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Prof. Jann Hidajat TjakraatmadjaDirector Centre of Knowledge for Business Competitivenes SBMITB
President Knowledge Management Society Indonesiajannhidajat@sbmitb.ac.id
11/02/2013
1
Jann Hidajat HCKM2013 UTM
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AGENDA
1. Knowledge Era
2. Knowledge Workers & Human Capital Paradigm
3. KnowledgeBased Enterprise
a. Learning Organization (LO)
b. Knowledge Management (KM)
c. Knowledge Innovation Management (KIM)
4. KnowledgeBased Economy
2
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PART1
Prof. JANN HIDAJAT TJAKRAATMADJADirector Centre of Knowledge for Business Competitivenes SBMITB
President Knowledge Management Society Indonesiajannhidajat@sbmitb.ac.id 11/02/2013Jann Hidajat HCKM2013 UTM
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Peter F Drucker: KNOWLEDGE ERAØTransformation era towards ‘postcapitalist
society’ (knowledge era)
ØKnowledge (knowledge workers) is a mainresource of organization and economic
KNOWLEDGE?1. Peter Drucker, in The New Realities: “Knowledge is
information that changes something or somebody — eitherby becoming grounds for action, or by making anindividual capable of different or more effective action.”
2. Knowledge as intangible asset, embedded in KNOWLEDGEWORKERS (individual capacity to effective action).
4
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•“The most important, and indeedtruly unique, contribution ofmanagement in the 20th century wasthe fiftyfold increase in theproductivity of the manual worker inmanufacturing.”
•“The most important contributionmanagement needs to make in the21st century is similarly to increase theproductivity of knowledge work andthe knowledge worker”
Knowledgeera rely on
KNOWLEDGEWORKER
Peter F. Drucker
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Changing WorldKNOWLEDGE ERA
SOLUTIONTO SURVIVE?
COMMITMENT TOLEARNING
COLLABORATION(MULTI DISCIPLINE) FUTURE AS THE ASSETS
KNOWLEDGEEXPLOSION COMPLEXITY UNPRECEDENTED
CHANGESPEED OF CHANGE
(INNOVATION)
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1. Knowledge is a main organization and economic resource.
2. Human capital is a key component to create newinnovation which brings value
3. Knowledge which can be transformed into process/ system(explicit knowledge) is more valuable compared toknowledge in the form of human mind (tacit knowledge)
4. Value and product price is determined by knowledgecontents embedded in it
5. Knowledge dissemination is not restricted by rules orregulations
6. Knowledge dissemination is not restricted by space & time
7. Effective communication strongly affects knowledge flow
(Amidon, 1997)
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a. KNOWLEDGE WORKER, they knowabout their job more than their boss
b. Human as creator and user ofknowledge, become organization’smain asset (HUMAN CAPITAL)
c. How to transform KNOWLEDGEWORKER to become HUMAN CAPITAL(organizational capability todifferent); than
d. “How to institutionalize HUMANCAPITAL to become LEARNINGORGANIZATION (LO) disciplines
11/02/2013Jann Hidajat HCKM2013 UTM
One does not“manage” people. Thetask is to lead people,
and the goal is tomake productive thespecific strengths and
knowledge of eachindividual
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9KnowledgeKnowledge WorkersWorkers LostLost
Knowledge eraKnowledge eraconcern aboutconcern aboutKNOWLEDGEKNOWLEDGE
LOSTLOST
I bring myknowledge
died ormove to
othercompany
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PART2
Prof. Jann Hidajat TjakraatmadjaCENTRE OF KNOWLEDGE FOR BUSINESS COMPETITIVENES SBMITB
PRESIDENT KNOWLEDGE MANAGEMENT SOCIETY INDONESIAjannhidajat@sbmitb.ac.id 11/02/2013Jann Hidajat HCKM2013 UTM
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11HOW TO DEPLOYING KNOWLEDGE (TRANSFORM TACIT TOEXPLICIT KNOWLEDGE) FOR MAXIMUM CREATION OF
VALUE?•COMMUNITY SERVICES• MAXIMUM BENEFITS• GOOD GOVERNANCE
KnowledgeManagement
ValueCreation
Step
Step
a. Tacit Knowledge = not articulated, notdocumented or not encoded knowledge.
