Knowledge Management Seminar Webster University Janet Guptill, President KM At Work, Inc.
Knowledge Management Seminar • Class member introductions • What is “knowledge” and what are attributes of valuable knowledge? • What is “knowledge management” (KM)? • Where has KM been used in companies? • What are examples of KM tools and technologies? • What are examples of KM results? • What are barriers to effective implementation of KM? • Small group case study break-outs 2
KM Seminar Outline • What is KM? (slides 5 -11) • Fundamentals to drive KM (12 -25) • Components of a KM program – – – Communities (26 -31) - CHI Content Mgt (32 -34) – AH Capability Transfer (35 -40) – BSHSI, Christus Metrics (41 -47) – VA, CHI, AH Infrastructure (48 -52) – AFMS • Lessons Learned (53 -77) – ROI (65 -66) – Case Study Reports (71 -76) 3
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Knowledge Management • What is it? • How does Knowledge get transferred – in general? In an organization? • Why might it be relevant to transfer Knowledge within your type of organization? • What makes this process complex? 5
“Land, labor, and capital now pale in comparison to knowledge as the critical asset to be managed in today’s knowledge economy. ” Peter F. Drucker 6
Knowledge Management - A Definition “KM is the systematic processes by which knowledge needed for an organization to succeed is created, captured, shared, and leveraged. ” The Complete Idiot’s Guide to Knowledge Management, Melissie Rumizen What does this mean to you? ? 7
Best practice sharing Knowledge transfer Innovation diffusion Performance improvement How do these relate to each other? 8
Perspectives… “Every day that a better idea goes unused is a lost opportunity. We have to share more, and we have to share faster. I tell employees that sharing and using best practices is the single most important thing they can do. ” -Ken Derr, former Chairman and CEO, Chevron Corporation “Knowledge transfer is a strategic imperative. It is our stewardship responsibility to share and adopt ‘best practices’ that have already been identified within our system. Knowledge sharing is no longer a ‘nice to have’, it has become a ‘must have’. ” - Chris Carney, CEO, Bon Secours Health System, Inc. What prevents organizations like hospitals from effectively sharing their knowledge?
Perspectives… “Diffusion is the process by which an innovation is communicated through certain channels over time among the members of a social system. ” -Everett Rogers, ‘Diffusion of Innovations’ “Ideas and products and messages and behaviors spread just like viruses do. ” -Malcolm Gladwell, ‘The Tipping Point’ How can we orchestrate how knowledge gets shared within an organization to impact results?
Group Exercise • Illustration of knowledge exchange • Class participants describe their organization: – Business type – Size – Type of organization structure – Your role in the organization • Form groups of 4; tell a story (60 seconds) that illustrates the problems that arise from inadequate knowledge sharing • Change groups, tell the same story • Find the person whose story affected you the most • What made these stories compelling? 11
Fundamentals of Knowledge Management LEADERSHIP CULTURE • Leadership/Management • Culture/People TECHNOLOGY • Process. PROCESS • Technology Developed by: Janet Guptill and Douglas E. Goldstein, 2003
Leadership Knowledge transfer will only succeed if accountability and authority are clearly defined and imbedded in existing operational decision making structures. 13
Discussion • How do leaders transfer their Knowledge? • How do they model how others share Knowledge? • What are potential barriers to sharing Knowledge in an organization? 14
Culture Knowledge transfer will only be effective if managers find the process a useful and productive way to meet performance objectives. 15
Discussion • What is an example of organizational culture? • How does culture get shaped? • How does one go about changing an organization’s culture? • How might a KM strategy affect culture – and vice versa? 16
Process Knowledge transfer must become the way performance is awarded and managed, not an “extra” task or process. 17
• Transferring knowledge is often not enough; need to figure out how to transfer capabilities as well through human and technology enabled support systems • Getting an organization to adapt new ideas requires a process of re-invention—people need to own the result 10 Critical Dynamics of Innovation as their own idea-1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Diffusion: Relative Advantage Trialability Observability Communications Channels Homophilous Groups Pace of Innovation/Reinvention Norms, Roles, and Social Networks Opinion Leaders Compatability Infrastructure Source: Diffusion of Innovations, Everett Rogers, 1995 18
