Comprehensive Intellectual Capital Management - Case Study Example

KNOWLEDGE MANAGEMENT PLAN KNOWLEDGE MANAGEMENT PLAN Insert name: Insert course code: Instructor’s name: 26 November, 2010. Table of Contents Table of Contents 2 1.0 EXECUTIVE SUMMARY 3 2.0 INTRODUCTION 3 3.0 UNDERSTANDING THE ORGANIZATION 5 3.1 Size, distribution and resources 5 3.2 Staffing and structure 6 4.0 MANAGEMENT PHILOSOPHY 9 5.0 SETTING THE STAGE 9 7.0 DEVELOPMENT OF THE GOVERNANCE PROCESS 11 8.0 IMPACT OF GOVERNANCE ON KM STRATEGY IMPLEMENTATION 13 8.1 Lessons learnt 14 9.0 MANAGING IMPLICIT KNOWLEDGE TRANSFER 15 10.0 CONCLUSION 17 References: 18 1.0 EXECUTIVE SUMMARY The discussion in this paper introduces the theory and model of governance as a way of implementing knowledge management strategies in large organizations. Te paper draws on case study research into the governance of knowledge management strategy implementation is a major scientific research and development facility. It recommends that the realization of strategy via such a framework operates to make sure that the delivery of expected returns in an official and synchronized way. Moreover, an perceptive of the hypothetical reinforcements of domestic governance procedures will not only notify researchers of improved technique of learning about knowledge administration schemes, but will further help in the comprehension of risks and the responsibility of assessment as well as the assessment in the realization of those plans. 2.0 INTRODUCTION The governance structure offers a context for the scrutiny of the current expansion of strategies to manage organizational knowledge as well as the assessment of the effectiveness of those strategies. Analysis of these strategies entails the assessment of the effectiveness of those strategies. Knowledge management (KM) governance include the processes and measures that act as a framework to exercise authority that makes sure that strategies for managing organizational knowledge is implemented effectively. This case study describes the nature of the organization including size, spatial distribution as well as the resources available. The organizational structure, nature of staffing, and the mode of operation are discussed so as to give insight and perspective on how these attributes influence strategic planning and approach to KM. the development of the current KM strategy is described including a review of the prior strategies as well as the motivating factors in the evolution of the governance model of KM leadership. Results and current challenges that confront the organization are discussed so as to attain a closer understanding of the governance of information and knowledge management along with its operation at the Science and Technology Development Organization (STDO). The aim is to examine how strategies to implement knowledge transfer are governed or regulated at the STDO in Australia. The STDO is a research and development organization that has widely distributed staff working together across several places. The main aim of STDO is to conduct research aimed at sharing knowledge for innovation. Particularly, the KM strategy fulfils the requirements for the creation, dissemination, and use of knowledge to meet organizational objectives. The main aim of the research was to try and answer these two questions: 1. What are the governance methods cited to guide the realization and current management of KM strategies? 2. Does the structure of an organization appear to influence the expansion, realization and governance of a KM strategy? 3.0 UNDERSTANDING THE ORGANIZATION The STDO was established in 1974 via the amalgamation of the Australian ‘Operations’ Scientific Service, the Services in-house Research & Development (R&D) units as well as the Science Branch of the Department of ‘Operations’. These were situated in Melbourne and in Adelaide. Currently it is operating autonomously within the Australian Department of ‘Operations’ but operationally independent of it. The mission of the STDO is to make sure that there is an expert, autonomous, and innovative application of science as well as technology to Australia and to Australian national interests (Jennex, 2oo5 p. 85). 3.1 Size, distribution and resources There have been several new smaller research facilities that have been set up in other locations after the establishment of the STDO with an aim of expanding the research scope and the resultant geographic distribution of the organization. The STDO is now a multisite organization with a corporate office at ‘Operation’ headquarters in Canberra, and three research laboratories known as Research Areas (RA): Platforms Sciences Laboratory, whose headquarters are in Fisherman’s Bend in Melbourne, and Systems Sciences Laboratory and Information Sciences laboratory, whose headquarters are both located at Edinburg in Adelaide. STDO also have research facilities in Canberra, Sydney, Rockingham, at Scottsdale in Tasmania, and at Innisfail in northern Queensland. The STDO is involved in several research and development activities for its customers. These are the Australian ‘Operations’ Staff, Australian Customs, security organizations, and other departments of Operations. These organizations commission the major activities of STDO research and development. To further compliment this, STDO uses its own initiatives to position Australia in a position where it can exploit future developments in technology. Most of this research is mainly funded by the Department of ‘Operations’. On the other hand, it as well engages in collaborative research arrangements with industry, higher learning institutions as well as other research organizations. The Australian Government through the Department of ‘Operations’ allocates the annual budget of the STDO (Jennex, 2005 p. 86). 