b. Explicit Knowledge = documented in print oraudiovisual material or encoded indatabases
c. Tacit : Explicit = 80% : 20% among USAcompanies
KNOWLEDGE ASSET(TACIT KNOWLEDGE)
BEST WORK PROCESSES(EXPLICIT
KNOWLEDGE)
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1. THE PRIMARY VALUE LEVER ISKNOWLEDGE WORKERS
12
2. THE SECONDARY VALUE LEVER ISINFORMATION
1. Hard and Soft Data2. Community Opinions
Serafin Talisayon”99 Paradigm Shifts
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Human Resource Management (People as a liability)SHIFT TO
Human Capital Management (People as a Capital)
No COUNTRY GDP/CAP2008
PEOPLE CAPCONTRIBUTION
HDI2009
1 Japan US 38,443 80% 102 Australia US 47,498 80% 23 USA US 46,716 60% 134 Singapore US 37,598 80% 235 Brunei Na 306 Malaysia US 7,222 667 Indonesia US 2,254 1098 Vietnam US 1,053 116
HRM
HCM
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14INTANGIBLE to TANGIBLE ASSETS ratios now in average = 3 : 1
PhisicalCapital
CredibilityCapitalWork
attitudes,Values &culture
TANGIBLE ASSETS
INTANGIBLEASSETS
YEARINTANGIBLETO TANGIBLE
RATIO
1978 20 : 80
1988 55 : 45
1998 70 : 30Patrick H Sulivan – “Value
Driven IntellectualCapital (2000)”
Serafin Talisayon”99 Paradigm Shifts
IntellectualCapital
(Individual)Expertise,ExperienceCapability,Capacity
Creativity,Adaptability
Social Capital(Team)
Network,Interaction
Relationships,Language,Alliances
Corporate Capital(Organization)
Intellectual, property,Processes, Databases,Flexibility, Libraries
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1. 75% of the jobs of the future will be knowledgebased jobs
2. and yet.......
a. 75% of current workforce (age 25 to 34) havenot completed college
b. 21% of the current adult population has onlybasic literacy skills
c. 75% of workers will need retraining within thedecade
15
1997 2000 2002 2005Training Invest Factor ($) 441 495 549 630
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16 Serafin Talisayon”99 Paradigm Shifts
R&D
Learning Organization
Administrative Support
Info (ICT)Structure
ORGANIZATIONALPERFORMANCE
Use
Sharing,Transfering
OrganizingStorage,Access
Learning,Creation,Capturing
External& Internal
SensingWork Process
ExternalKnowledge
(1)KNOWLEDGE
WORKERS
(3)PROCESS
(2)TECHNOLOGY
(4)KNOWLEDGE
CYCLE
1616
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LEARNINGORGANIZATION (LO)
KNOWLEDGEMANAGEMENT (KM)
KNOWLEDGE INNOVATIONMANAGEMENT (KIM)
+
+
PROCESS ANDTECHNOLOGY
INNOVATIONMANAGEMENT
MARKETABLEGOODS AND
SERVICESfor
17
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New Knowledge(Innovation)
New Knowledge(Innovation)
Know Why(enrich)
Know Why(enrich)
Know How(Explicit Knowledge)
Know How(Explicit Knowledge)
Know What(Tacit Knowledge)
Know What(Tacit Knowledge)
To innovate (4)
To enrich(share) ..(3)
To retain(store)..(2)
To know (1)
FROM KNOWLEDGE TO INNOVATION
18
CH
AN
GE
PR
OC
ESS
18
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PART3
Prof. Jann Hidajat TjakraatmadjaCENTRE OF KNOWLEDGE FOR BUSINESS COMPETITIVENES SBMITB
PRESIDENT KNOWLEDGE MANAGEMENT SOCIETY INDONESIAjannhidajat@sbmitb.ac.id
19
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LEARNINGORGANIZATION (LO)
KNOWLEDGEMANAGEMENT (KM)
KNOWLEDGE INNOVATIONMANAGEMENT (KIM)
+
+
PROCESS ANDTECHNOLOGY
INNOVATIONMANAGEMENT
MARKETABLEGOODS AND
SERVICESfor
20
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PART3.1
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ORGANIZATION as HUMAN BEINGORGANIZATION as HUMAN BEING
PHYSIC/BODY =PHYSIC/BODY =SYSTEMSYSTEM && INFRASTRUCTUREINFRASTRUCTURE
SOUL=SOUL=VALUES/CULTURE/VALUES/CULTURE/SPIRIT/CREATION
TECHNOLOGY & PROCESS(TOOLS TO WORK)
PEOPLE(BEHAVIORBEHAVIOR TO LEARN & WORK)
TECHNOLOGY
PROCESSPEOPLELEARNING AS A BASIC
OF TRUTH
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The set of individual, team and organizationalprocesses and skills for creating new knowledge
(e.g. Work improvement, improvisation,process or product innovation) at all levels and
units in an organization and for sharing ortransferring knowledge across an organization
to those who need it.
