OKMS Knowledge Management and the Learning Organization Mohamed

OKMS Knowledge Management and the Learning Organization Mohamed F Bhyat ©Organizational Knowledge Management Systems

What is KM? OKMS Tacit knowledge: less structured, answer varies with context, takes form of wisdom, experience, stories • KM is a business enabler. – It is Management of Corporate – Intellectual Assets. • Human Capital: the skills, talent, and knowledge that a company’s employees possess; their capability, creativity, capacity, relationships and networks • Information Capital: the company’s databases, information systems, networks, and technology infrastructure. • Organizational Capital: the company’s culture, its leadership, how aligned its people are with its strategic goals, and employees’ ability to share knowledge. This includes: – – • Formalized business processes; and Intellectual Property Patents, Trademarks, Branding, etc These assets are often intangible, have perceived value that can only be recognized when transacted, and are not measured by GAAP – KM is a key enabler of modern comptrollership (Financial Management and Control) Explicit (Rules) based • structured processes lead to answers; can be automated • Libraries & Taxonomies. Make everything explicit Control the ©Organizational Knowledge Management Systems informational space Collaboration between people • Connect people to people - networks for learning. Limit information to that which supports action

KM, Learning Organizations and Your Desired Outcome OKMS BU 1 Business Strategic Intent & Vision BU 2 BU n Effective, efficient Business able to deliver on its mandate • Innovation and Continuous Improvement • Able to respond to changing environmental conditions. • Deliver in line with mandate & National Imperatives Growing operational capability Greater skills capacity Leveraging technology Growing Professionalism Build, Organizational institutional Learning Acquire, culture capability integrity Retain IP/IC An ‘Integrated’ Knowledge Management System’. On line access to continuously growing and changing organizational knowledge Enabling the change and managing the process via a KMO ©Organizational Knowledge Management Systems

OKMS Developing a learning organization by creating an organizational capability and culture that supports knowledge management ©Organizational Knowledge Management Systems

OKMS KM and the Learning Organization • A learning organization – one in which it systematically and collectively learns from its own projects and programmes and from the experience of its respective stakeholders. • The knowledge management strategy is to enable the above, i. e. to provide a methodology and process to assist an organization to learn from experiences and incorporate the learning as feedback into its planning process for creating an information and knowledge ricj organization • The KM methodology creates the link between individual and organizational learning in the and integrates into a single comprehensive model the key drivers of a learning organization. • The KM methodology addresses the concept of "tacit knowledge" from "explicit knowledge" and describes the process of alternating between the two. ©Organizational Knowledge Management Systems

OKMS The “Spiral of Organizational Knowledge Creation” Adapted from The Knowledge-Creating Company, by Ikujiro Nonaka and Hirotaka Takeuchi ©Organizational Knowledge Management Systems

OKMS Knowledge creation is a spiral of converting tacit knowledge to explicit knowledge and then back again Socialization: Sharing and creating tacit knowledge through direct experience Example: on-the-job training; interacting with stakeholders. Tacit Internalization Learning and acquiring new tacit knowledge in Practice. "Operational knowledge“, it is Learning by doing, developing shared mental models and technical know-how. Externalization: Articulating tacit knowledge through dialogue and reflection, metaphors, concepts, hypotheses, models, writing, business processes, methodologies, templates Explicit ©Organizational Knowledge Management Systems Combination: Systemizing and applying explicit knowledge and information. "Systemic knowledge“ is created by manipulating explicit knowledge by sorting, adding, combining, etc. Example: formal education.

OKMS • Being a learning organization means that the organization will become model of performance effectiveness and delivery capacity. It means – – Having a growing operational capability Having greater skills capacity Being able to leverage technology Becoming a knowledge driven organization which creates, acquires and retains knowledge and intellectual capacity – Having an organizational culture which supports the above. • The purpose of the KM strategy then is to enable the organization to achieve and sustain its strategic objectives as outlined in its vision and mission through knowledge management and human capital development • And by adopting a KM strategy and policy framework as a set of sound management principles, rules, conventions, standards, values and procedures, to assure that the PNC can measure and manage its growing investments in intellectual and hard assets. ©Organizational Knowledge Management Systems

