THE NEW KNOWLEDGE MANAGEMENT

Recent findings about the practices of knowledge management

ABSTRACT

La gestione della conoscenza uno dei temi caldi di business

digitale nel 2016, e svolge un ruolo sempre pi critico nella
societ.

Assicurare la Conoscenza e l'ottimizzazione dei processi sono

quindi in cima alla lista dei desideri e delle agende di molte
aziende.

La mia nuova presentazione include modelli e linee guida per

l'attuazione delle pratiche e degli strumenti pi importanti per
la gestione della conoscenza professionale.
AGENDA

EXPLANATION
KNOWLEDGE TYPES
SECI MODEL
KNOWLEDGE ADMINISTRATION
KNOWLEDGE IDENTIFICATION
KNOWLEDGE ACQUISITION
KNOWLEDGE DEVELOPMENT
KNOWLEDGE STORAGE
KNOWLEDGE ASSESSMENT
TOOLS
KNOWLEDGE TRANSFER
COLLABORATION
MEASUREMENT
EXPLANATION
KNOWLEDGE MANAGEMENT
KNOWLEDGE MANAGEMENT
Development towards a Knowledge-Based Community

COMMUNITY COMPANIES ACTION KNOWLEDGE PROCESSES

Social change for the knowledge Every company has different The planning and This includes gathering all
community requires new action circumstances, therefore each implementation of these actions strategic and operational
in companies. must establish their own way to can be summed up as management tasks to control
deal with change. knowledge management. knowledge processes within the
company in the best possible
way.
KNOWLEDGE MANAGEMENT
Systematic Success

Without systematic COST

knowledge management

With systematic
knowledge management

TIME
QUALITY

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KNOWLEDGE MANAGEMENT
Benefits of Knowledge
PREPARATION
in using existing knowledge
IMPROVEMENT IMPROVEMENT
in collaboration by preparing existing by recognizing the needs in regards to
and required knowledge required expertise

INCREASE MINIMIZING
in the productivity resulting from the risks by identifying the critical areas
reducing time and cost of knowledge

FACILITATION GAIN
by reducing the integration of new more from new ideas and innovations
employees over time

EXPENSE REDUCTION
with knowledge research
KNOWLEDGE MANAGEMENT
Success Factors

1 Promoting support and committment from senior management

2 Integrating the mission statement and willing to invest

3 Centrally coordinating knowledge management

4 Implementing concrete applications

5 Implementing distinct and visible actions

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KNOWLEDGE MANAGEMENT
Application Errors from Knowledge Use

1 Employees are highly trained, but can not apply their knowledge.

2 One learns a lot within projects, but the knowledge gained is not passed on to others.

3 There are many experts, but the staff does not know who they are or where to find them.

4 Everything is well documented, but there is no structure in place to retrieve the information.

5 The best is always made, but this status will change after a few years due to competitive companies.

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KNOWLEDGE TYPES
EXPLANATION

10
KNOWLEDGE TYPES
Explicit and Implicit
WORK INSTRUCTIONS, EXPLICIT KNOWLEDGE IS
DOCUMENTED PROCESSES, DOCUMENTED KNOWLEDGE THAT IS
REPORTS, DRAWINGS EASY FOR OTHERS TO GRASP.

IMPLICIT KNOWLEDGE EXISTS IN

EMPLOYEE THE EMPLOYEES MINDS AND IS
EXPERIENCE, THEREFORE DIFFICULT FOR
ROUTINES, AND SKILLS. OTHERS TO GRASP.

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KNOWLEDGE TYPES
Companies and Employees

ORGANIZATION PEOPLE
Knowledge
Types
GENERAL EXPERTISE PRACTICAL KNOWLEDGE
Knowledge Know-how

EXPLICIT KNOWLEDGE IMPLICIT KNOWLEDGE

Indirectly articulated; exclusively from knowledge
Well-articulated; inclusive with knowledge holders
holders

ORGANIZATIONAL KNOWLEDGE INDIVIDUAL KNOWLEDGE

Knowledge of the organization Knowledge of the organizations members

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KNOWLEDGE TYPES
In Companies

INTERNAL KNOWLEDGE EXTERNAL KNOWLEDGE

Knowledge within the company Knowledge outside the company that is
freely available

OPERATIONAL KNOWLEDGE STRATEGIC KNOWLEDGE

Knowledge about executing tasks Strategies, longterm goals
KNOWLEDGE FOMRS
Knowledge development

COMPETITIVENESS

EXPERTISE + uniqueness

ACTION + proper action

SKILLS + willingness

+ application
KNOWLEDGE reference

INFORMATION + context

DATA + meaning

DRAWING + syntax

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SECI MODEL
EXPLANATION

15
SECI MODEL
Definition
Knowledge is acquired implicitly IMPLICIT KNOWLEDGE Implicit knowledge is obtained,
in operational collaboration. documented and then converted
into explicit knowledge.

