Presentation on KM by DHL - singnet.com.sg

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6 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

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DHL
Singapore

delivers more

KNOWLEDGE
MANAGEMENT

for the New Economy

DHL
Singapore

delivers more

Data,Information & Knowledge


Data is a set of discrete objective facts about events


Information is data which have been organised

and endowed with meaning


Knowledge is a set of beliefs constituted by

a mixture of framed experience,understanding,

contextual information and expert insight

DHL
Singapore

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Data

Information

Knowledge

Data, Information & Knowledge

Add value by analysis,sorting,summarising

Transformed by conceptualisation,

experience,insights

DHL
Singapore

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Knowledge Management System

Overview of

Organisational Knowledge

Managing


Organisational

Knowledge

Knowledge Management

Strategy and Measurement

Knowledge Management

in Action

DHL
Singapore

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Overview of Organisational

Knowledge

Capturing

Knowledge

Managing

Knowledge

Taxonomy of

Organisational

Knowledge

Differences between

data,information and

knowledge

DHL
Singapore

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Taxonomy of Knowledge

Organisational Knowledge

Private

Public

Component

Component

Architectural

Individual

Collective

Tacit

Explicit

Collective

Tacit

Explicit

DHL
Singapore

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WHY KNOWEDGE MANAGEMENT(KM)?

1.Know what you need to know in order to

gain competitive advantage

2.Leverage collective wisdom to increase

responsiveness and innovation

3.Provide employee with the knowledge that the job

demands

DHL
Singapore

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Two types of knowledge


Tacit knowledge
-
ideas not captured, in the head

of people


Explicit knowledge
-
express in words eg procedures,

work instructions

Knowledge Management

Information Base

Sharing & Reuse

Capturing Knowledge

Undocumented or

Tacit Knowledge,

Ideas,experience

Documented or

Explicit knowledge captured in

Documents

DHL
Singapore

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HOW DO YOU “CAPTURE” KNOWLEDGE?

1.Encourage Matched Pair & Mentoring

2.Preparing Chicken Sheets

3.Driving Product Commonality

4.Use Training material,book shelf data,best practices,

yellow pages,meeting minutes,document archives

5.Deploying Intranets,libraries,records centers,data

warehouses,servers,hard drives,WWW,portals

6.Conducting knowledge Fairs

DHL
Singapore

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Barriers/Drivers to doing KM

1.Experts do not know what they know what you do not know

2.There is no shared purpose or mental model

3.Old metrics, no incentives for sharing

4.Greater focus on the technology,not the strategy

5.Lack of corporate commitment to system:people &

technology

6.Preference for “original” vs “repurposed”

7.Knowledge hoarding & politics

8.Too much emphasis on “how” and not enough on “why”

9.Lack of “Dasein” design philosophy

Dasein is German for “being there”

DHL
Singapore

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Critical success factors for KM:

Culture
-
top management should be committed in

making this initiative a success foster the knowledge

sharing culture and rewarding it

Rewards
-
offered after the fact, as a surprise made

available to anyone who meets a given standard help

overcome the knowledge hoarding mentality of today

Metrics
-
measure the products of knowledge link knowledge

to the bottom
-
line

Take one step at a time,keep it simple

DHL
Singapore

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Building Blocks of KM

Leadership

Clear strategic focus for knowledge sharing

Visible senior management commitment

Culture

Willingness to

share

knowledge

Willingness to

invest in KM

Willingness to use

others’ knowledge

Support

Support and

Incentive to

contribute

Navigation and

search

assistance

Training &

Internal Marketing

Technology

Speed, simplicity, access

Continuous

Improvement

Metrics for contribution,usage,effectiveness

(Simon Trussler(1998).The rules of the game,The Journal of

Business Strategy Vol 19 Issue 1 pp16
-
19

DHL
Singapore

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Process of Knowledge Management

Knowledge

Creation

Knowledge

Transfer

Knowledge

Storage

Knowledge

Utilisation

DHL
Singapore

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Codification Vs Personalisation

Codification

Relies heavily on IT

Knowledge is carefully codified and

stored in databases

Can be accessed and used easily by

anyone in the company


Personalisation

Knowledge shared mainly through direct

person
-
to
-
person contacts

Chief purpose of computers is to help

people communicate knowledge,not to store it

DHL
Singapore

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Choosing the Right Strategy


Do you offer standardized or customized products?


Do you have a mature or innovative product?


Do your people rely on explicit or tacit

knowledge to solve problems?

DHL
Singapore

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Implementation Framework

Capabilities

Education,

Development

Exploration

Groupware

KM System

Contactivity

Meetings,

events

Connectivity

Intranet

Organisational

Technology

Explicit

Tacit

DHL
Singapore

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Initiatives


Knowledge Yellow Pages


Knowledge Fairs


Communities
-
of
-
practice


Mentoring and Training


Intranet


Data mining,data
-
warehousing