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THE ROLE OF IT IN SUCCESSFUL
KNOWLEDGE MANAGEMENT INITIATIVES COMMUNICATIONS OF THE ACM September 2003/Vol. 46, No. 9
1/16
Importance of IT in Knowledge Management ● ● ● ●
Reduces the complexity of Knowledge Management Easier to acquire, store, update, distribute... Integration , sharing of knowledge Advancing
2/16
Two basic approaches to KM Knowledge Management
Codification
Personalization
explicit , structured
tacit, unstructured
3/16
Role of IT... Codification explicit , structured ✔ ✔ ✔ ✔
Store Retrieve Update Share
Eg. DBMS,Electronic Knowledge Repositories
Personalization tacit, unstructured ✔ ✔ ✔ ✔
Personal communication Meeting etc. Access people Achieve knowledge transfer
Eg. Expert Directories, video conferencing tools 4/16
KM in the Organization Industries
Product Based
High
Service Based
High
Low
Volatility
Low
5/16
Example Lowvolatility context ●
Product based
● ●
British Petroleum Buckman Laboratories Shell
Highvolatility context ● ● ●
●
Service based
Ernst & Young ● KPMG ● Siemens Business Services ●
HewlettPackard Microsoft Siemens Infineon Technologies Xerox ● ●
McKinsey Skandia
6/16
ProductBased Organizations in LowVolatility Context Productbased organizations in a low volatility context usually do not compete on the basis of products alone. Instead, these organizations often compete on other grounds (for example, services that accompany products). ✔
✔
Buckman Laboratories changed its strategy from merely selling products to solving chemical treatment problems for customers. BP and Shell recognized oil exploration as a source of competitive advantage because drilling is such an expensive undertaking.
7/16
What Type of KM needed...?. Knowledge needed to sustain these diverse bases of competition is often tacit. ●
The organizations have mainly adopted the personalization approach to KM. ●
IT to support facetoface communication and
●
Communities of Practice (COP), which are informal networks of people who share similar work roles and common context. 8/16
Buckman Laboratories A global ecommunication network (K’Netix) that links specialists to field staff. ● K’Netix has several forums to support COP devoted to various business areas (TechForum has about 20 sections devoted to areas such as pulp and paper, and industrial water treatment). ●
BP
Invested $434,000 to develop Connect, a knowledge yellow pages that helps employees locate required expertise. ●
Shell Has an Expertise Directory that acts as a clearing house and signpost for both knowledge seekers and contributors. ● Shell developed Global Networks, which comprised collaboration tools like LiveLink and Microsoft Exchange for communication. 9/16 ●
Low Volatility Context
Expert Directories • Connect (British Petroleum) • Expertise Directory (Shell)
Product Based
COP • K'Netix (Buckman Lab.) • Global Networks (Shell)
High Volatility Context
Expert Directories • Expert Directory (Microsoft) • Knowledge Map (Siemens Infineon Technologies) • Connex (HewlettPackard) Direct Exchange • Phone and videoconferencing (Siemens Infineon Technologies) • Peopletransfer (Hewlett Packard) Repositories • Electronic Sales Partners (HewlettPackard) • Eureka (Xerox) • Internal Technical Education (Microsoft)
10/16
Service Based
Low Volatility
High Volatility
Context
Context
Repositories • Center for Business Knowledge (Ernst & Young) • KWorld (KPMG) • SAP R/3 (Siemens Business Services)
Direct Exchange • Phone and Videoconferencing (McKinsey) • People transfer (McKinsey and Skandia)
11/16
Implications for Practice Low Volatility
High Volatility
Context
• Identify and promote Product Based
strategic communities of practice • Provide expert directories and collaborative tools • Reward participation in strategic communities of practice
Context
Provide expert directories
●
and collaborative tools for product development teams • Provide knowledge repositories for product sales teams • Review of contents in knowledge repositories by experts • Reward team for sharing of knowledge 12/16
Implications for Practice Low Volatility Context
• Create and maintain high Service Based
Cont. High Volatility Context
• Build a culture of mutual
quality knowledge repositories support and interaction • Provide effective search capabilities for repositories
• Provide communication
• Reward effective reuse of
media
• Reward quality contributions support for onetoone interaction via multiple to knowledge repositories knowledge from repositories
13/16
Conclusion High
Service based in Low volatility
Codification approach
Product based in High volatility
Product based in Low volatility Service based in High volatility
Low Low
Personalization approach
High 14/16
Authors Atreyi Kankanhalli ([email protected]) is a fellow in the Department of Information Systems at the National University of Singapore. Fransiska Tanudidjaja is an analyst at Accenture, Singapore. Juliana Sutanto is a graduate student in the Department of Information Systems at the National University of Singapore. Bernard C.Y. Tan ([email protected]) is an associate professor and head of the the Department of Information Systems at the National University of Singapore. 15/16