Basic Steps to Innovation Diffusion-- Set goals, look for solutions Evaluate alternatives Decide: adopt, reject, redefine, restructure Clarify, implement Evaluate, confirm, routinize Centralized/Decentralized Continuum to Diffusion Process-Centralized: Mandated targets Mgt endorsed best practice Decentralized: Awards, incentives Knowledge exchange Dedicated execution resources Co. P best practices Proscribed approach Peer consultation Performance linked to transfer success Scorecard results Developed by Janet Guptill and Douglas E. Goldstein, 2003, adapted from Diffusion of Innovations, Everett M. Rogers, 1995 19
Technology Managers will need to develop an “electronic attitude” which will require an investment in collaboration technology infrastructure, and training and modeling on how to work in a new web-centric manner. 20
l SM ter E na Su l/ pp Ext or er t na er Go sh – In als ip – ad Ad Le r be g em tin M or pp ity Su un & m m Es ring g Co SM Sha aptin – – Best Practice & Innovation Database (Web) Web and Multi-media Technology – Intranet critical for supporting KTPI – Best Practice DB of Resources, Assets & Tools 21
Connecting people through online/offline communities of practice involves building a set of tools that simplify communication, link people to content, and provide measurements of value and impact-Key Technology Considerations for Supporting Communities of Practice 1. Presence and visibility 2. Rhythm 3. Variety of interactions 4. Efficiency of involvement 5. Short-term value 6. Long-term value 7. Connection to the world 8. Personal identity 9. Communal identity 10. Belonging and relationships 11. Complex boundaries 12. Evolution: maturation and 13. integration Active community-building 22 Source: Etienne Wenger, Supporting Communities of Practice, March 2001
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Community Activation and Leadership Support and Management Content Management People/Culture Infrastructure and Support Center Technology Tracking and Results Metrics Process Knowledge and Capability Transfer 24
Health System KM Examples… • Catholic Health Initiatives — 67 hospitals in 19 states, 67, 000 employees, $6 billion annual operating revenues – focus on Knowledge Communities • Ascension Health — 67 hospitals in 20 states, 100, 000 employees, $9 billion annual operating revenues – focus on Content Management • Bon Secours Health System Inc. – 24 hospitals in 8 states, 27, 000 employees, $2. 3 billion annual operating revenues – focus on Capability Transfer • CHRISTUS Health – 34 hospitals in 5 states and Mexico, 25, 000 employees, $2+ billion annual operating revenues – focus on Best Practices Knowledge Transfer • Veterans Health Administration — 23 integrated service networks, $24 billion in annual operating expenses – focus on Tracking and Metrics • Air Force Medical Service – 74 hospitals and clinics distributed all over the globe, $6. 2 B expenses, 39, 000 employees – focus on technology and support infrastructure 25
Community Operations and Support 1. Sponsorship, facilitation, support, accountability, and authority 2. Integration with Strategic Plan 3. Member participation, roles, and guidelines; naming conventions; content ownership 4. Communities of Practices (Co. P) start-up, operations and sunset 26
Vision for Knowledge Management at CHI To improve the quality of our health care system, by enhancing the ability for CHI to access and share actionable information, and creating a culture that allows every part of CHI to have the strength and wisdom of the whole. 27
CHI KM Strategy: Focus is on supporting… Knowledge Communities with the intent to integrate knowledge sharing & learning into the CHI organization. 28
National Groups Existing CHI national resource teams; formal groups; share similar work roles and a common context HR, Clinical Services, Strategy, Performance Management, Finance, Legal, Mission, Operations, IT, etc. Affinity Groups Networks of resources organized around common themes such as job function or a specific initiative CHI Pharmacy Community, Healthy Communities, Clinical Quality Directors, Emergency Physician’s Task Forces Formal, usually cross-functional teams formed for a specific purpose or initiative; pre-determined life span PACS, e. Learning Work Group, Mid- management development panel, Culture Integration Team Formal, usually cross-functional, standing groups formed to provide direction and advice regarding a specific topic or initiative National Pharmacy Council, KM Steering Committee, Advocacy Advisory Committee, Genetics Advisory Group, Physician’s Executive Council Advisory Panels 29 Examples of CHI Knowledge Communities – 4 Types
