Knowledge Management - Lean Supermarket

collardsdebonairManagement

Nov 6, 2013 (3 years and 9 months ago)

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Knowledge Management and

Learning Organizations

Enterprise Excellence Series

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Disclaimer and Approved Use


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Outline

1.
Why the Interest?

2.
Knowledge Management

a.
Trends in Knowledge Management

b.
Forms of Knowledge

c.
Intellectual Capital

d.
Challenges & Critical Success Factors

3.
Learning Organizations

a.
Team Learning & Personal Mastery

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Knowledge Management


Some Definitions


Policies, procedures and technologies employed for
operating a continuously updated linked pair of networked
databases. (Anthes)


Bringing tacit knowledge to the surface, consolidating it in
forms by which it is more widely accessible, and promoting
its continuing creation. (Birket)


Process of capturing, distributing and effectively using
knowledge. (Davenport)


Knowledge management is the process of capturing a
company s collective expertise wherever it resides
-
in
databases, on paper, or in people s head
-
and distributing it
to wherever it can help produce the biggest payoff.
Knowledge management is getting the right knowledge to
the right person at the right time .(Info Week 10/20/97)

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Paradoxes of Knowledge


Using knowledge does not consume it but it does get
obsolete.


Transferring knowledge does not lose it but market
mechanisms allow ownership.


Knowledge is abundant, but the ability to use it is
scarce.


Producing knowledge resists organization.


Much of it walks out the door at the end of the day.


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KM vs Information Management


One expert calls idea that “knowledge management is
about managing knowledge, while information
management is about managing information” a “myth”


She says knowledge and information are the same
“stuff” but that “[IM] focuses on finding the stuff and
moving it around, while the [KM] is also concerned
about how people create and use the stuff.


Also “knowledge management deals with a far broader
range of approaches to communicating and using both
knowledge and information.



Source: Ruth Williams (PWC consultant) on
CIO.com, 18 October 1999


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Problems with Implementation


In too many instances, knowledge management
initiatives start in the information technology
department ultimately focusing on the IT
infrastructure, and what the IT people deem
important. As a result many of these efforts focus on
information rather than knowledge.


It is difficult to evaluate learning or to place a value on
intangibles such as knowledge, especially tacit
knowledge. Some types of knowledge take years to
digest so that the benefits of learning may not appear
until some time in the future.


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The Knowledge Value Chain

We must recognise that there is a value chain for “Knowledge” in
just the same way that Michael Porter (1985) proposed that
business functions be organised in terms of the value added to
customers.

Creation

Preservation

Integration

Transmission

Application


Within the value chain, business processes and KM processes
interweave and at the touch points, create the “Points of
Confluence” that require integration of KM practices

It can be argued that part of the societal role of a university is to
nurture and protect this value chain

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Shared Vision


The practice of shared vision involves the skills of unearthing
shared pictures of the future that foster genuine
commitment and enrollment rather than compliance.


The single thread that runs through all success stories is the
involvement of large numbers of individuals in identifying
the vision. How the words get written are just as important
as what get written..


All must understand, share in and contribute to the
organization s vision, or that vision will not become a reality.


It is not truly a vision until it connects with the personal
vision of the people throughout the organization
--
a by
product of interactions of personal visions.