Ebook Learning through knowledge management: Part 2

Case Studies Part Two This Page Intentionally Left Blank British Airways Getting the knowledge plane off the ground This case amplifies the initial stages involved in setting up and moving towards a knowledge and learning orientation The major challenge at this stage is often to convince people in the company, at all levels, from the bottom to the top, of the benefits and value that knowledge management can bestow British Airways (BA) sees knowledge as key to its future success in the airline industry While the term ‘knowledge management’ is used to cover a wide range of approaches, behaviours and tools to support and encourage the use of knowledge, BA believes firmly that managing for knowledge will help it to achieve significant improvements in innovation, creativity, flexibility, speed to market, meeting customer needs and working effectively in a global business British Airways embarked on the knowledge management journey with a concerted effort in the early part of 1998, though there had been seedling efforts throughout the company in the years before Its goal was to quickly move from an awareness to a seamless approach within a matter of five to ten years An indicative example of high-level milestones that the company set itself, is shown in Table 7.1 The aim of BA’s knowledge initiative is to move toward the BA vision, in which knowledge management is a normal part of business operation The vision sees the future as one in which all staff, irrespective of the part of BA in which they work, share knowledge and work in a mutually supportive climate Before it can this BA recognizes that it must overcome a number of obstacles The first of these challenges is to remove the widespread misconceptions of what knowledge management is, and 144 Learning through Knowledge Management Table 7.1 British Airways’ indicative high-level milestones Year Organization/projects IT infrastructure 1998 Operational knowledge base Intranet handed over to corporate communications New intranet search engine Strategy knowledge base 1999 2000 2001 2002 Establish knowledge management project board for high-level direction and steering group for best practice Other groups as needed Routine use of ‘Yellow Pages’ Document management introduced Develop corporate taxonomy and categories Experiment with alerting and active agents Introduce multi-format searching Desktop 2000 roll-out starts Spread of video technology at desktop Seamless access to BA and external knowledge (people and e-knowledge) its relevance for the company British Airways approached this challenge by first identifying the prevalent beliefs that existed in the company and then widely communicating an answer to clarify and promote knowledge management to its people The most common myths versus BA’s knowledge management champions’ answers are briefly elaborated next The top five knowledge management myths at BA Myth 1: It is all hype BA proponents’ answer: Although there is hype in the marketplace, the early adopting companies are now well up the learning curve and many are reaping significant benefits These adopters include the top consulting partnerships such as KMPG, and other organizations for whom knowledge is a core activity of business The time is now ripe for a company like BA to adopt knowledge management Myth 2: We are doing it already BA proponents’ answer: This is true for specific areas at specific times, but it is not the case throughout the organization We now British Airways need to move towards our vision where knowledge management is both systemic and systematic Myth 3: It is all about databases BA proponents’ answer: Knowledge management is two-thirds culture and behaviour, and only one-third technology Myth 4: All knowledge is good knowledge BA proponents’ answer: Knowledge can become out of date, or fail to justify the cost of creating or collecting it Myth 5: Just it – it must be a good thing BA proponents answer: Knowledge management is not a panacea Any knowledge management project should be approached with a clear vision, assessment of the benefits at all stages and organizational and behavioural support British Airways advocates believed the way forward, at these initial stages, was for the company to: ● ● ● ● ● ● ● ● establish a high-level cross-company knowledge project board support a best practice group to share experiences from early knowledge management projects and to make recommendations about skill development fund a database of company contacts and expertise, e.g a company ‘Yellow Pages’ project is widely agreed to be the most beneficial knowledge management starting point exploit the e-working infrastructure (e.g Lotus Notes, intranet, video-conferencing) and introduce Lotus Notes’ add-on tools where appropriate consider making the role of ‘Quest’ centres as corporate knowledge brokers introduce a BA-wide search engine, using the new intranet search as a springboard plan how to knowledge-enable