Is an organization skilled at creating,acquiring, and transfering knowledge, and at
modifying its behavior to reflect newknowledge and insight
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ECONOMIC COMPANYECONOMIC COMPANY LIVING COMPANYLIVING COMPANY
LIKE MACHINELIKE MACHINE LIKE HUMAN BEINGLIKE HUMAN BEING
PhilosophyPhilosophy:: Company =Company =Activities CollectionActivities Collection
((Profit for RichProfit for Rich))
Economic MachineEconomic Machine(Assets = Non Living Assets)(Assets = Non Living Assets)
Economic Value AddedEconomic Value Added
PhilosophyPhilosophy : Company =: Company =Human CollectionHuman Collection
((Profit for LifeProfit for Life))
Living MachineLiving Machine(Modal = Living Assets)(Modal = Living Assets)
Learning Organization
1.1. Economic Value AddedEconomic Value Added2.2. Spiritual Value AddedSpiritual Value Added
Mechanic Organization
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COMPETITIVENESS
SMART
INNOVATION
FLEXIBLE
QUALITY
COST
YEAR 60TH 70TH 80TH 90TH 00TH
INNOVATIVE ORGANIZATION
FLEXIBLE ORGANIZATION
QUALITY ORGANIZATION
EFFICIENT ORGANIZATION
LEARNING ORGANIZATIONIN
DU
STR
IAL
MA
NU
AL
KN
OW
LED
GE
SKILLS
MUSCLE
KNOWLEDGE
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26 of 43
TIME
Org
an
iza
tion
al
Dev
elop
men
t
1985 1990 1995 2000
TOTAL QUALITYORGANIZATIONS(adaptive)
LEARNING ORGANIZATIONS(keeping ahead of change)
WORLDCLASS ORGANIZATIONS(continuous improvement to become and sustain being the best)
26
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27 of 43
1. THE FIRST WAVES: focus on improving WORK PROCESSES:
a. Champion continual improvement (kaizen)
b. Remove barriers – cultural/habit and systembarriers
c. Support new practices training (problem solving,TQM, etc) and competitive benchmarking skills
2. THE SECOND WAVES: the focus shifts from improvingwork processes to improving HOW WE WORK – fosteringWAY OF THINKING AND INTERACTING conducive tocontinual learning about a dynamic, complex, conflictingissues that determine systemwide performance.
3. THE THIRD WAVES: learning becomes institutionalizedas an inescapable WAY OF LIFE for managers and workersalike.
WHERE WE ARE?11/02/2013Jann Hidajat HCKM2013 UTM
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LEARNING HABITAT (1)
LEADERSLEADERSHIPHIP(2)(2)
HU
MA
NC
AP
ITAL.. (3)
LEA
RN
ING
FA
CILITIE
S(4)
LEARNING ORG. DISCIPLINES (5)
ORGANIZATION SMART
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Indicators of MUTUAL TRUST:1) Well nurtured reliance, which grows from mutual trust
and empathy.
2) Well nurtured friendship and sincere communication,which grows from trust and adaptive position.
3) Capable of resolving conflict, which grows from ability toshare beliefs and thoughts.
4) Well nurtured ethical openness, which grows fromwillingness to accept suggestions and ethical critiques.
a. A CLIMATE OF TRUST – is critical for trust tothe free exchange of knowledge/information.
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b. LEARNING CULTURE: values or beliefs or daily workinghabits, which underlies behavior and employee perceptions inthe knowledge transformation or transfer and combinationamongst organizational members or with organizationalpartners.
Indicators of Learning Culture:1. Spirit for sharing knowledge, which grows from habits of sharing
knowledge.
2. Attitude of respecting customers, which grows from caring ofcustomers and other employees.
3. Tolerance towards different opinions and mistakes, which growsfrom beliefs that differences and mistakes (unintended) arehuman traits, which result in experiences (sources of knowledgeand creativity and innovation).
4. Spirit of sustainable learning, which grows from beliefs thatknowledge quickly increases and can be mastered if we havehabits to learn continuously.
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Future
InternalEnvironment
Present
ExternalEnvironment
Spokesperson
ChangeAgent
Coach(Transformational)
Direction Setter(Vision)
ChangeAgent
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Dave Urlich:The Future HR
LEADERSHIPCALLING
(Meaning)
INVESTORCONFIDENCE(Expectation)
COMMUNITYREPUTATION(Expectation)
EMPLOYEESPRODUCTIVITY(Expectation)
LINE MGREXECUTION
(Expectation)
CUSTOMERSSHARE
(Expectation)
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Dave Urlich: The Future HR
HUMAN CAPITALDEVELOPER(Who stays and
sustains theorganization?)
STRATEGISTWhere are we
going?
TALENTMANAGER
Who goes with us?
EXECUTORHow will we makesure we get there?
Individual Organization
LongTerm
Strategic
ShortTerm
Operational
PERSONALPROFICIENCY
Am I readyTo lead?
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1. SYSTEMATIC PROBLEM SOLVING: Relying on thescientific method, Insisting on data, and using simplestatistical tools
2. EXPERIMENTATION WITH NEW APPROACH
3. LEARNING FROM THEIR EXPERIENCE AND PASTHISTORY: review their successes and failures.
4. LEARNING FROM THEIR BEST PRACTICES: cultivate theart of open, attentive listening.
5. TRANSFERING KNOWLEDGE: knowledge must spreadquickly and efficiently throughout the organization.
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35INFORMATION TECHNOLOGY: has led many companies
to imagine a new world of leveraged knowledge. Many companiesare rethinking how work gets done, linking people throughelectronic media so they can leverage each other’s knowledge.1. Email and internet have made it possible for professionals to
draw on the latest thinking of their peers no mater they arelocated.
2. A geologist can compare data on an oil field to similar fieldsacross the globe to assess its commercial potential.
3. An engineer can compare operational data on machineperformance with data from a dozen other plants to find thepatterns of performance problems.
4. A consulting company set up a best practices database withdetailed description of projects so consultant around the globecould draw from each others experience.
