Knowledge Management Benchmarks - Revision history

Paulreed: Paulreed moved page KM Benchmarks to Knowledge Management Benchmarks

2019-11-19T18:57:17Z

Paulreed moved page KM Benchmarks to Knowledge Management Benchmarks

← Older revision	Revision as of 13:57, 19 November 2019
(No difference)

Paulreed at 22:07, 2 March 2012

2012-03-02T22:07:30Z

← Older revision		Revision as of 17:07, 2 March 2012
Line 1:		Line 1:
	~~Autho~~ Chase, Journal of Knowledge Management Sept 1997		Author Chase, Journal of Knowledge Management Sept 1997

	"In its simplest form KM is about encouraging people to share knowledge and ideas to create value added products and services"		"In its simplest form KM is about encouraging people to share knowledge and ideas to create value added products and services"

Paulreed at 22:06, 2 March 2012

2012-03-02T22:06:42Z

← Older revision		Revision as of 17:06, 2 March 2012
Line 19:		Line 19:
	* transferring knowledge and best practice		* transferring knowledge and best practice

	!!BP		'''BP'''
	Virtual Teamwork Project to encourage entreprenuerialism		Virtual Teamwork Project to encourage entreprenuerialism
	* help BP know what it knows		* help BP know what it knows
Line 25:		Line 25:
	* use knowledge effectively - interpret		* use knowledge effectively - interpret

	* was a ~~holitic~~ approach key drivers people process and technology - interpret and apply knowledge - tacit to become explicit - change behaviour		* was a holistic approach key drivers people process and technology - interpret and apply knowledge - tacit to become explicit - change behaviour
	* used electronics whiteboards, scanners, VC linked to gether thru intranets		* used electronics whiteboards, scanners, VC linked to gether thru intranets
	* one business saved $4.5m constructing an oil field for an investment of $500k		* one business saved $4.5m constructing an oil field for an investment of $500k
Line 35:		Line 35:
	* make them business change projects not IT projects		* make them business change projects not IT projects

	!!Glaxo		'''Glaxo'''
	* building a learning org by leaveraging our knowledge		* building a learning org by leaveraging our knowledge
	* equip execs to realize full potential		* equip execs to realize full potential
Line 42:		Line 42:
	* Used intranet Execnet		* Used intranet Execnet

	!!ICL		'''ICL'''
	* Awareness and communication		* Awareness and communication
	* Cafe VIK info service (real cafe)		* Cafe VIK info service (real cafe)
	* KM consortium		* KM consortium

	!!Nokia		'''Nokia'''
	* to move from a hierarchical ~~strcutire~~ to a network org structure		* to move from a hierarchical structure to a network org structure
	*Objectives		*Objectives
	** global efficiency		** global efficiency
Line 56:		Line 56:
	* to create a ceative org requires		* to create a ceative org requires
	**tacit knowledge		**tacit knowledge
	** ~~betworking~~		** networking
	**values and trust		**values and trust
	**motivation commitment		**motivation commitment
Line 68:		Line 68:


	!!UK Post Office		'''UK Post Office'''
	* Reaching islands		* Reaching islands
	* Linking information		* Linking information
Line 75:		Line 75:
	* Bring in partners		* Bring in partners

	!!Zenaca		'''Zenaca'''
	* do it with teams rather than to them		* do it with teams rather than to them
	* identify key workers		* identify key workers
Line 87:		Line 87:
	** comon architecture and standards		** comon architecture and standards

	!!Intellectual Capital		'''Intellectual Capital'''
	" IC is a portfolio of organized information (knowledge) which can be leveraged into wealth creation processes and activities"		" IC is a portfolio of organized information (knowledge) which can be leveraged into wealth creation processes and activities"

	Some see IC as creating value others see it as extracting value. The forst concentrates on are nowledge is created and transformed and the others on creating I assets and property for intangibles		Some see IC as creating value others see it as extracting value. The forst concentrates on are nowledge is created and transformed and the others on creating I assets and property for intangibles