Stage Behavior CHI Communities Potential Community Leader identified; Motivated to form community FY 03: 12 (29%) FY 04: 24 Example: , On-line Ed Adv Panel, IHI teams, ER Dirs, Hospitalists, Med Staff Lead, Intens, Cardiac Surg, Clin Comp Prog, Ortho, Nurs Execs, Fin Rptg, Pt/Fin Svs Building Proof of existence / Action taken FY 03: 11 (27%) FY 04: 22 Example: , Rad Dirs, Lab Dirs, Place. Ware Org, Ethics, , Qual Dir, , Clin Eng, Phys Prac, Res Ctrs, IRBs, Reimbur, Tax, Treas Engaged Peer-to-Peer Interaction & Established Pattern of Communication FY 03: 15 (36%) FY 04: 30 Example: , CROs, Regional Rx Dirs, Clin Perf Impro, PEC, Integr Hlth, Learning Network, CVA Team, Healthy Communities, Cost Acctg, Spir/Past Care, Med Staff Coord, Inf Cont, JCAHO, Qual Dirs, Home Health Strategic Adoption / Measurable Outcomes FY 03: 3 (7%) FY 04: 6 Example: Natl Pharmacy Council, ACST, Clin Coord Total FY 03: 41 (100%) FY 04: 82 (target) 30
Quotes from various CHI Knowledge Community Members • “I am learning practical skills, such as how to get people to volunteer, that I could not have done as effectively without the insights and lessons learned that have been shared in this learning group. ” • “This Healthy Communities Course is a rich treasure trove of resources; there is no way, with my busy schedule, that I could possibly have pulled together this set of reference documents on my own, much less have created such a valuable peer learning group with similar values and goals. ” • “There would be a rebellion if we disbanded this group. ” • “This is the value-add of belonging to a national system. ” 31
1. Build and manage virtual library of knowledge assets and resources Content Management 2. Content accuracy, currency, and linkage to Strategic Plan 3. “Best practices” vetting process 4. Alerts & content tailored to Communities 5. Search, retrieval, and use 6. Public /private sharing 7. Innovation / leading practice identification and profiling 32
Ascension Health Exchange Home 33
Search…of internal resources is always available! Community specific Alerts, Calendar, Surveys and Private Database are Available Special Collaboration Tools to facilitate sharing and problem solving CNEs from local hospitals serve as Mayors and Topic Leaders for critical issues 34
Knowledge and Capability Transfer 1. “Triage” and “diagnostic” processes to apply successful practices 2. Extending human resources (internal/external SMEs) 3. Replication processes and resources 4. e. Learning tools and system 5. Integrated Performance Improvement staff and resources 35
Approaches for Embedding Knowledge Management Centralized: Decentralized: Mandated targets Strategic Goals, performance incentives Mgt endorsed best practice Tools and resources posted on intranet Dedicated execution resources Co. Ps “vet” best practices Proscribed approach Peer SME, and external consultation Performance linked to transfer success Performance Reporting on intranet to strategic targets Example-Year 1: Focus on Centralized diffusion: top-down “push” Year 2: Expand functions and number of KM efforts based on strategic priorities – use mix of diffusion strategies Year 3: Decentralized (pull; peer-to-peer). KM is woven into the culture Developed by: Janet Guptill and Douglas E. Goldstein, 2003 36
Bon Secours Health System - Pilot 37
Problem Statement: ¨ BB Project Turnover Rate Of 28% In ‘ 97 Too High Project Scope: See Process Map - HR Dept. Process Impacts On Employee Life Cycle Define Start Date: 3/1/98 Assemble Team & Assign Roles þ ID Project Scope þ Develop Team Charter þ Create Project Timeline þ ID Customer CTQ’s þ ID Compliance CTQ’s þ High Level Process Map þ Estimate Benefits þ Formal Champion Approval Increasing Retention Rate DMAIC Execution - Quality Project CTQ: Retention Rate ý GB Project Tracker Defect: < 80% Annual Champion: Sunita Holzer MBB: Brian Swayne Project Leader: Sunita Holzer Team: John Kenny, Josh Friedlander Jane Decolvenaere, Rocco Cocchiarale Measure Start Date: 5/30/98 þ Select Key Product/Process ý Create Product Tree/Process Map ý Define Performance Variables þ Baseline Performance Measures þ Develop & Execute Data Collection Plan þ Formal Champion Approval End Date: 5/30/98 Analyze Start Date: 5/30/98 þ Map CTQ’s to Function/Process þ Select Key Performance Variable/Sub process þ Benchmark Performance þ ID Variation Sources & Improvement Opportunities þ Root Cause Analysis þ Define Performance Objective þ Formal Champion Approval End Date: 6/30/98 Tools/Attachments: • Charter • High Level Process Map • CTQ Matrix ¨ Not Complete þ Complete ý Not Applicable Tools/Attachments: • HR One Page Plan • Sigma / DPMO Calculations Beginning DPMO: Final DPMO: 720, 000 242, 000 Estimated Benefits: $ 200, 000 Actual Benefits: $ 908, 000 Improve Start Date: 5/30/98 þ Diagnose Variable Performance ý Establish Operating Tolerances þ Develop Solution þ Cost Benefit Analysis þ Develop & Implement Execution Plan þ Formal Champion Approval Control Start Date: 6/30/98 þ Validate Control System þ Develop & Implement Monitoring Plan þ Implement Sustainable Process Controls þ Develop & Deploy Response Plan þ Standardize & Translate þ Net Income Benefit Tracking System In Place þ Formal Champion Approval End Date: 12/15/98 End Date: 9/1/98 Tools/Attachments: • HR One Page Plan • Sigma / DPMO Calculations • Workforce Optimization Directions: þ Replace All Of The Italicized, Blue Text With Your Project’s Information þ Fill in ýþ clicking on item then clicking on Format / Bullet… / then clicking onýþ by as appropriate (look in the lower right hand corner for ýþ symbols) Tools/Attachments: • Monthly Retention Tracking Tool & Review Author: Sunita Holzer Date: December 16, 1998
CHRISTUS Intranet for Sharing 39
CHRISTUS Best Practice Sharing The 2003 winners include: Clinical Quality CHRISTUS Medical Group – CHRISTUS Southwest Community Health Center in Houston: Diabetes Management in an Immigrant Population Service Quality Baptist St. Anthony Health System: How We Got to 90 Percent in Patient Satisfaction and Stayed There Business Literacy CHRISTUS Health Ark-La-Tex – CHRISTUS St. Michael Health System: Linen Management Program Community Value CHRISTUS Spohn Health System - CHRISTUS Spohn Hospital Alice: Jim Wells County Healthy Families Project: Domestic Violence Program Spirit Exchange CHRISTUS Health Gulf Coast – CHRISTUS St. Catherine Hospital: Up-Front Cash Collections 40
1. Linkage to Strategic Plan Tracking and 2. Dashboard and performance Results Metrics reporting 3. KTPI effectiveness measures 4. Tied to formal and informal rewards 5. Technology infrastructure and reporting module 41
“VHA’s integrated health information system, including its framework for using performance measures to improve quality, is considered one of the best in the nation. ” Institute of Medicine (IOM) Report, Leadership by Example: Coordinating Government Roles in 42 Improving Health Care Quality (2002)
Drivers for health • Maximize the health & abilities of all persons, incl. 26 M veterans & esp. 4+M needing care • Maximize satisfaction • Maximize quality of health care • Maximize accessibility & portability of care • Maximize affordability to key stakeholders • Maximize patient safety & minimize system “defects” (defects/errors to zero) • Minimize time between disability & illness and maximized function & health (time to zero) • Minimize inconvenience (inconvenience to zero) • Maximize security & privacy 43
CHI Benefits & Measurable Outcomes • Increase in the # of supported KC’s – From 3 pilot KC’s to 40 KC’s – 19 Potential KC’s • e. Learning impact – 98% of MBOs utilizing LMS for compliance education – Cost savings from utilizing on-line learning for mandatory education • Cost Savings – Pharmacy Therapeutic Initiatives program: $17 M – Pharmacy Community & Xigris Cost Avoidance – Decreased travel and labor costs from increased use of web-conferencing tools: 10: 1 44
CHI Knowledge Community Evaluations • KC Satisfaction examples –Pharmacy • 75% agree the program has increased communication & sharing –Cost Accounting • 68% agree has helped to do job better • 66% agree improved relevant knowledge sharing –Healthy Communities Course • 100% agree that what they learned through the course will improve their daily work 45
↑ system wide safety It works ! ↑ system wide access Patient Physician Ministry Sponsor Partner Satisfaction ↑ customer centric service design ↑ time with the patient ↑ ability to retain and recruit ↑ revenue, ↑ margin, ↑ market share, ↑ capital resources ↓ duplication, ↓ waste, ↓operating costs 46
Initiation Implementation Causal ambiguity ** ** Unproven knowledge ** Ramp-up + * Source lacks motivation Source lacks credibility ** * Recipient lacks motivation Recipient lacks absorptive capacity ** Integration ** ** Recipient lacks retentive capacity ** Insufficient organizational context for change ** Insufficient trust relationship between source and recipient Legend: **p<. 01 *p<. 05 +p<. 10 * ** ** Barriers to Effective Knowledge Transfer Differ by Stage of Transfer Process 47 Source: Sticky Knowledge – Barriers to Knowing in the Firm, Gabriel Szulanski, Sage Publications, 2003
Exchange and Support Center 1. Technology infrastructure, applications and user interface 2. Support systems and staffing for operations, evolution and results reporting 3. Knowledge and resource library/database levels 4. Alignment and integration with Intranet and e. Learning Systems 48
