge Be linked to the organization’s knowledge goals • Duplication Duplication of development processes cannot always be attributed to lack of transparency. Reduce by focusing development efforts • Knowledge leads are now more difficult to protect The increasing mobility of experts and the availability of ‘packaged knowledge’ level out the advantages that companies build up through their own development efforts

8. Uncoupling of knowledge creation processes Knowledge development process can be managed at individual and collective levels

9. Condition that support innovation • Shaping the context • Creating Freedom • Freedom from other activities • Congruence of interest • Tolerating mistakes

10. Aids to innovation • Planning creativity • Techniques for stimulating creativity (see next slide) • Employee suggestions • Problem-solving by individuals • Systematic approach to problem-solving • Knowledge through action

11. Techniques for stimulating creativity • Small, easily comprehensible units encourage enterprise • Mobility across the whole company increases creativity • A sense of family is a source of energy • Creativity requires goals • The attitude to mistakes must be made clear • A long time span creates freedom • A fair way of dealing with disputes stimulates innovation

12. Previous approach: suggestions system Mistrust: employees deliberately withhold creativity Suggestions concern work of others Suggestions are the exception Sermonizing Focus on selected defects Suggestions usually from individuals (competition) Writing suggestions takes the place of action Current approach: innovation management Trust: employees wish to be creative Suggestions concern own work Improvement is the norm Normal practice Focus on customer-oriented processes Improvement in the team (co-operation) Action takes the place of writing suggestions Different approaches to generating ideas

13. Steps in the integrated problem-solving method

14. Key dimension in emergence of collective knowledge

15. High-Performance Teams and Their Skills - Condition for team success - Hal yang harus diperhatikan • Complementary skills • Meaningful and realistic goals • Openness versus defensive routines • Intensity of communication

16. Favourable conditions for teamwork and key questions for team planners • Small enough in number • Adequate levels of complementary skills • Truly meaningful purpose • Specific goal or goals • Clear working approach • Sense of mutual accountibility

17. Small enough in number • Can you convene easily and frequently? • Can you communicate with all mcmbers easily and frequently? • Are your discussions open and interactive for all members? • Does each member understand the others' roles and skills? • Do you need more people to achieve your ends? • Are sub-teams possible or necessary?

18. Adequate levels of complementary skills • Are all three categories of skills either actually or potentially represented across the membership (functional/technical, problem-solving/ decision-making, and interpersonal)? • Does each member have the potential in all three categories to advance his or her skills to the level required by the team's purpose and goals? • Are any skill areas that are critical to learn performance missing or under-represented? • Are the members, individually and collectively, willing to spend the time to help themselves and others learn and develop skills? • Can you introduce new or supplemental skills as needed?

19. Truly meaningful purpose • Does it constitute a broader, deeper aspiration than just near-term goals? • Is it a team purpose as opposed to a broader organizational purpose or just one individual's purpose (e.g. the Ieader's) • Do all members understand and articulate it the same way? And do they do so without relying on ambiguous abstractions? • Do members define it vigorously in discussions with outsiders? • Do members frequently refer to it and explore implications? • Does it contain themes that are particularly meaningful and memorable? • Do members feel it is important, if not exciting?

20. Specific goal or goals • Are they team goals versus broader organizational goals just one individual's goals (e.g. the leader's)? • Are they clear, simple, and measurable? If not measurable, can their achievement be determined? • Are they realistic as well as ambitious? Do they allow small wins along the way? • Do they call for a concrete set of team work-products? • Is their relative importance and priority clear to all members? • Do all members agree with the goals, their relative importance, and the way in which their achievement will be measured? • Do all members articulate the goals in the same way?

21. Clear working approach • Is the approach concrete, clear, and really understood and agreed to by everybody? Will it result in achievement of the objectives? • Will it capitalize on and enhance the skills of all members? Is it consistent with other demands on the members? • Does it require all members to contribute equivalent amounts of real work? • Does it provide for open interaction, fact-based problem solving, and results-based evaluation? • Do all members articulate the approach in the same way? e Does it provide for modification and improvement over time? • Are fresh input and perspectives systematically sought and added, for example, through information and analysis, new members, and senior sponsors?

22. Sense of mutual accountability • Are you individually and jointly accountable for the team's purpose, goals, approach, and work-products? • Can you and do you measure progress against specific goals? • Do all members feel responsible for all measures? • Are the members clear on what they are individually responsible for and what they are jointly responsible for? • Is there a sense of 'only the team can fail'?

23. Ideas for developing the basic approaches to support the development of collective knowledge • Think-tanks • Learning at work • Product clinic approach • Learning arenas • Lessons learned • Reflecting on the work • Preserving experience • Learning from the past • Use of scenarios

24. Outline of product clinic procedure

25. Levels of analysis in the product clinic

26. Structure of competence centres in McKinsey

27. Integration lessons learned into the project process

28. High-reliability organizations • Disclosure of all mistakes, without reservation •  Immediate evaluation of operations or projects and debriefing of staff •  Participation of the whole team •  Examination of processes or standard operating procedures for any errors •  Mutual supervision without loss of trust

29. KM Architecture & Design • Comprehend various components of the knowledge infostructure. • Identify internal and external knowledge source feeds that must be integrated. • Choose IT components to find, create,assemble, and apply knowledge. • Identify elements of the interface layer: clients,server, gateways, and the platform. • Decide on the collaborative platform: Web orNotes?

30. KM Architecture & Design • Identify and understand components of the collaborative intelligence layer: Al, data warehouses, genetic algorithms, neural networks, expert reasoning systems, rule bases, and case-based reasoning. • Optimize knowledge object molecularity with your own company in mind. • Balance cost against value-added for each enabling component. • Balance push- and pull-based mechanisms for knowledge delivery.