EXTERNALI-
SOCIALI-ZATION
ZATION

IMPLICIT KNOWLEDGE

EXPLICIT KNOWLEDGE
INTERNALI-
COMBI-NATION
ZATION

New knowledge is internalized. It exists The newly created explicit

as implicit knowledge and can be knowledge is combined with
passed on to others by socialization. EXPLICIT KNOWLEDGE existing explicit knowledge.

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SECI MODEL
Definition
by implicit From implicit

SOCIALIZATION EXTERNALIZATION
From implicit

by explicit
e.g. meeting e.g. minute log

From explicit
by implicit

INTERNALIZATION COMBINATION
e.g. internalizing the e.g. collecting the log
log for the server

From explicit by explicit

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KNOWLEDGE ADMINISTRATION
KNOWLEDGE MANAGEMENT

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Knowledge is power.
Knowledge shared is
power multiplied.
Robert Noyce (American Head of State and businessman)

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KNOWLEDGE GOALS
Three Target Levels

NORMATIVE KNOWLEDGE GOAL STRATEGIC KNOWLEDGE GOAL OPERATIONAL KNOWLEDGE GOAL

Corporately political and cultural aspects Processes for implementing the vision and Strategically ensuring actual implementation in
determining the future portfolio everyday business
KNOWLEDGE IDENTIFICATION
Introduction

Existing internal and

Knowledge-based fields on By comparing the
external knowledge, as well
the main business defined knowledge to its
as any lack there of and all
processes of a company target points, action
associated knowledge
are defined. can be inferred.
holders can be identified.

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 KNOWLEDGE IDENTIFICATION
Criteria for Knowledge Fields

BASIC SPECIAL CRITICAL FUTURE GOOD TO

KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOW
KNOWLEDGE IDENTIFICATION
Knowledge of the Employees

Education, Ability,
Potential

GENERAL
Product and
Product
KNOWLEDGE Manage-
ment
Knowledge ABOUT THE Knowledge
ORGANIZATION

Special Knowledge
KNOWLEDGE IDENTIFICATION
Knowledge of the Company

MEMORY
EXPERT INTRANET DATABASE
KNOWLEDGE FORM

Process Knowledge

Product Knowledge

Presentation Technology

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KNOWLEDGE ACQUISITION
Introduction
KNOWLEDGE GAP
These gaps found during
knowledge identification can
be filled by knowledge
acquisition.
NEW KNOWLEDGE
This is the beginning of new
knowledge for the company-
not the development of it.
EXISITING KNOWLEDGE
This knowledge should exist
across all sectors and be
extensively tested. Existing
knowledge often makes
knowledge acquisition
unnecessary.
ACQUISITION
New knowledge can be
acquired in various ways,
however requires strategic
procurement.
KNOWLEDGE DEVELOPMENT
Dreyfus Model for Skill Acquisition

NOVICE COMPETENT PROFICIENT EXPERT MASTER

Strict obedience to rules, Still limited with Sets priorities, actions are Perceives deviations from Has a wealth of
no experience, little situational perception, seen partly in longer-term the normal pattern, makes experience, creative
situational perception, no knows the aspect goals, deliberate planning, decisions more easily, solutions and visions,
discretionary judgement guidelines and treats all standardized procedures assesses situations as part great intuition, breaks the
attributes and aspects of the big picture rules when needed, uses
separately yet equally analytic approaches
sparingly, makes good
decisions quickly yet
professionally
KNOWLEDGE DEVELOPMENT
Introduction

Knowledge development is a complementary part of knowledge acquisition.

The focus is on developing new ideas and skills stressing great importance on innovation.
Then it comes to expanding existing knowledge internally or transferring internal
knowledge externally

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KNOWLEDGE STORAGE

Introduction

DOCUMENTATION
Knowledge storage means that process knowledge, application
experience, successful solutions, etc. are documented.

LOSS OF KNOWLEDGE
Often knowledge is not sufficiently documented or shared and is
irretrievably lost.
KNOWLEDGE STORAGE
Important Aspects

Knowledge storage can be ensured meaning knowledge from

DECOUPLING knowledge holders is decoupled and implicit knowledge is converted
into explicit knowledge.