Knowledge Junction TM Concept AFMS Knowledge Exchange Execution Strategy Expertise Locator Collaboration Areas Document Repository People with Known Expertise & Know-how Threaded discussions, email, etc. Keywords, Concepts & Phrases SCORM (Learning Objects) Learning Mgmt System Hierarchical Site Map All Documents Related to the Node (Explicit) External Links related to the Node (Explicit) Education & Training Topics Relevant to the Node (Explicit) Knowledge Junction Communities and Affinity Groups within the Node (Tacit) People with Experience & Know-how Concerning the Node (Tacit) Collaboration Concerning the Node’s Business (Tacit) Enterprise Taxonomy 49
do I make my knowledge workers more productive? à How do I bring new employees up to speed more effectively? à How can I support geographically distributed cross-functional teams? à How Knowledge Portals àHow can I Collaborative increase team productivity and Workspaces decrease cycle times? àHow can I Communities Expertise leverage the ensure that Location of Interest expertise everyone knows and Practice resident in the what we know organization? and where to àHow do I find it? minimize costly àHow can I form more rework? effective teams with the à How do I capture the tacit appropriate skill sets? knowledge of my retirees? Adapted from Newell, 2002 50
Marketplace of KM Tools Supporting communities of practice a survey of community-oriented technologies Etienne Wenger, March 2001 51
“Typical” KM Toolkit • Desktop of the knowledge worker: complete portallike applications for managing participation in multiple groups • Online project spaces for team work • Website communities, such as customer communities, where the management of membership is important • Discussion groups typically targeted at communities of interest with little commitment to a shared practice • Synchronous meeting facilities, online auditoriums, conference rooms, and chat • Community-oriented e-learning systems • Access to expertise, through questions or expert profiles • Knowledge repositories 52
Recap—What have we learned about KM so far? • • • Works differently in different organizations Starts with a definition of what problem exists now in how key knowledge is used and shared It is enabled by technology but IT is not a substitute for KM When it is truly successful, KM becomes the way people work; the filter they apply to make sure they are working smarter not harder Directory of expertise within the organization is key How to manage “intellectual capital” in a practical sense Need to prove its value financially in order to justify the investment Everyone has unique knowledge to share Having a forum to share knowledge is important KM can help an organization be more proactive KM reduces the sense of “competition” in an organization – broadens the focus on the whole organization rather than the individual or the team 53
What is KM? • How do these relate: Knowledge Management, Information Management, Learning Management? • What is organizational knowledge? Where does it reside? Why is managing it so difficult? • What is a CKO? • What else have you learned about defining knowledge management? 54
What are examples of KM approaches? • • • Best practice sharing Work process documentation Information repository Information technology and infrastructure, tools Knowledge communities Top-down and bottom-up accountability – mandates vs. awards • Cultural change • Focus on “fixing problems” • Measuring the impact of effective knowledge transfer – pre and post metrics 55
How do you get started with KM? • Developing a strategy • Building the infrastructure • Identifying relevant communities of practice • Facilitating connections between knowledge and people • Understanding the role of leadership and culture • Identifying measures of success 56
What are examples of KM tools? • • • Data mining and data warehouse CRM Expertise Locator Web portals (Ch 12) Document management systems Collaboration tools (Ch 13) Online meeting tools Electronic whiteboard/brainstorming – digitized information Handhelds and phones that integrate with central databases GPS systems and mapping Location microchips in vehicles, animals, even people What else? 57
Examples of KM in Practice • • World Bank Daimler-Chrysler Buckman Labs Shell Red Cross Catholic Health Initiatives HP and BP (Chapter 4) 58
KM Results • • • Cost savings New revenue generation Innovation Efficiencies Soft and hard ROI measures What else? 59
The value of Knowledge Management • Improved operating performance as a result of effective knowledge sharing and adoption of best practices • More rapid decision-making and innovation adoption as a result of decentralized approach to problem resolution • Enhanced competitive positioning as a result of synergistic use of external intelligence and internal experience 60
