1.Knowledge Management: Managing in the Knowledge Era Galillee College March 2010

2. Short History

A graduate ofBezeq College, Jerusalem1970-1975

Army service - Telecommunication force 1975-1980

25 years of service:

• Ministry of communication 1980-1984

• Bezeq 1984-2004

Role: Knowledge manager atBezeq , The Israel Telecom Corporation, E&P Division 1999-2004

Retired from Bezeq Oct. 2004

BA Political Science, MA Business Administration

3. What I do

Management Consultant, lecturer and researcher

Help organisations to initiate, maintain and implementOrganisational LearningandKnowledge Managementprocesses aimed to increase effectiveness

Specialized in Organizational effectiveness and Capacity building, Knowledge Management and Organizational Learning, Web 2.0, Social Media and Social Networks

4. In regards of KM & OL

Privileged to be amongst the very first Knowledge Managers in Israel

Establish, initiate and lead the Israeli Knowledge Management Forum2001-2010

• Today: Leads the KM Body of Knowledge and Methodology team

Well networked with the International community of Knowledge Management

5. 6. What we will talk about today

Knowledge management & Organizational learning

• What is it?

• What it is not

KM & OL programs in Israel and abroad

Personal Knowledge Management

• Why it starts here

Organizational KnowledgeChallenges for HR leaders

Knowledge sharing: examples, tips and tricks

7. Knowledge Management

Wikipedia: Knowledge management (KM)comprises a range of strategies and practices used in an organisation to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice.

Culture

Processes

Infrastructures

Its aboutManagement

It is Management in the Knowledge Era

8. Dave Snowden, September 2009 The purpose of Knowledge Management

to provide support for improved decision making and innovation throughout the organization.

This is achieved through the effective management of human intuition and experience augmented by the provision of information, processes and technology together with training and mentoring programmes.

9. Knowledge Dont know Know Knowledge you know that you dont know (Known gaps) Knowledge you know that you know (Tacit knowledge) Know Knowledge you dont know that you dont know ) Unknown gaps) Knowledge you dont know that you know (Explicit knowledge) Dont know 10. Knowledge Management

Organizational Culture

Core processes

Supportive Infrastructures

11. Data, Information, Knowledge

43

43 degrees Celsius

Hot or cold

Eilat?!

12. Knowledge is for action Not (only) for silos 13. DaveSnowden ,, September 2009The following guiding principles will be applied

All projects will be clearly linked to operational and strategic goals

As far as possible the approach adopted will be to stimulate local activity rather than impose central solutions

Co-ordination and distribution of learning will focus on allowing adaptation of good practice to the local context

Management of the KM function will be based on a small centralized core, with a wider distributed network

14. Dave Snowden Seven principles about Knowledge Mnagamenet

Knowledge can only be volunteered, it cannot be conscripted

We only know what we know when we need to know it

In the context of real need few people will withhold their knowledge

Everything is fragmented

Tolerated failure imprints learning better than success

The way we know things is not the way we report we know things

We always know more than we can say, and we will always say more than we can write down

15. The business environment, today 16. The Business Environment Today 17. Leading the market > Knowledge

No longer anindividualasset

Dynamic, Diffused, Developed

Innovative

Must be integrated and formulated together

Knowledge: Professionals collaborative deliverable

18. knowledge is profoundly social Larry Prusak,19.11.2004,Tel-Aviv 19. What managers face today? Leading clever people 20. Leading Clever People 21. Clever People

They know their worth

They are organizationally savvy

They ignore corporate hierarchy

They expect instant access

They are well connected

They have a low boredom threshold

They wont thank you.

22. How we learn in the knowledge era?

How we learn?

Create learning environment that enable, nurture, respect learning, knowledge, experts and learners

Knowledge Era

Many experts

Global

Flatten hierarchies

Asynchrony

23. Tom Friedman The World is Flat, 2005 Politicians have to work at educating people on the new, flat world and what they need to thrive in it. We need leaders willing to inspire and explain.Workers will need to become more responsible for managing their own careers, risks and economic security and government must help them build the necessary muscles to do that . 24. From tacit to Explicit

We alwaysknow , more that we cantell(Michael Poalnyi)

and we always tell more that we canwrite down(Dave Snowden)

• Know

• Tell

• Write

25. Generic Framework and Guide Linesfor KM Program 26. Generic KM ProgramGuide Lines & Framework

The Organization

• Main business, structure

The Core Process

• The process, its ingredients, main entities, relations

The Organizational Need

• What is it? How it supports the process?

27. Generic KM ProgramGuide Lines & Framework

The Knowledge Challenges

• Positive: saturation of knowledge, sources,

• Negative: Lack of knowledge, outdated knowledge, non-comprehensive knowledge.

• Supportive and disruptive forces

The KM & OL Program

• Vision, Targets & Goals, Objectives, main activities, barriers and supportive forces

28. Summary

Knowledge is social

Knowledge must be nurtured in social interactions between experts

Social interactions form knowledge networks

Knowledge networks can be virtual or face-to-face

29. Thank you and good luck! www.yigalchamish.com [email_address] 972-50-5316151 30. Recommended reading

Prusak, L., Where did knowledge management come from?

Friedman, T., The world is flat

Linsky, M., Heifetz, R.A., Leadership on the line

Chamish, Y. Putting Culture First at Bezeq