km_acs_april_2001

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Published on January 15, 2009

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Knowledge Sharing, Management & Innovation for IT Corporations : Knowledge Sharing, Management & Innovation for IT Corporations Professor Jon Patrick Sybase Chair of Information Systems Basser Department of Computer Science University of Sydney Acknowledgment : Acknowledgment Dr Eric Tsui Computer Sciences Corporation Industry Partners with the Basser Dept of Computer Science : 15/01/2009 Knowledge Sharing, Management & Innovation 3 Industry Partners with the Basser Dept of Computer Science Accenture Bullant Compuware Cisco Four views of KM : 15/01/2009 Knowledge Sharing, Management & Innovation 4 Four views of KM Document Management Expert Systems -KBS; AI systems, Internet/Intranets, Intelligent Agents Organisational Learning & Memory, Culture; Change Processes Knowledge Manager - Information Science - Library Science Common questions for Document Management type KM : 15/01/2009 Knowledge Sharing, Management & Innovation 5 Common questions for Document Management type KM We have dealt with this customer before. Where are the contracts and what were the special deals with did with them? How can we best leverage on past experience and be able to further increase customer satisfaction? How can we transfer existing knowledge better and faster to colleagues and new employees? Common questions for Expert Systems type KM : 15/01/2009 Knowledge Sharing, Management & Innovation 6 Common questions for Expert Systems type KM How can an organisation consolidate its expertise and experience on product development? How can we ensure that we apply all the available knowledge when producing a product? Common questions for Organisational Learning type KM : 15/01/2009 Knowledge Sharing, Management & Innovation 7 Common questions for Organisational Learning type KM What kind of knowledge do we actually have within the organisation? Which knowledge areas must we develop in the near future? How are we going to develop this new knowledge? How can we transfer existing knowledge better and faster to colleagues and new employees? Common questions for Knowledge Manager type KM : 15/01/2009 Knowledge Sharing, Management & Innovation 8 Common questions for Knowledge Manager type KM What is the structure of out Corporate knowledge? What access paths do people want to get knowledge? Can we quickly locate person X who is an expert on product Y in industry Z? Relevant technologies for a KM system : 15/01/2009 Knowledge Sharing, Management & Innovation 9 Relevant technologies for a KM system Data Warehouses Data Mining Full-text search engines Document Management systems Navigation tools Collaborative Work Group Tools Workflow systems E-mail Tools for managing knowledge repositories : 15/01/2009 Knowledge Sharing, Management & Innovation 10 Tools for managing knowledge repositories Lotus Notes Database management, discussion-groups Intranets Publishing information across multiple platforms, multimedia databases, hypertexts Relevant AI technologies for Organisational Memory : 15/01/2009 Knowledge Sharing, Management & Innovation 11 Relevant AI technologies for Organisational Memory Induction Case-based reasoning Intelligent Agents Deductive (Active) databases Natural Language front ends Knowledge map or ontology Intelligent Workflow Others… Perceptions about the Nature of a KMS : 15/01/2009 Knowledge Sharing, Management & Innovation 12 Perceptions about the Nature of a KMS “If we want people …to share what they have learned, we would be wise to create the conditions in which sharing is a benefit.” Nancy Dixon Choosing a system depends on receiver of knowledge task nature - routineness and frequency type of knowledge transferred Knowledge-transfer Models : 15/01/2009 Knowledge Sharing, Management & Innovation 13 Knowledge-transfer Models Serial Transfer Near Transfer Far Transfer Strategic Transfer Expert Transfer Metaphor - not a Warehouse but a Co-operative Ansett Case Study : 15/01/2009 Knowledge Sharing, Management & Innovation 14 Ansett Case Study Photo on The Australian front page 16/4/01: Mr. Toomey met by operations chief Trevor Jensen, who has handled the crisis in his absence. How could KM technology have helped Ansett? How can KM technology help Ansett? The LIBRA Story (Fin Review, BOSS, April,2001) : 15/01/2009 Knowledge Sharing, Management & Innovation 15 The LIBRA Story (Fin Review, BOSS, April,2001) www.libragirls.com.au offers 1-to-1 activities aimed at 12-24 year old girls 2-day early reminder of period being imminent Dear Diary section to record secrets, homework and important dates & details exchange information with friends Libra -What is their KM Strategy? : 15/01/2009 Knowledge Sharing, Management & Innovation 16 Libra -What is their KM Strategy? Detailed customer demographics knowledge Deep psychological analysis of market High sensitivity to cultural variables Individualisation of client interactions What is needed to support this strategy : 15/01/2009 Knowledge Sharing, Management & Innovation 17 What is needed to support this strategy What technology can support this strategy? What staff competencies are needed to support this strategy? What processes are needed to support this strategy? A Model of KM Strategies : 15/01/2009 Knowledge Sharing, Management & Innovation 18 A Model of KM