3.2 Staffing and structure The STDO have about 2,100 employees, 75% of whom are research active and are supported by the other 25% of the staff. Of this staff, over 600 have a PHD and in such an environment, innovation is the fundamental focus as well as sharing of knowledge to facilitate innovation is important. Thus the breadth and depth of research with the urge for sharing and innovation across several places make this association an interesting case to examine for the knowledge management. Currently, the structure of the organization is a federal structure where each core business or division operates as a self-sufficient body accountable and reporting to STDO headquarters in Canberra. The chief ‘Operations’ scientist is the same as the chief administrative representative and is ultimately accountable to and for the whole organization (Jennex, 2005 p. 86). The STDO corporate structure: Each research activity is a separate entity contributing to the aims and objectives of the organization as a whole, but without duplication of activity between divisions. Within the head office the Policy division and the Corporate Management division provide policy advice and support as well as corporate services to the whole organization. Some of the services entail human resources and information technology (IT) planning which are centralized. 4.0 MANAGEMENT PHILOSOPHY The current management philosophy in the Department of Operations (STDO) is derived from its departmental environment as well as from the public service environment. Both the Australian Public Service and the Operations staff are strongly hierarchal with a clear command and control character. Furthermore, from 2002, there have been several structures and processes within the organization that have guided the management and corporate governance within the Australian Public Service. These entail statutory responsibility along with accountability for public monies as well as a new imperative of communication with stakeholders. Moreover, the governance structures in the Public Service offer a balance of both power and authority to the organization’s governing body, which entails the chairperson, the executive, and non-executive governing body members. External reporting needs entail yearly reports, relevant accounting standards, commitment to performance measures as well as external audit (Jennex, 2005 p. 87). 5.0 SETTING THE STAGE Being a single dispersed national enterprise, the STDO has been selected as a knowledge-intensive organization due to its large size as well as its reputation for pursuing KM strategies. For the organization to become a knowledge-centric, it has to undergo a process that is divided into seven stages: 1. Stage one: Building awareness of the concept. At this level, the organization is made aware of the concepts and terminologies of Knowledge Management. This involves also the articulation in the most suitable way the value of KM in achieving the strategic objectives of the association. This level is particularly significant for KM as the theoretical structures, which are extremely significant in this new field are developed. 2. Stage two: Exploring issues affecting knowledge sharing. This is the level at which knowledge audits and gap analysis are carried out to examine the status quo of the organization’s culture, leadership commitment, processes, resources as well as practices. The objective of stage two is o determine the commencing point, formulate a vision of the ideal KM situation, and identify milestones, targets, issues along with goals. 3. Stage three: Identifying KM strategic goals and processes including measurement. This is the level at which KM is taken to the operational stage via a number of programs and initiatives with defined goals. Monitoring and measuring performance by reference to the objectives developed under stage two are significant to guide management as to assessing the progress of the program as well as establishing the needed changes. 4. Stage four: Developing knowledge-sharing processes. After the management have gotten results from stage three, it attains a better position to determine what works for the organization as well as establishing the most excellent practices into defined KM processes. At this stage, management has a clear idea of how the KM program will be designed. 5. Stage five: Knowledge-brokering concepts. Other than the processes and practices established at stage four, the organization creates positions at this level for owning and overseeing the different processes of KM. 6. Stage six: Building Managers. At this level, the frameworks of the organization are increased with unofficial communities that work on creating and sharing novel knowledge in areas of strategic importance to the organization. 7. Stage seven: Reviewing the journey. This is the last level where ways to review and continuously monitor the KM initiatives are implemented, with the focus on promoting learning (Al-Ali, 2003 p. 105-106). 