Strategic Knowledge Management

Strategic Knowledge Management

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  Strategic Knowledge Management •It involves the strategies involved in developing, implementing and maintaining the knowledge management system inside an organization in an effective manner
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  Knowledge Management Models Knowledge Influences •Organizational Context • Strategic Knowledge • Knowledge Leadership • Knowledge Culture Knowledge Foundations • Human Resource Management • Knowledge Systems Knowledge Applications • Core Knowledge • Knowledge Repositories • Knowledge Services • Learning & Development Knowledge Enhancement & Review • Knowledge Evaluation • Knowledge Sustainability • Issues & research
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  Knowledge Workers • Usetheir intelligence, power of brain to get the work done • Use mental work more than physical work • Capture information, reshape it and enhance it so that it bears more productivity • The knowledge workers are the asset of the organization • They increase the intellectual assets of the organization
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  Phases of KnowledgeDevelopment • Rich and accurate foundation for ongoing knowledge formationKnowledge Sourcing • Principles, theories and concepts to guide ongoing product developmentKnowledge Abstraction • Abstract concepts which are converted into applications and outcomesKnowledge Conversion Knowledge Diffusion Knowledge Development & Refinement Adaptable & flexible knowledge which accommodates changing context Shared understanding and adoption of knowledge gained
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  Explanation of thePhases  Knowledge Sourcing:  Fill the knowledge between what is known and what is to be acquired  Can be done through drawing information from:  existing procedures  Personal experiences  Organization’s intranet  Expert guidance from the consultants
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  Continuation… • Knowledge abstraction: –It is a process of generation of the general principles, guides and concepts for the construction for new knowledge – Helps to solve the complications arising in the process of implementation – It’s a time consuming process – Sound abstracting leads to sound KM and also the success of the KM
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  Continuation… • Knowledge Construction: –It is the conversion of the knowledge into suitable application which can be shared & used by others – Ideas & principles are used to get a specific outcome – Knowledge can be either codified(Explicit) or embodied(Tacit) – The methods of construction of the knowledge construction depends upon the type of the knowledge
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  Continuation… • Knowledge Diffusion –Once the knowledge is codified or embedded, it needs to be shared and spread accordingly – It can be done through • Communication media, modeling of new practices, expert training etc – Knowledge sharing occurs on the basis of the previous knowledge and expertise held by the audience/ employees – Also depends upon the effectiveness of the channels
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  Continuation… • Knowledge developmentand refinement: – It should be regularly reshaped – The knowledge should be developed making sure making sure the current knowledge remains
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  Knowledge Management Infrastructure •Mainly three types are there 1. Managerial Infrastructure • Managerial support to the knowledge workers & effect on the formal management process • Supportive framework for resourcing, decision making and innovative practices which result in successful persuasion of knowledge • Manager acts as both facilitator & partner to the knowledge workers
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  Continuation… 2. Technological Infrastructure •Technical & information system includes the management of the information related to finance, information, records, customers, hr and library which supports KM • Mechanism for the people to share and transfer the information and knowledge • It’s a key ingredient for the success of the KM • Library & Information services: shift form paper to the electronic forms has changed the nature of the services • Builds capable and informed knowledge builders • Records Management: firms generate vast number of records from which the data needs to be drawn and reviewed, catalogued and stored
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  Continuation… 3. Social Infrastructure •It’s a process by guiding & encouraging the social and professional interactions of the members organization with the colleagues, clients and other stakeholders • Provides insight to the knowledge context including the values and priorities • helps in relationship building, long-term outcomes, collaboration and cooperation
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  Harnessing Organizational Knowledge •Many forms of knowledge exists inside the organization • Helps in development of the corporate intellectual capital • Two major issues to focus on: • Knowing what is known • Facilitating capturing and sharing • Knowledge core the accumulated mass of strategic knowledge which is identified, publically valued, captured and disseminated by the organization – help share the knowledge across the corporate boundaries – Focuses on development of competency needs of the organization – Facilitates better transition of the tacit knowledge into actual practices • The focus of the strategic knowledge core needs to integrate short terms and long term priorities • Aware of current and ongoing growth in skills, knowledge and capabilities of its employees • Regular audits on staff potential and capabilities
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  Building KM intothe Strategic Framework • KM is strategic activity • Builds the gap between the organizational goals and role of the knowledge in achieving the goals • Focus on innovation and creativity rather than duplication of work • Concentrate on capacity building for long term potential • Help the workers build skills and competencies to meet future needs and challenges • Keep upgrading the knowledge acquired • Lead the change process with focus on external environment, reviewing the emerging trends & best mechanisms • Prepare the employees for the long term needs strategic needs of the society
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  Key points inbuilding Strategic KM • Knowledge sharing as competencies • Core competency should be unique and hard to reproduce externally • Careful observation needs to be done before adopting the competencies • Developing strategic knowledge community • Emphasis on the communal sharing of knowledge and practices through group interactions • Involve the whole community rather than few while building the knowledge framework • Encourage knowledge diffusion • Knowledge environment needs to be user focused rather than system- dictated • Needs strong leadership • Needs significant reshaping of both expectations and accountability in work settings
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  Continuation… • Adding value •Final principle is that the knowledge management should add value • KM is potential organizational influence in adding the long term values • It requires major shift in how the organization views its people, systems and the way interact • Any activity related to KM should be scrutinized carefully to ensure that it adds value