•The
KM Strategy provides
the basic building blocks used to achieve organizational learning and
continuous improvement so as to not waste time repeating mistakes and
so that everyone is aware of new and better ways of
thinking and doing.
•Sveiby
(2001) developed a framework for categorizing the different types of KM
initiatives. He uses three categories:
–External structure initiatives (e.g.,
gain knowledge from customers, offer customers additional knowledge).
–Internal structure initiatives (e.g.,
build a knowledge-sharing culture, create new-revenues from existing knowledge,
capture the individual’s tacit knowledge, store it, spread it and reuse it and
measure knowledge-creating processes and intangible assets produced).
–Competence initiatives (e.g.,
create careers based on KM, create microenvironments for knowledge transfer,
and learn from simulations and pilot projects).
Sveiby
(2001) developed a framework for categorizing the different types of KM
initiatives. He uses three categories:
–External structure initiatives (e.g.,
gain knowledge from customers, offer customers additional knowledge).
–Internal structure initiatives (e.g.,
build a knowledge-sharing culture, create new-revenues from existing knowledge,
capture the individual’s tacit knowledge, store it, spread it and reuse it and
measure knowledge-creating processes and intangible assets produced).
–Competence initiatives (e.g.,
create careers based on KM, create microenvironments for knowledge transfer,
and learn from simulations and pilot projects).
Introduction to KM Strategy
A
number of different types of business needs may
trigger the need for KM :
1.Imminent
retirement of key personnel
2.Need
for innovation to compete in dynamic, challenging business environment
3.Need
for internal efficiencies in order to reduce cost and effort (e.g. time to
market a new product)
Knowledge Audit
•A
knowledge audit service identifies the core information and
knowledge needs and uses in an organization. It also identifies gaps, duplications, and flows and how they contribute to
business goals.
•A
knowledge inventory (sometimes called an information audit or a knowledge map)
is a practical
way
of coming to grips with “knowing what you know.” This
inventory is usually performed by applying the principles of information
resources management
(IRM)
A knowledge audit can produce the
following types
of results:
–Identification
of core
knowledge assets and
flows – who creates, who uses.
–Identification
of gaps in
information and knowledge needed to manage the business effectively.
–Areas
of information policy and ownership that
need improving.
–Opportunities
to reduce
information-handling costs.
–Opportunities
to improve
coordination and access to
commonly needed information/
–A
clearer understanding of the contribution of knowledge to
business results.
Knowledge Gap
The
difference between the organization’s existing and desired KM state is analyzed
in terms of enablers and barriers to successful KM implementation.
A
good gap analysis should address the following points (Zack, 1999; Skyrme,
2001):
1.What
are the major differences between the current and desired KM states of the
organization?
2.List
barriers to KM implementation
3.List
KM leverage points or enablers
4.Identify
opportunities to collaborate with other business initiatives
5.Conduct
a risk analysis
6.Are
there redundancies within the organization?
7.Are
there knowledge silos?
8.How
does the organization rank with respect to others within the industry?
The
result will be a KM strategy document that
can be used as road map to
implement short-term KM initiatives within the organization (those with the
highest scores on feasibility, cost-benefit, and priority) as well as a
longer-term KM strategy that will describe some of the longer, more complex
initiatives.
The KM Strategy Road Map
The final recommended strategy would typically
cover a
three to five year period,
outlining the key priorities for each year. The road map addresses issues such
as:
1.How will the organization manage
its knowledge better for the benefits of the business?
2.Content (management of explicit
knowledge) and community (management of
tacit knowledge) priorities.
3.Identification of process, people,
products, services, organizational memory, relationships, knowledge assets as
high priority knowledge levers to focus on.
4.What is the clear or direct link
between KM levers and business objectives?
5.What are some quick win?
6.How will KM capability be sustained
over the long term?
Balancing Innovation and Organizational Structure
•A
balance between innovation
and organizational structure should be the desired outcome of a good
KM strategy.
•If
the organization is too fluid,
there will be no solid connection of knowledge work to business goals, and it
will be difficult to have clear accountability.
