Lecture 1 - Basic Concept of KM
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Basic Concept of
Knowledge Management
APO Workshop on Implementing KM
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Module Objectives
§ Positioning of KM in the context of Productivity
and Quality initiatives
§ Understanding KM
§ Understanding common KM concepts
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Module Outline
§ Positioning of KM in the Context of Productivity and Quality Initiatives
– Some Evergreen Business Principles
§ Understanding KM
– APO’s KM Definition
– Historical Generations of KM
§ Understanding Common KM Concepts and Processes
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Difference between Information and Knowledge
Types of Knowledge
The Knowledge Process
KM Tools and Technologies
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Positioning of KM in the Context of
Productivity and Quality Initiatives
For how long should management be
interested in improving productivity
in the organization?
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Positioning of KM in the Context of
Productivity and Quality Initiatives
For how long should management be
interested in increasing quality in the
organization?
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Positioning of KM in the Context of
Productivity and Quality Initiatives
FOREVER !
Productivity and quality are
Evergreen Business Principles
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Positioning of KM in the Context of
Productivity and Quality Initiatives
Improved productivity and increased
quality are underpinned by the best
knowledge available at the time.
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Positioning of KM in the Context of
Productivity and Quality Initiatives
For how long should management be
interested in increasing profitability
and / or adding value in the organization?
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Positioning of KM in the Context of
Productivity and Quality Initiatives
Effective Knowledge Management
underpins everything in the organization!
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Positioning of KM in the Context of
Productivity and Quality Initiatives
Effective Knowledge Management
is, and always will be, critical to
organizational development, performance,
and growth.
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APO’s KM Definition
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APO’s KM Definition
KM is an integrated approach for
creating, sharing, and applying
knowledge to enhance organizational
productivity, profitability, and growth.
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What’s Really New About KM?
Knowledge Management is the discipline
of enabling individuals, teams, and entire
organizations to collectively and systematically
create, share, and apply knowledge to better
achieve their objectives.
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The Bottom Line for KM
What knowledge, if it could be better managed,
would make a big difference to achieving our
objectives?
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Historical Generations of KM
§ 1st Generation – ICT / Web-based Systems
§ 2nd Generation – Collaborative Communities
§ 3rd Generation – KM-Enabled Processes
§ 4th Generation – Strategic Enterprise KM
§ 5th Generation – Inter-Organization KM
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Information and Knowledge
We communicate information to one another in explicit
forms (inform).
We can chose to turn that information into knowledge
(learning process) in our heads (tacit knowledge).
When we make our internal tacit knowledge explicit in
some form, it becomes information to others.
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Types of Knowledge
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Knowledge Conversion
Process
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The SECI Model – Modes of
Knowledge Transfer
Tacit-to-Explicit
Explicit-to-Explicit
Knowledge
Amplification
Combination
Externalization
Explicit-to-Tacit
Internalization
Source: The Knowledge Creating Company
Nonaka & Takeuchi (1995)
Tacit-to-Tacit
Socialization
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KM Tools and Technologies
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KM Tools
§ KM Assessment Survey
§ Peer Reviews
§ After Action Review (AAR)
§ Knowledge Portal
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Some of KM Technologies
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Knowledge Work
“The most important, and indeed truly unique,
contribution of management in the 20th century was the
fifty-fold increase in the productivity of the manual
worker in manufacturing.
The most important contribution management needs to
make in the 21st century is similarly to increase the
productivity of knowledge work and the knowledge
worker.”
Peter F. Drucker
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What is KM? – Summary
§ Positioning of KM in the context of Productivity
and Quality initiatives
§ Understanding of KM
§ Understanding of common KM concepts
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APO KM Publications
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