Leolingham2000
Management Consultant
Managehr
Hr Systems Adviser
Keevin09
Student

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Hi, can anybody please help. How to coordinate or control knowledge management at the corporate level?
From United Kingdom,
KNOWLEDGE MANAGEMENT.

I have put a collage of concepts/ ideas together.

You have to work very closely with IT and senior management.

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Knowledge Management is any process or practice of creating,

acquiring , capturing, sharing, and using knowledge, wherever

it resides , to enhance learning and performance in organizations.



Knowledge Management involves transforming knowledge resources

by identifying relevant informing and then disseminating it so that

learning can take place. KM strategies promote the sharing of

knowledge by linking people with people, and by linking them

to information so that they can learn from documented experiences.

KM could be categorized as

-embedded in technologies, rules, organizational procedures.

-encultured in organization values, beliefs,stories, understandings.

-embedded in practical activities, skills, competences of members.

-embraced as conceptual understanding / cognitive skills.

KM SYSTEMS

-creating intranet

-creating data warehouse

-developing/ using decision support sytems

-creating/ developing groupware systems like emails,lotus notes etc.

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KNOWLEDGE MANAGEMENT PLANNING& DEVELOPMENT

Step 1: Analyzing existing infrastructure

Step 2: Aligning knowledge management and business strategy

Step 3: Designing the knowledge management architecture and integrating existing infrastructure

Step 4: Auditing and analyzing existing knowledge

Step 5: Designing the knowledge management team

Step 6: Creating the knowledge management blueprint

Step 7: Developing the knowledge management system

Step 8: Deploying with RDI methodology

Step 9: Change management, culture, reward structure design,etc

Step 10: Measuring results of knowledge management, devising ROI met­rics, and evaluating system performance

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Step 1: Analyzing existing infrastructure

Focus on the following:

1.Understanding the role of your companys existing networks, intranet, and extranets in knowledge management. You will analyze, leverage, and build upon data mining, data warehousing, project management, and decision support system (DSS) tools that might already be in place.

2.Understanding the knowledge management technology framework and its components.

3.Considering the option of using knowledge servers for enterprise integration, and performing a preliminary analysis of business needs that match up with relevant knowledge server choices.

4.Integrating existing intranets, extranets, and GroupWare into your knowledge management system.

5.Understanding the limitations of implemented tools and identifying existing gaps in your company’s existing technology infrastructure.

6.Taking concrete steps to leverage and build upon existing infrastructural investments.

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Step 2: Aligning knowledge management and business strategy

Focus on the following:

1.Shift your company from strategic programming to strategic planning.

2.Move your systems design practices and business decisions away from the seemingly rigorous, fallacious notion of making predictions using extrapolations from past data. You must shift this critical decision‑making dependency on knowledge that is both within and outside your company.

3.Perform a knowledge‑based SWOT (strengths, weaknesses, opportunities, and threats) analysis and create knowledge maps for your own company, your main competitors, and your industry as a whole.

4.Analyze knowledge gaps and identify how knowledge management can fill those gaps. Do a cost‑benefit analysis to prioritize filling such gaps.

5.Determine whether a codification or personalization focus is better suited for your com­pany

6.Balance exploitation, exploration, just‑in‑time and just‑in‑case delivery supported by your KM system.

7.Before you can design your knowledge management system, determine the right diagnostic questions to ask.

8.Translate your strategy‑KM link to KM system design characteristics. You must articulate a clear strategy‑KM link and incorporate the critical success factors

9.Mobilize initiatives to help you "sell" your KM project internally.

10.Diagnose and validate your strategy‑KM link, and use it to drive the rest of the design process.

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Step 3: Designing the knowledge management architecture and integrating existing infrastructure



Focus on the following:

1.Comprehend various components of the knowledge info-structure

2.Identify internal and external knowledge source feeds that must be integrated

3.Choose IT components to find, create, assemble, and apply knowledge

4.Identify elements of the interface layer: clients, server, gateways, and the platform

5.Decide on the collaborative platform: Web or Lotus Notes?

6.Identify and understand components of the collaborative intelligence layer: artificial intelligence, data warehouses, genetic algorithms, neural networks, expert reasoning systems, rule bases, and case‑based reasoning

7.Optimize knowledge object molecularity with your own company in mind

8.Balance cost against value‑added for each enabling component

9.Balance push[provision] and pull‑based[ demand ]mechanisms for knowledge delivery

10.Identify the right mix of components for searching, indexing, and retrieval

11.Create knowledge tags and attributes: domain, form, type, product/service, time, and location tags

12.Create profiling mechanisms for knowledge delivery

13. Validate your choices

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Step 4: Auditing and analyzing existing knowledge



Focus on the following:

1. Develop a Knowledge Growth framework to measure process knowledge.

2. Identify, evaluate, and rate critical process knowledge on an 5 OR 7‑point scale system.

3. Select an audit method out of several possible options.

4. Assemble a preliminary knowledge audit team.

5. Audit and analyze your companys existing knowledge.

6. Identify your companys Knowledge spot.

7. Choose a strategic position for your knowledge management system that is in line with

the strategic gaps identified in step 2.

