NEW: We're creating an overview of quality knowledge and intangibles management web sites. Please submit your site...
|
The Knowledge Management Road Map of Tiwana
"Firms do not only compete to sell their product, but also to acquire the best resources/inputs. One of these resources is the acquisition of skilled labour.
Labour is a resource that has the capacity to make a difference in any organisation. On the other hand, its mobility also makes it possible that companies lose their competitive advantage to competitors very easily and of course also death, retirement and other factors are beyond human control.
because of the above it is unquestionably important to capture knowledge, so that skill and knowledge are retained and transferred to successors.
However, it is difficult to capture knowledge in the brain of an employee because he may not even realize he has such knowledge, let alone be able to transfer it to another person.
What is then, a good methodical way to capture knowledge for companies and not to lose the resources they developed to competitors?
In my view, the 1. importance of capturing knowledge has to be decided on before firms embark on the 2. process of capturing knowledge as it is a costly process.
Organisations have to really focus and give priority to the knowledge that best contributes to achieving their vision and strategic objectives.
According to Aarit Tiwana (2002) there are 10 Steps in a Knowledge Management Road Map.
1. Analyze existing infrastructure: This implies that in knowledge management process you need to know what you presently have in your company. Then identify the gap by evaluating your present resource for KM and then build up on it to close the gap.
2. Align knowledge management and business strategy: knowledge is not managed for the sake of managing it. Companies have to take into account and align their KM strategy with their business strategy
3. Knowledge management architecture and design: One must select the infrastructural components that constitute the KM system architecture.
4. Knowledge audit and analysis: It is a good thing to know the existing knowledge that an organisation owns.
5. Design the knowledge management team: Organise a team with relevant expertise to design the knowledge management system.
6. Create the KM blue print: The knowledge Management Team builds a KM blue print that provides a plan for building and incrementally improving KM system
7. Develop the knowledge management system: This is about putting together a working system of the KM>
8. Pilot testing of the developed KM system: The test helps to make sure that if the KM systems meets the need of users
9. Leadership and reward structure: After putting the system in place, you need your employees to use it. Your employees are not like troops they rather like volunteers. You must encourage your employees to use the system and come up with new ideas.
10. Real-option analysis for knowledge management: This is about computing the return on investment using the best metrics.This helps to see the impact of the KM system and lets you refine KM design through subsequent iterations". (p. 70-74)" |
|
|
Poor Knowledge Management in the Public Sector
"Retirees in our public sector ministries, departments and agencies are a typical example of "knowledge walking out of the door" due to the absence of any systematic way of capturing, storing and transmitting the knowledge they have acquired over the years of their engagements in public service.
Governments must wake up!
I realise that knowledge management may be said to be largely a private sector concept or organisational strategy. After all, it is a private business that must make sure it survives the ever changing competitive market terrain. But I think a forward-looking and proactive government department or agency needs to manage its knowledge resources to ensure efficiency and good return on investments made in intellectual capital. I am however wondering how the public sector can be motivated to buy into knowledge management, at least to make a start." |
|
|
Sharing Environments in Knowledge Management
"Knowledge management (KM) is a dynamic process. Information comes from various stakeholders but is often lost before something is done. If an organization offers a 'sharing environment', then some of such knowledge may be captured and could be beneficial for the organization.
Depending upon the size of the organization, there are several knowledge sharing environments possible:
- Regular meetings
- Sharing retreats
- Reporting
- Social net for organizational stakeholders. Such network is technically possible and many companies have benefited from the transmission of knowledge beyond hierarchical boundary." |
|
|
From Knowing to Finding and Using Information
"I think we will soon see a big shift in learning from a focus on "knowing" information to a focus on "finding and using". This shift will mean that research methods and critical thinking will be most important instead of advanced educational content." |
|
|
How to Manage Knowledge from Experiences?
"After World War II the global economy collapsed due to the heavy expenditure that most of the country had to bear in the war and each and every country was in the opinion to improve the economy by doing business, in fact, aggressive business and they had to recruit young dynamic blood for that.
When these recruitments became a daily routine, the excess staff became another crucial burden for many firms and they adopted an easy method to give compulsory retirement to the older staffs in the firm and they did that for more than two decades. By 1970s all these firms realised that their previous actions were egregious blunders because the retired or sacked older staffs had much more experience than the younger blood in the business. The inexperienced staff made big blunders that many firms suffered loss.
This was the history of the evolution of Knowledge Management in the business world. Experience when it is wisely used becomes knowledge and many firms around the world forgot this fact when they sacked the employees.
Then crucial questions evolved how we could manage this knowledge, the knowledge from the experience???... This was the preliminary stage of the KM but within the time period of four decades the concept has evolved into much complex and complicated dimensions…
And for all readers of this forum please keep this background in mind while dealing with the concept KM… here knowledge does not mean the mere knowledge on some subject but the practical side of it and if you want to share that it has to be stored until there comes a need in future..." |
|
|
Definion and Meaning of Knowledge Management (KM)
"There is no exhaustive definition for knowledge management, as there is no crystal clear definition for the concept of knowledge. The mere use of information from various sources does not form the knowledge but the practical as well as the intellectual part of the information thus collected forms the knowledge. And when this knowledge is managed for the survival of a firm then it is called the knowledge management.