all staff – not just desk-based ones maintain a watchful eye for any other knowledge management developments outside the company and examine these for possible relevance to the company, e.g the increasing trend toward intellectual capital measurement To implement knowledge management, BA’s proponents have designed a select number of guidelines of best practice thought: Understand what knowledge management can for you If 145 146 Learning through Knowledge Management the business need is not obvious to you or your customers then you probably not need it But, check what the competition is doing before rejecting it Spend time thinking about behaviours, skills, structures and reward systems to support your objectives Define the business benefits before, during and after the project Consider both tacit and explicit knowledge (many areas focus on one at the expense of the other) Decide who your knowledge community is – it could include people outside BA Use the existing technical tools, unless it becomes obvious that a more specialist tool is needed Do not spend more than a third of your budget on technology Try to make knowledge management part of the process rather than an extra task Remember that most people want to ‘get’ before they ‘give’ To get people to understand and appreciate the value of knowledge management, and the way it could be used within the company, BA champions recount numerous knowledge management stories Three success stories that were used to initiate and sell the knowledge management effort are described next Knowledge management stories to fuel internal energy and interest The World Bank The World Bank has transformed itself from a lending organization for Third World development projects to a worldwide knowledge-rich business In the old World Bank organization, typically a government or institute would ask it for advice The World Bank would send in a team to investigate, the outcomes of whose efforts would, perhaps in six to nine months’ time, be a report The catalyst to knowledge management emerged in the form of a request from the government of Pakistan asking for advice on road surface deterioration, but within very quick timescales The bank was able to contact ‘its experts around the world’; finding people in Chile, Israel and South Africa who could all contribute to the answer This provided the World Bank with a glimpse of its future direction The World Bank began this transformation with strong leadership from the top, in two stages: British Airways Building communities of practice in all their areas of expertise (with electronic support) This included people inside and outside the organization and enabled a much faster response to many of the requests they received Making the resulting knowledge databases available as a resource to their clients – effectively giving them expertise on tap Lesson: Although BA is also a global organization it is very unlike the World Bank in the way that it operates Nevertheless, the principal of transformation and faster response are important learning points and can be beneficial in many areas British Petroleum (BP) British Petroleum is a leader in knowledge management and has some very simple messages such as ‘learn before, learn during, learn afterwards’ One example of their approach is the use of video to connect people with problems on oil rigs to the experts back at base, e.g a machine which appears to be about to fail is video-taped These can then be used as part of a video conference held with a expert This not only regularly saves on lost time in drilling while waiting for an expert to be flown in, but also the knowledge is automatically collected (on video tape which is a much richer medium than text) This can later be used to improve the machinery and/or to support the next person who hits the same problem Lesson: Again, BA may not resemble BP but there are parts of BA, such as, engineering, which could make use of remote video Much could also be gained from the idea of automatic information updates Even more powerful, and relevant to BA across the board, is BP’s principle of ‘learn before, learn during, learn afterwards’ Thames Water Thames Water engineering underwent a process re-engineering exercise One of the findings that emerged from this exercise was that here was a large waste of time for engineers to go into a depot to collect their assignments at the beginning of the day This led the company to install radio data-links in their vans, allowing engineers to go direct from home to their first assignment While this looked good on paper, it unfortunately also removed the 147 148 Learning through Knowledge Management opportunity for informal knowledge sharing at the depot The engineers found a way to replace this by using a café in the area They would all call into the café two or three times a week, and they asked the café owner to keep a notebook for them Each engineer would write new information in the notebook for the next person to