Various Objective for Implementation of Knowledge Management - Essay Example

Management Academic Research Information and knowledge management is one of the most important topics in the present world as it guides an organisation towards a planned and organized future. It is evident that organisations that build best models to spread knowledge among its employees and workers succeed in the long run. This is because knowledge assists employees to enhance their capability and render them more efficient in dynamic world of management. The best way to spread available knowledge among employees is knowledge management (Hlupic, 2003). Knowledge Management (KM) is a multi-disciplined approach, which is applied in fulfilling objectives of organisations with the best use of knowledge. KM basically focuses on certain processes like, creating and sharing knowledge, cultural foundation, technological innovation, information audit, managing changes, information life cycle; ethics, information strategy and policy. It is concerned with systematic selection and presentation of information, which helps in improving comprehension ability of employees in a specific area of interest (McKeen and Smith, 2009). This assists the management of an organisation to recapitulate their experience and gain knowledge about difficulties that employees are encountering during their work. So, KM assists an organisation in solving specific problems through dynamic learning and strategic planning. The process of knowledge management is well-known in the world of information research, given that this employs huge data and information. Both data and information are not considered as knowledge, until and unless those add a certain value to the user. KM is viewed in terms of processes, people and technology. The process helps in increasing the ability of an individual in an organisation to influence others with the help of knowledge. The process of KM varies from workplace to workplace and is unlimited. After establishment of the requirements for knowledge management initiative, the technological need is highlighted and concentrated upon. Apart from the abovementioned three aspects, organisational structure and culture also play an important role in an organisation to improve its situation. An organisation is successful only when it maintains a knowledge focussed culture (Ward and Peppard, 2002). The organisation structure should be constructed in such a way that it facilitates uninterrupted two-way flow of information and knowledge. KM has encountered high growth over the past few years in organisations. So, KM is presently highly in demand since it is regarded as the most important strategy to bring in changes and improvement in current situation of a company (Oracle, 2011). The main drivers of KM are knowledge attrition, merging, content management and e-learning. In spite of economic crisis, employee turnover had reached its highest peak. This has become an important issue in an organisation, where cost of turnover has been $129 million per organisation. The cost is due to knowledge attrition, which can be controlled and minimized by use of effective knowledge management techniques. Merger and acquisition has become one of the most fashionable business approaches in the corporate world. Even so, both are accompanied with changes in the work culture and knowledge parity among employees. This can be effectively reduced by introduction of knowledge management techniques. Various surveys had proved relevance of knowledge management in an organisation for improving overall situation. Different organisations have rested their objectives in undertaking knowledge management techniques. The following figure elaborates the objectives. Figure 1: Various objective for implementation of KM (Source: Davenport and Prusak, 1997) From the above figure, it is evident that the main objective behind implementation of knowledge management in an organisation is to enhance internal collaboration. The activities associated with the objectives comprise creation of knowledge sharing networks. This helps in ensuring a comfortable and efficient corporate knowledge culture as well as developing knowledgeable leaders who form an integral part of a successful organisation (Boddy, Boonstra and Kennedy, 2009). The method of knowledge management optimizes intellectual capital by providing solution of knowledge management. The solutions are codification strategies as well as estimation of revenue and gains; this is generated from application of knowledge management. Benefit of implementation of the techniques is obtained in form of return on investment (ROI). The best practices in an organisation that highlight its success are elaborated below. Information policy, strategy and management The information policy can be defined as an active tool that is used as foundation for the information strategy. This policy is aligned with objectives and functions of organisations. Information strategies detail the phrase of information policy that incorporates targets, objectives and actions of an organisation. This type of strategy is required for organisational success and also for boosting efficiency of employees. The communities of practices exist within every organisation and are referred as relational, cognitive and structural dimensions, which are used to create social capital. KM creates and shares knowledge among these communities, thereby influencing the evolution and development of cognitive elements of communities of practices (Davenport, Eccles. and Prusak, 1992). Information Management (IM) The information management strategy is implemented to meet requirements of Information Strategy (IS) through information policies (IP). Information audit