•If
the balance shifts too much in favor of
institutionalization,
however the organization risks becoming too formal, which can stifle innovation
and the open communication necessary for creative work to take place
Types of Knowledge Assets Produced
•Edvisson and
Malone (1997) propose that knowledge assets can be laced in one of these
categories:
1.Human capital, or
all the brainpower that “leaves at 5 PM.”
2.Structural capital, or
all the brainpower that “stays after 5 PM” (policies, procedures, training
courses, patents, etc).
3.Customer capital, or
all the corporate relationships with customers and prospects.
Introduction to The Value of KM
There
are typically three main categories of stakeholders:
1.Program
funders (primarily
in financial measures)
2.Managers
(mostly
interested in how the KM tools and processes are working and how much they are
being used by their staff)
3.Employees/participants
(more concerned with practical and operational issues such as how does this
improve my everyday life at work)
•For
stable organizations, there are at least four possible points at
which assessment can occur (adapted from APQC, 2001) :
1.Preplanning
2.Start-Up
3.Pilot
project
4.Growth
and expansion
KM Return on Investment (ROI) and Metrics
•The
Skandia Intellectual Capital model is called the Skandia Navigator
(Wall, Kirk, and Martin, 2004). Four key dimensions of
business form the core of this model:
1.Financial
focus,
represented in monetary terms
2.Customer
focus, a
financial and nonfinancial measure of the value of customer capital
3.Process
focus, addressing
the effective use of technology within the organization
4.Renewal
and development focus,
which attempts to capture the innovative capabilities of the organization.
The KM measurement process will
therefore consist of the following major steps:
1.Define
the business objective(s) addressed by the KM initiative or project.
2.Define
are the stakeholders and determine what they need to know.
3.Determine
which measurement framework(s) is best to align KM measures with the business
objectives.
4.Modify
the framework(s) based on measurements are needed.
5.Decide
on a data collection and analysis strategy.
6.Get
management to sign off on the measurement strategy.
7.Implement
measures and present the results in a form that is most appropriate for each
stakeholder.
The Benchmarking Method
•Benchmarking
is a fairly straightforward KM metric that often represents a good starting
point.
•There
are two general types of benchmarking:
–Internal benchmarking,
which involves comparisons against other units within the same organization or
a comparison of a single unit over different time periods; and
–External benchmarking,
which involves a comparison with other companies.
Spendolini
(1992) further describes four different types of benchmarking :
–Industry
group measurements
•This
involves the measurement of various facets of one operation compared to similar
measurements from other companies.
–Best
Practice studies
•These
are studies and lists of what works best. These are useful to benchmarking
research, but they are not useful as metric.
•Spendolini
(1992) further describes four different types of benchmarking :
–Cooperative
benchmarking
•This
involves the measurement of key production functions of input, outputs and
outcomes with the aim of improving them.
–Competitive
benchmarking
•This
is the study and measurement of a competitor without their cooperation for the
purposes of process or product quality improvement.
The Balanced Scorecard Method
•The
balanced scorecard method (BSC) is a measurement and management system that
enables organizations to clarify their vision and strategy and to translate them into action.
•It
provides feedback on both the internal business processes and external outcomes
in order to continuously improve strategic
performance
and results.
The House of Quality Method
The
house of quality method was developed to show the connections between true quality, quality characteristics, and process characteristics.
•This was done using the Fishbone Diagram,
with true quality in the heads and quality and process characteristics in the
bones.
This
technique is also referred to as quality function deployment (QFD; Mazur, 1993)
as it links the needs of the customer with marketing, design, development,
engineering, manufacturing, and service functions.
•Some
popular house of quality metrics used for KM projects include:
1.The expense of reinventing solutions per
year (or rework)
2.The information/knowledge seeking time
spent on average employee
3.Number of ideas that were implemented
from the suggestion box per year
4.The percent of employees who are aware of
what KM exists within their organization
•Tiwana
(2000) recommends using indicators and
other useful parameters from
the Skandia
Intellectual Capital annual report instrument as house of quality outcomes in order to
analyze KM effectiveness. These indicators include:
1.
Competence development expenses ($ per employee),
2.Employee
satisfaction,
3.Time
spent on systematic packaging of know-how for future reuse when a project has
been completed,
4.Training
expenses per employee,
5.Information-gathering
expenses per existing customer,
6.
Total number of patents held,
Tidak ada komentar:
Posting Komentar