	!!Skandia		'''Skandia'''
	* to create long trm sustainable growth in shareholder value by nuturing IC. The difference between share value and book value		* to create long trm sustainable growth in shareholder value by nuturing IC. The difference between share value and book value

	The skandia knowledge ~~naivigator~~ shows the co's eveloving IC not in rations but focus - customer, process, humans (present)renewal and development (future)		The skandia knowledge navigator shows the co's eveloving IC not in rations but focus - customer, process, humans (present)renewal and development (future)

	!!Dow Chemical		'''Dow Chemical'''
	Focus on extraction - exploitation of patents		Focus on extraction - exploitation of patents
	* Current, future and no buisness interest of patents		* Current, future and no buisness interest of patents

Paulreed: Created page with "Autho Chase, Journal of Knowledge Management Sept 1997 "In its simplest form KM is about encouraging people to share knowledge and ideas to create value added products and servi..."

2010-12-27T15:20:36Z

Created page with "Autho Chase, Journal of Knowledge Management Sept 1997 "In its simplest form KM is about encouraging people to share knowledge and ideas to create value added products and servi..."

New page

Autho Chase, Journal of Knowledge Management Sept 1997

"In its simplest form KM is about encouraging people to share knowledge and ideas to create value added products and services"

Org approaches to KM include
* operate in new chalenging environments
* Evolve new structures
* Mobilize and reward and develop people
* prioritize challenges CRM, shared values,

Dorothy Leonard
*To innovate requires processes designed from to enable employees to act creativley and make decisions
* problem is to xfer tacit knowledge into org capabilities

Many orgs have underaken km initiatives under the headings of
* cust-focused knowledge
* inteelctual asset mgt
* innovation and knowledge creation
* transferring knowledge and best practice

!!BP
Virtual Teamwork Project to encourage entreprenuerialism
* help BP know what it knows
* learn what it needs to learn
* use knowledge effectively - interpret

* was a holitic approach key drivers people process and technology - interpret and apply knowledge - tacit to become explicit - change behaviour
* used electronics whiteboards, scanners, VC linked to gether thru intranets
* one business saved $4.5m constructing an oil field for an investment of $500k

Other lesson
* just do it and learm
* provide support to change behaviors
* provide quality products and sevices
* make them business change projects not IT projects

!!Glaxo
* building a learning org by leaveraging our knowledge
* equip execs to realize full potential
* debate and share learning
* reinforce best practice
* Used intranet Execnet

!!ICL
* Awareness and communication
* Cafe VIK info service (real cafe)
* KM consortium

!!Nokia
* to move from a hierarchical strcutire to a network org structure
*Objectives
** global efficiency
**learning across org boundaries
**local flexibility and responsiveness

* to create a ceative org requires
**tacit knowledge
** betworking
**values and trust
**motivation commitment
** rewards for sharing
** focus on process

Lessons learned
* taking small steps and integrating them
* not falling in to the trap that KM is advanced form of IT
* address the human aspects of work activities and rewards

!!UK Post Office
* Reaching islands
* Linking information
* Sharing the vision
* Getting the technology right
* Bring in partners

!!Zenaca
* do it with teams rather than to them
* identify key workers
* user perf mgt to underpin cultural changes
* recognize communities of interest

* not all shared info adds value
* focus on key business decisions
* build an info map
* Technology is an enabler
** comon architecture and standards

!!Intellectual Capital
" IC is a portfolio of organized information (knowledge) which can be leveraged into wealth creation processes and activities"

Some see IC as creating value others see it as extracting value. The forst concentrates on are nowledge is created and transformed and the others on creating I assets and property for intangibles

!!Skandia
* to create long trm sustainable growth in shareholder value by nuturing IC. The difference between share value and book value

The skandia knowledge naivigator shows the co's eveloving IC not in rations but focus - customer, process, humans (present)renewal and development (future)

!!Dow Chemical
Focus on extraction - exploitation of patents
* Current, future and no buisness interest of patents

Skandia has tried to develop an external IC index and measure strategic impact of IC decline or growth, categories of IC and comparison between orgs

[[Category:Knowledge]]