In this chapter, the following content will be discussed: Knowledge management: types, definitions, activities, cycle; what is business intelligence (BI); core capabilities of BI; why do companies need BI; benefits of BI; examples of BI in use; BI golden rules.
Trang 1Knowledge
Management and
Business Intelligence
Trang 4Lh Knowledge Management
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AM Introduction to KM
= KM is across industry field involving other fields like social sclence, computer science, and
management science
= There is no consensus on definition of
Knowledge Management
Trang 6TT What is knowledge
= Knowledge can be referred to as
Trang 7SS mm Introduction to KM What Is Knowledge What is knowledge
= Knowledge Is a fluid mix of relevant experience, values, contextual
information, and expert insight that
provides a framework for evaluating and Incorporating new experiences and
INFOFMATION paverpon 2 Pusat
Experience (e.g customer behaviour)
Values (e.g understand/help/encourage customers) Contextual information (e.g customer buying patterns) Expert insight (e.g why specific buying patterns occur)
Trang 8_—_ mm Introduction to KM Types of Knowledge = There are two types of Knowledge Explicit Knowledge Tacit Knowledge
= Explicit knowledge can be easily captured and codified It is in the form of documents, reports, video presentation, e.t.c
= Tacit Knowledge is a personal Knowledge and Is
within the knower’s mind It is based on the personal beliefs, intuition and experience, and Is hard to
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Organisational Knowledge
= Organisational knowledge Is a resource
consisting of the sum of what Is Known in that organisation
About internal matters (e.g internal processes, know how) About external matters (e.g competitors, customers)
About trading partners (e.g their processes, getting things done In partnership with them)
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MEN Introduction to KM
The spiral of knowledge (1)
= The spiral of knowledge processes helps us understand how: Knowledge Is acquired Knowledge is transformed or converted from one knowledge category to another Knowledge is shared
Knowledge may be created
= In the past the processes that underpinned the model were largely informal, but now are becoming more
formalised (e.g encouraged, required, embedded in the
way people work)
= “The key to knowledge creation lies in the mobilisation
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The Knowledge Spiral (Tacit to tacit)
= Inthe socialisation process knowledge is acquired and shared without being made explicit (i.e without being captured)
For example by:
=" One person talking to another (informal meeting)
If one person imparts knowledge to another then both have the knowledge; and
so on
=" One person talking to many (presentations)
A lecturer imparts knowledge to many
=" Many people talking to many (formal team meetings, informal meetings)
Collaboration, Interacting and sharing experience
=™ Seeing how things are done (no articulation)
By observing a knowledgeable person solve a problem, a novice can attempt to solve the same or similar problems
= Socialisation usually occurs between people or within groups of
workers with a common interest
However:
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The Knowledge Sopiral (Tacit to Explicit)
= In the externalisation process tacit knowledge Is
transformed into explicit knowledge
For example by:
=" An expert writing a document that describes an experience, a way of doing things, what he/she knows, etc
= People producing a meeting report (sometimes), a research report, a video of a seminar, etc
=" Producing a documented list of “frequently asked questions” (with answers!) Strictly speaking, externalisation is the articulation of tacit knowledge =" For our purposes, the articulation is captured in some form that can be shared widely
For example: a document that can be read by a select number of people, by all in an organisation (via the organisation’s intranet), or by millions of people (via the Internet)
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The Knowledge Spiral (Explicit to explicit)
= In the combination process various sorts of
explicit Knowledge are brought together to form more complex or more useful Knowledge
Provides a more complete understanding
For example:
= Allofthe diagrams, plans, elevations (etc.) for a building produced by architects, surveyors, air conditioning
engineers, electricians (etc.) contained in one document
# All the tasks required to manufactured a passenger aircraft in a volume of documents
The benefit in combination normally comes from the explicit knowledge of a multitude of experts being
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The Knowledge Spiral (Explicit to tacit)
= In the internalisation process tacit knowledge is acquired by examining explicit Knowledge from many sources
By integrating this with existing tacit knowledge new
insights may present themselves
=" For example:
As a student you acquire much of your knowledge by reading different books covering different subjects
As a computer scientist who reads books on how the human brain works, you can see how programs could simulate some “brain processes”
In an organisational context, the acquisition of tacit
Trang 16EL Why knowledge management Is necessary (1) = Issue: organisations don’t know what they already know Consequences: = Time spent on rediscovery of knowledge that Is already known
=" Failure to apply existing knowledge =" Waste of time and money
What’s the problem?
Trang 17TT Why knowledge management Is necessary (2) = Issue: employees don't know what their colleagues know Consequences: = Inconsistent performance across different parts of the organisation =" Expertise localisation =" Repeated failures
# Inability to apply what is Known
=" Competitors innovate at a faster rate
What’s the problem?
Trang 18TT Why knowledge management Is necessary (3) = Issue: knowledgeable employees leave the organisation or retire Consequences:
# Critical expertise built up over years is lost overnight
=" Expertise may move to competitors without being retained within the organisation
=" Key customer relationships may be affected " Overall organisational knowledge is reduced
What’s the problem?
Trang 19EL Why knowledge management Is necessary (4) = Issue: employees closely guard their individual knowledge Consequences:
"= Knowledge is not visible =" Knowledge is not shared
= “Turf wars”: “this knowledge belongs to me (or my department) and is not yours”
# A belief that the Knowledge is “owned” by the individual rather the organisation
#" Opportunities for in-depth collaborations are minimised
What’s the problem?
Trang 20I What knowledge management
IS
# Definition:
Knowledge Management Is a strategy, framework or system designed to help
organizations create, capture, analyze, apply, and reuse knowledge to achieve competitive advantage
A key aspect of Knowledge Management is that Knowledge within an organisation is
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What knowledge management Is
= A simple phrase that encapsulates a core aspect of Knowledge Management
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Knowledge management
DFOCeSSesS
Knowledge Management Processes
Capture Organise Target Transfer Knowledge Knowledge Knowledge Knowledge
Maintain nowledge
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What knowledge management achieves = Makes visible organisational knowledge no matter where It is
Provides access to an organisation’s collective expertise
anywhere in the organisation
Retains the organisation’s knowledge In times of change
Exploits knowledge as a organisational asset
Helps to ensure that knowledge Is up to date and relevant
Helps the organisation to do the right thing
Embeds knowledge in the organisation’s processes
Enables the survival of the organisation
But:
Part science, part art
Trang 25MA Ideal KM environment External Environment Existing methods/ Processes ¢ New products ¢ New markets ¢ Smarter problem-solving Learning
New Conversion *Value-added innovation
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KM Initiatives
= KM initiative can be described as a
systematic attempt to manage knowledge So as to make it visible, and accessible In the right format and at the right time for
the benefit of the organisation
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KM Initiatives
2 Most of the KM initiatives have one of three alms:
Make knowledge visible through maps, yellow pages, and hypertext
Trang 30I Knowledge Infrastructure
# Knowledge infrastructure Is the set of specific resources needed to facilitate
learning within organisation toward a desired strategic goal
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KM Initiatives
# Activities that surround the management of knowledge are those that have been depicted on the KM cycle
# Other activities include Knowledge sharing, and knowledge seeking