《老子道德经》PPT课件.ppt

Working Smarter, Not Harder,Chapter 1,2,OBJECTIVES,What is Knowledge Management? Why Knowledge Management KM Myths Implications for Knowledge Management,3,Knowing ignorance is strength Ignoring knowledge is sickness Lao Tsu,老子道德經第七十一章 知不知上 不知知病 夫唯病病 是以不病 聖人不病 以其病病,Knowing ignorance is strength. Ignoring knowledge is sickness. If one is sick of sickness, then one is not sick. The sage is not sick because he is sick of sickness. Therefore he is not sick.,4,Working Smarter, Not Harder,Overlapping Human/Organizational/ Technological factors in KM: People (workforce) Organizational Processes Technology (IT infrastructure),5,OVERLAPPING FACTORS OF KM,Knowledge,PEOPLE,TECHNOLOGY,ORGANIZATIONAL PROCESSES,6,OVERLAPPING FACTORS OF KM,The ideal organization is one where people exchange knowledge across functional areas of the business by using technology and established processes. The exchange may be for policy formulation and strategy, for training and development, or for problem solving in teams. None of the three areas can function independently of one another.,7,WHAT IS KNOWLEDGE MANAGEMENT?,Process of capturing and making use of a firms collective expertise anywhere in the business Doing the right thing, NOT doing things right Viewing company processes as knowledge processes Knowledge creation, dissemination, upgrade, and application toward organizational survival Part science, part art, part luck,8,EXPLICIT AND TACIT KNOWLEDGE,Oral Communication “Tacit” Knowledge 50-95%,Information Request,“Explicit” Knowledge,Explicit Knowledge Base 5 %,Information Feedback,9,THE KNOWLEDGE ORGANIZATION,Create,Knowledge Organization,Collect,Organize,Refine,Disseminate,Culture,Leadership,Techno- logy,Intelligence,Maintain,Competition,Knowledge Management Process,KM Drivers,10,THE KNOWLEDGE ORGANIZATION,The middle layer addresses the KM life cycle A knowledge organization derives knowledge from customer, product, financial, and personnel practices knowledge.,11,THE KNOWLEDGE ORGANIZATION,Customer knowledge Their needs, who to contact, customer buying power, etc. Product knowledge The products in the market place, who is buying them, what prices they are selling at, and how much money is spent on such products Financial knowledge Capital resources, where to acquire capital and at what cost Personnel practices knowledge The expertise available, the quality service they provide, and how to go about finding experts, especially in customer service,12,THE KNOWLEDGE ORGANIZATION,Indicators of knowledge: thinking actively and ahead, not passively and behind Using technology to facilitate knowledge sharing and innovation,13,IDEAL KNOWLEDGE MANAGEMENT,PEOPLE,Knowledge Base,Outside Environment,Existing methods/ processes,Learning,New ideas,Conversion,Insights,Knowledge Creation,Organizational Benefits,Codified Technology,New products New markets Smarter problem-solving Value-added innovation Better quality customer service More efficient processes More experienced staff,14,IDEAL KNOWLEDGE MANAGEMENT,The ideal knowledge organization allows people to exchange knowledge across functional areas via technology and established processes Knowledge internalized and adopted within the culture of the organization,15,DETERMINANTS OF KM SUCCESS,People Sharing knowledge based on mutual trust,16,WHY KNOWLEDGE MANAGEMENT?,Sharing knowledge, a company creates exponential benefits from the knowledge as people learn from it Building better sensitivity to “brain drain” Reacting instantly to new business opportunities Ensuring successful partnering and core competencies with suppliers, vendors, customers, and other constituents Shortens the learning curve,17,THE DRIVERS,Technology Drivers. Data communications, networking, and wireless transmission Store, communicate, and exchange data at high speed Process Drivers Elimination of duplicate mistakes The way companies react to market changes (JIT) Personnel-Specific Drivers Minimizing personnel turnover Minimizing knowledge walkouts,18,THE DRIVERS,Knowledge-Related Drivers Knowledge sharing knowledge transfer Financial Drivers Knowledge defies economic theory, where assets are subject to diminishing returns over the long run. Knowledge assets increase in value as more and more people use them.,19,GOAL OF KM,Produce a positive return on investment in people, processes, and technologies.,20,INTERNET CONTRIBUTES TO THE USE OF KM,The Internet is an incredible information source With the World Wide Web, every user can share and update information at will The Internet uses a universal communication standard protocol The Internet provides quicker interaction and communication with knowledge workers,21,KEY CHALLENGES,Explaining what KM is and how it can benefit a corporate environment Evaluate the firms core knowledge, by employee, by department, and by division Learning how knowledge can be captured, processed, and acted on Addressing the still neglected area of collaboration Continue researching KM to improve and expand its current capabilities How to deal with tacit knowledge,22,KM MYTHS,KM is not a fad. Knowing what you know or what you need to know is not a fad. KM and data warehouse are not the same. First, data warehousing is a mere repository of data, not knowledge. It is critical for KM, because data warehousing is used in data mining and eliciting new information for new products, new customer demand, etc. KM is not a new concept. It has been practical since the early 1980s.,23,KM MYTHS,KM is not technology, per se.It relies on technology to expedite knowledge sharing and transfer. It is a unique way of thinking about work and about working. It is true that technology can store data, information, and knowledge, but it cannot guarantee that people will use it. Human intelligence is usually tied to tacit knowledge, which is in the human brain. Any exchange or sharing of such knowledge is done face-to-face, using specialized tools or methodologies.,24,KM LIFE CYCLE,Four-Process View of KM: Capturing data entry, scanning, voice input, interviewing, brainstorming Organizing cataloging, indexing, filtering, linking, codifying Refining contexualizing, collaborating, compacting, mining Transfer flow, sharing, alert, push,25,OVERSIGHTS OR PITFALLS,Failing to modify the compensation system to reward people working as a team Building a huge database that is supposed to cater to the entire company Viewing KM as a technology or a human resources area Placing too much emphasis on technology,26,OVERSIGHTS OR PITFALLS,Introducing KM into the organization via a simple project to minimize possible losses Pursuing KM without being ready Having poor leadership,27,THE KM CYCLE AND THE ORGANIZATION,Organizational personnel,Management Decision making,Culture,Information technology,KM Life Cycle . capture . gathering . organizing . refining . transfer,28,ROLE OF TRUST IN THE KM LIFE CYCLE,Trust supports the KM process by giving employees clear impression that reciprocity, free exchange, and proposing innovations will be recognized and fairly compensated. The bottom line is that one cannot have an open, candid dialogue with someone he/she does not trust.,29,PROMOTING TRUST,Decentralize organization structure to allow decision making by teamwork Reduce control-based management and encourage management by results Revisit companys mission statement and ethics policy to demonstrate its new views about values Assess and improve employee responsibilities and accountability Eliminate unnecessary directives or barriers Install programs to improve employee commitment to knowledge sharing,30,THE WORLD OF RE-EVERYTHING,Knowledge is productive only when captured in peoples mind Shareability requires decentralized intelligence We n