Information audit is defined as evaluation of information in a systematic manner. It also evaluates capability of resources, i.e. human resources, for identifying whether they are contributing positively and aligned with objectives of the organisations. There is no universally accepted definition of information audit. However, Association for Information Management in UK has defined the above definition to be appropriate as it incorporates all critical rudiments of people and use of information. Information audit is carried out by identifying needs of information, following which levels of strategies are assigned according to importance of those needs. Audit signifies counting; it not only counts the resources, but also evaluates “how they are used” (El-Sayed, 2009) by whom as well as the purpose behind its usage. Hence, information audit evaluates tasks and activities that are relevant in an organisation and identifies source of information that are suitable for the activities. This not only evaluates resources that are used, but also examines them for identifying how crucial they are in ensuring success of the objectives. The levels of strategies are combined with all activities and tasks; this enables identification of areas that can provide strategically substantial facts. Information audit also helps an organisation in recognizing the tasks and activities that depend on sharing of knowledge or transferring information that depend on quality of knowledge. Hence, the organisation employs information audit process for facilitating the map of information flow within the system; between organisation and the external environment (Gladstone, 2000). The process helps in recognizing effectiveness of flow of information and also classifies duplications, bottlenecks, gaps and inefficiencies in this flow. It also examines the existing channels that are utilised for knowledge transfer, besides realizing areas in organisation where high quality of knowledge is required to meet the objectives. The above mentioned practices are the best ways of knowledge and information management, which are used by organisation for guiding employees towards realizing the organisational goals. Poster Presentation of the meeting Workshop outline and activity The knowledge management workshop for Hallam City Consultancy will focus on three practices: Learning communities, project snapshots and knowledge mapping. Learning communities is referred as a process for consultants to connect with experts for acquiring and building knowledge base. Project snapshots are the process by which insights, approaches and deliverables are captured from experience of the team. Knowledge mapping refers to the process, which identifies skills and knowledge required to deliver a solution. Outline of the workshop 1st day 2nd day 3rd day 4th day Introduction to workshop Accelerated knowledge management approach Client feedback or consultant inputs Proactive idea sharing Reflection of ideas Experimental learning: trust Learning styles KM processes and roles Experimental learning: Conflict resolution Create new operating metaphor Taking next steps How to work in harmony Group feedback Pilot planning Recommendations Examples of Best practice and examples of IS/IT planning The examples of best practices of knowledge management and IS/IT planning are given below. Hewelett-Packard (HP) HP had determined that KM will not be driven by technology; instead, it will follow definite models, which recognize actions and decisions that are required to achieve the goals. Once the actions are defined, HP could gain knowledge regarding ways to support its business. The company executed KM efforts to assure that focus is on the most practical knowledge base practices in an organisation (Grant, Hackney and Edgar, 2010). Figure 2: Program design of HP (Source: Hewlett Packard, 2014) The leadership in HP and KM team had designed programs with three main goals. The first of which was directed at the consultants. It explained to balance the use of knowledge with innovation. The second objective was to promote persistent sharing and leveraging of knowledge. The last goal was to incorporate knowledge sharing as the best organisational practice in order to make this a part of the daily work. In the earlier phase of implementation process of KM, it was observed that initiative needs to be modified so that it can sustain changes taking place in the internal and external environment. The KM team at HP had decided to begin with a pilot and foster their learning by understanding challenges that are encountered by the organisation. The organisation decided to create a business unit for understanding the approach and value of KM. The senior management team at HP selected SAP practice as the criteria in North America. It is a practice that transfers knowledge regarding a new innovative solution from small group of experienced people to SAP consultants in North America. The main goal was to assure that the solution could deliver success in units in North America efficiently. The fulfilment of the goal helped the organisation to build a strong customer base and strengthen its internal consulting resources. Knowledge Map (K-Map) was an important source of information to HP. This provided exposure to valuable explicit and tactic knowledge for all employees, which were previously known by few consultants. The K-Map highlighted the process through which information could surface and then be implemented to check its capabilities for sharing. After the capabilities were scrutinized, information was fully ready for execution. It was noticed that there was an immediate payoff to North American SAP community (Chaffey and White, 2011). The following knowledge map elaborates steps