5. A computer company’s systems design group created anelectronic library of system configurations so designers coulddraw from a store of predeveloped components.
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Traditional ICT (The Typical Stovepiped Organization)Phil Britt KM World; Apr 2007; 16, 4; ABI/INFORM Global
Lots of“backroom”knowledge
sharingamong
informal“clusters”
KNOWLEDGE
Functionalorganizationsand projectteams (little,if any, cross
communication)
PEOPLE
Establishedwork
processes andmanagement
systems
PROCESS
ITinfrastructure(fragmentedcollection ofemail, file
folders,database andapplications)
TECHNOLOGY
Business LawBudget
Social and Politic
Mining and Energy
Secretariat General International relation
People housing government
House of representative
ServiceIndustry
Manufacturing industriesEducation
Very loosely defined relationship
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KM ICT (The Future KnowledgeEnable Organization)Phil Britt KM World; Apr 2007; 16, 4; ABI/INFORM Global
“backroom”knowledge
sharing beginsto dissipate
Organizationalbarriers dissolve,
and the socialnetwork
becomes highlyvisible
PEOPLE
Knowledge lifecycle
management(capturing,enrichment,
storage,transferring,
and usingknowledge)
becomeembedded
within daytoday workprocesses
KNOWLEDGE
PROCESS
IT infrastructure(fragmented
collection of email, file folders,
database andapplications)
TECHNOLOGY
BudgetEducation
Social and Politic
Mining and Energy
Secretariat General
ServiceIndustry
International relation
Manufacturing industriesPeople housing government
House of representative
storage
transfer
used
capture
enriched storage
transfer
used
capture
enriched storage
transfer
used
capture
enriched storage
transfer
used
capture
enriched
37
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The difficulty in most knowledge managementefforts lies in changing organizational culture and
people’s work habits.
If a group of people don’t already have sharedknowledge, don’t already have plenty of contact,
don’t already understand what insights andinformation will be useful to each other,
information technology (IT) is not likely to create it.
WHY INFORMATION TECHNOLOGY INSPIRED BUTCANNOT DELIVER KNOWLEDGE?
“Knowledge is experience. Everything else is just information” Albert Einstein
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SharedVision
Discipline(BV)
PersonalMastery
Discipline(PM)
MentalModel
Discipline(MM)
TeamLearningDiscipline
(TB)
SystemsThinkingDiscipline
(BS)
Team Learning StageIndividualLearning Stage
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5. LO DISCIPLINES:PETER SENGE (1990): … … … … … … … … … … … (1)
a. PERSONAL MASTERY: Shared vision comes from personal vision.Collective commitment to learning comes from individual commitmentto learning. An organization that is continually learning how to createits future must be made up of individuals who are continually learninghow to create more of what truly matters to them in their own lives.
b. BUILDING SHARED VISION: there is no substitution fororganizational resolve, conviction, commitment, and clarity of intent.They create the need for learning and collective will to learn. Withoutshared vision, significant learning occurs only when there are crises, andthe learning end when the crises end.
c. WORKING WITH MENTAL MODELS: organizations becomefrozen in inaccurate and disempowering views of reality because welack the capability to see our assumptions, and to continually challengeand improve those assumptions. This requires fostering managerialskills in balancing inquiry and advocacy in organizations that havebeen traditionally dominated by advocacy.
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c. SYSTEMS THINKING: it’s not just how we learn, but whatwe learn. The most important learning in contemporaryorganizations concerns gaining shared insight intocomplexity and how we can shape change. Systemsthinking is about understanding wholes, not parts, andlearning how our actions shape our reality.
d. TEAM LEARNING: Ultimately, the learning that mattersis the learning of groups of people who need one anotherto act. The only problem is that we’ve lost the ability totalk with one another. Most of the time we are limited todiscussion, which comes from the same roots as percussionand concussion and literally means to heave one’s viewsat the other. What is needed also is dialogue – when agroup of people talk with one another such that themeaning moves through them.
5. LO DISCIPLINES:PETER SENGE (1990): … … … … … … … … … … … (2)
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Focus?
Develop Inner Shift Organization
a. Develop leaders
b. Develop knowledge workers
c. Develop trust and learning culture
d. Develop learning skills
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43
TacitExplicit newKnowledge
Employeesinvolved
Intellectual,Credibility andSocial Capital
Enthusiasm andcommitment for
Learning & Change
(4)R2
(3)R1
(5)R3
(1) Investmentin Initiative forLearning and
Change
(2) LearningEnthusiasmand Ability
(3) IndividualLearning Outcome =
Personal Mastery
(4) Networkingand Diffusion =
SharedKnowledge
(5) OrganizationalLearning Outcome =
Human Capital
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ORGANIZATIONAL EXPLICIT KNOWLEDGE AS THECOMMITMENT TO LEARNING OUTCOMES
COMMITMENTTO LEARNING
OUTCOMES
CONTINUOUSIMPROVEMENT
TOTAL QUALITYMANAGEMENT LEAN
MANUFACTURING
BUSINESS PROCESSREENGINEERING
BENCHMARKING
JUST IN TIME
SIX SIGMA
CHANGEMANAGEMENT
44
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45
PART3.b
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46
What kind ofknowledgeshould bemanaged?
Sourcing,capturing and
deploying
Knowledgeassets?
How to bemanaged?
46
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47a. KM definition: Systematic approach tomanage (sourcing, capturing anddeploying) of knowledge assets for betterwork performance. It includes providingthe knowledge worker the rightinformation he/she needs at the right timeto do a job well.
b. Explicit Knowledge = documented in print oraudiovisual material or encoded in databases
c. Tacit Knowledge = not articulated, notdocumented or not encoded knowledge.
d. Tacit : Explicit = 80% : 20%
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48
1. KM is what KM does – for business results and forcreating an organizational culture of uninhibitedsharing and replication of Knowledge.
2. KM is a tool to achieve business objectives betterand faster through an integrated set ofinitiatives, systems and behavioral interventions– aimed at promoting smooth flow and sharingof knowledge relevant to your business.
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49
=KNOWLEDGE
WORKER
(Mind set & Habits)+
PROCCESSand
TECHNOLOGY
1. Mutual Trust2. Learning Culture3. Work Competence4. Leadership
1. Policy and Strategy2. Organization & Business Process3. Performance Management4. Information & Comm Technology
KM
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50
KNOWLEDGE MANAGEMENT (KM)HUMAN WARE HARD WARE
INTANGIBLE ASSETS MECHANISM (ENABLER)
LEARNING ORGANIZATIONSYSTEM, ORGANIZATION
AND ICT (Process andTechnology)
1. SHORT TERM OBJECTIVE: How to become learningorganization – habits for continuous creating andacquiring new individual knowledge and transferring itto new organizational knowledge/behavior/actions, tosustain being the intelligence organization
2. LONG TERM OBJECTIVE: How to become world classorganization – habits for continuous performanceimprovement, to sustain being the best
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KM Framework
1. PeopleØ Soft Skills: Values,
Culture, Behavior andAttitude
Ø Hard Skills:Knowledge and Skills
2. ProcessØ Policy & RulesØ Governance: System &
ProceduresØ Business ProcessØ Principles: Efficiency,
Motivated
3.TechnologyØ Information Technology
and Tools.Ø Infrastructure.Ø Principles: Easy to
Access, Usability,Collaborative tools &Discovery tools.
PEOPLE
PROCESSTECHNOLOGY
51
51
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52
HUMAN CAPITAL
KNOWLEDGEMANAGEMENT
LEARNINGORGANIZATION
PREMIUM VALUE CREATIONFOR STAKEHOLDERS
creationfor
Customers
eationfor
Stakeholders
Creationfor
Workers
INNOVATION
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53
LEARNING ORGANIZATION (LO)
IKMPROCESSES
KM
ME
THO
DS
KM
TOO
LS(IC
T)LEARNING HABIT AND CHANGE
PREMIUM VALUE CREATION(INNOVATION)
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54
Focus?Outer Shift Organization
1. Develop Change Management Strategy.
2. Develop Adaptif System and Organization.
3. Develop Information & Computer Technology.
4. Develop Performance System.
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55
10 KM PRINCIPLES
55
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3
OPERATIONSYSTEM
1
HUMANCAPITAL
(EXECUTOR) 3
KNOWLEDGEMANAGEMENT(ENERGIZER)
GREAT LEADERS(ENABLER)
3
STRUCTURE
ALIGNMENT
11/02/2013
BUSINESSSTRATEGY
56
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In order to sustain and thrive in thisera, companies are expected to be
intelligent LEARNINGORGANIZATION, then be able tomanage and turn KNOWLEDGE
(individual capacity to moreeffective action) into HUMAN
CAPITAL (organizational capabilityin order to different), by means of
KNOWLEDGE MANAGEMENT.
57
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58
KM PRINCIPLES FRAMEWORK
KMPROCESS
LEADERSHIP
TRUST, CULTURE AND LEARNING DISCIPLINES
HU
MA
NC
AP
ITAL
LEA
RN
ING
FA
CILITIES
LEARNING HABIT AND CHANGE
PREMIUM VALUE CREATION(INNOVATION)
LEARNING ORGANIZATION
KM
METH
OD
S
KM
TOO
LS(IC
T)
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59
KNOWLEDGE SHARING PRINCIPLE:The more a group knows of what its
member know, the better it canperform in the world.
KM requires knowledge commitmentfor sharing and using knowledge
Ksharing need DIALOGUE(conversation) Skill
59
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1. COGNITIVE MATURITY = High in IntellectualAbilities
2. EMOTIONAL MATURITY = High in EmotionalSelf Awareness and Self ManagementCompetencies
3. SOCIAL MATURITY = High in Emotional SocialAwareness and Relationship ManagementCompetencies
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61
KM Challenges Implementation:a. 70% are Mind Set and People Behavior:
SOFT SKILLS (Vales, Culture, Attitude andBehavior) and HARD SKILLS (Knowledge andSkills)
b. 30% are SYSTEM (Policy, System andProcedure, Business Processes) andTECHNOLOGY (Computer and ManagementInformation System).