read Thames Water have now given the engineers an old building by one of their reservoirs which fulfils the same function as the café, and they are gradually bringing in electronic support for knowledge sharing British Airways considers this an important story because it shows that knowledge sharing does not always mean using technology, and that if you are not careful technology can make things worse It also emphasizes the importance of the community: in this case, the need to share knowledge was so strong that a way was found round an organizational block Lesson: If you are part of a knowledge community, what are the organizational supports and blocks for that community to meet and interact? Winning the hearts and minds of people In order to successfully introduce knowledge management the company has to overcome any resistance that may stem from cynics and disbelievers There will always be someone who says, ‘I already that’ British Airways knows it must convince people that although they already have many good practices in the business, this does not mean that the company has knowledge management Knowledge management is not simply about repackaging what people are already doing Knowledge management is more than just technology, video-conferencing, discussion web sites or databases It is a systematic company-wide set of frameworks to help knowledge to be thought about, communicated and applied successfully This means that knowledge management activists must provide not just tools, but support and advice to enable the use of these tools, and join the technology with culture, policies and organizational designs for sharing Around 1998, knowledge sharing was still in its infancy and remained very much a personal initiative To derive real benefits the company had to get people to move forward and make knowledge sharing a natural part of everyday work To get the initiative moving, BA champions and advocates understood that they must gain support and sponsorship from the very top, and buy-in at the bottom For this reason, BA’s knowl- British Airways 149 edge champions, Delia Stevens, Naomi Stanford and their colleagues, clearly articulated ways that knowledge management could help develop the company The link between knowledge management and the company’s mission was explicitly examined, since it is a key factor in winning support from the top (Table 7.2) Table 7.2 How knowledge management can contribute to BA’s mission Objective How knowledge management can help Innovative and team spirited Innovation can be achieved faster and more consistently where there is a trust culture aligned with an environment which encourages innovation Teams and communities of practice are the core of knowledge management Easily shared knowledge about customer preferences and future requirements will encourage loyalty and repeat business Making the whole organization, and its partners knowledgeable – getting a consistent and appropriate response whether you are in Bilbao, Bogota or Brisbane The kind of company where knowledge management is able to take root will tend to be one which values and trusts its people, and one which values their knowledge and contribution to the business Customer loyalty Truly global Inspired people British Airways’ strategic approach to knowledge management British Airways has approached building its knowledge management initiative by introducing the programme company-wide, but has attempted to so in a manner that is flexible and can be customized to the particular needs of different departments or communities The strategic goals, at the programme introduction stage, were to: 150 ● ● ● ● ● Learning through Knowledge Management communicate and educate people in the company about the importance of knowledge and how to get the best out of it understand the knowledge management requirements of different departments and functions within BA and its alliances use new technology to enable the proposition ‘make the right knowledge available to the right people at the right time’ or ‘knowing what we know, when we need to know it’ maximize business advantage, from knowledge, by using the best techniques in the right business areas ensure suitable attitudes, behaviours and ways of working are introduced so that an ethos of knowledge sharing becomes pervasive Managing culture and people for sharing It is a common experience that people will not value knowledge management until it has been personally useful to them – they want to get before they give British Airways knows it must devise methods of breaking this vicious circle British Airways believes that to a large extent success in knowledge management is a cultural issue The position taken up by people often reflects their outlook and past experiences Pessimists may voice concern that no one will willingly share knowledge, because they see others as rivals in a win-lose game Optimists may conclude that while people are keen to communicate and share experiences, they are held