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KM Strategy KM Strategy Framework (Dalkir, 2005) KM Strategy Knowledge Capture and/or Creation Update Knowledge Sharing and Dissemination Knowledge Acquisition and Application Contextualise KM Metrics Assess KM Technologies 1 KM Strategy KM Strategy (Srikantajah & Koenig, 2000) “A KM strategy is a general, issue-based approach to defining operational strategy and objectives with specialised KM principles and approaches.” ...to leverage knowledge resources for best value ...to identify and prioritise KM initiatives, techniques or tools and approaches Most common objectives are:Innovation Reuse Most common business drivers Imminent loss of key people Need for innovation Need for efficiencies Whole New Mind 2 KM Strategy Components of Good KM Strategy (Srikantajah & Koenig, 2000) Articulated business strategy and objectives Description of knowledge-based business issues:Collaboration Performance variance Innovation Address information overload Inventory of knowledge resources Knowledge Social Infrastructure Recommended knowledge leverage points: How to collect and exploit (good practice, lessons learned) How to store for future use (data storage, mining etc.) Connecting people with knowledge (communities of practice etc). 3 KM Strategy KM Technologies (Rollet, 2003) Communication & Collaboration (telephone to social networking) Content creation (templates, data mining) Content management (classification, archiving) Adaption E-learning Personal tools Artificial intelligence Networking 4 Strategic Planning Process Your Planning Narrative? Planning Process How will we know? Where are we now? What’s happening out there? How will we get there? Where do we want to be? Monitor, Evaluate, Report Objectives, Targets, Action, Resources Seven Ss KnowledgeUse Grid Audit & Analysis, PEST & SWOT Vision, Mission, Values, Goals SWOT Analysis Stakeholder Analysis KM Strategy Suggested KM Metrics Objectives Increase in number of CoP Decrease in customer complaints Decrease unsolved problems Decrease time to market for new products/services Indicators (Tiwana, 2000) Competence spend per employee Employee satisfaction Employee turnover Time spent on packaging of know-how for reuse after project completion Patents held Ideas per suggestion made 6