61
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62Apin CCLFI11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM
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63
MODEL KNOWLEDGE STOCK AND FLOW
PUSAT PENGETAHUAN
Ambil Pengetahuan Explisituntuk merencanakan Studi
AM
BIL
Aplikasi Pengetahuan Tasitdalam Penyusunan Legislasi,Anggaran atau Pengawasan
PUSATPENGETAHUANEKSTERNAL
KEMBANGKAN DANSIMPAN PENGETAHUAN
Refleksi kelompok untuk konversiPengetahuan Tasit menjadi Eksplisit
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64
What theOrganization
Known’s
What theOrganization
Known’s
What theOrganization Must
Known's
What theOrganization Must
Known's
ORGANIZATIONALKNOWLEDGES GAP
What theOrganization Is
Doing
What theOrganization Is
Doing
What theOrganization Must
Do
What theOrganization Must
Do
ORGANIZATIONALCAPABILITIES GAP
NEWKNOWLEDGE
CREATION
DESIREDORGANIZATIONAL
PERFORMANCE/RESULTS
DESIREDORGANIZATIONAL
PERFORMANCE/RESULTS
VALUECREATION
64
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65TIME
LEA
RN
ING
OR
GA
NIZ
ATI
ON
Knowledge AwareKnowledge Aware
Knowledge sharingdriven by personal
motivation andbeliefs
LIFESTYLE
Knowledge centricInstitutionalization
KM is formallyIncorporatedinto routineoperations
Internalization
Staff ContributeRecomendation to Other
65
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NO CHALLENGES OPPORTUNITIES1 Bad decisions Speed and agility2 Poor search capability Findability3 Reinventing the wheel Effectiveness4 Repetitive mistakes Learning5 Don’t know what we know Repeatability6 Ignorance Opportunism7 Inadequate standards Efficiency8 Expertise shortages Leverage9 Poor reference capability Reliability10 Long cycle times Innovation
66
66
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67
KM is CULTURE/BELIEF ISSUE1. Have to Convince Top Leader.
2. Have to Influence Colleagues
3. Have to Motivate and Push Subordinate
4. Have to Show the Benefit
KM NEED TOP LEADER COMMITMENT
67
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68
Historical Generations of KM
ó 1st Generation – ICT / Webbased Systems
ó 2nd Generation – Collaborative Communities
ó 3rd Generation – KMEnabled Processes
ó 4th Generation – Strategic Enterprise KM
ó 5th Generation – InterOrganization KM
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KM Research Roadmap
FOCUS: InformationProcessing
TOPICS: EIS, DSS, ITTolls & System; AI
Tools; Automationof Kdata, eGovernance.
FOCUS:OrganizasionalCommunication
TOPICS:Information Flow,Communication
Network, and WorkFlow Automation
FOCUS: Info.Sharing
TOPICS:Collaboration
System, EnterpriseModel, Channel
Richness, KnowledgeRepresentation
KMResearch
inOrganizational
InformationProcessing
KMResearch
inOrganizatio
nalInformati
onProcessing
FOCUS: LEARNINGTOPICS: Learning
Environment,KCreation andDiffusion,Expert andInnovationTransfer
FOCUS: PERCEPTION
TOPIC: BusinessIntelligent
FOCUS: MAKEMEANING
TOPIC: OrganizationalCognition
FOCUS: MEMORY
TOPIC: OrganizationalMemory
KMResearch
inOrganizati
onalIntellige
nt
FOCUS: BUSINESSPROCESS DEV’T
TOPICS: BPR, TQM,KGovernance
FOCUS: KNOWLEDGEASSETS MANAGEMENT
TOPICS: Knowledge Assessment, KEconomy, andIntellectual Capital
FOCUS: HUMAN CAPITAL& WORK DEVELOPMENT
TOPICS: People Mgt Acc;Skills Management;
Creativity, Innovation &Work Development Rsc
FOCUS: KNOWLEDGEBASED COMPETENCY
TOPICS: BusinessStrategy; andOrganizationalDesign
KM Researchin
OrganizationalDevelopment
FOCUS: KM in Mgt
TOPICS: KM & DSS,KM & Mark, KM &HCMKM & ERP, KM &Finan, KM & BusStrategy, KM &Innovation
FOCUS: KM inPublic
TOPICS: KM &Farm;KM & Forest;KGovernment;KM & WaterMgt.;KM &Environment
FOCUS: KM inPrivateSectors
TOPICS: KM & Agrob;
KM & SME’s; KIZ(Knowledge
Innovation Zone)
KMIntegration/ApplicationStream
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70
PART3.c
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71
The creation, evolution, exchange andapplication of new ideas into marketablegoods and services for:
1. The success of an enterprise
2. The vitality of a nation’s economy
3. The advancement of societyDebra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken
Awakening”, 1996
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72
ISSUE KM KIM
Philosophy Knowledge as theasset Future as the asset
Focus
“sharing what weknow”, such as best
practice ortransform tacitknowledge to
explicit knowledge.