Professionals with high expertise can bind the organization with

BINDING incentive systems and exit barriers.

Criteria should be worked out with the IT department, so knowledge

ACCESS can be effectively and easily accessible in any documented form and
stored.
KNOWLEDGE ASSESSMENT
Introduction

MEASUREMENT
The goal is based on calculating the value of intellectual capital, the
success of set knowledge objectives and their implementation.

ASSESSMENT
This allows assessment of the objectives and knowledge actions which
then form a basis for adapting systematically.
KNOWLEDGE ASSESSMENT
Overview
Market

MOTIVATION STRATEGY VALUE CREATION VALUE RESULTS

VISION EMPLOYEES ASSETS LIABILITIES FINANCIALLY

Human Human
KNOWLEDGE resources capital
PROCESSES KNOWLEDGE
GOALS
Structural Structural
resources capital
INVOLVED
MISSION Relationship Relationship INTANGIBLE
PARTIES resources capital

Knowledge market
KNOWLEDGE ASSESSMENT

Intellectual Capital Report

An intellectual capital report is a tool for displaying and

developing the intellectual capital of a company.
It shows the relationships among organizational
objectives, business processes, intellectual capital and the
success of an organization.

The Intellectual Capital Report gives an account of the successful change of knowledge and accomplished business
success that took place.

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KNOWLEDGE ASSESSMENT

Assessment of Intellectual Capital

BALANCE SHEET
PHYSICAL CAPITAL INTELLECTUAL CAPITAL
Assets Liabilities Human Capital Structural Capital Relationship Capital

A. Fixed I. Equity Skills Cooperation and Customers

knowledge transfer
I. Intangible* I. Subscribed capital Social skills Suppliers| Banks
Management tools
II. Tangible II. Capital reserves Employee motivation Partner | Associations|
IT and explicit Research institutes
III. Financial III. Revenue reserves Leadership skills knowledge
Investors
B. Current IV. Profit/ loss Product innovation
Public relations
I. Stocks V. Annual surplus/ loss Process and method
innovation
II. Receivables and others II. Provision
Corporate culture
III. Securities III. Debt
IV. Checks, cash on hand, bank IV. Deferred
balances

C. Deferred
IMPLEMENTATION

Knowledge Use

APPLICATION REWARD KNOWLEDGE CULTURE

Using knowledge productively means This user-friendly availability of It is necessary to foresee organizational
converting it into action. The main knowledge is crucial, so that it is and cultural conditions in order to
task is ensuring that the knowledge worthwhile for the employee to apply achieve a high level of acceptance in
is actually applied. the knowledge in the first place. knowledge application.

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IMPLEMENTATION

The Knowledge Management Cycle

1 8
KNOWLEDGE KNOWLEDGE STRATEGIC LEVEL
GOALS Feedback ADVICE

2 7 OPERATIONAL LEVEL
KNOWLEDGE KNOWLEDGE
IDENTIFICATION STORAGE
Knowledge available
3 6
KNOWLEDGE Business process KNOWLEDGE
Knowledge domains
ACQUISITION Knowledge demands
USE
4 5
KNOWLEDGE KNOWLEDGE
DEVELOPMENT DISTRIBUTION
IMPLEMENTATION
Expenses in the Project Process

LEVEL OF ACTIVITY Project implementation

Project planning Knowledge use
Knowledge acquisition Knowledge distribution
Knowledge development
Product launching Project completion
Knowledge goals Knowledge storage
identification

Project management
Knowledge assessment

TIME
TOOLS
KNOWLEDGE MANAGEMENT

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Were drowning in information and
starving for knowledge.
Rutherford D. Rogers (American Librarian)

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TOOLS
Tools for Knowledge Management

While examining the knowledge processes and identifying potential for

ADMINISTRATION improvement, tools must be chosen to administer company knowledge.

The tools should be introduced gradually so they do not overwhelm the

EXTENT staff. They also shouldnt be too extensive.

