Professional Documents
Culture Documents
Knowledge Mgt3
Knowledge Mgt3
Outcome Realized
Outcome compared
to action
New Experience /
Knowledge Gained
•When the job is completed, then the team compares the experience it
had initially (while starting the job) to the outcome.
• While performing the same job in future, the team can take corrective
steps and/or modify the actions based on new knowledge.
• Over time, experience usually leads to expertise where one team can be
known for handling a complex problem very well.
• People with positive attitudes, who usually trust others and who works
in an knowledge sharing environment tends to be better in sharing
knowledge.
Unlike the conventional Material assets, which decrease as they are used,
Knowledge asset increases with use; Ideas breed new ideas, and shared
knowledge stays with the giver while it enriches the receiver.
PEOPLE
CONTENT
TECHNOLOGY
• Knowledge Architecture is a requirement to knowledge sharing.
• Activating knowledge content – lower level knowledge centers that fall under
higher level centers
Human
Resources
Sales
Marketing
Customer
Service
• Strategies
• Complaint Rate
• Tools
• Satisfaction
•R&D
Information
• Advertising
Technical Layers of the KM system
User 1 User 2 …….. User n
Layers
GROUPWARE
(document exchange DATA
DATABASE APPLICATIONS (payroll) collaboration) WAREHOUSING
Knowledge Transfer
knowledge Transfer
Day-to-day operation
Learning from failure
Published Papers by employees (National and International publications)
Engineering Project
EXPERT INTRANET
DECISION MAKER
(e.g. e-mail)
Company Employee
Cloud • Suppliers
• Vendors
• Partners
• Customers
Senior Management
Officers
Employees (Supervisors & Workmen)
Customers
Supplier
Experts (In & outside company)
Types of Knowledge
resides within him in the form of Know-how and insights is a very difficult
Fe
e db
ac
Knowledge
ks
Problems
Internet
Journals, Experts User Online
Vendors Training
ge
Knowledge
ed
l
ow
Kn
Knowledge
Manager Knowledge
Repository
Knowledge
Communities
The strategies ensure knowledge sharing across the entire value chain
from customer to the supplier. Some of the instruments through which
the KM strategies are deployed are:
Equally important are also the way their instruction are carried out
throughout the organization and the way they get involved in the entire
organizational process.
There is nothing more difficult to take in hand, more perilous jōkhima to
conduct or more uncertain of success then to take a lead in the
introduction of new order of things, because the innovation has for
enemies all those who have done well under the old conditions and
lukewarm udāsīna defenders in those who may do well under the new.
‘Seven out of tem reengineering efforts fail because of lack of, or
inadequate attention paid to change management
Change
Management
Culture
Resistance
Physical vs Knowledge Wealth
There are a number of influential factors which will come together in such a way
as to mould the way in which the individuals, groups and organizations view
particular change situations
Experience :- The track records identified with the individuals, groups and
organization affected by the change, judged in terms of their past ability
to cope with change.
Lewitt (1965) viewed organizations as four interacting variables. A change
that affects any one variable will to a greater or lesser extent interact with
the others to create knock-on effect.
Understanding the complexity of this organizational network is the first
step in anticipating the likely response to any applied trigger.
Once pulled the change trigger will set off a chain reaction of interrelated
events, which may if not managed quickly create inefficiency.
Lewitt’s Triggers
• Acquisition or merger