Thanks
16/16
KNOWLEDGE MANAGEMENT INITIATIVES COMMUNICATIONS OF THE ACM September 2003/Vol. 46, No. 9
1/16
Importance of IT in Knowledge Management ● ● ● ●
Reduces the complexity of Knowledge Management Easier to acquire, store, update, distribute... Integration , sharing of knowledge Advancing
2/16
Two basic approaches to KM Knowledge Management
Codification
Personalization
explicit , structured
tacit, unstructured
3/16
Role of IT... Codification explicit , structured ✔ ✔ ✔ ✔
Store Retrieve Update Share
Eg. DBMS,Electronic Knowledge Repositories
Personalization tacit, unstructured ✔ ✔ ✔ ✔
Personal communication Meeting etc. Access people Achieve knowledge transfer
Eg. Expert Directories, video conferencing tools 4/16
KM in the Organization Industries
Product Based
High
Service Based
High
Low
Volatility
Low
5/16
Example Lowvolatility context ●
Product based
● ●
British Petroleum Buckman Laboratories Shell
Highvolatility context ● ● ●
●
Service based
Ernst & Young ● KPMG ● Siemens Business Services ●
HewlettPackard Microsoft Siemens Infineon Technologies Xerox ● ●
McKinsey Skandia
6/16
ProductBased Organizations in LowVolatility Context Productbased organizations in a low volatility context usually do not compete on the basis of products alone. Instead, these organizations often compete on other grounds (for example, services that accompany products). ✔
✔
Buckman Laboratories changed its strategy from merely selling products to solving chemical treatment problems for customers. BP and Shell recognized oil exploration as a source of competitive advantage because drilling is such an expensive undertaking.
7/16
What Type of KM needed...?. Knowledge needed to sustain these diverse bases of competition is often tacit. ●
The organizations have mainly adopted the personalization approach to KM. ●
IT to support facetoface communication and
●
Communities of Practice (COP), which are informal networks of people who share similar work roles and common context. 8/16
Buckman Laboratories A global ecommunication network (K’Netix) that links specialists to field staff. ● K’Netix has several forums to support COP devoted to various business areas (TechForum has about 20 sections devoted to areas such as pulp and paper, and industrial water treatment). ●
BP
Invested $434,000 to develop Connect, a knowledge yellow pages that helps employees locate required expertise. ●
Shell Has an Expertise Directory that acts as a clearing house and signpost for both knowledge seekers and contributors. ● Shell developed Global Networks, which comprised collaboration tools like LiveLink and Microsoft Exchange for communication. 9/16 ●
Low Volatility Context
Expert Directories • Connect (British Petroleum) • Expertise Directory (Shell)
Product Based
COP • K'Netix (Buckman Lab.) • Global Networks (Shell)
High Volatility Context
Expert Directories • Expert Directory (Microsoft) • Knowledge Map (Siemens Infineon Technologies) • Connex (HewlettPackard) Direct Exchange • Phone and videoconferencing (Siemens Infineon Technologies) • Peopletransfer (Hewlett Packard) Repositories • Electronic Sales Partners (HewlettPackard) • Eureka (Xerox) • Internal Technical Education (Microsoft)
10/16
Service Based
Low Volatility
High Volatility
Context
Context
Repositories • Center for Business Knowledge (Ernst & Young) • KWorld (KPMG) • SAP R/3 (Siemens Business Services)
Direct Exchange • Phone and Videoconferencing (McKinsey) • People transfer (McKinsey and Skandia)
11/16
Implications for Practice Low Volatility
High Volatility
Context
• Identify and promote Product Based
strategic communities of practice • Provide expert directories and collaborative tools • Reward participation in strategic communities of practice
Context
Provide expert directories
●
and collaborative tools for product development teams • Provide knowledge repositories for product sales teams • Review of contents in knowledge repositories by experts • Reward team for sharing of knowledge 12/16
Implications for Practice Low Volatility Context
• Create and maintain high Service Based
Cont. High Volatility Context
• Build a culture of mutual
quality knowledge repositories support and interaction • Provide effective search capabilities for repositories
• Provide communication
• Reward effective reuse of
media
• Reward quality contributions support for onetoone interaction via multiple to knowledge repositories knowledge from repositories
13/16
Conclusion High
Service based in Low volatility
Codification approach
Product based in High volatility
Product based in Low volatility Service based in High volatility
Low Low
Personalization approach
High 14/16
Authors Atreyi Kankanhalli ([email protected]) is a fellow in the Department of Information Systems at the National University of Singapore. Fransiska Tanudidjaja is an analyst at Accenture, Singapore. Juliana Sutanto is a graduate student in the Department of Information Systems at the National University of Singapore. Bernard C.Y. Tan ([email protected]) is an associate professor and head of the the Department of Information Systems at the National University of Singapore. 15/16
Thanks
16/16