It is best to start with solutions that promise quick success and

SUCCESS demonstrate the benefits of knowledge management.
TOOLS
Application Example

HUMAN TECHNOLOGY ORGANIZATION

Meetings, workshops, symposiums,
dialogues
Knowledge tandems
Informal exchanges such as lunch or
coffee bars
Best Practice Sharing: exchanging,
publication, excursion
Lessons Learned
Story Telling
Knowledge maps, Yellow Pages
Document Management Systems
Content Management Systems
Group software
(cooperation und communication)
E-Learning platforms
Command and information systems
Digital knowledge maps
Social software (Wikipedia etc.)
Portals
Knowledge management systems
Responsibilities, providing resources
for knowledge management
Job rotation
Methods for knowledge planning
such as a work process analysis
Integrating customer knowledge
Communities of practice
Methods for knowledge assessment:
intellectual capital report
Rules for an open culture of
knowledge sharing
KNOWLEDGE SOURCES
TOOLS

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EXTERNAL KNOWLEDGE ACQUISITION
Introduction and Possible Sources

The purchase of external knowledge helps to increase internal quality and achieve business
goals.
It is important to check whether the expected performance is well received and whether an
outflow of personal knowledge was not greater than the benefits yielded.

ADVISOR COOPERATION
Hiring consultants to assist with Collaborating with customers,
projects universities or other companies

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FURTHER TRAINING

Introduction

INTERNAL AND EXTERNAL E-LEARNING BLENDED LEARNING

Employees training and knowledge In addition to traditional classroom Blended Learning is the way of
distribution can be achieved with training, technologies such as combining different forms of
all the possibilities of further webinars and other forms of e- learning and using the benefits
internal and external training. learning can be used. from all sectors.
KNOWLEDGE DATABASE
Schematic Representation

Local
Knowledge
KNOWLEDGE DATABASE Local
Knowledge

EXPERTS EXPERTS

Knowledge questions Knowledge questions

and supply and supply

Local Local
Knowledge Knowledge
EXPERTS EXPERTS
KNOWLEDGE TRANSFER
TOOLS

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A good decision is based on
knowledge and not on numbers.
Plato (Ancient Greek Philosopher)
INCENTIVE SYSTEMS
Introduction

CAPITAL MOTIVATION POLICY

Knowledge is conducive to the With the help of tangible and This is the basis for successful
company and also represents an intangible incentives, motivation is knowledge management, at which
employees capital. Therefore it created to share and store the employee will sign a
must be worthwhile to share. knowledge with the company. Knowledge Sharing Policy.
INCENTIVE SYSTEMS
Reward Systems

RENUMERATION

INTANGIBLE TANGIBLE

DIRECT INDIRECT DIRECTLY EXPECTED INDIRECTLY EXPECTED UNEXPECTED

e.g. nice colleague, e.g. status, prestige compensation package compensation package e.g. bonus
supervisors, praise

QUALITY DEPENDENT PERFOMANCE-BASED IMMOVABLE

e.g. high profit margins, e.g. planned turnover achieved e.g. fixed monthly salary,
customer satisfaction customer service
-results-based-
-results-based- - input-based-
JOB ROTATION
Benefits
EMPLOYED MANAGEMENT
Updating and strengthening knowledge Competitiveness
Workplace safety Well-trained and motivated employees
Variety instead of routine Possibility of employee selection
Career prospects Targeted collaboration with educational

JOB institutions and employment services

DEPUTY
Work practices and new contacts
ROTATION CORPORATION
(networks) Lifelong learning
Updating and strengthening of Possibility of new jobs
knowledge
Sustainability and learned regions
More confident
EDUCATIONAL INSTITUTIONS
Can find work
Market knowledge
Targeted collaboration with companies
Exportable services

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STRUCTURED FILING
Documentation
USABLE
For making existing
knowledge easy to find and
use, structured filing must be
put in place.
EFFICIENT
A sensible document storage
space is an effective method
to facilitate the use of explicit
knowledge.
CATEGORIZED CONSISTENT
When categorizing, the After setting the rights, the
structure should be existing structure must be
adjustable and not binding. able to be updated.
Then, the most efficient
possible transfer of
knowledge can take place.
CREATIVE TECHNIQUES
Knowledge Transfer and Expansion with Creativity

BRAINSTORMING OSBORN CHECKLIST 635 METHOD MINDMAP

Collection of ideas through
spontaneous talk. The ideas
are collected and can be
reviewed later.
Exaggerated questions Six employees each write Ideas and priorities
are used to find three ideas. After five of one subject are
new approaches. An minutes, the ideas get represented by a branched
example is interchanging passed to the right and is structure.
cause and effect. developed further.

Here Here Here Here

COLLABORATION
TOOLS

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COACHING

ANALYSIS PLAN

COACHING
DECISION-
OBJECTIVES
MAKING

CHECK REALIZE

An individual coaching promotes the perception of individual behavior patterns and begins the process of
personal development in a professional environment. The goal is to increase the willingness to learn as well
as idea development through the promotion of targeted new knowledge application.

