Knowledge

Management

Date: March 23rd, 2011

Submitted by: GROUP 17

Jatin Batra PGP26212

Roushan Kumar PGP26237
Sonali Dekate PGP26244
Neha Sadhotra FMP11008

1
Agenda

Knowledge & Knowledge Management (KM)

Need of KM

Structure of KM in Organizations

KM Strategies & Success Factors

Case Studies: KM Adoption by Firms

2
Knowledge…An Asset for a Firm
A key organizational asset that creates and
Definition adds value to the organization’s products and
services

Kinds of Knowledge in
Context of
Organizations

Tacit Explicit

3
What is Knowledge Management ?
Perspectives on KM
“KM [Knowledge Management] involves blending a company’s
internal and external information and turning it into actionable
knowledge via a technology platform.”

Susan DiMattia and Norman Oder in Library Journal, September ‘97

Knowledge
Basic Definition
• Set of strategies, practices and supporting
technologies that helps to improve the use
and sharing of data, information and Information
knowledge in decision-making
• Learning to know what we know and
Data
Knowing what we do not know

4
Types of Knowledge Management

Competency
Management

KM Types

Competitive
Knowledge
Knowledge
Sharing
Management

5
Agenda

Knowledge & Knowledge Management (KM)

Need of KM

Structure of KM in Organizations

KM Strategies & Success Factors

Case Studies: KM Adoption by Firms

6
Economic transition making the case…
21st
Century

Knowledge
Based
Industrial Economy
Based
Economy

7
…creating 3 requisites for success…

• Knowledge • A key
that resides in solution to
• Creates the the minds of an
Managing Leveraging
basis of Capturing employees so
Intellectual Organization increasingly
Competitive Knowledge that it can be
Capital Knowledge fragmented
success easily shared and globally-
across the dispersed
enterprise workplace

8
of firms by leveraging Organizational
Knowledge
• Knowledge can be • Knowledge can be accessed
embedded in processes, as it is needed from sources
products, systems, and inside or outside the firm
controls

• It is versatile and can be transferred

formally, through training, or
informally, by way of workplace
socialization It is the essence of
the
COMPETITIVE
EDGE!

9
Agenda

Knowledge & Knowledge Management (KM)

Need of KM

Structure of KM in Organizations

KM Strategies & Success Factors

Case Studies: KM Adoption by Firms

10
KM System Hierarchy

Knowledge for
Intelligence Human Judgments

Contextual, Tacit
Knowledge Transfer needs
learning

Information Codifiable, Explicit

Easily transferable
Data

11
Elements of KM in Practice
Knowledge
Corporate Teams
Initiatives

Knowledge
Databases

Technology
Infrastructure

Knowledge
Centers

Communities
Learning
Organization

12
7 Key Organizational Levers of KM
Customer Knowledge

Knowledge in People Knowledge in Products

Organizational Memory Knowledge in Processes

Knowledge Assets Knowledge in Relationships

13
KM Cycle

Collect

Identify Classify

Create Knowledge Organize/

Repository Store

Use/Exploit Share/
Disseminate
Access

14
How KM operates in an Organization
n Na
it o vi
c g at
l le Value to io
o n
C Organization

Active Knowledge
Repositories Transfer
• Best Practices • Expert Knowledge
• Reports Organizational Base
• Documents Learning • Contact Links
• Presentation • Expert Assistance as
Slides Needed
• Tips • Communities of
Decision Making Tools Practice Index
• Profiles for Customization
• Pushed Reports & News
n
• Collaboration Tools atio
C

c
ni
od

u
i
fic

m
m
at

o
io

C
n

15
Agenda

Knowledge & Knowledge Management (KM)

Need of KM

Structure of KM in Organizations

KM Strategies & Success Factors

Case Studies: KM Adoption by Firms

16
Strategies adopted by companies

Codification Personalization
Strategy Strategy

• Carefully • Knowledge is
Codified closely tied to the
knowledge in person who
computer systems developed it
• Can be accessed • Shared mainly
and used easily by through direct
anyone in the firm person-to-person
contacts

17
Knowledge Management Enablers

KM
Enablers

18
Agenda

Knowledge & Knowledge Management (KM)

Need of KM

Structure of KM in Organizations

KM Strategies & Success Factors

Case Studies: KM Adoption by Firms

19
Case Study: SERIMAX
Company
Company Situation
Situation
• Serimax engineering and welding teams often work on sites that have little or no network access
available, presenting difficulty for onsite teams that need to access technical documents created
by the company experts from all over the world

Task
Task Action
Action (Solution)
(Solution)
Three key requirements:
• Chose Nuxeo Document Managemen
• System accessible by every Serimax employee on
(DM) and Smile to design and implement
the basis of his/her access rights
its knowledge management application
• Application should be available both online and
• Both online and offline access provided – a
offline
• Should be based on an open source solution to key feature made possible by the
enable evolutions and avoid vendor and robustness and flexibility inherited from
integrator lock-in Nuxeo's flagship platform:(Nuxeo EP)

Results
Results

• Protection of Intellectual Property with offline local data encryption

Result 1

• Extension of the notion of Knowledge Workers: document management

Result 2
outside of the traditional office setting.
20
Case Study: McKinsey & Company
Company
Company Situation
Situation
• McKinsey & Company is a global management consulting firm that focuses on solving issues of
concern to senior management. McKinsey serves as an adviser to the world’s leading businesses,
governments, and institutions.

Task
Task Action
Action (Solution)
(Solution)
• McKinsey is in the business of selling • Installed two kinds of databases:
knowledge, so the main challenge is how to • DP-Net (reports) “Know what” database
take advantage of what is known in the • Directory of firms experts “Know who”
company both codified and un-codified database

Results
Results

• Development of a Rapid response culture, speeding of data gathering process

Result1
and general guidelines help resource

• The firms knowledge base has made it one of the most admired and profitable
Result2 company in the world

21
Case Study: Tata Steel
Company
Company Situation
Situation
• Tata Steel, established in 1907 and with a capacity of 2 mn tonnes in 1958, grew by acquisitions
that made it difficult for them to difficult to managed huge amount of data

Task
Task Action
Action (Solution)
(Solution)
• To convert the vast amount of data available into • The KM program at Tata Steel was started
a useful form of knowledge that can strengthen in 1999 to overcome these difficulties
decision making and future planning of
production

Results
Results

• It led to reduction in the cost of production and consequently increase in the

Result 1 total revenues

• It led to utilization of existing knowledge and creation of new knowledge

Result 2
centers

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