Inovasi8 No PDF

The 4 Dimensions of Knowledge and
Innovation
KM Russia 2011, Moscow
24rd November 2011
YOUNG . INTERNATIONAL .
1
Workshop Objectives
Demystifying Knowledge Management and Innovation
Review the history of 4 Dimensions of Knowledge and Innovation
Workshop 1 discussions and questions
The 4 vertical Dimensions in more detail

The 4 horizontal Dimensions in more detail
The Symbiotic Relationships
Workshop 2 discussions and questions
2
Introductions
Is your Organisation implementing
Knowledge Management and
Innovation initiatives?
Are you familiar with basic

Knowledge Management concepts,
or here to learn?
What are your objectives,

expectations, or any key issues for
today’s workshop?
3
Demystifying Knowledge Management
1. We communicate information to one another
2. Learning is the process of turning information into knowledge
3. Knowledge resides within us (tacit K). It is a human phenomena.
4. When we make our tacit K explicit, it is information to others unless they
already know
5. Information can be communicated in seconds. Knowledge takes time through
learning
6. Collaboration (co-labouring) is working together as one team towards a
common mission, goal/objective
7. Managing knowledge effectively, is about identifying critical knowledge areas
that will make a 'big difference', capturing and synthesizing new learning's and
ideas, retaining knowledge, transferring or sharing knowledge, and applying
knowledge to make the best decisions.
This requires the best communications, collaboration, learning and knowledge
strategies, processes, methods tools and techniques. This may be called
'knowledge management'
4
www.knowledge-management-online.com
6
“The most important, and
indeed truly unique,
contribution of management
in the 20th century was the
fifty-fold increase in the
productivity of the manual
worker in manufacturing.
The most important

contribution management
needs to make in the 21st
century is similarly to
increase the productivity of
knowledge work and the
knowledge worker”
Peter F. Drucker
7
1998 UK Government White Paper
8
Knowledge driven competitiveness,
globally, exploits knowledge, skills
and creativity. This is difficult to
copy.
9
Knowledge driven competitiveness,
globally, exploits knowledge, skills
and creativity. This is difficult to
copy.
10
European Commission
11
Knowledge Asset Framework
Developed by the Know-Net

Consortium 1998 – 2000
Knowledge Asset Management
13
British Standards Institution (BSI)
14
15
16
17
18
19
The Asian Productivity Organization
The Asian Productivity Organization
Published 2009-10
www.apo-tokyo.org
APO KM Framework
OUTCOMES
Societal
Capacity
KNOWLEDGE
PROCESS
ACCELERATORS
People Processes
Organizational
Capability
Capability
Individual
Leadership Technology
Store
Team
Capability
22
Understanding the 4 Dimensions of
Knowledge & Innovation
K&I
Vision
1.Communication 2.Collaboration 3. KM Process 4.Create &

Stage 1 Stage 2 Stage 3 Innovate
New Knowledge Paradigm
A Sky of Information
An Ocean of Knowledge
rd
Ron Young, 23 November 2010, KM Asia, Singapore
New Paradigms of Knowledge and
Innovation
1993 Drucker– new startling economic miracles with systematic innovation
1998 UK Gov – be knowledge driven
2000 EC – identify critical knowledge assets that will make a big difference
2002 BSI - apply knowledge through knowledge worker competencies
2007/8 W.Bank - entrepreneurial, education, ICT, innovation
2010 APO – from productivity to innovation
2011 The four dimensions of knowledge and innovation
25
Workshop Discussion
Discuss these concepts in your group. Are
there any further questions or
clarifications required about:
1. Drucker’s views on knowledge?

2. Knowledge Driven and Knowledge
Based organisations?
3. Critical or key knowledge assets that
will make a big difference?
4. Knowledge Working Competencies?
5. World Bank Institute 4 pillars and
measures?
26
K&I
Vision

The 4 Vertical Dimensions of KM
Personal KM
Team KM
Organizational KM
Inter-Organizational KM
29
K&I
Vision

What is Personal Knowledge
Management?
Personal knowledge management (PKM) refers to a collection
of processes that an individual carries out to gather, classify,
store, search, retrieve, and share knowledge in his/her daily
activities (Grundspenkis 2007) and how these processes
support work activities (Wright 2005). It is a response to the
idea that knowledge workers increasingly need to be
responsible for their own growth and learning (Smedley 2009)
and represents a bottom-up approach to knowledge
management, as opposed to more traditional, top-down KM
(Pollard 2008).
YOUNG . INTERNATIONAL . Wikipedia August 2011

31
Web 2.0
32
Mobile & Wireless tools
33
Nobody’s perfect….
….but a TEAM can be
35
Highly Effective Collaborative Work Teams
36
Organisational K&I
Organisational Objectives
KM Strategy
CKO Responsible for Key Knowledge Areas
Communities of Practice / K Networks
Knowledge Improves CKA 1 CKA 2 CKA 3 CKA 4 CKA 5

Base Owners
Knowledge Facilitates Learning’s, Ideas, Knowledge, Experiences, Needs,Problems

Manager
KM processes
Projects and processes

Knowledge
Work Nominates
37
The 4 Horizontal Dimensions of KM
Communication
Collaboration
Learning and managing knowledge
Innovation
38
K&I
Vision

Knowledge Sharing
40
Fear vs Trust
Protective of ideas & knowledge Open and sharing ideas &
knowledge
No Loyalty High Loyalty
Short Term & impatient Long Term & patient
Disrespect & political Respect & supportive
Individual & isolated Inter-connected by networks &
teams
Independent Inter-dependent
Non communicative Open, frequent communications
- and 'one way' - and 'two way‘ feedback
Uninformed Informed
Feel no responsibility Feel responsible
Disempowered Empowered
Scarcity mentality Abundance mentality
41
KM Principles - Trust
Trust
42
"Trust is the lifeblood of an
organization and is the highest form of
human motivation.
People work together most effectively
when they trust each other"
Stephen Covey 'The Seven Habits of Highly Effective People'
43
KM Principles - Communicate
Communicate
Trust
44
"Open Communications increases confidence,
builds Trust, and naturally leads to a desire to co-
operate and collaborate"
Communication - the exchange of information

Collaboration - creating synergy, shared
understanding and innovating
together
45
KM Principles - Learn
Learn
Communicate
Trust
46
"Rapid Learning increases competence, builds
greater Trust, and naturally leads to a desire to
share"
47
KM Principles – Share Knowledge
Share Knowledge
Learn
Communicate
Trust
48
KM Virtuous Circle
Communicate Learn
Trust Share
49
Where are you now?
K&I
Vision

Developing the Strategy
K&I
Vision

A winning formula for ‘complete
knowledge’
54
I have six honest serving men
They taught me all I knew
Their names are What and Why and When
And How and Where and Who
Rudyard Kipling
The Elephants Child
55
Centralised information and distributed
knowledge
56
Mainstreaming Knowledge and
Innovation?
57
Contact Ron Young
Web: www.knowledge-management-online.com
Blog: http://km-consulting.blogspot.com
Facebook: www.facebook.com/ronyoung
Linkedin: www.linkedin.com/ronyoung
Twitter: www.twitter.com/ronyoung
Knols: knol.google.com/ronyoung
Email: ronyoung@young-int.com
58
any drug or technology likely to be introduced in
the next decade. I’m talking about three types of
knowledge here: Statistics, Evidence and Mistakes
- we need to be able to deliver these as simply and
Knowledge in Healthcare
abundantly as we deliver clean water."
Sir Muir Gray

NHS Chief Knowledge Officer
59
CSIP, Birmingham, UK
60
Care Services Improvement Partnership CSIP
Organization Profile
Why KM?
Identifying Knowledge Needs
KM Strategy
KM Implementation Plan
Key Results
Key Lessons Learned
61
CSIP Organization
70 Professionals
UK Healthcare services to children, adults, older
people, mental distress, physical disability, learning
disability, prison health, local government
Support to Local Authorities, regional agencies,
voluntary and private organisations
Draw from clinicians, practitioners, senior managers,
specialists, networks of people
62
Will CSIP survive for another 12 months?
63
2006 Starting to investigate KM
Alastair McIntyre Martin Fisher
Associate Director KM Lead
64
How to Implement KM – 7 Generic Steps
1. KM Vision Development
2. Knowledge Assessment
3. KM Strategy and Framework Development
4. Compelling KM Business Case Support
5. New KM roles and responsibilities
6. Implement KM Processes & Technologies
7. Measure and Improve (K Asset Accounting)
65
Summary of Specific KM Actions
KM Awareness and education across whole organization
Establishing a KM Working Group
KM Assessment surveys to determine levels of maturity
Identification of Key Knowledge Areas
Development of a KM Strategy
Training people in knowledge-working skills & tools
Creating Knowledge Roles across the organization
A formal KM Process to collectively, systematically and continually
manage knowledge
Linking roles with organizational framework for personal
knowledge & skills development
66
CSIP KM Assessment Survey
67
KM Strategy to create value by
Capturing, storing and sharing knowledge more effectively
Not repeatedly ‘re-inventing the wheel’
Collaborating naturally
‘Knowing what we know’
‘Know who knows what’ – expert directory
Reducing isolation and improving integration within our Team
Improving cooperation with our regional stakeholders
Continually improving and measuring our progress
Maintaining our systems
68
Compelling KM Business Case
What knowledge areas, if we could

really manage them better, would make
a big difference to our value?
69
Compelling KM Business Case
Personal KM
Team KM
Organizational KM
Inter-Organizational KM
70
New Roles & Responsibilities
Associate Director (Chief Knowledge Officer)

Business Manager
Head and one other member of IT Services
One representative Consultant
Knowledge Management Lead
71
Personal responsibility for KM
“As we all need to be better knowledge

managers, we must all be supported
with training and ongoing assistance with
knowledge-related skills and competencies
appropriate to our roles”
72
CSIP Knowledge Community
73
Share
start conversations
ask questions and provide answers
work together in groups
share your latest news and events
share useful resources
74
Find
find people and groups

join conversations
read the latest news
find forthcoming events
find useful resources
75
Support
read answers to common questions

get help from other users
offer support and guidance
personalise this website
change your profile
76
“We have identified levels of Knowledge Worker
skills that are commensurate with newly created
Knowledge Roles within the team, and have aligned
these skills with each post’s profiles within the
NHS Knowledge & Skills Framework. This ties
KM skills and competencies to each member’s
personal development ”
77
KM Maturity Model
Question Score XYZ
1. Am I effectively capturing information about new people/experts, project work, new 15
learnings, new ideas, insights?
2. Am I effectively storing new people/experts, project work, new learnings, 5

new ideas, Insights?
3. Am I effectively sharing/applying new people/experts, project work, new 15

learnings, new ideas, insights?
4. Am I effectively collaborating and discussing problems, issues, new ideas, 30

learnings insights?
5. Am I effectively harvesting new learnings, new ideas, insights? 20
6. Am I effectively developing shared best practices and applying best eKnowledge ? 30
7. Am I effectively developing best experts and leveraging on Communities ? 50
8. Am I effectively measuring the above KM activities? 25
9. Am I effectively maintaining my KM system? 10
200
78
Knowledge Competencies
79
Key Challenges
Convincing colleagues of the relevance of KM to their everyday work
Making a convincing link between theory of KM and effort and
personal responsibility
Identifying work improvement areas without being critical of people’s
work practices
Perception the ‘doing KM’ is extra work
Overcoming the attitude ‘Why should I share?’
80
A natural Community of Practitioners
Greater collaboration
Building an asset of ‘Learning Logs’ from projects
Key Results
Positive measures of continuous improvement
81
Greatest Result
Established recognition for the value

CSIP deliver to the NHS Group
82
83
84
85
Never underestimate personal support, especially
new tools
Tie your KM based objectives to
Key Lessons Learned
– Organisational objectives
– Personal development
Keep an eye on the big picture AND recognise the
importance of individual elements of the
programme
86
88
Types of Knowledge
Narrative and Storytelling
BBC
93
Step 1 Get people talking
94
Step 2 People Finder
95
Step 3 Get Blogging
96
Step 4 Use Wiki’s
97
www.km4dev.org
YOUNG . INTERNATIONAL
e
.
Knowledge Transfer
99
11-13 апреля 2012 года
V Бизнес-конгресс «TOP-CLASS INTERNATIONAL»
• Выступление ведущих мировых и российских экспертов в области Управления

знаниями
• Самые эффективные решения с крупнейших бизнес-форумов по управлению
знаниями: Knowledge Management World-2011 и Knowledge Management Asia-2011
• 8-ми часовой мастер-класс Рона Янга
Регистрация на сайте www.tci-congress.ru или по телефону (495) 649-1-649

Inovasi8 No PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Inovasi8 No PDF

Uploaded by

Copyright:

Available Formats

The 4 Dimensions of Knowledge and

The 4 vertical Dimensions in more detail

Are you familiar with basic

What are your objectives,

The most important

Developed by the Know-Net

1.Communication 2.Collaboration 3. KM Process 4.Create &

1. Drucker’s views on knowledge?

1.Communication 2.Collaboration 3. KM Process 4.Create &

1.Communication 2.Collaboration 3. KM Process 4.Create &

YOUNG . INTERNATIONAL . Wikipedia August 2011

….but a TEAM can be

CKO Responsible for Key Knowledge Areas

Communities of Practice / K Networks

Knowledge Improves CKA 1 CKA 2 CKA 3 CKA 4 CKA 5

Knowledge Facilitates Learning’s, Ideas, Knowledge, Experiences, Needs,Problems

Projects and processes

1.Communication 2.Collaboration 3. KM Process 4.Create &

Stephen Covey 'The Seven Habits of Highly Effective People'

Communication - the exchange of information

1.Communication 2.Collaboration 3. KM Process 4.Create &

1.Communication 2.Collaboration 3. KM Process 4.Create &

Sir Muir Gray

Associate Director KM Lead

What knowledge areas, if we could

Associate Director (Chief Knowledge Officer)

“As we all need to be better knowledge

find people and groups

read answers to common questions

2. Am I effectively storing new people/experts, project work, new learnings, 5

3. Am I effectively sharing/applying new people/experts, project work, new 15

4. Am I effectively collaborating and discussing problems, issues, new ideas, 30

5. Am I effectively harvesting new learnings, new ideas, insights? 20

6. Am I effectively developing shared best practices and applying best eKnowledge ? 30

7. Am I effectively developing best experts and leveraging on Communities ? 50

8. Am I effectively measuring the above KM activities? 25

9. Am I effectively maintaining my KM system? 10

Established recognition for the value

• Выступление ведущих мировых и российских экспертов в области Управления

Регистрация на сайте www.tci-congress.ru или по телефону (495) 649-1-649

You might also like