31. KM Architecture & Design • Identify the right mix of components for searching, indexing, and retrieval. • Create knowledge tags and attributes: domain, form, type, product/service, time, and location tags. • Create profiling mechanisms for knowledge delivery • Retrofit IT on SECI KIMI model to validate your choices.

32. Knowledge Audit & Analysis • Use Bohn's Stages of Knowledge Growth framework to measure process knowledge. • Identify, evaluate, and rate critical process knowledge on an 8-point scale. • Select an audit method out of several possible options. • Assemble a preliminary knowledge audit team. • Audit and analyze your company's existing knowledge. • Identify your company's K-spot. • Choose a strategic position for your KMS that is in line with the strategic gaps identified in previous step (Align KM and Business Strategy).

33. Designing the KM Team • Identify key stakeholders: IT, management, and end users; manage their expectations. • Identify sources of requisite expertise. • Identify critical points of failure in terms or unmet requirements, control, management buy-in, and end user buy-in. • Balance the KIVI team's constitutionorganizationally, strategically, and technologically. • Balance technical & managerial expertise thatforms a part of this team. • Resolve team-sizing issues.

34. Creating the KMS Blueprint • Customize the details of the seven layers of theKM architecture to your own company. • Understand and select the components required by your company: integrative repositories, content centers, knowledge aggregation and mining tools, the collaborative platform, knowledge directories, the user interface options, push delivery mechanisms, and integrative elements. • Design the system for high levels of interoperability with existing IT investments; optimize for performance and scalability. • Understand and execute repository life-cyclemanagement.

35. Creating the KMS Blueprint • Understand & incorporate the seven key user interface (Ul) considerations. • Position and scope the KMS to a feasible level where benefits exceed costs. • Make the build-or-buy decision and understand the tradeoffs. • Future proof the KMS so that it does not "run out of gas" when the next wave of fancy technology hits the market.

36. Key User InterfaceConsiderations 1. Functionality: quickly, effectively andwithout frustration 2. Consistency: consistent interface 3. Visual clarity: all information in onescreen 4. Navigation & Control: site map 5. Relevancy: display relevant information 6. Feedback: alerts can be very useful

37. Developing the KMS • Develop the interface layer. Create platform independence, leverage the intranet, enable universal authorship, and optimize video and audio streaming. • Develop the access & authentication layer. Secure data, control access, and distribute control. • Develop the collaborative filtering and intelligence layer, using intelligent agents and collaborative filtering systems. We look at options to buy intelligent agents versus easy & free tools that can be used to build your own. • Develop and integrate the application layer with the intelligence layer and the transport layer.

38. Developing the KMS • Leverage the extant transport layer to take advantage of existing networks that are already in place in your company. • Develop the middleware & legacy integration layer to connect the KMS both to true legacy data and "recent," inconsistent legacy data repositories and databases left behind by custom systems that your company needs to retire for reasons of cost or lack of functionality. • Integrate & enhance the repository layer.

39. Knowledge Management Systems Key systems and technologies that an organization will likely employ in its KM efforts: • DBMS • Data Access • Data Warehouse • OLAP and Data Mining • E-mail • Groupware • Document Management • Information Search and Retrieval

40. DBMS DBMS plays two key roles in KM: • The repository of structured data, providing much of the raw material that will ultimately be transformed into knowledge. • The repository of the knowledge itself, providing a place where workers can access knowledge when required - when they access a best practices database. Different types of DBMS used to store corporate knowledge assets: flat file DBMS, object databases, object-relational databases, parallel databases

41. Data Access Data access tools provide end-user access to knowledge: • SQL query tools - enable users to create requests for information in SQL either by coding at the command fine or by point-andclick methods. • High-level query tools - enable users to create queries using natural language or point-andclick methods. • Report-writing tools - enable users to access data by specifying reports using a variety of point-and-click or command line interfaces. Data access via the Web or intranet.

42. Data Warehouse • Its ability to combine data and knowledgefrom a wide variety of sources. •  Once data is brought to the data warehouse, it should be modified only on rare occasions.

43. OLAP and Data Mining • Used for uncover business knowledge hidden in the raw information. • OLAP (Online Analytical Processing): ability to answer the who and what questions. Also ability to answer what-if and why questions, which are more likely to lead to knowledge. • OLAP query: "what would be the effect on soft drink costs to distributors if syrup prices went up by ten dollars per gallon and transportation costs were reduced by five cents per mile?"

44. OLAP • OLAP: change data to management information for use in decision support or into business intelligence. • OLAP is used extensively in finance departments for budgeting, activity-based costing, financial performance analysis, and financial modeling applications. • OLAP is also used for sales analysis and forecasting, market research, customer segmentation, customer analysis, production planning, and defect analysis.

45. OLAP Several key features in OLAP: • Multidimensional views of data: a user does not want to see only sales data; he also wants to see sales for a particular product or for a particular time period. Each of these product, time, and period - are dimensions of sales data. • Calculation-intensive capabilities: complex calculations include share calculations and allocations. • Time intelligence: year-to-date, period-overperiod comparisons are common.

46. Data Mining • OLAP differs from data mining. • Data mining is the data-driven extraction of information from large databases. • Data mining is the process of uncovering patterns, correlation, rules, or functions from which a knowledgeable user will recognize importance. An expert plays an important role for interpreting the results.

47. E-mail • Allows user for access and shareknowledge. • An organization could build a KM systemsimply with e-mail.

48. Document management • Document management systems index and archive documents. • They are compound documents, containing a mix of text, images, and data. • Larry Masinter of the Palo Alto Research Center (PARC) defines document management systems as "software packages designed to help individuals, workgroups, and large enterprises manage their growing number of documents stored in electronic form."