知識管理概念與案例ppt課件

1、Knowledge Management: Concepts and CasesStephen Ruth, George Mason UniversityFirst Lecture: Why KM Makes a Difference in an Organization.Leveraging Technology Series (ICASIT)Electronic Commerce (GMU,World Bank)IT in the European UnionIT and Organizational LearningHuman Engineering in IT DesignIT for

2、 Competitive AdvantageIT and Executive Information Systems.Leveraging Technology Series (Continued)IT and Expert Systems Use Leveraging MultimediaTeaming in CyberspaceVirginias NetpreneursCybercorpKnowledge Management.Possessing IT vs. Leveraging ITMost metrics are about possessionPossession is stat

3、ic; leveraging is dynamicPossession alone does not add valueLeveraging is a strategic issue; possession is operational.Outline of This PresentationKM scope, definitions, brief historyLeveraging KM-examplesAcquiring knowledge, KM marketsKey ideas : Leonard-Barton, Davenport, Prusak, Koulopoulis, Nona

4、ka, Stewart.Outline of This PresentationCharacteristics of successful knowledge organizationsFive step approach to KMThe future.BHAGs Big, Hairy, Audacious GoalsGoodyear ($13 billion to $23 Billion in 5 years)Times Mirror-increase LA Times circulation by 500,000, a 50% jumpP&G Increase company size

5、by 100% in ten years.More BHAGsGE -be #1 or #2 in every market they serveBristol Myers -Double sales and earnings in seven yearsCampbell Soup-be seen as a peer of Coca Cola and Gillette.Definition of Knowledge “Knowledge is a fluid mix of framed experience, contextual information, and expert insight

6、s that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In the organization, .Definition of Knowledge it often becomes embodied not only in documents or repositories but also in organizational routines, proce

7、sses, practices, and norms (Working Knowledge, p. 5).What Is So Special about KM?Seems to be far more than a fadComparisons: ES, MM, BPR, CASEMany large companies and organizations are embracing KM.What Is So Special about KM?Already a vast body of practiceHas huge potential for ROICEOs often the le

8、aders (not the CIOs).KM: A Significant New IT ApproachWhy needed? Information overload but knowledge famineExtracting information is easy-but knowledge is scarce and often hidden .KM: A Significant New IT ApproachCore competency is based on knowledgeKnowledge, not information, is the edge.Who Uses K

9、M Now?AT&T,Dell Computer, CSC, AMS, IRS, World Bank, NYNEX, American Airlines, IBM, Xerox, EDS, Hallmark, GE, HP, Nations Bank, Polaroid, PacBell, Microsoft, thousands more.Who Uses KM Now?At least two hundred of the Fortune 500 with a new title - CKO or CLO or Director, Knowledge Initiatives.(Very)

10、 Brief HistoryLong tradition of valuing knowledge: Moses; Alexander, Caesar, Napoleon, Drucker, Toeffler, etc.Knowledge creation-Nonakas studies of Matsushita, Honda, Mazda- later GE.(Very) Brief HistoryLeonard-Bartons manufacturing studiesStewarts emphasis on Intellectual CapitalDavenport and Prusa

11、k-practice orientation.Scope of KM InformationAt least one hundred books; dozens of case studiesA half dozen journals.Scope of KM InformationHundreds of articles, including in HBR and SMRAbout a symposium per weekScores of dedicated web sites (see especially /km/index3.htm).The SpectrumDat

12、aInformationKnowledgeWisdom.The SpectrumInsightResolveAction.Knowledge QuestionsWhere is knowledge? In the mind of the knowerWhat is knowledge? Framed experience, conceptual information, insightsExpertise? Experience-based insightsIntuition ?Compressed expertise.Knowledge Characteristics (V.Alee)Mes

13、sy and self organizingTravels on language and through contactDifficult to codifyDifficult to regulateSeeks communityA social process.Sample Knowledge AreasCustomersProcessesRules of thumbHistoryKnow-howSkills and experiences.Samples of Knowledge-Data that Makes a DifferenceChryslers Engineering Book

14、s of Knowledge (automobile platform teams)Andersen Knowledge Xchange (too much knowledge-became data).Samples of Knowledge-Data that Makes a DifferenceArmys CALL and AAR3M-knowledge company; IBM industry solution units; Steelcase sells knowledge; Xerox-sells solutions.Some Success Stories Hoffman La

15、roche-reform of FDA submission process: $1 million per dayFive New York medical centers-observed others procedures: 24% drop in death rate for bypass operationsHP on call help desk-Case-based reasoning reduced call time by 70%.More Success StoriesChevron-Energy-use network -savings: $650 millionTI -

16、Improved wafer fabrication yield -$1.5 billion.More Success StoriesSkandia -90% reduction of time to marketNEC -replacing robots with peopleBP virtual teamwork-North Sea example.BPs Virtual Teamwork ProgramNot part of IT groupHardware/software: desktop conferencing, multimedia, app sharing, shared w

17、hiteboards, videoclip recording tools, groupware, web browser.BPs Virtual Teamwork ProgramFour successes-the failure was group that wanted to exchange only dataMobile drilling ship problem $500,000 saved through KM.Knowledge Markets Markets have social/political dimensionsMobil-bragging discouraged-