back by time pressures or lack of an appropriate forum, or perhaps by inability to relate the activity to corporate goals BA sees these types of attitudes as a strong justification for not focusing upon technology alone Knowledge management success will come from generating the right climate in which sharing behaviours can occur Technology solutions are the easy part They can be bought off the shelf What is difficult is making technology work The only, long-term, way of making technology work is to make people ‘work’ British Airways is complementing technology with other simple methods such as knowledge fairs Knowledge fairs are relatively unstructured methods of bringing together people with a common interest An example, BA cites, is of one company in which coffee was free for two 20-minute periods each day, which encourages unlikely people to meet and talk Without the right behaviours for sharing, knowledge management will never really take off As part of its engagement with this challenge, BA has asked its people to consider and reflect upon four key issues: Tai lieu Luan van Luan an Do an 310 Learning through Knowledge Management Chevron Anon (1999) Once an obscure discipline, ‘knowledge management’ is now a business necessity says Chevron chairman, http://www.chevron.com/newsvs/pressrel/1999/ Callaham, D W (1999) International petrochemicals: five steps to a winning focus Speech presentation to the Dewitt Petrochemical World Review Conference, Houston, Texas, 25 March, http://www.chevron.com/newsvs/speeches/1999/ Chevron now Online, January–Feb 2001, Feature 3, www.chevron.com/newsvs/chevronnow/2001/jan–feb/feature3/index.html Derr, K T (1995) Managing knowledge in a decentralised learning environment: The Chevron Way Speech presentation to the APQC Knowledge Imperative Symposium, Houston, Texas, 11 September, http://www.chevron.com/newsvs/speeches/1999/ Derr, K T (1999) Managing knowledge the Chevron way Speech presentation to the Knowledge Management World Summit, San Francisco, California, 11 January, http://www.chevron.com/newsvs/speeches/1999/ EFQM (1997) Knowledge Management and the Learning Organisation, Best Practice Report EFQM The Chevron Way, http://www.chevron.com/about/overview/chevronway.htm CMG Interview with Barbara Ward, CMG plc, Group Director, January 2000 Sellens, C and Wilson, O L F (1998) Proceedings of the 2nd International Conference on Practical Aspects of Knowledge Management (PAKM98), Basel, Switzerland, 29–30 October (U Reimer, ed.) http://sunsite.informatik.rwth-aachen.de/Publications/CEURWS/Vol-13/ Hewlett-Packard Davenport, T (2000) Hewlett Packard Promotes Knowledge Management Initiatives http://webcom.com/quantera/HP.html Davenport, T (2000) Knowledge Management at HewlettPackard, Early 1996 http://www.bus.uteaxas.edu/kman/hpcase Martiny, M (1998) Knowledge management at HP Consulting Organizational Dynamics, Autumn, 71–77 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an Chapter title IBM Anon (2000) IBM Case Study http://www.kmworld.com/publication Huang, K.-T (1988) Capitalising on intellectual assets IBM Systems Journal, 37(4), 570–583 Samuel, H (2000) Beyond Computing: Knowledge Management Can Turbocharge your Company http://www2.software.ibm.com ICL Lank, E (1988) Café society People Management, 19 February, 40–43 Lynskey, M J (1999) The transfer of resources and competencies for developing technological capabilities: the case for FujitsuICL Technology Analysis and Strategic Management, 11 March, 317–336 Monsanto [Anon.] (1995) A conversation with Bob Shapiro Monsanto Magazine, (2) Interview with Bipin Junnarkar, Monsanto, Knowledge Management Director, 10 April 1996 http://www.skyrme.com/updates/km97.htm#Monsanto Web site at http:///www.bus.utexas.edu/kmrg/Team201/monsanto.html Buckowitz, W R and Williams, R L (1999) The Knowledge Management Fieldbook Pearson Education Davenport, T (1996) Think Tank, January, CIO Maglitta, J (1996) Know How, Inc Computerworld, 15 January 15 The Post Office The help of Patrick O’Connell is gratefully acknowledged Anon (1999) After action reviews: why bother In Touch, Spring 1, 6–7 Anon (1999) Collection time People Management, 28 October, 68–71 Baker, M (1999) The role of the intranet in a knowledge Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn programme Post Office Consulting Journal, (1), Spring, 18–24 311 Tai lieu Luan van Luan an Do an 312 Learning through Knowledge Management Baker, M (2000) The knowledge people British Journal of Administrative Management, (19), March–April, 18–20 Barker, M., O’Connell, P and Schingen, M (1999) Capturing tacit knowledge through entry–expert–exit interviews Post Office Consulting Journal, (1), Spring, 13–18 Marsh, J (1998) Brains, trains and Internets: knowledge management in the Post office RM Consulting, 1–2 Schingen, M (1999) Knowledge interviews for managing change Post Office Consulting Journal, (2), 18–26 Quidnunc The help of Tania Hodgkinson of Quidnunc Ltd, and Clare Taylor and