jean-louis ermine new delhi, june 2010 knowledge in organisations : from strategy to information...
TRANSCRIPT
Jean-Louis ERMINE
New Delhi, June 2010
Knowledge in organisations :From Strategy to Information Systems
© JL Ermine
Who am I ?
Jean-Louis ERMINE
• PhD in Fundamental Mathematics (Paris, 1976)
• National « Habilitation à diriger des recherches » (Research Supervisor) in Computer Science (Bordeaux, 1990)
• 1978 - 1991 : Researcher in Mathematics, then in Artificial Intelligence, Algiers and Bordeaux University
• 1991 - 2000 : “Knowledge Manager” in CEA, (French Atomic Energy Commission)
• Since 2003 : Professor at the « Institut TELECOM », France
now Associate Dean for Research of TELECOM Business School
• President of the French Knowledge Management Club since 1999
• Expert for UN (International Telecommunication Union, International Atomic Energy Agency) since 2003
• Invited researcher in Canada (CEFRIO) since 2006
• Project leader or advisor in numerous research or industrial KM projects in public or private companies in France (Industry, Energy, Transport, Defence, Bank, SMEs …) and abroad (Sonatrach (Algeria), Hydro-Québec, Public Administration (Canada), Research Institute on Nuclear Energy (Brazil), …)
• 4 books, 50 articles in peer-reviewed journals and conferences , …
© JL Ermine
• The KM Framework
• Strategic Knowledge Analysis
• Knowledge Capitalisation
• Knowledge Sharing and Evolution
© JL Ermine
• «Knowledge Gap », caused by a too slow replacement of knowledge,=> Higher cost for knowledge acquisition, efficiency loss, evolution delay
….
• «Knowledge Loss », caused by a loss of organisational memory => Production loss, quality decrease, loss of market shares or clients …
• « Knowledge Crash » caused by a rapid loss of a strategic capability of an organisation
=> Major risk for the organisation
Nightmare Scenario : Knowledge Gap
→ Knowledge Loss → Knowledge Crash
How to prevent the risk ?
The different levels of risks for KnowledgeRisks linked to Knowledge :
Different risk levels for the same type of problems
© JL Ermine
Aging population (active population)This is a phenomenon that never occurred before in the history of mankind, it is irreversible and all the countries are concerned. It implies a weak replacement of ageing workforce by a younger workforce, hence, a risk of « Knowledge Gap ». This risk is more important in the public services (OECD 2007).
Baby BoomThis a phenomenon essentially addressed by the developed country with a low birth rate. It implies massive retirements in the next years, hence a risk of “Knowledge Loss”.
Knowledge Gap + Knowledge Loss => Knowledge Crash ?
Some weak signals announcing a potential risk
Some Weak Signals Announcing Knowledge Crash
© JL Ermine
Dream Scenario : Knowledge Management
→ Increased Performance
How to manage the Knowledge Resource ?
Opportunities linked to Knowledge :Different reasons to bring added value
• Knowledge is an intangible asset that has an economic value
• Knowledge is a strategic resource for productivity
• The vulnerability of the organization is linked to the vulnerability of its knowledge
• Knowledge is a decisive competitive advantage
© JL Ermine
PATRIMOINE DES
CONNAISSANCES
KNOWLEDGE
CAPITAL
Réseaux du savoir
Tacit Knowledge
Explicit Knowledge
Knowledge Devices
ELICITING
What are the strategic objectives ?What is the critical related knowledge ?
CRITICAL KNOWLEDGE
CAPITAL
COLLECTING
Knowledge servers
Knowledge Communities
Learning systems
Innovation systems
Strategic analysis
Knowledge CapitalisationKnowledge Sharing and Evolution
The KM approach in an organizationThe Knowledge Management Approach in an Organisation
© JL Ermine
• The KM Framework
• Strategic Knowledge Analysis
• Knowledge Capitalisation
• Knowledge Sharing and Evolution
© JL Ermine
« middle top-down »approach
Knowledge Analysis
Knowledge Analysis
Knowledge Actors
Strategic Analysis of Critical Capabilities and Knowledge
Strategic AlignmentStrategic Alignment Decision Support
Domaine du fret aérien
Gestion des ressources
Logistique
Chargement
Transports exceptionnels
Gestion des stocks clients
Gestion des ressources industrielles
Utilisation des avions
Utilisation des ressources au sol
Gestion des aéroports
Exploitation
Planification du transport
Gestion des ressources humaines
Gestion globale de la flotte
Production
Création du fret avion
Vol et maintenanceMaintenance des avions
Maintenance spécifique relative au fret
Gestion de la qualité
Sécurité
Services client Relation client
Suivi des transports de marchandise
Offre commerciale
Veille stratégique
Marketing
Ventes
Conception de services
Assistance aux ventes
Prospective
Négociation
Acteurs métiers :> M. I> M. J
Acteurs métiers :> M. D> M. E> M. F
Acteurs métiers :> M. A> M. B> M. C
Acteurs métiers :> M. G> M. H
Acteurs métiers :> M. K> M. L
What is the critical knowledge ?