that encouraged the employees: Figure 3: Knowledge Map (Source: Hewlett Packard, 2014) The response from SAP consultants were beyond expectation of the KM team. The consultants gave excellent comments, which highlighted impact of the K-Map on the process. They were satisfied with changes that were brought in through the workshop. This gave renewed confidence to consultants and taught them the value of sharing and gathering knowledge from others. The team was very enthusiastic regarding their success in creating a new knowledge management platform, K-Map. They had realised that this was the first step towards development of a new management system. They also recognized that changes are needed to modify the actions and behaviour of SAP consultants. For identifying the desired behaviours and exposing the challenging behaviours, consultants conducted five days of workshop. The workshop trained employees in working with different techniques and methods that are required for success of the process. This workshop basically integrated training on KM and implication on behaviours, work practices and values were identified. The workshop provided opportunity to participants for developing their behaviour through experimental learning. Various exercises were framed in context with games and are used to exemplify behaviours coupled with functions and reinforcement of new desired ones. The exercises were served to identify the shared value and leverage the knowledge of each participant in a safe environment. Infosys Infosys had begun its KM initiative in 2000 and formed a committee that represented the Board of Directors and senior members. The main aim of KM program was to establish the paradigm of learn one, use anywhere. The knowledge is managed with the help of Knowledge Shop (K-Shop), People Knowledge Map (KPM) and Process Asset Database (PAD). The K-Shop is built on Microsoft site server technology so that all employees have access to it. Through this, employees are encouraged in the organisation to share their project experiences as well as any new information from internal or external literature or any innovative idea. PAD is utilised to capture the project deliverables. This includes project development plan, artefacts and database design references. PKM is referred to as the knowledge directory that is available for various fields to the experts. The employees locate experts in their respective fields and communicate with them in order to gain knowledge or solve a critical problem. Microsoft Microsoft had employed KM initiatives through establishment of Skills Planning “und” Development Program. This takes into account all the contemporary models associated with transfer or building of knowledge. This initiative helps the organisation to better align employees with their job roles and enhance quality of team activity. A major component of the program is development of the structure, which defines competency types and levels. The competencies are redefined when they are needed for a particular job. The performance of employees is rated based on these competencies. The competencies are implemented in the on-file system. Several linkages are provided to competency models with the learning offerings. British Petroleum British Petroleum has established KM programs through establishment of Virtual Teamwork (VT). VT projects make it easier for partners and employees to communicate with each other in an efficient way. Through this communication, ideas and knowledge are shared among each other. This also helps the company to treat knowledge more productively and learn from employees about those that should be changed. Hoffman – LaRoche The KM initiative that was undertaken by Hoffman included the knowledge map, which captured available knowledge of the organisation. The requirements of key customers are noted and question tree is formed to figure out all questions that customers are required to answer. The method through which a company should answer their customers is also framed. The knowledge map ensures communication and flow of information. The yellow pages contain a list of those people, who are expert in their work. Reference List Boddy, D., Boonstra, A. and Kennedy, G., 2009. Managing Information Systems - Strategy and Organisation. New Delhi: Prentice Hall. Chaffey, D. and White, G., 2011. Business information management: Improving performance using information systems. New Delhi: Prentice Hall Davenport, T. H. and Prusak, L., 1997. Information ecology: Mastering the information and knowledge environment. Oxford: Oxford University Press. Davenport, T. H., Eccles, R. G. and Prusak, L., 1992. Information Politics. Sloan Management Review, 34(1), pp. 53-65. El-Sayed, A., 2009. Knowledge management and business strategies: Theoretical frameworks and empirical research. London: Industrial Society. Gladstone, B., 2000. From Know-how to Knowledge - the essential guide to Understanding and implementing knowledge management. London: Industrial Society. Grant, K., Hackney, R. and Edgar, D., 2010. Strategic information management systems. Connecticut: Centage Learning Hewlett Packard, 2014. Hewlett Packard. [online] Available at: [Accessed 25 March 2014]. Hlupic, V., 2003. Knowledge and business process management. New York: Idea Publishing Group. McKeen, J. D. and Smith, H. A., 2009. IT Strategy in action. New Delhi: Prentice Hall. Oracle, 2011. Getting Knowledge Management Right: Five Best Practices for a Better Service Experience. [online] Available at: < http://www.oracle.com/us/products/applications/getting-knowledge-managt-right-wp-1353041.pdf > [Accessed 25 March 2014]. Ward, J. and Peppard, J., 2002. Strategic planning for information systems. New York: John Wiley & Sons. Read More