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COMMUNITIES
Introduction
A group of people who are focused on a characteristic interest can help each other learn in
synergy from communication and content with the help of knowledge.
This results in a strong knowledge transfer and high identity formation through joint solutions,
in which the experience gained in everyday business can be used profitably.

Through the networks and joint operation, the transfer losses are minimized and methodical, professional and
social skills are increased.

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COMMUNITIES

Diagram
GROUP INDIVIDUAL
PROBLEM/
COMMUNITIES SITUATION

KNOWLEDGE USE
OBJECTIVE

KNOWLEDGE COMMUNICATION

INFORMATION
KNOWLEDGE ACTION

KNOWLEDGE GENERATION

KNOWLEDGE PRESENTATION
EVALUATION
KNOWLEDGE MANAGEMENT
TECHNOLOGY ORGANIZATION HUMAN

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COLLABORATIVE SOFTWARE
Introduction

This software supports the collaboration of a group The aim is to

through temporal and spatial distances.
Benefits are, for example, consistent user interface, simple
increase work
data exchange, decision support and file management efficiency
systems. through comprehensive
and rapid circulation of
information
GROUP AND PROJECT WORK

Introduction

INFORMATION FLOW OVERALL KNOWLEDGE USE

Equal employee cooperation promotes With information being exchanged Mutual support and different views
the horizontal rather than the vertical across all departments, knowledge is promote innovation and knowledge
flow of information. shared throughout the entire company. use.
QUALITY CIRCLES

Introduction

VOLUNTARY SOLUTIONS IMPLEMENTATION VALUE CREATION MOTIVATION

In quality circles, a Employees are looking The topics are chosen Composing the group Since participation is
small group meets for even better by the group, edited should not be based voluntary, high
regularly and works solutions for everyday and then submitted to on regions or intrinsic motivation
out problems work. Some ideas are the decision-makers. products, but in the exists to implement
independently and generating quality The group then is value creation chain new ideas and
voluntarily at their improvement and cost responsible for of the company. exchange views on
own workspace. reduction. implementing and problems and errors.
monitoring.
QUALITY CIRCLE
Levels of Work Quality
SYSTEMATIC PROBLEM-SOLVING MONITORING INDIVIDUAL AND
SUBJECT AND CONTENT LEVEL METHODS GROUP OPERATIONS
PROBLEM SOLUTION
AS Problem- SHOULD
IS
IS solving BE

Formulating the problem Problem recognition Designing a constructive working atmosphere

I. Describing the problem and

determining the causes
Problem relationships
Problem and cause analysis
Clarifying different interests

Specifying what needs to be changed Target determination

II. Developing alternative, creative solutions Creative ideas / finding a solution Confidence building as a supervisor
for creative work

III. Selecting the best actions and presenting to

the customer
Solution assessment and selection Consensus building: dealing with majority and
minority

Forming action plans Realization planning Turning those affected into participants
IV. Implementing in practice Realization
Reviewing actions Monitoring
NEWSLETTER
Introduction

THEMES PUSH / PULL CREATION

By request, employees are sent The recipient will receive regular First the topics are defined and the
information on selected topics by information after registering, and can target audience is determined. Ideally,
email. get more by calling separately. the receiver can select topics.
DATABASE
Introduction

AREA-COUPLING
Although results are documented, there is usually no coupling among
individual areas and information on projects are saved under different
names without metadata.

EXPENSE REDUCTION
Through a coupled database, experts can be found from previous
projects and duplicating effort, avoided. The metadata of all company
projects are recorded in a database.
YELLOW PAGES

Introduction
Since implicit knowledge can barely be stored, it is
important to find the right contact. Yellow Pages
represent the experts directory showing which
employees in which areas have that knowledge.

In addition to a directory of internally available

knowledge, contact databases are constructed, so
that each employee has an overview of who
collaborates with external partners and what
experience has been gained.

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MEASUREMENT
TOOLS

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SKILLS MEASUREMENT

Introduction

THE NECESSARY KNOWLEDGE

THIS KNOWLEDGE CAN BE BY DETERMINING THE ACTUAL
FOR ACHIEVING BUSINESS
MEASURED AND VISUALIZED STATE, THE EMPLOYEE
OBJECTIVES IS DETERMINED BY
WITH THE HELP OF KNOWLEDGE QUALIFICATIONS ARE PLANNED
THE KNOWLEDGE OF ITS
MAPS. TO SCALE.
EMPLOYEES.

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