Knowledge management is not single discipline of study but is cross disciplinary in nature and adopts various disciplines and technologies such as cognitive science, knowledge base management systems (kbms), artificial intelligence, groupware, library and information science, technical writing, document management, decision supporting system (dss), semantic networks, relational and object databases, simulation, organizational science…etc." |
|
|
Knowledge Management Still Remains a Victim of Technology
"I believe current knowledge management concepts still remain a victim of technologies particularly data and document management technologies. The rich reservoir of knowledge that is now accessible over the Internet still remains out of reach, because of the limitations of the html framework that handles only text and the limitations of search engines that somehow manage to find something that is of use. My experience of using the www the last 13 years almost on a daily basis is that one comes across information that is often not related to what you are searching for. This is the reason why some kind of bookmarking that one accumulates over time becomes the main source of knowledge.
In order to effectively manage knowledge, we should be able to uniquely classify, identify and relate almost everything on earth. Only that framework would help us spend our time more productively in the area of knowledge creation, communication, application and regeneration." |
|
|
Knowledge Sharing in Projects
"Please give me your proofread and your comments about the following text:
In today’s highly competitive global knowledge economy, all organizations need to manage projects effectively.
Evidence from recent studies has demonstrated that most projects do not meet their quality, schedule, and budget objectives, or fail to satisfy stakeholders and organization expectations. Regardless of the success criteria, these studies have tried to find the reasons for project failure or success. One of the most common approaches is that project effectiveness and performance is known to be positively related to sharing and reusing knowledge in projects. This can help project managers to avoid making the same mistakes over and over again. Knowledge sharing refers to a positive force in sharing organizational knowledge in order that such knowledge can be used to increase the success rate of projects." |
|
|
Knowledge Management is Important
"Knowledge management is vital in any organization for it to survive in today's ever changing marketplace, especially as we're just beginning to emerge from the global recession. Organizations must employ new thinking, new approaches going forward." |
|
|
Constant Practice and Training
"Knowledge and Intangibles Management is equally based on constant practice and training which could easily enhance productivity towards achieving the organisational objectives." |
|
|
MBA is Becoming a Rat Race
"I talk about india.. Before independence it was the profession of law which attracted the best brains because it meant more money. Then it was civil services which was popular. Then came engineering. Later it turned to medicine. Now it appears to be management. Are we serving the purpose of knowledge for its sake or for money's sake and people's perception of where more money can be made?" |
|
|
Imagination and Knowledge Management
"Imagination is like the way you predict tomorrow by creating it today. Knowledge management will help you to plan, coordinate, control, staff and motivate the team to implement the result of your prediction." |
|
|
Knowledge Management and Achieving Excellence
"As we evolve, knowledge management is one of the elements for increasing the complexity of our minds. This continuous process of change involving imagination-implementation-objective as a state of mind goes on increasing the number of variables in any system and the thinkers, doers benefit by increased complexity of their brains. Organisations benefit by having evolved beings working for it, thereby it is on the path to achieve the perceived excellence. However, excellence itself, is not complex to imagine- analogically, the equivalent at individual level is -happiness or whatever you and I perceive as that.." |
|
|
Imagination and Knowledge
"As very rightly pointed out by Einstein, "Imagination" is more important than knowledge. It's simply because knowledge has limits, while imagination is unlimited. Most inventions come through the imagination of someone and today's imagination can become tomorrows reality. Its the base of innovation and creativity." |
|
|
How to Judge Education Without Degree
"The education system has converted knowledge to a set of degrees which are put in hierarchy. Quite often it is so strong that we tend to assume that degree is knowledge. Degree at best can be a way to screen potential contributors. Is there a better substitute of knowing how much knowledge or wisdom one has without using degrees?" |
|
|
An MBA is necessary for any business
"MBA is the only program which is the combination of theory and practical according to the business principals. It gives the vital basic as well as deep knowledge about business. Actually business is a very vast concept. it requires perfect planning, controlling, risk taking, etc. and these functions and skills are only learned in MBA." |
|
|
Is Business Education Useful?
"25,000 new business books are published annually along with millions of business articles. Thousands of business schools graduate over a million MBA students each year.
Still I wonder: is all this knowledge gained from business education actually remembered and applied, considering the immensity and complexity of the topics, and the limited human capacity to store and use all of this information?" |
|
|
DICK and DICKS concept by Anand
"I found out about this easy to remember acronym: the DICK model by Sanjay Anand. It highlights 4 evolutionary steps in knowledge creation and sharing:
1. Data - Collection or compilation of disorganized and possibly unrelated facts and/or figures.
2. Information - Adding context to data and organizing it so that it is usable, yields information.
3. Content - Interpreting and collaborating on information produces content (online or offline).
4. Knowledge - The highest form gained through experience, interpretation and extrapolation. Knowledge acquisition involves complex cognitive processes including learning, perception, communication, association and reasoning, all of which are not mandatory at other levels.
DICKS is a variant in which the S stands for
5. Sustainability, implying the self-perpetuating cycle of “D-I-C-K”. Also from Sanjay Anand." |
|
|
Knowledge and Information
"Knowledge is in someone's head and information is stored in databases. Information is easily acessibe to everyone but knowledge is not." |
|
|
|
Knowledge and Intangibles Management Community of Interest
|
|
|
|
Knowledge and Intangibles Management Education & Events
|
|
|
|
Add a method / model