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STEP 5: DESIGNING THE KNOWLEDGE MANAGEMENT TEAM

In the this step on the KM road map, you create the knowledge management team that will design, build, implement, and deploy your companys knowledge management system.

Focus on the following:

1. Identify key stakeholders: IT, management, and end users; manage their expectations.

2. Identify sources of requisite expertise.

3. Identify critical points of failure in terms or unmet requirements, control, management

buy‑in, and end user buy‑in,

4.Balance the knowledge management team’s constitution

‑‑organizationally, strategically, and technologically.

5.Balance technical and managerial expertise that forms a part of this team.

6.Resolve team‑sizing issues.

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STEP 6: CREATING THE KNOWLEDGE MANAGEMENT SYSTEM

Focus on the following issues in this step:

1. Customize the details of the several layers of the knowledge management architecture to your own company.

2. 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.

3. Design the system for high levels of interoperability with existing IT investments; optimize for performance and scalability.

4. Understand and execute repository life‑cycle management.

5. Understand and incorporate the several key user interface (UI) considerations.

6. Position and scope the knowledge management system to a feasible level where benefits exceed costs.

7. Make the build‑or‑buy decision and understand the tradeoffs.

8. Future proof the knowledge management system so that it does not "run out of gas" when the next wave of fancy technology hits the market.

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STEP 7: DEVELOPING THE KNOWLEDGE MANAGEMENT SYSTEM

Once you have created a blueprint for your knowledge management system (step 6), the next step is that of actually putting together a working system.

Focus on the following:

1. Develop the interface layer. Create platform independence, leverage the intranet, enable universal authorship, and optimize video and audio streaming.

2. Develop the access and authentication layer. Secure data, control access, and distribute control.

3. Develop the collaborative filtering and intelligence layer, using intelligent agents and collaborative filtering systems. We took at options to buy intelligent agents versus easy and free tools that can be used to build your own.

4. Develop and integrate the application layer with the intelligence layer and the transport layer.

5. Leverage the extant transport layer to take advantage of existing networks that are already in place in your company.

6. Develop the middleware and legacy integration layer to connect the knowledge management system 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.

7.Integrate and enhance the repository layer.

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STEP 8: PiLOT TESTING AND DEPLOYMENT USING THE RDI METHODOLOGY

A large‑scale project such as a typical knowledge management system must take into account the actual needs of its users. Although a cross‑functional KM team can help uncover many of these needs, a pilot deployment is the ultimate reality check.

Focus on the following:

1.Understand the need for a pilot knowledge management system deployment, and evaluate the need to run one; if it is needed, select the right, nontrivial, and representative pilot project

2.Identify and isolate failure points in pilot projects

3.Understand the knowledge management system life cycle and its implications for knowledge management system deployment.

4.Eliminate all wastages.

5.Understand the scope of knowledge management system deployment

6.Use the RDI methodology to deploy the system, using cumulative results‑driven business releases

7.Decide when to use prototypes, and when not to use them

8.Convert factors to processes

9.Create cumulative results‑driven business releases by selecting releases with the highest payoffs first

10.Identify and avoid the traps in the RDI[ results driven increment] methodology

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STEP 9: THE CKO, REWARD STRUCTURES, TECHNOLOGY, AND CHANGE

MANAGEMENT

Focus on the following:

1.Understand the role of a chief knowledge officer and decide if your company

decides not to appoint a CKO, who else can best play that role?

2. Organize the four broad categories of the CKO's or knowledge manager’s responsibilities. To do so, you must understand the CKO's technological and organizational functions.

3. Enable process triggers for knowledge management system success.

4. Plan for knowledge management success using the knowledge manager as an agent for selling knowledge needs.

5. Manage and implement cultural and process changes to make your knowledge management system as well as your knowledge management strategy succeed.

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STEP 10: METRICS FOR KNOWLEDGE WORK

The tenth step‑‑measuring return on knowledge investment (ROKI)‑must account for both financial and competitive impacts of knowledge management on your business.

Focus on the following:

1.Understand how to measure the business impact of knowledge management, using a set of lean metrics

2.Calculate returns‑on‑investment (ROI) for knowledge management investments

3.Decide when to use benchmarking as a comparative knowledge metric

4.Evaluate knowledge management ROI using the Balanced Scorecard (BSC) method

5.Use quality function deployment for creating strategic knowledge metrics

6.Identify and stay clear of the seven common measurement pitfalls, and identify what not to measure

7. Review and select software tools for tracking complex metrics.

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IDEAS FOR COLLECTING INFORMATION.

Action step [ EXPLORE ]

*Canvass groups that rely heavily on the information technology system to find out:

1) how well it provides them with the knowledge they need to get their work done and

2) what they would like to keep and change about the current system to better meet their needs.

*Compare information about what works and what does not work vis‑a‑vis the IT system across groups to identify similarities and differences in IT‑supported knowledge needs.

*Open up the discussion to customers and suppliers. If they use the system, include them in the first action step. If they do not use the system, find out how access to it might improve not only their operations, but also ours.

