KM Implementation Framework for Special Library
-
Upload
alwi-yunus -
Category
Education
-
view
105 -
download
3
Transcript of KM Implementation Framework for Special Library
KM IMPLEMENTATION AND KM IMPLEMENTATION AND FRAMEWORKFRAMEWORK
KNOW WHAT YOU KNOW
Alwi Mohd YunusFaculty of Information Studies UiTMMay 2001
Brief Look: What is KM?Brief Look: What is KM? KM as the art of creating value from an
organization’s intangible assets - Karl E. Sveiby-
Knowledge Management is the process by which the organization generates wealth from its intellectual or knowledge-based assets.Bukowitz,Wendi R. and Williams,Ruth L.The Knowledge Management Fieldbook
Why Now?Why Now? Knowledge commands a premium price
in the market Avoidance of costly mistake Sharing of best practices Successful innovation Customer relationship management
[CRM] Downsizing - a great lost Mobile workforce-special requirements Global business Rapid changes
Corporate CapabilityCorporate Capability the skills and expertise of the staff; their ability to learn and to build knowledge; the processes which enable their skills and
knowledge to be applied and shared; the culture and values which encourage
knowledge building and sharing; the infrastructure (IT and physical), which
supports knowledge building, flow and sharing; and
the intellectual assets which the organization builds, maintains, organizes and exploits.
Knowledge MatrixKnowledge MatrixTable 1
Know what you know
Do not know what you know
Know what you do not know
Do not know what you do not know
The unlearnsThe unlearns
You repeat mistakes Work gets duplicated - reinventing the
wheel Customers relations are strained Good ideas don’t get shared You’re dependent on key individuals You’re slow to launch new
programs/services You don’t know the value of your
service
KM in Special LibrariesKM in Special Libraries
Focus on services Customer oriented Looking inwards-creating knowledge
databases Manage changes-cultural and
technological Create sharing culture Teamwork
KM in Special Libraries: FrameworkKM in Special Libraries: FrameworkFocus on services
SERVICES
Stakeholders
Resources
Organization
Processes
KM in Special Libraries: FrameworkKM in Special Libraries: FrameworkLooking inwards
Employee Profiles
Skills
Expertise
Research
Special Library
Yellowpages
Projects
Training
Steps of implementationSteps of implementation
Step 1 - Appoint CKO Step 2 -KM Audit Step 3 - Business Objective Step 4 - Implement KM system - Decide Knowledge-bases
- Pick System Step 5 - Awareness and Education Step 6 - Feedback and Analysis
FrameworkFramework
Step 1 : Scope of Implementation� Identify the CKO/Director - criteria� Assemble a team� Identify the Knowledge Assets� Plan out strategies – identify KM priority
area� Policy and Procedure
FrameworkFramework
Step 2 : KM Audit� Identify the team� Define the audit methodology� Identify the knowledge assets� Evaluate the assets, how they are being
used and how they can add value� Identify the flow of information� Identify IT systems in place� Identify the processes� Identify the culture and how do people
do their work - critical
FrameworkFramework
Step 3 : Business Objectives Always tie-up the KM initiatives with
your business objectives� Study the objectives� 1990 AA - Global Best Practices
failed due to information overload� Get clarification on the objectives
FrameworkFramework
Step 4 : KM System� Study the current available system. Can
it be used or do you buy a dedicated one.
� System design� System implementation� Training� Feedback
FrameworkFrameworkStep 5 : Awareness and Education� The first buy-in� Training strategy� Benefit of the system� Training schedule� Policy and Procedure
Step 6 : Feedback and analysis� Feedback system� Analysis team� Analysis methodology
Intellectual CapitalIntellectual Capital• Competence – The Abilities Knowledge (Theoretical) Skills (Practical)• Attitude – The Behavior Motivation (Richard Branson) Behavior/Conduct• Intellectual Agility – The Wits Innovation/Imitation Adaptation Packaging
Managing Human CapitalManaging Human Capital
KPMG Study in UK - 44% of organizations employees skills information is kept either in employee’s heads or on paper and only 9% of organizations allow electronic access
Objective – To Decrease Dependence on Experts
Recruiting in a Competitive Personnel Market
Managing Human CapitalManaging Human Capital
Expert Database- possible solutions
- HR Packages - Resume Oriented Systems - Build Your Own - create a profile - Real Time Analysis System
Managing Human CapitalManaging Human Capital
The HP Way (Bill Hewlett & Dave Packard)
- Friendship - Commitment to Innovation - Listening to Customers - Trust in People - Responsibility to society
Managing Human CapitalManaging Human Capital Corporate Yellow-pages Handbook Manuals Process and Procedure Training - face-to-face communication On the job training - experience Cross Functional Team Community of Practice External experts