Calculating ROI on KM • Cost Savings — Estimate time spent in unnecessary meetings, manual collection and retrieval of key information, duplication of effort, expertise location— typically 10 -20% of payroll cost • Revenue Enhancements — Identifying, sharing, and adopting better practices can result in diffusion of innovative new ideas, resulting in either increased revenues or reduced costs— typically 16% of annual operating revenues are attained • Intrinsic knowledge management value and centralization of intellectual capital —minimizes risk of losing critical organizational knowledge with employee turnover, improved ability to transfer leading practices with the relevant context and experience to speed adoption and reduce error, can even result in increased retention and therefore decreased recruitment costs 61
KM ROI: • According to International Data Corporation (IDC), the average annual cost per employee for redundant effort is estimated at over $5, 850 • A KPMG survey found that 60% of employees spend more than 1 hour per day duplicating work of others costing roughly $12, 500 per employee • Northrop Grumman's Air Combat Systems division concluded that the average employee spends at least 4 -8 hours per week searching for information or knowledge to help them complete work Source: International Federation of Accountants (1998) 62
Group Exercise • Form 2 groups • Utilize the information provided to solve the puzzle • How did this exercise apply to KM? • What did you learn? 63
What have been some lessons learned in the process of KM implementation? • Every KM solution is unique because it depends on that organization’s strategic goals • Knowledge communities are usually key building blocks in any KM strategy • Tools do not need to be overly sophisticated; it is best not to over-engineer a KM approach • Start small and let the approach evolve based on participant feedback • Utilize existing staff and systems but redefine their roles and use 64
Critical Success Factors for KM • Link to organizational strategy • Focus of initial KM efforts on critical business issue with high visibility • Start with minimal initial investment and develop a roadmap over time • Allow it to evolve organically • Make sure it is meaningful to grass roots participants • Requires education and training process • Publicize key metrics, get buy-in beforehand, track results over time • Need someone clearly responsible for the KM program • Demonstrated cause and effect of knowledge sharing • What else? 65
Other lessons learned about KM • Communities need formalized roles and readily available communication and collaboration tools • Content needs to be continually reviewed for completeness, accuracy, and relevance • Employee rewards for knowledge exchange might consist of points redeemable for conference fees or knowledge-related tools • Formal training on KM tools is essential; a link between KM and e. Learning is key 66
KM is NOT “one size fits all” • KM is a concept, not a cookbook • KM is an approach that helps the organization achieve its goals more quickly, more effectively, and more systematically • KM prevents disparate but related business units from re-inventing the wheel • KM delivers the wisdom of the whole to an individual issue • KM speeds decision-making and best practice adoption, and spurs innovation • KM is all about changing the organization’s culture to one of collaboration 67
Case Study Example Midwest Pharmaceuticals 68
Small Group Case Studies • Describe the situation and the problem to be solved with KM • Explain what results are anticipated as a result of the KM approach • What are possible barriers to a KM program in this organization? • Define the KM approach • Estimate what resources will be required; estimate a timeline; explain the implementation process • Sell it to the group 69
Small Groups Report Out • What are the different KM approaches presented? • What are the barriers/obstacles? How can the barriers be overcome? • How will KM bring value to these organizations? • If you were to present this to your organization on Monday, what would be the reaction? • How can you already apply what you have learned about KM? 70
Written Assignment • 3 -5 single-spaced typewritten pages • Demonstrate your ability to apply what you have learned about KM – What is KM? Why is it important? Why now? – What does a KM program look like? – What are the critical success factors for KM and how can you ensure that these are met? – Describe a real or theoretical application of KM that incorporates the principles that you have learned in the class • How will you apply the principles of KM that you learned in this class? – Assuming the resources were available to you, what would you do in your organization to further the aims of knowledge management? 71
KM At Work, Inc. Knowledge Management Consulting Janet Guptill, President 314 -963 -7710 82 Yorkshire Ln Ct STL 63144 janet. guptill@kmatwork. com www. kmatwork. com
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