How can the value creation capacity of the whole system be maximized OKMS Human Capital: the skills, talent, and knowledge that a company’s employees possess – Tacit knowledge, less structured, answer varies with context, takes form of wisdom, experience, stories External Structure Individual Competence Organizational Capital: the company’s culture, its leadership, how aligned its people are with its strategic goals, and employees’ ability to share -Collaboration between people. Connecting people to people networks for learning. Limit information to that which supports action Internal Structure Information Capital: the company’s databases, information systems, networks, and technology infrastructure - Explicit (Rules) based structured processes lead to answers; can be automated. Libraries & Taxonomies. Make everything explicit Control the informational space Cluster; regional and international organizations; CBO’s; NGO’s ©Organizational Knowledge Management Systems

9. How can our people learn more from OKMS customers, suppliers and stakeholders 8. How can we support our customers’ conversation with their customers or host communities 10. How can we transfer some of our competence to customers, suppliers and other stakeholders External Structure 2. How can we convert individually held competence into systems tools and other templates 7. How can we use competence from customers and suppliers to add value to our systems, processes, services, practices and products 6. . How can our customers, and suppliers learn by accessing our systems, processes, services, practices and products Individual Competence 1. How can we improve the transfer of competence between people in our organization Internal Structure 5. Strategic Purpose: How can the value creation capacity of the whole system be maximized ©Organizational Knowledge Management Systems Adapted from Sveiby 3. . How can we improve individuals competence by using systems tools and templates 4. How do we integrate systems, tools and processes and practices effectively internally

OKMS What Should KM Do About Intellectual Assets • Known intellectual assets (protect and grow) – Current intellectual assets must be protected; – Growth of new assets should be encouraged. – Knowledge assets should be treated like cash assets and leveraged for maximum return on investment. • Within a solid management framework, IT is harnessed to provide access to information, and to help scale KM efforts to: – – identify new islands of knowledge; leverage knowledge already created; prepare the next generation of information worker; and stimulate innovative thinking. • KM ensures that corporate knowledge can be retained, shared and re-used to benefit individuals and organizations alike. • The ultimate goal is to facilitate better decision-making and thereby to improve the quality of internal processes and service delivery to customers ©Organizational Knowledge Management Systems

The Methodology OKMS • The methodology incorporates all the elements required for instilling and sharing knowledge by: – – – – Capturing and reusing past experiences Embedding knowledge in product, services and processes Producing knowledge as a knowledge asset and product Driving knowledge generation for innovation Mapping networks of experts Building and mining knowledge bases Understanding and measuring the value of knowledge and Leveraging intellectual assets ©Organizational Knowledge Management Systems

OKMS Strategic collaboration Organizational Development Learning Before Learning during after Events Getting conversations going Infrastructure Who Knows ©Organizational Knowledge Management Systems Higher Levels of Investment and Return

OKMS Ch Shared Project Retrospectives t en em Learnings ag Peer Assists an St ra m te gy ge an Communities of Practice Communities of Interest Expert Locator Technology ©Organizational Knowledge Management Systems

OKMS Our Model know-why refers to the scientific knowledge of the principles and laws of nature. . Know–who knows what and who knows how to do what. . ©Organizational Knowledge Management Systems Know-how relates to the skills or the capacity to do something. Know-what relates to a person’s knowledge about facts

KM Strategy OKMS L E V E L 1 L E V E L 5 A few people express that knowhow is important to the organisation. Isolated people with a passion for KM begin to talk and share how difficult it is. Leadership Behaviours Networking Knowledge hoarders seem to get rewarded. KM viewed as a management fad. Leaders are sceptical as to the benefits. Leaders think networking leads to lack of accountability. "Knowledge is power“ Leaders recognise the Clearly defined link between KM Clearly identified roles and Intellectual assets. and responsibilities. performance KM strategy is Networks and The right embedded in the Co. P's have a business strategy. attitudes exist to clear purpose, share and use Framework and some have others’ knowtools enable clear how. learning before, deliverables Leaders during and after. other ©Organizational Knowledge Management Systems develop reinforce the capability in the Learning before, during and after People are conscious of the need to learn from what they do but rarely get the time. Sharing is for the benefit of the team. Prompts for learning built into business processes. People routinely find out who knows and talk with them. Common language, templates and guidelines lead to Capturing knowledge Some individuals take the time to capture their lessons in any number of cupboards and databases. They are rarely refreshed, few contribute, even fewer search. Knowledge is easy to get to, easy to retrieve. Relevant knowledge is pushed to you. It is constantly refreshed and distilled. Networks act as guardians of the