Matt Selby of Marbles UK Ltd is gratefully acknowledged in this case study compilation Hodgkinson, T (1999) Business Consultancy Magazine Web site at http://www.quidnunc.com Singapore Airlines Cunningham, B J and Gerrard, P (2000) Characteristics of wellperforming organisations in Singapore Singapore Management Review, 22(1), 35–64 Moline, J (1999) The best hotels and airlines Global Finance, 13(2), February, 52–54 Singapore Airline to Invest SD$20 Million in PROS State-of-theart Technology At http://www.prosRM.com 22 November 2000 Swedish National Crime Intelligence The help of Cindy Duffield and Alison Koster of The Genuine Article, and Sara McKinnon and Anneleen Dekker of Excalibur Technologies is gratefully acknowledged in this case study compilation Xerox Hickins, M (1999) Xerox shares its knowledge Management Review, September, 40–45 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Holtshouse, D (1999) Ten knowledge domains: a model of a knowledge driven company Knowledge and Process Management, 6(1), 3–8 Tai lieu Luan van Luan an Do an Case study references MacLachlan, R (1988) Regeneration X People Management, April, 34–39 Powers, J V (1999) Xerox creates a knowledge-sharing culture through grassroots efforts Knowledge Management in Practice, (8), 4th quarter, 1–4, APQC Publications Ruddy, T (2000) Taking knowledge from heads and putting it into hands Knowledge and Process Management, 7(1), 37–40 Sherer, F (1995) Winning the European Quality Award: a Xerox perspective Managing Service Quality, 5(2), 28–32 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn 313 Tai lieu Luan van Luan an Do an This Page Intentionally Left Blank Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Tai lieu Luan van Luan an Do an Index Accountability, 75 Action learning, 18 Actions boundary, 74 Adaptability, effectiveness and, 55, 56 Adaptive learning, 15–16 Administrative processes, 42 Alignment, 125 Allaire, Paul, 291, 292, 298, 299 Ambiguity, 71–2 Anticipation, 31–2 AT&T, 240–1 Autonomy, 27, 62, 92–3 knowledge architecture challenge, 159–60 likely future developments, 161 other tools and practices, 162–3 After Action Review (AAR), 162–3 Operations Value Process (OVP), 163 Peer Assist, 162 Retrospect, 163 Breakdowns, 28 British Airways, 143–55 knowledge management myths, 144–6 managing culture and people for sharing, 150–1 overcoming resistance, 148–9 stories to fuel internal energy and interest, 146–8 strategic approach to knowledge management, 149–50 British Petroleum (BP), 147 Browne, Sir John, 156–7 Bureaucracy, 75 Baker, Marc, 251 Balanced scorecard (BSC), 101–2 Barchan, Margareta, 165–72 Behavioural processes, 42–3 Bell Laboratories, 240, 241 Best practice: best practice transfer, 122–4 Chevron Corporation case study, 181–3, 184 IBM case study, 227–8 BP Amoco, 156–64 Connect system, 157–8 Caltex, 173 Capitalization cycle, 40–1 developing Connect, 159–61 Celemi, 165–72 building and sustaining Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn handling tacit knowledge, 166–7 momentum, 160 importance of knowledge generating content, 160–1 management, 165–6 keeping content updated, 161 Tai lieu Luan van Luan an Do an 316 Index measuring intangibles, 167–72 Best Practice Resource Map, broader applications, 171–2 180–1 Intangible Assets Monitor, 168–9 organizational learning system Champions, role in knowledge (OLS), 180 sharing, 68–9 working in downsized British Airways case study, 148–9 environments, 178–9 Change, 50, 54 Chief knowledge officers (CKOs), 69, adaptability, effectiveness and, 55, 238 56 Climate, 49, 50–1 culture change, 62–5 dimensions of, 51 Chevron Corporation, 173–94 see also Culture; Environment as a learning company, 175–6 CMG plc, 195–202 best practice success stories, as a knowledge maker, 195–6 181–3 culture, 196–7 capital projects, 181–2 intranet development, 197–9 community best practice, 183 intranet use, 200–2 energy efficiency, 181 auto-publishing, 200–1 environmental best practice, 183 interpersonal networking, 201–2 human resource best practices, site manager, 201 183 subscribe and search, 201 process masters, 182 Team Web and discussion technology brokers, 182 forums, 201 Vision Objective Teams best knowledge management functions practice, 183 and attributes, 199 business principles, 190 organization, 196 committed team values, 191 tool-kit approach, 199–200 corporate metrics, 193 Collison, Chris, 156, 157 decentralization, 176–8 Commitment, 80–1, 89 enhanced learning and sharing Quidnunc case study, 278 through Global Communication, 87, 126 Information Link, 183–8 Communities of practice, 78–9 benchmarking for best practice, bridging the technology gap, 184–5 116–18 managing sharing through goals, management of, 80–2 rewards and Monsanto case study, 245–6 empowerment, 185–7 Post Office Consulting case study, motivating sharing through 256–7 leadership, 187–8 see also Teams for knowledge and history, 173–4 learning managing learning and knowledge, Competencies: 174–5 core competencies, 