Integrates KnowledgeManagement with
InnovationManagement
GoalDevelop knowledgeeconomy (creative
economy)
Develop livelihoodeconomy
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73Debra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 1996
1ST
TECHNO ASTHE ASSET
2NDPROJECT ASTHE ASSET
3RDENTERPRISEAS THE ASSET
4THCUSTOMER AS
THE ASSET
5THKNOWLEDGEAS THE ASSET
CORESTRATEGY
R&D inisolation
Link toBusiness
Technology/BusinessIntegration
Integrationwith customerR&D
CollaborationInnovation System
CHANGEFACTORS
Unpredictableserendipity
Interdependency
SystematicR&Dmanagement
Accelerateddiscontinuousglobal change
Kaleidoscopicdynamic
PERFORMANCE
R&D asoverhead Costsharing Balancing
Risk/RewardProductivityparadox
Intellectualcapacity/ impact
STRUCTURE
Hierarchical;funct. driven Matrix Distributed
collaborationMulti dimensional COP’s Symbiotic networks
PEOPLE We/Theycompetition
Proactivecooperation
Structuredcollaboration
Focus on values & capacity
Self managingknowledge worker
PROCESSMinimalcommunication
Project toproject basis
PurposefulR&D/Portfolio
Feedback loops&informationpersistence
crossboundarylearning andknowledge flow
TECHNOLOGY Embryonic Databased Information
Based
IT as acompetitiveweapon
IntelligentKnowledgeProcessors
CUST. RETENTION CUST. SATISFACTION CUSTOMER SUCCESS
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74
VI Future as the Asset
V Knowledge as the Asset
IV Customer as the Asset
III Enterprise as the Asset
II Project as the Asset
I Technology as the Asset
AB
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75PEOPLE ROLE STRUCTURE TECHNOLOGY PROCESS PERFORMANCE
TECHNOLOGYTRANSFER
• TechnologyPush
• Skill Dependent
• FunctionallyDriven
DataBased•Linear
Sequential•Transactional
•Quantitative•Tabulations
TECHNOLOGYEXCHANGE
•MarketPull•Relationship
Dependent
•FunctionallyInterconnected
Informationbased
• Dual Communication
• MutualExchange
•Qualitative
KNOWLEDGEEXCHANGE
• PushPullBalance
• LearningProcess
• Centralized• Command &
Control
KnowledgeBased
• CrossFunctionall Communication
• ChangeOriented
•Qualitative
KNOWLEDGEMANAGEMENT
• Role Definition• Accountability
•Decentralized•LocalAutonomy
CollectiveKnowledge
Based
• IntegratedInteraction
• Transformational
•Productivity•Partner
Satisfaction
KNOWLEDGEINNOVATIONMANAGEMENT
•SelfManagingSystem
•Empowerment
• DistributedNetwork
• Multiple,DynamicModes
IntelligentKnowledgeProcessors
• ‘RealTime’GlobalLearning
• Symbiotic
•InvestmentStrategy
•PartnerSuccess
Debra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 1996
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761. Innovation Value System (not value chain = thinking linier
and static) – is dynamic and shows all interdependentrelationships
2. Strategic Business Network (not Strategic Business Units =tend to create isolated islands of knowledge) – encouragethe flow of knowledge between partners, customers,suppliers, research organization and other stakeholders,including competitors, in the innovation process.
3. Collaborative (not Competitive = winlost scenarios)Advantage – winwin situation through symbioticrelationships.
4. Customer Success (not Satisfaction = meets today’sarticulated need) – helps identify those futureunarticulated needs, the source of growth and futuresuccess.
Debra M. Amidon’s “Innovation Strategies for the Knowledge Economy: The Ken Awakening”, 199611/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM
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77
PART4
Prof. Jann Hidajat TjakraatmadjaCENTRE OF KNOWLEDGE FOR BUSINESS COMPETITIVENES SBMITB
PRESIDENT KNOWLEDGE MANAGEMENT SOCIETY INDONESIAjannhidajat@sbmitb.ac.id 11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM
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78
An economy that usesNatural Resources as the
key engine of growth.
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79
An economy that usesknowledge as the key
engine of growth.