Strategies Artifact Individual Structured Doc Repository Expertise Profile Unstructured Intranets Discussion Forum (Hahn & Subrimani, 2000, A Framework for KMS, Proc ISIS, pp302-312) A Framework of KM Objectives : 15/01/2009 Knowledge Sharing, Management & Innovation 19 A Framework of KM Objectives Maximise knowledge creation and acquisition Maximise knowledge sharing (Knowledge management’s Social dimension: lessons from Nucor Steel, A.K. Gupta & V Govindarajan, Sloan Management Review, Fall, 2000.) Maximise Knowledge Creation and Acquisition : 15/01/2009 Knowledge Sharing, Management & Innovation 20 Maximise Knowledge Creation and Acquisition set stretch goals provide high powered incentives cultivate empowerment and provide “slack” resources equip every unit with a well-defined “sandbox” to play in cultivate a market for ideas within the corporation Maximise Knowledge Sharing : 15/01/2009 Knowledge Sharing, Management & Innovation 21 Maximise Knowledge Sharing ban knowledge hoarding (discourage under-achievers) rely on group-based incentives invest in codifying tacit knowledge match transmission mechanisms to type of knowledge What is KM? : 15/01/2009 Knowledge Sharing, Management & Innovation 22 What is KM? The collective experience of all members of the organisation gained in carrying out its activities, including the organisational memory and concomitant learnings from dealing with its clients. Organisational memory in organisations : 15/01/2009 Knowledge Sharing, Management & Innovation 23 Organisational memory in organisations Not commonly recognised as a key corporate asset Only being used to support operational decision making Not used to support tactical or strategic level decision making Not fully integrated with knowledge acquisition, maintenance and distributions What is KM? : 15/01/2009 Knowledge Sharing, Management & Innovation 24 What is KM? The care and development of understanding and detailed analysis of the content that is relevant to defining the culture and business practices of the organisation. A Knowledge Management Organisation consists of : 15/01/2009 Knowledge Sharing, Management & Innovation 25 A Knowledge Management Organisation consists of People Processes Information Technology A Culture of Knowledge Culture of Knowledge : 15/01/2009 Knowledge Sharing, Management & Innovation 26 Culture of Knowledge Content/Information Intense Analytical Scrutiny Deep appraisal of cultural characteristics True KM will not arrive until the C of K is adopted by organisations as their modus operandi Information Overload : 15/01/2009 Knowledge Sharing, Management & Innovation 27 Information Overload IO is leading to dumbing down Understanding is disappearing The Wrong Agenda - KM in Schools : 15/01/2009 Knowledge Sharing, Management & Innovation 28 The Wrong Agenda - KM in Schools Research has NOT told us how children learn from computers Information Literacy is needed not Information Technology Information is not Knowledge : 15/01/2009 Knowledge Sharing, Management & Innovation 29 Information is not Knowledge “The thrill of acquiring or distributing information quickly must not be confused with the more demanding task of converting it into knowledge and wisdom. Regardless of how advanced computers become they should (do) not substitute for basic human cognitive skills of awareness, perception, reasoning and judgement. “ (Alan Bundy, 2000, Information Literacy) Information Literacy not IT : 15/01/2009 Knowledge Sharing, Management & Innovation 30 Information Literacy not IT “It is time we replace the term IT with IL (Information Literacy). IT is mainly about flow - movement of information through networks… but adding information in a time of infoglut and data smog can actually interfere with learning and understanding …. Information Literacy is mainly about developing understanding and insight. Literacy is about interpretation of information to guide decisions, solve problems and steer though uncertain complex futures” (McKenzie, 2000) What is our Proposal : 15/01/2009 Knowledge Sharing, Management & Innovation 31 What is our Proposal Innovation Action Groups : 15/01/2009 Knowledge Sharing, Management & Innovation 32 Innovation Action Groups High Level Synthesiser -scout Librarian - corporate repository Knowledge Engineer - customer focused Knowledge Operator - operational processes Culture of Knowledge WHAT ARE WE DOING at the University of Sydney : 15/01/2009 Knowledge Sharing, Management & Innovation 33 WHAT ARE WE DOING at the University of Sydney Created an IS program driven around communication and analytical skills Created a Bachelor of Arts Informatics -4 year Arts and IS majors 55% women Defined IS from a cultural perspective Defined the IS Professional in new terms Future Knowledge Workers : 15/01/2009 Knowledge Sharing, Management & Innovation 34 Future Knowledge Workers Critically Analyse Communicative User Friendly Lead innovation Construct and justify argument Critical success factors for knowledge management : 15/01/2009 Knowledge Sharing, Management & Innovation 35 Critical success factors for knowledge management Provide leadership Establish cross-functional teams Ensure that a process is in place Nurture a sharing culture Demonstrate measurable benefits of knowledge management THE END : 15/01/2009 Knowledge Sharing, Management & Innovation 36 THE END

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