8–9 organizational capability, 191–2 creation through knowledge and protecting people and the learning, 34–41 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn environment, 192–3 Competitive strategy, 7–8 sustaining learning through tools Comprehensiveness, 125 and techniques, 179–81 Computers, see Technology Tai lieu Luan van Luan an Do an Index Consistency, effectiveness and, 55, 56 Control cycle, 40 Control processes, 43–4 COST model, 96–7 Culture, 50, 51–4, 77, 138 British Airways case study, 150–1 change, 62–5, 118 components of, 52–3 cultural values, 65–6 see also Environment; Knowledge culture; Organizational culture Customer matrix, 97–8 317 Ford, C3P programme, 203–5 interconnected design, 203–4 training and, 204–5 Generative learning, 15–16 Gerstner, Lou, 224 Glaxo Wellcome Research and Development, 69 Groupware, 108 Hewlett-Packard (HP), 206–16 future challenges, 215–16 HP Consulting, 207–8 knowledge management initiative, 208–9 Data, approach, 209–10 Data warehousing, 105–6 assessment of organizational Decentralization, 176–8 readiness, 209 Derr, Ken, 174–5, 178, 187, 188 launch of, 210–12 Direction-setting processes, 43 moving from pilot to companyDouble-loop learning, 15–16 wide initiative, 215 launching Learning Communities, Ecological-based organizations, 214–15 136–7 workshop, 212–14 Economic value added (EVA), 100–1 Hill, Mark, 298 Empowerment, 73–5 Holt, Laurence, 275 Chevron Corporation case study, Holtshouse, Dan, 291, 295, 298 185–7 Honda Motor Company, 217–20 Eng Huang Cheng, 281 cross-functional skills Environment: appreciation, 218 information-intensive, 81 culture, 218 learning environment creation, shaping by structures and 90–1 rewards, 219 see also Culture design and work layout, 220 Excalibur Technology, 286–7 effective processing of ideas, Experience: 219–20 analysing and packaging of, 36–40 failure acceptance, 220 experience factories, 36–7, 39–40 interaction importance, 218–19 Explicit culture, 52–3 knowledge importance, 220 Explicit knowledge, 10–11, 26–9 questions and openness, Externalization, 29 importance of, 217–18 rewarding failure and success, Fayol, Henri, 220 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Ferrari, John G., 246 value of experience, 218–19 Fluctuation, 28 Focus, 125–6 IBM, 120, 221–32 Tai lieu Luan van Luan an Do an 318 Index benefits of knowledge Information technology (IT), 14–15, management, 231 113, 128 intellectual assets through Monsanto case study, 246–7 competency networks, Quidnunc case study, 276–7 226–8 see also Intranets; Technology AssetWeb for best practice Information-intensive environments, management, 227–8 81 issue-based problem solving, Informational systems, 106 228–30 Innovation, 27 knowledge approach, 224–6 Integration gap, 124–6 ICM AssetWeb, 225–6 strategic fit, 125–6 Knowledge Cafe, 228, 229, 230 Intellectual capital (IC) Knowledge Cockpit, 230–1 measurement, 102–3 knowledge vision, 224 Intention, 27 lessons from success, 231–2 Internalization, 29–30 perspective on knowledge, 222–4 Internet crime, 284–5 ICL (International Computers Intranets, 106–7 Limited), 233–9 BP Amoco case study, 157–61 Cafe Vik, 235, 236–7 CMG case study, 197–9, 200–2 future directions, 238–9 Post Office Consulting case study, knowledge initiative beginnings, 257–61 234 Involvement, 74–5 outcomes, 237 effectiveness and, 55, 56 Project Vik, 234–6 Implementation gap, 118–21 Junnarkar, Bipin, 246 bridging, 119–21 Implicit culture, 52–3 Knowing-doing gaps, 120–1 Individuals, 137–8 Knowledge, 9–10, 49–50, 95, 139 managing the individual towards age of, 110–12 learning, 86–91 characteristics of, 11–12 motivational factors affecting competency creation, 34–41 knowledge sharing, creation process, 26–30 57–8 creation spiral, 29–30 challenges faced, 57–8 individual roles for, 84–6 intrinsic versus extrinsic explicit, 10–11, 26–9 motivation, 57 exploration/exploitation, 83, 84–5 skills and knowledge, 58 imagery, 49–50 personality traits for knowledge importance of, 5–6 management and learning process and, 32–4 learning, 56–7 leverage of, 116–17 stages of individual development, management considerations 88–90 related to outcomes, 83–4 Information, 9–10 measurement of, see Knowledge Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn redundancy, 30 measurement Information junkyards, 115 owners of, 238 Information service providers, 238 power and, 64–5 Tai lieu Luan van Luan an Do an Index 319 repositories, 105–6 technology matrix, 99–100 sharing of, see Knowledge sharing model, 96–7 sponsors, 238 personality traits for, 56–7 tacit, 10–11, 26–9 reasons for programme failure, Celemi case study, 166–7 112–26 handling of, 166–7 implementation gap, 118–21 Post Office Consulting case integration gap, 124–6 study, 263–4 technology gap, 113–18 use of, 31–2 transfer gap, 122–4 teams for, 78–82 strategies, 20–3 management of, 80–2 evolutionary stages, 22–3 transfer of, see Knowledge transfer technology implementation, 108–9 versus learning, 16–17 technology role, 13–15 