7.0 DEVELOPMENT OF THE GOVERNANCE PROCESS The STDO strategic plan specifies the goal of corporate governance and information management to ensure that information users can obtain appropriate knowledge resources; thus the chief knowledge strategist ought to seek ways to enable these activities. The contributions of KM should come from various sections within the organization: The comprehension of and contribution to the administration of implicit knowledge should come from various neutral networks research which seek to come up with an efficient model for implicit knowledge transfer. The comprehension and control of explicit knowledge comes from library, information and document workers who have in past time worked in this field. The contribution of information architecture through the Information Technology and Systems department should be a headquarters-based concern. This is mainly important in the context of the need for STDO KM conformity to an enterprise-wide architecture within the STDO where it ought to comply with the architecture of its parent organization, the Department of ‘Operations’. Moreover, these elements need financial resources to develop an overall IMKM design and plan to create the delivery of an electronic library service, to advance the intranet, as well as expanding a knowledge improvement program. Mechanisms are as well required to evaluate the efficiency of the strategy. The need for governance has been recognized and triggered from two directions: (a). If money is being spent by the organization, then governance of expenditure is required. This is because the Australian Public Service is operating within a new framework of power and accountability that is mainly focused on authorized, regulated and effective utilization of public money: (b). STDO’s own research realized that the issue of governance to make sure that there is accountability in fiscal and managerial issues came up as the main factors limiting most of the cultural and infrastructure management of a KM strategy (Jennex, 2005 p. 94). The structure of governance of the KM strategy resulted from the external forces and from the insight and leadership shown. To achieve this, the IMKM Governing Board was established with the key participants who represented the interests of multiple areas of management and of the welfare of the researchers in the organization. There was a feeling that the board would offer real opportunity for issues to be resolved since they were coming together to work at knowledge management as well as other strategic objectives. 8.0 IMPACT OF GOVERNANCE ON KM STRATEGY IMPLEMENTATION The Strategic Plan of the STDO evidently shows the main center of attention or vision for the organization. Knowledge improvement is evidently articulated as a center of attention within the Strategic Plan. To achieve this goal, STDO will use IMKM Plan as a vehicle that comprise of these seven core elements. Corporate Governance and Information Management: The aim of Corporate Governance and Information Management is to make sure that users of information will get access to information they need to carry out their research, their task, as well as their job. Client Program: This will play a great role in ensuring that the STDO gets the right information for and from its clients to support research programs, thus offering a coordinated approach to support the organization’s activities. External Relations: The goal of External relations aspect of the plan will be to leverage the STDO information capability to undertake interactions between STDO and external, non-client agencies. Strategic Positioning: The aim of Strategic Positioning is to improve the information management ability needed to adapt STDO for the future. People Facet: The objective of the People Facet of the strategy was to make sure that STDO managers acquire the information tools that will enhance effective management of people, so as to support strategic people initiatives, as well as supporting workforce planning and full-time employee management. Resource Management: The aim of Resource Management is to constantly advance STDO resource management information schemes through the improvement of the monetary facets of management information systems as well as maximizing the take up of defense resource information systems tools. Information Systems Infrastructure planning: This element will mainly improve the quality of STDO networks and information systems (Jennex, 2005 p. 96). 8.1 Lessons learnt In an effort to achieve knowledge improvement, and the use of the above core elements, there were lessons that came up as indicated below. To achieve the goal of Corporate Governance and Information Management, the STDO needs to carry out several activities including the improvement of information governance, development of an overall architecture and an IMKM Plan, create the digital delivery of library services, and improve the intranet in addition to developing a knowledge improvement program. The main activities that will help achieve the goal of Client Program are the advancement of the programmatic aspects of the Management Information System (both software and hardware)as well as developing STDO research programs to support the organization’s activities and research programs. We came to learn that for STDO to achieve the goal of External Relations, STDO should improve current Intranet publishing, to continue investigating the external KM relationships with similar research and development agencies, in addition to extending the global defense research document repository. To achieve the goal of strategic Positioning, STDO needs to establish an automated Balance Scorecard. To achieve the goal of Information Systems Infrastructure planning, STDO should use a better coordinated approach to information systems planning, the establishment of a Document and Records Management, as well as the constant input into the ‘Operations’ Application Register. The components of the IMKM Plan will be divided up into tasks with individuals being accountable of the achievement of the objectives of each task depending of the implicit or explicit nature of the knowledge resources being harnessed (Jennex, 2005 p. 96). 