Bkrell Knowledge Costs Business Link

Knowledge Knowledge Opportunity Opportunity

CostsCostsBarbara KrellBarbara Krell

Enterprising HREnterprising HR

Barb Krell www.enterprisinghr.ca

Changing organizational Changing organizational modelsmodels

IndustrializedIndustrialized BureaucraticBureaucratic Management by control Management by control

and rule based and rule based decisionsdecisions

Limited access and Limited access and input to information input to information

Centralized decision Centralized decision makingmaking

Maximize efficiencies Maximize efficiencies at unit level at unit level

Knowledge BasedKnowledge Based Policies and guidelines Policies and guidelines

rather than rulesrather than rules Management by Management by

facilitation and facilitation and enabling employee enabling employee empowermentempowerment

Transparency and flow Transparency and flow of informationof information

Input and feedback for Input and feedback for decision makingdecision making

Holistic systems Holistic systems thinking approachthinking approach


Knowledge At WorkKnowledge At Work ““Knowledge is a fluid mix of framed experiences, Knowledge is a fluid mix of framed experiences,

values, contextual information, and expert values, contextual information, and expert insight that provides a framework for evaluating insight that provides a framework for evaluating and incorporating new experiences and and incorporating new experiences and information. It originates and is applied in the information. It originates and is applied in the minds of knowers. In organizations, it often minds of knowers. In organizations, it often becomes embedded not only in documents or becomes embedded not only in documents or repositories but also in organizational routines, repositories but also in organizational routines, processes, practices and norms.” processes, practices and norms.”

((Working KnowledgeWorking Knowledge, Davenport and Prusak, Davenport and Prusak))


Cost of Poor KnowledgeCost of Poor Knowledge

Cost of Rework due to Errors Cost of Rework due to Errors Cost of Duplication of EffortsCost of Duplication of Efforts Cost of Poor DecisionsCost of Poor Decisions Cost of Missed OpportunitiesCost of Missed Opportunities

There is a penalty for ignorance. We are paying through the nose. W. Edwards Deming


Butler Group reports up to 10% of Butler Group reports up to 10% of staff costs are lost, because staff costs are lost, because employees can't find the right employees can't find the right information to do their jobs. information to do their jobs.

http://www.networkworld.com/news/2006/102006-search-cuts-http://www.networkworld.com/news/2006/102006-search-cuts-productivity.htmlproductivity.html


Knowledge Management Knowledge Management Is…Is…

Communicating across disciplinesCommunicating across disciplines

An integrated set of systematic processes An integrated set of systematic processes by which knowledge needed for an by which knowledge needed for an organization to succeed is created, organization to succeed is created, captured, shared, renewed, and leveraged.captured, shared, renewed, and leveraged.


Using what we know…Using what we know…

KM means using the ideaKM means using the ideass and and experiences of employees, experiences of employees, customers and suppliers to improve customers and suppliers to improve the organization’s performancethe organization’s performance

Knowledge ManagementKnowledge Management The Change AgendaThe Change Agenda

Michael Skapinker, Management Editor, Financial TimesMichael Skapinker, Management Editor, Financial Times


Organizational Growth

Leveraging of KnowledgeLeveraging of Knowledge

Intellectual Capital

Knowledge assets of organization – resides at an individual level (human capital), in tools and processes (structural capital) and in social networks (relational capital).

Knowledge Management

Strategies to turn intellectual capital to explicit knowledge in a form that can be shared and capitalized on.

Organizational Learning

Application of new shared knowledge to increase capability of the organization


Knowledge in ProcessKnowledge in Process

What knowledge is critical to the business?What knowledge is critical to the business?

How do we measure and reward the How do we measure and reward the development and use of knowledge?development and use of knowledge?

What industry standards do we benchmark What industry standards do we benchmark against?against?

How does the use of technology enhance the How does the use of technology enhance the decision-making process?decision-making process?


Issue

Identify Core Processes

Strategic Priorities

Determine Key Knowledge

Elements and Enablers

Focus for Improvement

Why?Measures of

Success

Knowledge Diagnostic

© Mindwealth 2006

Knowledge Flow

Knowledge Capital

Assumptions

For Each Core Process Identify

Impact Analysis


Request for service/support

Negotiate terms Deliver product/service Close project engagement

Evaluate and Assess impact

IC Assessment

Knowledge Capital

Relationships – networks of relationships which individuals brings to their association with the centre

Centre’s reputation and branding

Experience of Centre member to negotiate realistic terms and draw on appropriate resources

Staff interaction and informal networks

Expertise of consultant who is delivering the service

Expertise of Centre staff to manage the engagement

“IP” of the centre in defined processes and resource materials/templates

Feedback forms completed at end of program/ consulting

Client accepting final report

Follow-up with clientInformal, ongoing

interaction with stakeholders

KnowledgeFlow enablers(Supporting

Tools/Processes/Structures

WebsiteMaximizer

Funding agreements Contract agreementsReports of prior

engagementsConsultant databaseContracts for training

Org assessment processShared drive of templates Print resource materials

Feedback forms in database

Final reportBillings and

collection

Survey MonkeySuccess stories,

presentations by clients of successful outcomes


KM Process Improvement Model

PeopleEstablish a shared vision

Build a guiding coalition Communicate

Build community through formal and informal networks

Individual Learning

Knowledge Sharing & Integration

InformationAcquisition

Group and Community

Learning

ProcessDevelop strategy – prioritize –

focus resources Generate opportunity and manage risks

Facilitate short-term winsKnowledge in

Use

Problem & Opportunity Detection

TechnologyDesign and implement KM infrastructure Leverage existing systems

Questions?Questions?

Barb KrellBarb Krellbkrell@enterprisinbkrell@enterprisin

ghr.caghr.ca

Bkrell Knowledge Costs Business Link

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