see also Knowledge culture; see also Management; specific case Knowledge management studies Knowledge-based economy, 111 Knowledge measurement, 95–103 demands of, 111 Celemi case study, 167–72 Knowledge culture, 76–7 knowledge management matrix, individuals and, 56–8 97–100 leadership actions for, 77–8 customer matrix, 97–8 managing people towards, 92–4 organization matrix, 98–9 balanced autonomy, 92–3 supplier matrix, 99 integrated socio-technical technology matrix, 99–100 system, 93–4 popular tools, 100–3 personalized recognition, 93 balanced scorecard (BSC), 101–2 resource availability, 94 economic value added (EVA), Post Office Consulting, 255–6 100–1 see also Culture intellectual capital (IC) Knowledge management, 12–13, 26, measurement, 102–3 49–50 Quidnunc case study, 278 as core competency, 8–9 Knowledge owners, 238 benefits of, 112 Knowledge sharing, 64–5 emergence of, 3–6 British Airways case study, 150–1 future developments, 126–33 cultural norms for, 59–62 changing workplace, 131–2 empowerment and, 73–5 knowledge business and individual roles for, 84–6 knowledge marketplace, 132 leadership and, 72–3 organizational gains from, personal motivational factors and, 129–31 57–8 societal impact, 132 challenges faced, 57–8 importance of for organizations, intrinsic versus extrinsic 165–6 motivation, 57 matrix, 97–100 skills and knowledge, 58 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn customer matrix, 97–8 Post Office Consulting case study, organization matrix, 98–9 257–61 supplier matrix, 99 strategies for, 65–9 Tai lieu Luan van Luan an Do an 320 Index cultural values, 65–6 human networks, 66–8 recruitment of suitable personnel, 66 rewards and motivation, 68 role of a champion, 68–9 structure and, 58–9 Xerox case study, 292–5, 296–7 Knowledge sponsors, 238 Knowledge transfer, 128 barriers to, 122–3 cultural norms for, 59–62 individual roles for, 84–6 transfer gap, 122–4 Learning organizations, 137–8 Chevron Corporation case study, 175–6, 179–88 Honda Motor Company case study, 217–20 process context, 44–8 building a shared vision, 47 mental models, 46–7 personal mastery, 46 systems thinking, 45–6 team learning, 47–8 see also Organizational learning Lucent Technologies, 240–2 Management, 71–3 Leadership, 71–5, 121, 137 considerations for different types actions for knowledge culture, of outcomes, 83 77–8 individual roles for knowledge Chevron Corporation case study, creation and transfer, 84–6 187–8 knowledge sharing and, 72–3 empowerment and, 73–5 managing individuals towards knowledge sharing/transfer and, learning, 86–91 61, 72–3, 124 creating a learning environment, learning environment creation, 90–1 90–1 managing people towards Xerox case study, 298 knowledge climates and see also Management cultures, 92–4 Learning, 15–20, 139 availability of resources, 94 action learning, 18 balanced autonomy, 92–3 adaptive learning, 15–16 integrated socio-technical barriers to, removal of, 91 system, 93–4 competency creation, 34–41 personalized recognition, 93 generative learning, 15–16 managing teams for knowledge management considerations and learning, 80–2 related to outcomes, 83–4 acting a facilitators, 81–2 managing the individual towards building information-intensive learning, 86–91 environments, 81 personality traits and, 56–7 ensuring commitment, 80–1 process, 32–5 focus on learning, 82 team learning, 47 process-based management, 135 teams for, 78–82 task-based management, 134–5 management of, 80–2 values-based management, 135–6 types of, 15–16 see also Knowledge management; Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn versus knowledge, 16–17 Leadership Learning environment, leadership Managerial processes, 43–4 role, 90–1 Martin, Robert L., 242 Tai lieu Luan van Luan an Do an Index Measurement, see Knowledge measurement Mechanistic knowledge management, 21 Mental models, 46–7 Mission, 55–6 mission statements, 76–7 Monsanto case study, 244 Moffat, Jerry, 178 Monitoring processes, 43–4 Monsanto Company, 243–7 communities of knowledge practice, 245–6 information technology, 246–7 knowledge management process, 244–5 knowledge management structures, 245 linking knowledge management to company mission, 244 results, 247 Motivation: Chevron Corporation case study, 187–8 for knowledge sharing, 68 for learning, 88 Motivational factors, 57–8 challenges faced, 57–8 intrinsic versus extrinsic motivation, 57 skills and knowledge, 58 Negotiating processes, 43 Networking, 66–8 321 adaptability, 55 consistency, 55, 56 involvement, 55, 56 mission/long-term vision, 55–6 individuals and, 56–7 knowledge sharing and, 65–6 cultural norms for knowledge sharing and transfer, 59–62 see also Culture Organizational learning, 15–16, 138 approaches to, 17–20 as core competency, 8–9 Chevron Corporation case study, 179–88 processes, 43 see also Learning organizations Organizational processes, 41–3 behavioural processes, 42–3 change and learning processes, 43 work processes, 41–2 Organizational structure, 62 Chevron Corporation