9.0 MANAGING IMPLICIT KNOWLEDGE TRANSFER The organization also seeks to develop a research task with a fundamental aim of addressing the implicit knowledge. This implicit knowledge transfer will be recognized organizationally as the ‘really hard stuff the individual bench-scientists will experience’. His will commence by a thorough reading about the theoretical features of KM and its application to R&D environment of the STDO. The organization will be required to undertake a pilot and broad distribution of a survey to all staff into the knowledge-sharing practices of both individual researchers as well as supporting staff. This will form an audit of implicit knowledge transfer in addition to adding to the organizational knowledge map. Currently, the STDO is comprehensively assessing over 300 variables of facets of implicit knowledge-sharing practices including the cultural issues affecting KM. They are also investigating frequency and mode of communication (e-mail, phone, interactive chat sessions or in person) and whether this is with internal or external contacts. This task involves the use of communication through proficient reading activities that are anticipated at the STDO as part of maintaining currency of knowledge. The seek out to ascertain the volume of the information that is found on the Web, in academic literature, as well as the information that is verbally or even physically passed on to others as relevant and useful. They aim at establishing use patterns of the STDO’s library resources and services along with the STDO intranet. This will generate a pattern of personal information requirements and preferences showing reliance on implicit as well as explicit resources (Jennex, 2005 p. 97). The other aspect of implicit knowledge sharing that is being assessed is that of the function of informal communities within the STDO. This is described as the relationships with a team of persons whom individuals can approach whenever they have questions or problems within technical, professional or research work in the STDO. On top of offering technical or professional or even research assistance, internal KM research aims at auditing whether the unofficial networks entail those who assist one another work in organization, by describing their own experiences of activities in the organization, offering advice and suggestions for how to gain promotion as well as perhaps the way of doing work STDO’s administrative structures. Significant activities that have long history in the STDO, and are now integrated into the IMKM Plan, are the practice hubs that are actually examples of communities of practice. These were generated in 2001 for the exchange of information along with views in various disciplines. The other major function of practice hubs was to enable the gathering of research work across STDO divisions, to promote scientific excellence, as well as developing the interaction between researchers at STDO and their equivalents at other R&D institutions and universities (Stapleton, 2003 p. 178). Membership of hubs is voluntary and is founded of the technology welfare of research staff within the following fields: Radio Frequency, Opto-electronics, and Human Factors along with Simulation Activities. 10.0 CONCLUSION The management and office design plays a great role in knowledge management by producing an environment conducive to knowledge sharing. Knowledge management is concerned with creating a culture that is conducive to knowledge management as well as building an organization of people who will promote and facilitate knowledge management in the company (Rusanow, 2003 p. 134). References: Al-Ali N. (2003). Comprehensive intellectual capital management: step-by-step. MA, John Wiley and Sons. November 26, 2010 from http://books.google.com/books?id=15wveJpXMeUC&pg=PA105&dq=Knowledge+Management+Plan&as_brr=3&client=firefoxa&cd=4#v=onepage&q=Knowledge%20Management%20Plan&f=false Jennex M. E. (2005). Case studies in knowledge management. PA, Idea Group Inc (IGI). Retrieved November 26, 2010 from http://books.google.com/books?id=oBjg3olCe80C&pg=PA97&dq=Knowledge+Management+Plan&as_brr=3&client=firefoxa&cd=2#v=onepage&q=Knowledge%20Management%20Plan&f=false Rusanow G. (2003). Knowledge management and the smarter lawyer. ALM Publishing. November 26, 2010 from http://books.google.com/books?id=E5vM2JHPOIMC&pg=PA134&dq=Knowledge+Management+Plan&lr=&as_brr=3&client=firefoxa&cd=11#v=onepage&q=Knowledge%20Management%20Plan&f=false Stapleton J.J. (2003). Executive's guide to knowledge management: the last competitive advantage. NJ, John Wiley and Sons. November 26, 2010 from http://books.google.com/books?id=eQGItoKIMCoC&pg=PA182&dq=Knowledge+Management+Plan&as_brr=3&client=firefoxa&cd=3#v=onepage&q=Knowledge%20Management%20Plan&f=false Read More