Strategic AnalysisStrategic Analysis
Strategy Actors
Stratégie du fret aérien (selon Marc Dirlo)
Transformer la politique d'affaires
Développer la culture de compétition Connaissance de la concurrence
Passer d'une vente d'avion pour le fret à une vente de produits de fret aérien Capacité à croiser les compétences commerciales
et de conception de plans de transports
Segmentation du fret aérien en services à valeur ajoutée Compétences en gestion d'actifs (avions, immobilier ...)
Améliorer la compétitivité du fret
Intégration industrielle capacité à diriger des entités autonomes dans la production du service
Evolution vers la polyvalence Compétence en terme de logique client
Améliorer la gestion du trafic opérationnel
Conception de scénarios alternatifs
Analyse de la gravité des situations
Capacité à décider et faire mettre en oeuvre, en situation d'aléa
Traduction de l'expression client en plan de transport
Recherche des synergies avec les sous-traitants Montage de partenariats avec création d'entreprise
Optimiser les processus
Maîtriser tous les aspects financiers (notamment la comptabilité analytique)Capacité à développer et
utiliser un nouveau SI de gestion
Optimiser les plans de transportConception des plans de transport
Focaliser les activité sur les flux mondiaux massifs
Développer l'internationalCompétence sur les sytèmes aériens étrangers
Augmenter les ventes à l'étranger
Innover sur les futurs systèmes du fret aérien
Améliorer les systèmes d'informationConnaissances des métiers par les concepteurs SI
Identifier les capacités futures du fret aérienCapacité de veille technique et stratégique
Lancer des projets innovants sur les infrastructures du fret aérien du futur
What are the critical capabilities ?
© JL Ermine
X X XX
X
X
X
X
X
X
Impact of knowledge on
strategy
Impact of strategy
on knowledg
e
X
X
X
X X
X
XX
X
Translation of customer needs into
transportation plans
Conception of transports and management of
delocalized airports
Capacity to design an
appropriated information
system
Capacity to integrate local
costs in the information
system
Capacity to recruit
quickly and efficiently
everywhere
Loading
Exceptional transport
Customers stocks management
Utilization of aircrafts
Utilization of grounded resources
Evaluation générale du domaine régulation
Compléxité
Historique de la connaissance
Diff iculté d'appropriation
Profondeur
Rapidité d'obsolescence
Sources tangibles
Caractère tacite
Mobilisation de réseauxUtilisationIdentif ication des
sources
Adaptabilité
Emergence
Création de valeur
Adéquation avec les missions
Confidentialité
Originalité
Leadership
Externalisation
Nb de détenteursNb de détenteurs ds le
futur
Dépendance de l'environnement
0
1
2
3
4
criticitéautomatique
interprétation
Global Knowledge Roadmapjustified, coherent and efficient
DecisionDecision
• Knowledge to acquire(recruiting …)
• Knowledge to observe(Competitive intelligence,
environmental scanning …)
• Knowledge to create(innovation, R&D …)
• Knowledge to share(Collaborative work, Communities …)
• Knowledge to transfer (Capitalisation and transfer)
© JL Ermine
• The KM Framework
• Strategic Knowledge Analysis
• Knowledge Capitalisation
• Knowledge Sharing and Evolution
© JL Ermine
What are the types of knowledge needed for knowledge transfer ? How to collect knowledge ?How to formalize what « we cannot say » ?What is possible to codify ?
Knowledge Codification
Knowledge
Book
Basic phenomen
a
Basic phenomen
a
ProcessProcess
Know HowKnow How
ConceptsConcepts
HistoryHistory
EvolutionEvolution
« Knowledge Structuration, Transcription and Modeling »
© JL Ermine
• The KM Framework
• Strategic Knowledge Analysis
• Knowledge Capitalisation
• Knowledge Sharing and Evolution
© JL Ermine
Knowledge Server Design
Knowledge Repository
Knowledge Communities
Collaborative Spaces
Knowledge Resources
Codified Knowledge
© JL Ermine
Codified Knowledge
Learning Systems Design
Pedagogical Engineering
• Learning system that can be appropriated by professionals
• Content derived from codified professional knowledge
•Adequate infrastructures, resources and services
© JL Ermine
Knowledge Capital
Creativity
Innovation
Innovating Proposals
Innovative Design
Innovation Paltforms Design :Knowledge Based Innovation
Using existing knowledge
Hiostory of Ideas,
Experiences ….
Analysis
Evolution laws,
Potential innovation pits ….
Codified
Knowledge
© JL Ermine
Design and Management of Knowledge Communities
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@
@
Emerging
structuring
officializing
consolidating
Emerging Community
Informal Community
Operational Community
Communities of practice, of interest …
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Connexion
Coordination
Cooperation
Sharing
dissociating
Manage the Life Cycle of a community, and their supporting tools
Codified
knowledge
© JL Ermine18