knowledge management 101
DESCRIPTION
Basic Knowledge Management introduction and its importance to IBM Daksh Business Process Services, Inc.TRANSCRIPT
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Knowledge Management 101Knowledge Management 101
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
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Definitions…
Knowledge.Knowledge. Information in action!
The mental capacity to produce results (e.g., solve a customer’s problem, make business decisions, etc.).
Management.Management. The act or art of directing or controlling.
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential
Knowledge Management (KM). Knowledge Management (KM). A conscious strategy tofoster, capture, and share knowledge and expertise tohelp achieve business results.
© 2008 IBM Corporation
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What is Knowledge?Source: R. Ackoff’s “Pyramid to Wisdom” (1989, 1996)
Data
Information
Knowledge
Wisdom
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential
Raw / hard facts
Collection of related data with context and perspective
Organized information that provides guidance or initiates action
Understanding that permits knowledge to be used
© 2008 IBM Corporation
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Types of KnowledgeSource: I. Nonaka’s SECI (1991)
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential
Explicit Knowledge.Explicit Knowledge. Knowledge that is written down – and thus, easily recorded, shared, tracked, and measured, as well as editedor improved by others.
Tacit Knowledge.Tacit Knowledge. Knowledge in your head. What you know but cannot easily share that lets you do a better job.
© 2008 IBM Corporation
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Basic KM Model Source: D. Skyrme (1998)
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
CreateCreate
IdentifyIdentify ClassifyClassify
AccessAccess
Use / ExploitUse / Exploit
CollectCollect
Organize / StoreOrganize / Store
Share / DisseminateShare / Disseminate
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SECI Spiral Model Source: I. Nonaka and H. Takeuchi (1995)
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
FROM
TO
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SECI Spiral Model Source: I. Nonaka and H. Takeuchi (1995)
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
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SECI Spiral Model Source: Graham-Durant Law (2004)
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
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Why is KM important for IBM Daksh?
Need to manage and share knowledge given our growing organization (e.g., multiple centers with over 25,000 employees).
Quality, Speed and InnovationQuality, Speed and Innovation: the keysto growth in the BPO industry are all knowledge-based.
Enhance employee retention rates by recognizing the value of their knowledge & rewarding them accordingly.
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
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KM Programs in IBM Daksh
Two key thrusts:1.1. Creating New KnowledgeCreating New Knowledge
“Innovation that matters”
– Bright Ideas
– Eurekas
2.2. Sharing Existing KnowledgeSharing Existing Knowledge“Knowing what you know”
– Replicators
– Best Practices
Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
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Strategic Quality – IBM Daksh Business Process Services Philippines
Knowledge Management @ IBM Daksh | Confidential © 2008 IBM Corporation
Questions?Questions?