18、affects KMHP in Australia-mateship.Knowledge Markets Buyers-people who find no easy answer to complex problem (20% of managers time spent in knowledge search)Sellers-knowers, piece workers (salaried purchased)-beware of “hoarders.Knowledge Markets (Contd)Brokers: Librarians, boundary spanners, chatt

19、ers, gossipsPricing system: cash, status, entitlements.Knowledge Markets (Contd)Three key pricing mechanisms: reciprocity (“favor bank), repute, altruismOther market factors: trust (visible, ubiquitous, from the top), informal markets, communities of practice.Knowledge Markets (Contd)Problems of kno

20、wledge markets (inefficiencies)-not like yellow pagesIncompleteness of information (prices, brokers, payoffs).Knowledge Markets (Contd)Asymmetry of knowledge (scarcity)Localness of knowledge (distance problem)Javelin Case-a failure because of pricing policy, trust and localness of knowledge.Generati

21、ng Knowledge Acquisition -BPs “thief of the year; IBM bought Lotus ($3.5 billion-14 times book value); AT&T buys NCR; EL Products buys GrimesRental-business-university consortia; consultantsDedicated resources-Motorola, Merc and McDonalds universities, Xeroxs PARC.Generating Knowledge (Contd)Fusion-

22、creative abrasion-innovation occurs at the boundaries between mind sets (Leonard-Barton)Adaptation-DEC and Wang; WalMart and Sears; universities; McDonnells perspective: success is dangerous.Problems with KM (Davenport)Greshams Law-data drives out knowledgeMost summary data (scanner, customer, trans

23、actions, demographics) never gets usedDeprivation of enablers - space, time reciprocity (drug company example)Withholding of social capital.Enemies of Success (Prusak)Going outside what knower knowsKnowledge is not truthNo after-action reviewsNeed for “perfect informationMeasuring yesterday instead

24、of understanding tomorrowTechnology as a hammer.The Essence of KM (Prusak)Anticipated reciprocityPerceived equitySocial capitalConnection, not captureCommunities of practice.KM and Competency Wellsprings of Knowledge-D. Leonard-BartonWellspring-source of a stream, can sustain or, when polluted, deny

25、 growthTheme-technology decisions can build knowledge.KM and Competency Wellsprings of Knowledge-D. Leonard-BartonCore technological capabilities-the competitive advantageAlso: supplemental and enabling capabilities-dont differentiateKey example-Chaparral Steel.Types of Skill and Knowledge“A-shaped

26、or “T-shapedPublic or scientificIndustry specificFirm specificValues and norms.Core RigiditiesCore capability can become core rigidityInsularityOvershooting the target (working harder)Power of the pastInability to innovate with new IT.Core RigiditiesLimited experimentationScreening out external know

27、ledge.Creative AbrasionTrap of mindsetGetting different mindsets to collideAbrasion can be good-but friction must be creativeManaging religious wars-herbs in the dishPrototypes become the media franca.Corporate Instinct (Koulopoulis et al)Is CI about survival or leveraging, or core competencies, com

28、peting increasing market share or creating knowledge? Ans: allRule 1: Survive based on Core Competency, not core products (Xerox, etc.).Corporate Instinct (Koulopoulis et al)Rule 2: Constantly compete with the currently best ideas to develop new onesRule 3: Value new knowledge over corporate structu

29、re and standards.Myths (K)Corporate memory-may eclipse individual wisdomDecentralized decision makingTeams.The Knowledge Chain (K)Internal AwarenessInternal ResponsivenessExternal AwarenessExternal Responsiveness.Leveraging KM (K)Learning to forgetKnowledge capture (Obstacles: mobility, half life, t

30、hreat to specialists)Knowledge inventory.Attitudes of Instinct (K)React before you assimilateShare-dont impose-knowledgeBecome a knowing enterpriseCreate process assets.Attitudes of Instinct (K)Make instinct transparentOrganize without structureDecephalize decision makingIncrease velocity and return

31、 on time.Dynamic Stability Sharing Knowledge (“sharp end of instinct)Rogue collaborationIntelligent autonomy (King Canute?)-old and new paradigmsUnleash individual instinct (Fulkerson).Traits of “Smart Companies (D.Lee)Communicate compelling big pictureProvide grist for the “Idea MillEmployees given

32、 control over their jobs.Traits of “Smart Companies (D.Lee)Environment that fosters trustManagers rewarded for coaching, not for having answersCapturing and sharing knowledge is fun .Traits (Continued)Rewards for sharing and using knowledgeCommunicate the importance of knowledge sharingFocus on peop

33、le, not technology (1/3 rule)Build in reflection and capture timeCreate positive emotional climate.Structure of KM Implementation (Teltech)Phase 1 Explore possibilitiesWhat is KM?How can it be applied to our company?.Structure of KM Implementation (Teltech)Establish cross-functional teamsReview case

34、 studiesAttend conferencesConsult experts, benchmark, brainstorm.Phase 2 Develop KM StrategyAssess business needs, personnel strengths, potential benefits, ROI, ROT, ROEEnd user needsKM vs. business objectives.Phase 2 Develop KM StrategyInvolvement of stakeholdersIdentify specific KM deliverablesGrass roots support.Phase 3 Part 1 Design the KM SolutionStrategy leads to structureIdentify solution componentsIdentify co