*Determine the extent to which our IT system promotes the formation of new networks of people and find stories of how these new relationships affected our ability to improve business processes and/or performance.

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Action step [ FOCUS ORGANIZATIONAL ATTENTION.]

*Convene a small team from among the areas of the organization most concerned about knowledge management to sketch out the business case for a knowledge management executive and/or centr$~ knowledge management group in our organization.

*Describe the roles and responsibilities of a knowledge management group and/or a knowledge management executive.

*Consider existing people within the organization who might step into knowledge management roles and discuss the possibility with them.

*Consider existing groups within the organization that might be transitioned into a knowledge management role.

*Collect information about what both our competitors and some leading knowledge management organizations are doing in this area.

Other:

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Action step [ INTERNAL COOPERATION ]

*Scan across our business segments to identify knowledge or technology that is currently used by more than one segment.

*Determine how our policies support or hinder cross‑segment cooperation to develop 'knowledge or technologies.

*Collect information about what our competitors are doing in this area.

*Convene a cross‑business segment group to map current and anticipated customer needs to existing and future knowledge and technologies. Discuss how to increase sharing knowledge and technologies across the segments.

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Action step[ EXTERNAL CONTACTS]

*Create a matrix that displays each business or unit, and the type Of relationships they have with other organizations,

*Canvass our suppliers and customers to see how they Partner with other organizations.

*Collect information about what our competitors are doing in this area,

*Identify the business groups or units most suited to these new forms of

partnership and discuss the Possibility of launching pilots to experiment with

them.

Other.

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Action step [ HR informations ]

*Collect turnover statistics. Try to determine: 1) planned vs. unplanned turnover, 2) types of skills and know‑how that were lost when people left or were let go, 3) lag time until people find new jobs, 4) % salary difference paid in new position, 5) time and cost to reestablish optimum operating levels etc.

*Compare retention practices in the operating units with formal human resources policies.

*Determine what policies are in place to safeguard know‑how and intellectual property.

*Convene a group of different operating units to identify mission‑critical skills and know‑how that are specific to each unit and those that are common across the units. Discuss ways to improve retention of people who possess these skills and know-how.

Other:

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Action step [ customer base information ]

*identify types of information that are routinely extracted from customers as part of the standard sales transaction or post‑sale customer service interactions.

*Determine if information is purchased from other sources that is currently used or might be used to strengthen existing customer relationships or develop new products and services.

*Discuss with the operating units and post‑sale customer service groups how both types of information described above are used to strengthen the customer relationship and develop new products or services.

*Convene a small group of different business units to examine how existing customer information could be put to better use and what additional information should be collected going forward to improve customer relationships and develop new products and services. Also consider new ways to collect it electronically.

*Collect information about what competitors are doing.

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Action step[ customer base ]

*Identify business units or groups that have launched a new service or Product based on knowledge that was considered a byproduct of their core business.

*Interview some or all of these groups to find out how they uncovered the new service or product possibility and developed it. Specifically identify the knowledge components that were leveraged into the new product or service.

*Compare processes from these groups to detect similarities and differences.

*Determine the extent to which advances in information technology or other technologies do or might affect our organization's products or services.

Other:

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Action step [ value creation]

*Obtain the organization’s espoused values.

Canvass key operating unit managers to

determine how clearly they link the organization's

values to their unit's ability to create and share

*mission‑critical knowledge and ultimately to serve key stakeholders.

*Contact representatives from external stakeholder groups and determine how easily they can identify our values. Discuss the impact these values have on their willingness to share information with us.

*Host a roundtable with front‑line employees, Managers, executives and key stakeholders to discuss findings from these efforts and to think about how we can improve our commitment to these values.

Other:

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Action step [ contributions ]

*Document stories of how people's outside interests and passions have contributed to our business ‑ serving customers or suppliers, creating new products or services, improving organizational processes ‑ anything!

*Find out if we formally track people's outside interests and passions or if there is an informal system, such as bulletin boards (electronic or cork board) that bring this information to the attention of others.

*Discuss with key operating managers how the organization might make better use of these interests to both build loyalty and improve organizational performance.

*Consider how these interests might help us engage some of our customers more fully with the organization.

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regards

LEO LINGHAM

From India, Mumbai
CKO and often the CIO is the owner of Knowledge in the organisation.
Concepts such as Value Network Analysis, Communities of Practice, Knowledge Components, Knowledge harvesting, Intranet, Virtual Filing Cabinets, Competitor and Market intelligence are employed in this process.
Objective of KM is to identify, store and reuse Knowledge components.
Knowledge components can be drawn from experiences, intellectual capital, competitor intelligence, market knowledge etc.
Day to day experiences are shared across COPs to improve productivity.
Value network analysis helps identify relationships between entities.
Knowledge of Skills in an Organisation and putting them to use to achieve a business goal like Proposal building is part of knowledge management.
Tools for search across the organisation improve productivity of the organisation.
For Control - you need ownership. You also need to take the support of KM tools such as Intranets, Search Servers, Collaborative Platforms, Metrics for COPs

From India, Bangalore
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