One Perspective of

KM
KM [Knowledge Management]
involves blending a companys
internal and external information and
turning it into actionable knowledge
via a technology platform.

Susan DiMattia and Norman Oder in

Library Journal, September 15, 1997.

Knowledge
Management

Where does KM come from?

Technology
Infrastructure, Database, Web,
Interface
Globalization
World wide markets, North
American integration
Demographics
Aging population, workforce
mobility, diversity
Economics
Knowledge economy
Customer relations
Quality
Increase in information
Specialization, Volume, Order

What is Knowledge?
Knowledge is justified true belief.
Knowledge is a fluid mix of framed
experience,
values, contextual information and expert
insight that provides a framework for
evaluating and incorporating new experience
and information. It originates and is applied
in
the minds of knower's.
In organizations knowledge often becomes
embedded not only in documents or
repositories but also in organizational
processes, practices and norms.
Knowledge is information in action.

In the Business World

KM is becoming a big deal in industry.
KM involves collaboration, organizational
learning, best practices, workflow, IP
management, document management,
customer focus and using data
meaningfully [data mining].
KM requires understanding the soft skills
necessary to work with people.

Knowledge Management
Models
Documentalist
Technologist
Learner

& Communicator

A few Foundation Principles and

Building Concepts

Knowledge Influences Success

Knowledge Resides in the Heads of People
Two Types of Knowledge
Codified
Personalized
Knowledge Sharing Requires a Conduit to
Happen Systemically
Technology is the conduit
Knowledge Sharing Requires Trust
KM embraces both the Knowledge Based
organization and the Learning Organization
KM has planned architectural frameworks

Knowledge Originates and Resides in

the Heads of People and the Two
Types of Knowledge

Explicit knowledge that is codified,

recorded, or actualized into some form
outside of the head

Books, periodicals, journals, maps, photographs,

audio-recordings
WebPages, websites, portals

Tacit Knowledge from experience and

insight, not in a recorded form, but in our
heads, intuition
Intellectual capital -

Doesnt mean much unless packaged in useful

ways
technology and global environment is redefining
useful ways

Knowledge Requires Capture,

Organization, Access and
Leverage

OLD WAY

Capture form is written,

auditory or graphical
representations
Organization is via tables
of content, indexes,
classification systems
used by publishers,
libraries, etc
Access when physical
body goes to where the
knowledge is locateda
library, a company, a
research laboratory, a
school
Tacit knowledge rarely
tapped
Leverage is a sum game

NEW WAY

Capture from is digits in

cyberspace
Organization via
software programs
designed upon
engineering principles,
mathematical
equations, word
associations in
cyberspace 24/7/365
Access wherever the
physical bodies link via
computers
Tacit knowledge tapped
using many different
technological tools
Leverage is exponential,
multiples upon multiples

Knowledge Work
Activities
Acqu i r e
An a l yz e
Or g a n i z e
Cod i fy
Com m u n i
ca
Uttei l i z e
Result

Knowledge Architectures: It
Takes a Lot -- the Four Pillars
KM
Environmental Influences

Political

Social

Governmental

KNOWLEDGE MANAGEMENT
The Architecture of Enterprise Engineering

Economic

LEADERSHIP

ORGANIZATION

TECHNOLOGY

LEARNING

Business Culture
Strategic Planning
- Vision and Goals
Climate
Growth
Segmentation
Communications

BPR
- Processes
- Procedures
Metrics
MBO
TQM/L
Workflow
Communications

E-mail
OLAP
Data Warehousing
Search Engines
Decision Support
Process Modeling
Management Tools
Communications

Intuition
Innovation vs.
Invention
Learning
Community
Virtual Teams
Shared Results
Exchange Forums
Communications

LEADERSHIP

ORGANIZATION
MULTIPLE

Systems Engineering

Organization Development

TECHNOLOGY

LEARNING

DISCIPLINES
Systems Management

Organization Behavior

Stankosky, Calabrese, Baldanza, 1999

Roots of Knowledge
ManagmentBusiness
Learning
Organization

Transformation
(BPR, TQM, culture)

Innovation

Knowledge
Management
Intellectual
Assets/Capital

Information
Management
Knowledge-based
Systems

KM Framework for Success

Leadership

Enablers

Levers

Structures - Cultures - HR Policies - Vision

Processes

People

Measurement

Information

Foundations Hard infrastructure - Intranet, groupware etc.

+
Soft - Skills, learning,

Space

Tools and
Techniques

KM is Nonsense

KM is a management consultant conspiracy

(search and replace marketing).

KM practitioners dont know what

knowledge really is.

KM is the Learning Organization rebranded.

KM cheerleaders misunderstand tacit

knowledge (Polanyis sense).

KM is nothing new.

KM is here to stay
KNOWLEDGE IS LIKE LIGHT.
Weightless and intangible, it can easily
travel the world, enlightening the lives
of people everywhere. Yet billions of
people still live in poverty unnecessarily.
Knowledge about how to treat such a
simple ailment as diarrhea has existed
for centuries but millions of children
continue to die from it because their
parents do not know how to save them.