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World Bank 4 pillars of the KnowledgeBased Economy Development
1. An educated and skilled population that cancreate, share and use knowledge well;
2. An efficient innovation system of firms, researchcenters, university, etc; and
3. Information and Communication Technologies (ICT)that can facilitate the effective communication,dissemination, and processing information
4. Economic and industrial regime that provideincentives for the efficiency use of the existing andnew knowledge and the flourishing ofentrepreneurship;
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81KNOWLEDGE ECONOMY INDEX (KEI)
KNOWLEDGE INDEX (KI)ECONOMIC ANDINSTITUTIONAL REGIME INDEX
EDUCATIONINDEX
INNOVATIONINDEX
ICT INDEX1. Tariff & Non TariffBariers
2.Regulatory Quality3.Rule of law
1. Adult Lieracy Rate2.Secondari Enrollment3.Tertiary Enrollment
1. RoyaltyPayment &Receipts
2.Patent Count3. Journals
Articles
1. Telephones2.Computers3. Internet
Users
KNOWLEDGE ECONOMY INDEXKNOWLEDGE ECONOMY INDEX ((KEKEI)I)
WORLDBANK
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82
A SIGNIFICAN CORRELATED BETWEEN KEI VS GDP[WB]
WORLDBANK 2012
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KOREA (KBE) versus GHANA (NBE) Comparison:GDPKEI Trend (1960 – 2005)
WORLD BANK 2012
83
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84
LEARNING AS A BASIC OF TRUTH
COMMITMENTTO LEARNING
OUTCOMES
KNOWLEDGEBASEDECONOMY
KNOWLEDGEBASED POLITICS
KNOWLEDGEBASED SOCIETY
KNOWLEDGEBASEDCULTURE
84 of 43
KNOWLEDGEBASED
INNOVATION
KNOWLEDGEBASED SECURITY
KNOWLEDGEBASED
GOVERNMENT
KNOWLEDGEBASED LAW ®ULATION
NATIONAL EXPLICIT KNOWLEDGE AS THECOMMITMENT TO LEARNING OUTCOMES
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85
1. Bangladesh, Kamboja, Fiji, Iran, Mongolia, Nepal, Pakistanand Sri Langka not yet identified of KM implementation,whether in macro level as well as micro level.
2. Indonesia, Philipina and Vietnam didn’t have any nationalpolicy or strategy of KM implementation to developknowledgebased economy.
3. KM in Asian Countries (example):a. Korea vision (eKorea Vision 2006)b. India Vision 2020: Nation blasting with energy,
entrepreneurship and innovation, where knowledge isfree.
c. Singapore vision 21st century: Knowledgebased societyd. Malaysia vision 2020: Knowledgebased Economye. Thailand vision 2010: Knowledgebased Economic and
Society.f. Taiwan vision: KM in Single and Medium Enterprise.
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1. ORGANIZATIONAL LEARNING – is not easy tounderstand as a concept, and may require people to tryout new ways of working.
2. THE KEY CHARACTERISTICS of the organizationallearning is that they made use of project groups andtransient structures of a lot.
3. No longer is it enough for leaders to manage theresources of an organization. As Jack Stack notes, “Inthe future, successful organizations will be the oneswith outstanding employee relation.”
4. If you are a SENIOR PEOPLE MANAGER (HumanCapital Manager), you have a unique opportunity toinspire corporate learning.
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5. KM is not ICT. Success implementation of KMdepend on:
Ø 70% people mind set and habits: trust andcorporate culture.
Ø 30% enablers: Policy/Roadmap, Culturedriven, Structural Design, People ManagementDesign (KPI), Physical Architectures, and ICT.
6. KM implementation is not a project, but a longjourney of shifting (through learningorganization), starting from development ofpeople mind set and habits, guided by goodleadership.
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7. KM seek Senior Management commitment to:a. Sends a strong, explicit signal to colleagues that
this is a priority for the organization
b. Ensures access to the right people for each stage
c. Ensures that effective participation is a priorityfor your colleagues
d. Participating fully in the KM Strategy Workshop,clarifies where the priorities are, avoids “secondguessing syndrome”
e. Increases likelihood of implementation followthrough
Patrick Lambe; Straits Knowledge President, iKMS11/02/2013Jann Hidajat HCKM2013 UTM 11/02/2013Jann Hidajat HCKM2013 UTM
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898. KM Critical Success Factors:
a. Proper KM educationb. Senior Management engagement and commitmentc. Identification of the critical knowledge areas/assetsd. A shared KM vision and strategy linked to the business
objectivese. A naturally flourishing knowledge sharing culturef. Robust KMenabled processes that leverage the
knowledgeg. Natural and flourishing knowledgeled communitiesh. Enabling knowledge technologiesi. Aligned rewards and recognitionj. Critical knowledge worker skills training & competence
developmentk. Measures to gauge the business and KM benefits
Ron Young, CEO, CKO, Knowledge Associates International Ltd, Chairman, Young International Ltd
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9. The foundation for a knowledge economic order has beenlaid. This is a very different paradigm from previousagricultural, industrial or service economies. The challenge isto determine the integral linkage between human potentialand economic performance .
10. The knowledge economy only affords an unprecedentedopportunity for creating the future. The answers lie in aneffective innovation strategy, redefined according to theflow of knowledge: ideas to prosperity.
11. Increasingly management responsibilities will be viewed asfacilitating the learning process, which includes externalstakeholders (e.g., suppliers, distributors, alliance partners,customers, and even competitors). How these relationshipsare managed is far more a matter of collaborative expertisethan the competitive skill with which most are familiar.
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12. With the emerging community of innovation practice, it isunderstood that various practitioners throughout the valuesystem can contribute. Implementation will vary (companyto company, industry to industry, nation to nation), butcoming to a common understanding of a mutual missioncould enable better utilization of financial, technical andhuman resources.
13. The core premise of the future is collaboration. It does meanthat their orientation shifts to one of sharing andleveraging one another for mutual success. In national andglobal terms, this is described as creating the common goodfrom which all benefit, with true global symbiosis.
Debra M. Amidon “Blueprint for the 21st Century Innovation Management”, September 1998.
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