case study, 176–8 CMG case study, 196 Organizations, 6–7 as people, project and experience factories, 36–41 decentralization, 176–8 development stages, 133–8 ecological-based organization, 136–7 process-based management, 135 task-based management, 134–5 values-based management, 135–6 see also Learning organizations Orrico, Ralph, 299, 301 O’Connell, Patrick, 262 Oil & Gas Consultants International, 180 Openness, 60, 63 Pacific Coast Oil Company, 173, see Operational processes, 41 also Chevron Corporation Operational systems, 106 Pacific Western Airlines (PWA), Organic knowledge management, 21 248–50 Organization matrix, 98–9 PDCA cycle, 95–6, 181 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Organizational culture, 51–2 People factory, 36, 39 CMG case study, 196–7 Performance support systems (PSSs), effectiveness role, 54–6 128 Tai lieu Luan van Luan an Do an 322 Index Personal mastery, 46 selling, 43 Personality traits for knowledge work, 41–2 management and Project factory, 36, 39 learning, 56–7 Project teams, 78, see also Teams for Persson, Anders, 285, 286, 287 knowledge and learning; Philosophy statements, 76–7 Teamwork Platt, Lew, 208 Ponchon, Patrick, 298–9 Quality circles (QCs), 98–9 Pornography, Internet and, 284–5 Quidnunc, 275–9 Post Office Consulting, 253–4 discussion folders, 277 after action review (AAR), 273–4 future challenges, 278–9 communities of practice, 256–7 information technology processes, knowledge culture, 255–6 276–7 knowledge interviews, 261–63 knowledge issue, 276 costs of, 269 knowledge management, 276 entry-expert-exit (3Es) interview measurements, 278 system, 263–4 knowledge yellow pages, 277 examples, 268–9 people commitment, 278 interview process, 264–8 organizational applications of, Reactive knowledge management, 272–3 20–1 running of, 271–2 Recognition, 93 target individuals, 269–70 Repositories of knowledge, 105–6 knowledge programme, 254–5 Resource availability, 94 knowledge sharing through the Reward system, encouragement of intranet, 257–61 knowledge sharing, 61, 68, Post Office (PO), 251–3, 273–4, see 124 also Post Office Consulting Risk tolerance, 74 Prediction, 31–2 Problem finding, 31 Schingen, Maria, 263 Problem solving, 31 Selling processes, 43 IBM, 228–30 Senior management, see Process approaches, 25–6, 32–4, Management 44–8, 137 Shared vision, 47, 91 knowledge creation process, 26–30 Sharing, see Knowledge sharing Processes, 41–4 Sherriff, Jim, 209 administrative, 42 Singapore Airlines (SIA), 280–3 control, 43–4 booking information management, direction-setting, 43 281 managerial, 43–4 continuous improvement culture, organizational, 41–3 283 behavioural processes, 42–3 e-business, 281–2 change and learning processes, internal information flow Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn 43 management, 282 work processes, 41–2 listening to knowledgeable process-based management, 135 customers, 282–3 Tai lieu Luan van Luan an Do an Index reasons for success, 280 Single-loop learning, 15–16 Skandia navigator, 102–3 Skills cycle, 40 Skills directory, 107–8 Socialization, 29 Socio-technical integration, 93–4 Standard Oil Company of California, 173–4, see also Chevron Corporation Stanford, Naomi, 149 Stevens, Delia, 149 Strategic integration, 125–6 Structural intellectual capital (SIC), 127 Supplier matrix, 99 Sveiby, Dr Karl Erik, 168 Swedish National Crime Intelligence, 284–8 future challenges, 288 Internet crime, 284–5 knowledge problem, 286 outcomes, 288 technological solution, 286–8 Systems thinking, 45–6 323 groupware, 108 skills directory, 107–8 for knowing what organizations know, 105–7 data warehousing/creating knowledge repositories, 105–6 intranets, 106–7 implementation of, 108–9 role in knowledge management, 13–15 Swedish National Crime Intelligence case study, 286–8 see also Information technology Technology gap, 113–18 bridging, 116–18 creative analogies, 115–16 deep insights, 114–15 human interaction, 114 Technology matrix, 99–100 Thames Water, 147–8 Thinking, 116 3M, 52 Todd, Keith, 234, 239 Total quality management (TQM), 95 TOTS (trust, openness and teamwork for sharing) model, 63–4 Training, 61 Ford case study, 204–5 Transfer gap, 122–4 Trust, 60, 62–3 Tucker, Laura, 296 Tacit knowledge, 10–11, 26–9 Celemi case study, 166–7 handling of, 166–7 Post Office Consulting case study, 263–4 use of, 31–2 Task-based management, 134–5 Team learning, 47 Teams for knowledge and learning, Values: 78–82, 137 cultural, 65–6 management of, 80–2 values-based management, 135–6 acting as facilitators, 81–2 Vision, long-term, 55–6 building information-intensive environments, 81 Ward, Barbara, 196 ensuring commitment, 80–1 Web masters, 238 focus on learning, 82 Weber, Max, Teamwork, 63–4 Work processes, 41–2 Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn Technology, 34, 103–9, 138 World Bank, 146–7 for knowing what employees know, 107–8 Xerox Corporation, 289–302 Tai lieu Luan van Luan an Do an Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn