MODULE 2:
What is KM?
APO Workshop on Implementing KM
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Module Objectives
Positioning of KM in the context of Productivity
and Quality initiatives
Understanding KM
Understanding common KM concepts and
processes
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Module Outline
Positioning of KM in the Context of Productivity and Quality Initiatives
– Some Evergreen Business Principles
Understanding KM
– APO’s KM Definition
– KM Myths
– Historical Generations of KM
– Current Status of KM
Understanding Common KM Concepts and Processes
– Difference between Information and Knowledge
– Types of Knowledge
– Knowledge Assets
– The Knowledge Process
– KM Tools and Technologies
– Knowledge Taxonomy
– Characteristics of a Knowledge-Enabled Organization
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Module Outline
Positioning of KM in the Context of Productivity and
Quality Initiatives
– Some Evergreen Business Principles
Understanding KM
– APO’s KM Definition
– KM Myths
– Historical Generations of KM
– Current Status of KM
Understanding Common KM Concepts and Processes
– Difference between Information and Knowledge
– Types of Knowledge
– Knowledge Assets
– The Knowledge Process
– KM Tools and Technologies
– Knowledge Taxonomy
– Characteristics of a Knowledge-Enabled Orga nization
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Positioning of KM in the Context of
Productivity and Quality Initiatives
For how long should management be
interested in improving productivity
in the organization?
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Positioning of KM in the Context of
Productivity and Quality Initiatives
For how long should management be
interested in increasing quality in the
organization?
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Positioning of KM in the Context of
Productivity and Quality Initiatives
FOREVER !
Productivity and quality are
Evergreen Business Principles
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Positioning of KM in the Context of
Productivity and Quality Initiatives
Improved productivity and increased
quality are underpinned by the best
knowledge available at the time.
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Positioning of KM in the Context of
Productivity and Quality Initiatives
For how long should management be
interested in increasing profitability
and / or adding value in the organization?
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Positioning of KM in the Context of
Productivity and Quality Initiatives
Effective Knowledge Management
underpins everything in the organization!
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Positioning of KM in the Context of
Productivity and Quality Initiatives
Effective Knowledge Management
is, and always will be, critical to
organizational development, performance,
and growth.
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Module Outline
Positioning of KM in the Context of Productivity and Quality Initiatives
– Some Evergreen Business Principles
Understanding KM
– APO’s KM Definition
– KM Myths
– Historical Generations of KM
– Current status of KM
Understanding Common KM Concepts and Processes
– Difference between Information and Knowledge
– Types of Knowledge
– Knowledge Assets
– The Knowledge Process
– KM Tools and Technologies
– Knowledge Taxonomy
– Characteristics of a Knowledge-Enabled Orga nization
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APO’s KM Definition
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APO’s KM Definition
KM is an integrated approach of creating,
sharing, and applying knowledge to
enhance organizational productivity,
profitability, and growth.
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What’s Really New About KM?
Knowledge Management is the discipline
of enabling individuals, teams, and entire
organizations to collectively and systematically
create, share, and apply knowledge to better
achieve their objectives.
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The Bottom Line for KM
What knowledge, if it could be better managed,
would make a big difference to achieving our
objectives?
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KM Myths
KM is a fad
KM is a new technology
KM is about codifying knowledge
KM is a new HR initiative
KM is extra work
KM is only for knowledge workers
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Historical Generations of KM
1st Generation – ICT / Web-based Systems
2nd Generation – Collaborative Communities
3rd Generation – KM-Enabled Processes
4th Generation – Strategic Enterprise KM
5th Generation – Inter-Organization KM
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Module Outline
Positioning of KM in the Context of Productivity and Quality Initiatives
– Some Evergreen Business Principles
Understanding KM
– APO’s KM Definition
– KM Myths
– Historical Generations of KM
– Current Status of KM
Understanding Common KM Concepts and Processes
– Difference between Information and Knowledge
– Types of Knowledge
– Knowledge Assets
– The Knowledge Process
– Km Tools and Technologies
– Knowledge Taxonomy
– Characteristics of a Knowledge-Enabled Organization
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Exercise on difference
between information and
knowledge
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Information and Knowledge
We communicate information to one another in explicit
forms (inform).
We can chose to turn that information into knowledge
(learning process) in our heads (tacit knowledge).
When we make our internal tacit knowledge explicit in
some form, it becomes information to others.
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The SECI Model – Modes of
Knowledge Transfer
Tacit-to-Explicit Explicit-to-Explicit
Knowledge
Amplification
Externalization Combination
Explicit-to-Tacit Tacit-to-Tacit
Internalization Socialization
Source: The Knowledge Creating Company
Nonaka & Takeuchi
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Exercise on tacit and
explicit knowledge
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Knowledge Assets
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Knowledge Assets and IC
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The KM Process
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5 Steps in the KM Process
1. Identify
2. Create
3. Store
4. Share
5. Apply
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Brief Introduction to the KM Process
Id
en
ply tif
Sha Ap y
te
re
Crea
Store
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The KM Process
The KM Process, embedded in the work
practices, transforms the organization
…from “episodic” learning and innovation;
…to “continuous” learning and innovation.
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KM Tools and Technologies
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KM Tools
KM Assessment Survey
Peer Reviews
After Action Review (AAR)
Knowledge Portal
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Some New KM Technologies
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Knowledge Taxonomy
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Organizational Knowledge
Management
Vision & Objectives
People, Communities, and Knowledge Networks
Key Knowledge Key Knowledge Key Knowledge Key Knowledge Key Knowledge
Area 1 Area 2 Area 3 Area 4 Area 5
Business Processes, Policies, Methods, Work Practices
KM KM KM KM KM KM
Tools & Technologies
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SIMPLE
PRACTICAL
EASY TO USE
EXTREMELY POWERFUL
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Knowledge Work
“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
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Module Outline
Positioning of KM in the Context of Productivity and Quality Initiatives
– Some Evergreen Business Principles
Understanding KM
– APO’s KM Definition
– KM Myths
– Historical Generations of KM
– Current Status of KM
Understanding Common KM Concepts and Processes
– Difference between Information and Knowledge
– Types of Knowledge
– Knowledge Assets
– The knowledge Process
– KM tools and Technologies
– Knowledge Taxonomy
– Characteristics of a Knowledge-Enabled Organization
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What is KM? – Summary
Positioning of KM in the context of Productivity
and Quality initiatives
Understanding of KM
Understanding of common KM concepts and
processes
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END OF MODULE 2
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