知識管理概念與案例課件

KnowledgeManagement:ConceptsandCasesStephenRuth,GeorgeMasonUniversityFirstLecture:WhyKMMakesaDifferenceinanOrganizationKnowledgeManagement:Concepts1LeveragingTechnologySeries(ICASIT)ElectronicCommerce(GMU,WorldBank)ITintheEuropeanUnionITandOrganizationalLearningHumanEngineeringinITDesignITforCompetitiveAdvantageITandExecutiveInformationSystemsLeveragingTechnologySeries(2LeveragingTechnologySeries(Continued)ITandExpertSystemsUseLeveragingMultimediaTeaminginCyberspaceVirginia’sNetpreneursCybercorpKnowledgeManagementLeveragingTechnologySeries(3PossessingITvs.LeveragingITMostmetricsareaboutpossessionPossessionisstatic;leveragingisdynamicPossessionalonedoesnotaddvalueLeveragingisastrategicissue;possessionisoperationalPossessingITvs.LeveragingI4OutlineofThisPresentationKMscope,definitions,briefhistoryLeveragingKM--examplesAcquiringknowledge,KMmarketsKeyideas:Leonard-Barton,Davenport,Prusak,Koulopoulis,Nonaka,StewartOutlineofThisPresentationKM5OutlineofThisPresentationCharacteristicsofsuccessfulknowledgeorganizationsFivestepapproachtoKMThefutureOutlineofThisPresentationCh6BHAG’sBig,Hairy,AudaciousGoalsGoodyear($13billionto$23Billionin5years)TimesMirror--increaseLATimescirculationby500,000,a50%jumpP&GIncreasecompanysizeby100%intenyearsBHAG’sBig,Hairy,Audacious7MoreBHAG’sGE--be#1or#2ineverymarkettheyserveBristolMyers--DoublesalesandearningsinsevenyearsCampbellSoup--beseenasapeerofCocaColaandGilletteMoreBHAG’sGE--be#1or#2in8DefinitionofKnowledge“Knowledgeisafluidmixofframedexperience,contextualinformation,andexpertinsightsthatprovidesaframeworkforevaluatingandincorporatingnewexperiencesandinformation.Itoriginatesandisappliedinthemindsofknowers.Intheorganization,DefinitionofKnowledge“K9DefinitionofKnowledge

itoftenbecomesembodiednotonlyindocumentsorrepositoriesbutalsoinorganizationalroutines,processes,practices,andnorms”(WorkingKnowledge,p.5)DefinitionofKnowledgeit10WhatIsSoSpecialaboutKM?SeemstobefarmorethanafadComparisons:ES,MM,BPR,CASEManylargecompaniesandorganizationsareembracingKMWhatIsSoSpecialaboutKM?Se11WhatIsSoSpecialaboutKM?AlreadyavastbodyofpracticeHashugepotentialforROICEO’softentheleaders(nottheCIO’s)WhatIsSoSpecialaboutKM?Al12KM:ASignificantNewITApproachWhyneeded?InformationoverloadbutknowledgefamineExtractinginformationiseasy--butknowledgeisscarceandoftenhiddenKM:ASignificantNewITAppr13KM:ASignificantNewITApproachCorecompetencyisbasedonknowledgeKnowledge,notinformation,istheedgeKM:ASignificantNewITAppr14WhoUsesKMNow?AT&T,DellComputer,CSC,AMS,IRS,WorldBank,NYNEX,AmericanAirlines,IBM,Xerox,EDS,Hallmark,GE,HP,NationsBank,Polaroid,PacBell,Microsoft,thousandsmore.WhoUsesKMNow?AT&T,DellComp15WhoUsesKMNow?AtleasttwohundredoftheFortune500withanewtitle--CKOorCLOorDirector,KnowledgeInitiativesWhoUsesKMNow?Atleasttwoh16(Very)BriefHistoryLongtraditionofvaluingknowledge:Moses;Alexander,Caesar,Napoleon,Drucker,Toeffler,etc.Knowledgecreation-Nonaka’sstudiesofMatsushita,Honda,Mazda--laterGE(Very)BriefHistoryLongtradi17(Very)BriefHistoryLeonard-Barton’smanufacturingstudiesStewart’semphasisonIntellectualCapitalDavenportandPrusak--practiceorientation(Very)BriefHistoryLeonard-Ba18ScopeofKMInformationAtleastonehundredbooks;dozensofcasestudiesAhalfdozenjournalsScopeofKMInformationAtleas19ScopeofKMInformationHundredsofarticles,includinginHBRandSMRAboutasymposiumperweekScoresofdedicatedwebsites(seeespecially/km/index3.htm)ScopeofKMInformationHundred20TheSpectrumDataInformationKnowledgeWisdomTheSpectrumData21TheSpectrumInsightResolveActionTheSpectrumInsight22KnowledgeQuestionsWhereisknowledge?InthemindoftheknowerWhatisknowledge?Framedexperience,conceptualinformation,insightsExpertise?Experience-basedinsightsIntuition?CompressedexpertiseKnowledgeQuestionsWhereiskn23KnowledgeCharacteristics(V.Alee)MessyandselforganizingTravelsonlanguageandthroughcontactDifficulttocodifyDifficulttoregulateSeekscommunityAsocialprocessKnowledgeCharacteristics(V.A24SampleKnowledgeAreasCustomersProcessesRulesofthumbHistoryKnow-howSkillsandexperiencesSampleKnowledgeAreasCustomer25SamplesofKnowledge-DatathatMakesaDifferenceChrysler’sEngineeringBooksofKnowledge(automobileplatformteams)AndersenKnowledgeXchange(toomuchknowledge--becamedata)SamplesofKnowledge-Datathat26SamplesofKnowledge-DatathatMakesaDifferenceArmy’sCALLandAAR3M-knowledgecompany;IBMindustrysolutionunits;Steelcasesellsknowledge;Xerox--sellssolutionsSamplesofKnowledge-Datathat27SomeSuccessStoriesHoffmanLaroche--reformofFDAsubmissionprocess:$1millionperdayFiveNewYorkmedicalcenters--observedothersprocedures:24%dropindeathrateforbypassoperationsHPoncallhelpdesk--”Case-basedreasoning”reducedcalltimeby70%SomeSuccessStoriesHoffmanL28MoreSuccessStoriesChevron--Energy-usenetwork--savings:$650millionTI--Improvedwaferfabricationyield--$1.5billionMoreSuccessStoriesChevron--E29MoreSuccessStoriesSkandia--90%reductionoftimetomarketNEC--replacingrobotswithpeopleBPvirtualteamwork--NorthSeaexampleMoreSuccessStoriesSkandia--30BP’sVirtualTeamworkProgramNotpartofITgroupHardware/software:desktopconferencing,multimedia,email,appsharing,sharedwhiteboards,videocliprecordingtools,groupware,webbrowserBP’sVirtualTeamworkProgramN31BP’sVirtualTeamworkProgramFoursuccesses--thefailurewasgroupthatwantedtoexchangeonlydataMobiledrillingshipproblem$500,000savedthroughKMBP’sVirtualTeamworkProgramF32KnowledgeMarketsMarketshavesocial/politicaldimensionsMobil--braggingdiscouraged--affectsKMHPinAustralia--”mateship”KnowledgeMarketsMarketshav33KnowledgeMarketsBuyers--peoplewhofindnoeasyanswertocomplexproblem(20%ofmanager’stimespentinknowledgesearch)Sellers--knowers,pieceworkers(salariedpurchased)--bewareof“hoarders”KnowledgeMarketsBuyers--peo34KnowledgeMarkets(Cont’d)Brokers:Librarians,boundaryspanners,chatters,gossipsPricingsystem:cash,status,entitlementsKnowledgeMarkets(Cont’d)Brok35KnowledgeMarkets(Cont’d)Threekeypricingmechanisms:reciprocity(“favorbank”),repute,altruismOthermarketfactors:trust(visible,ubiquitous,fromthetop),informalmarkets,communitiesofpracticeKnowledgeMarkets(Cont’d)Thre36KnowledgeMarkets(Cont’d)Problemsofknowledgemarkets(inefficiencies)--notlikeyellowpagesIncompletenessofinformation(prices,brokers,payoffs)KnowledgeMarkets(Cont’d)Pro37KnowledgeMarkets(Cont’d)Asymmetryofknowledge(scarcity)Localnessofknowledge(distanceproblem)JavelinCase--afailurebecauseofpricingpolicy,trustandlocalnessofknowledgeKnowledgeMarkets(Cont’d)Asy38GeneratingKnowledgeAcquisition--BP’s“thiefoftheyear”;IBMboughtLotus($3.5billion--14timesbookvalue);AT&TbuysNCR;ELProductsbuysGrimesRental--business-universityconsortia;consultantsDedicatedresources-Motorola,MercandMcDonald’suniversities,Xerox’sPARCGeneratingKnowledgeAcquisiti39GeneratingKnowledge(Cont’d)Fusion-creativeabrasion--”innovationoccursattheboundariesbetweenmindsets”(Leonard-Barton)Adaptation--DECandWang;WalMartandSears;universities;McDonnell’sperspective:successisdangerousGeneratingKnowledge(Cont’d)F40ProblemswithKM(Davenport)Gresham’sLaw--datadrivesoutknowledgeMostsummarydata(scanner,customer,transactions,demographics)nevergetsusedDeprivationofenablers--space,timereciprocity(drugcompanyexample)WithholdingofsocialcapitalProblemswithKM(Davenport)Gr41EnemiesofSuccess(Prusak)GoingoutsidewhatknowerknowsKnowledgeisnottruthNoafter-actionreviewsNeedfor“perfectinformation”MeasuringyesterdayinsteadofunderstandingtomorrowTechnologyasahammerEnemiesofSuccess(Prusak)Goi42TheEssenceofKM(Prusak)AnticipatedreciprocityPerceivedequitySocialcapitalConnection,notcaptureCommunitiesofpracticeTheEssenceofKM(Prusak)Anti43KMandCompetencyWellspringsofKnowledge--D.Leonard-BartonWellspring--sourceofastream,cansustainor,whenpolluted,denygrowthTheme-technologydecisionscanbuildknowledgeKMandCompetencyWellsprings44KMandCompetencyWellspringsofKnowledge--D.Leonard-BartonCoretechnologicalcapabilities--thecompetitiveadvantageAlso:supplementalandenablingcapabilities--don’tdifferentiateKeyexample--ChaparralSteelKMandCompetencyWellsprings45TypesofSkillandKnowledge“A-shapedor“T-shaped”PublicorscientificIndustryspecificFirmspecificValuesandnormsTypesofSkillandKnowledge“A46CoreRigiditiesCorecapabilitycanbecomecorerigidityInsularityOvershootingthetarget(workingharder)PowerofthepastInabilitytoinnovatewithnewITCoreRigiditiesCorecapability47CoreRigiditiesLimitedexperimentationScreeningoutexternalknowledgeCoreRigiditiesLimitedexperim48CreativeAbrasionTrapofmindsetGettingdifferentmindsetstocollideAbrasioncanbegood--butfrictionmustbecreativeManagingreligiouswars--”herbsinthedish”PrototypesbecomethemediafrancaCreativeAbrasionTrapofminds49CorporateInstinct(Koulopoulisetal)IsCIaboutsurvivalorleveraging,orcorecompetencies,competingincreasingmarketshareorcreatingknowledge?Ans:allRule1:SurvivebasedonCoreCompetency,notcoreproducts(Xerox,etc.)CorporateInstinct(Koulopouli50CorporateInstinct(Koulopoulisetal)Rule2:ConstantlycompetewiththecurrentlybestideastodevelopnewonesRule3:ValuenewknowledgeovercorporatestructureandstandardsCorporateInstinct(Koulopouli51Myths(K)Corporatememory--mayeclipseindividualwisdomDecentralizeddecisionmakingTeamsMyths(K)Corporatememory--may52TheKnowledgeChain(K)InternalAwarenessInternalResponsivenessExternalAwarenessExternalResponsivenessTheKnowledgeChain(K)Interna53LeveragingKM(K)LearningtoforgetKnowledgecapture(Obstacles:mobility,halflife,threattospecialists)KnowledgeinventoryLeveragingKM(K)Learningtof54AttitudesofInstinct(K)ReactbeforeyouassimilateShare-don’timpose-knowledgeBecomeaknowingenterpriseCreateprocessassetsAttitudesofInstinct(K)React55AttitudesofInstinct(K)MakeinstincttransparentOrganizewithoutstructureDecephalizedecisionmakingIncreasevelocityandreturnontimeAttitudesofInstinct(K)Make56DynamicStabilitySharingKnowledge(“sharpend”ofinstinct)RoguecollaborationIntelligentautonomy(KingCanute?)--oldandnewparadigmsUnleashindividualinstinct(Fulkerson)DynamicStabilitySharingKnow57Traitsof“Smart”Companies(D.Lee)CommunicatecompellingbigpictureProvidegristforthe“IdeaMill”EmployeesgivencontrolovertheirjobsTraitsof“Smart”Companies(D58Traitsof“Smart”Companies(D.Lee)EnvironmentthatfosterstrustManagersrewardedforcoaching,notforhavinganswersCapturingandsharingknowledgeisfunTraitsof“Smart”Companies(D59Traits(Continued)RewardsforsharingandusingknowledgeCommunicatetheimportanceofknowledgesharingFocusonpeople,nottechnology(1/3rule)BuildinreflectionandcapturetimeCreatepositiveemotionalclimateTraits(Continued)Rewardsfor60StructureofKMImplementation(Teltech)Phase1ExplorepossibilitiesWhatisKM?Howcanitbeappliedtoour

company?StructureofKMImplementation61StructureofKMImplementation(Teltech)Establishcross-functionalteamsReviewcasestudiesAttendconferencesConsultexperts,benchmark,brainstormStructureofKMImplementation62Phase2DevelopKMStrategyAssessbusinessneeds,personnelstrengths,potentialbenefits,ROI,ROT,ROEEnduserneedsKMvs.businessobjectivesPhase2DevelopKMStrategyAss63Phase2DevelopKMStrategyInvolvementofstakeholdersIdentifyspecificKMdeliverablesGrassrootssupportPhase2DevelopKMStrategyInv64Phase3Part1DesigntheKMSolutionStrategyleadstostructureIdentifysolutioncomponentsIdentifycontent,ITtoolsKMmodelKMprocessTrytobe“rightthefirsttime”Phase3Part1DesigntheKMS65Phase3Part2DeveloptheKMTechnologyInfrastructureAcquire,testanddeployITtoolsRapidprototypeSchedulingandmanaging(nooverruns?)IntegratesolutioncomponentsTestwithrealusers,notproponentsTestagainPhase3Part2DeveloptheKM66Phase3Part3StructureandIntegratetheContentContentmanagementPushvs.pullOngoingplantoincreasevalueofcontentPhase3Part3StructureandI67Phase3Part3StructureandIntegratetheContentOngoingplantoincreasescopeofcontentOngoingplantoincreaserelevanceofcontentPhase3Part3StructureandI68Phase4--ImplementwithTargetCommunityIsitworking?Howdowesustainthestart?QuickwinsandreinforcementMoreusertrainingRewardandrecognitionplansBuildinternalandexternalawarenessPhase4--ImplementwithTarget69Phase5MonitorandAdjustTrackROI,ROT,ROEDevelopsolutionenhancementplansExaminelongtermeffectsMeasuretheKtanksandtheItanksforspillageandoverflowPhase5MonitorandAdjustTrac70TheFutureValuingknowledgeonthebalancesheetGreaterrewardsforleveragingknowledgeSignificantreductioninrestrictionsonknowledgeworkersTheFutureValuingknowledgeon71TheFutureKMcloselylinkedwithvirtualorganizationsNewparadigm:land,laborcapital,knowledgeTheFutureKMcloselylinkedwi72KnowledgeManagement:ConceptsandCasesStephenRuth,GeorgeMasonUniversityFirstLecture:WhyKMMakesaDifferenceinanOrganizationKnowledgeManagement:Concepts73LeveragingTechnologySeries(ICASIT)ElectronicCommerce(GMU,WorldBank)ITintheEuropeanUnionITandOrganizationalLearningHumanEngineeringinITDesignITforCompetitiveAdvantageITandExecutiveInformationSystemsLeveragingTechnologySeries(74LeveragingTechnologySeries(Continued)ITandExpertSystemsUseLeveragingMultimediaTeaminginCyberspaceVirginia’sNetpreneursCybercorpKnowledgeManagementLeveragingTechnologySeries(75PossessingITvs.LeveragingITMostmetricsareaboutpossessionPossessionisstatic;leveragingisdynamicPossessionalonedoesnotaddvalueLeveragingisastrategicissue;possessionisoperationalPossessingITvs.LeveragingI76OutlineofThisPresentationKMscope,definitions,briefhistoryLeveragingKM--examplesAcquiringknowledge,KMmarketsKeyideas:Leonard-Barton,Davenport,Prusak,Koulopoulis,Nonaka,StewartOutlineofThisPresentationKM77OutlineofThisPresentationCharacteristicsofsuccessfulknowledgeorganizationsFivestepapproachtoKMThefutureOutlineofThisPresentationCh78BHAG’sBig,Hairy,AudaciousGoalsGoodyear($13billionto$23Billionin5years)TimesMirror--increaseLATimescirculationby500,000,a50%jumpP&GIncreasecompanysizeby100%intenyearsBHAG’sBig,Hairy,Audacious79MoreBHAG’sGE--be#1or#2ineverymarkettheyserveBristolMyers--DoublesalesandearningsinsevenyearsCampbellSoup--beseenasapeerofCocaColaandGilletteMoreBHAG’sGE--be#1or#2in80DefinitionofKnowledge“Knowledgeisafluidmixofframedexperience,contextualinformation,andexpertinsightsthatprovidesaframeworkforevaluatingandincorporatingnewexperiencesandinformation.Itoriginatesandisappliedinthemindsofknowers.Intheorganization,DefinitionofKnowledge“K81DefinitionofKnowledge

itoftenbecomesembodiednotonlyindocumentsorrepositoriesbutalsoinorganizationalroutines,processes,practices,andnorms”(WorkingKnowledge,p.5)DefinitionofKnowledgeit82WhatIsSoSpecialaboutKM?SeemstobefarmorethanafadComparisons:ES,MM,BPR,CASEManylargecompaniesandorganizationsareembracingKMWhatIsSoSpecialaboutKM?Se83WhatIsSoSpecialaboutKM?AlreadyavastbodyofpracticeHashugepotentialforROICEO’softentheleaders(nottheCIO’s)WhatIsSoSpecialaboutKM?Al84KM:ASignificantNewITApproachWhyneeded?InformationoverloadbutknowledgefamineExtractinginformationiseasy--butknowledgeisscarceandoftenhiddenKM:ASignificantNewITAppr85KM:ASignificantNewITApproachCorecompetencyisbasedonknowledgeKnowledge,notinformation,istheedgeKM:ASignificantNewITAppr86WhoUsesKMNow?AT&T,DellComputer,CSC,AMS,IRS,WorldBank,NYNEX,AmericanAirlines,IBM,Xerox,EDS,Hallmark,GE,HP,NationsBank,Polaroid,PacBell,Microsoft,thousandsmore.WhoUsesKMNow?AT&T,DellComp87WhoUsesKMNow?AtleasttwohundredoftheFortune500withanewtitle--CKOorCLOorDirector,KnowledgeInitiativesWhoUsesKMNow?Atleasttwoh88(Very)BriefHistoryLongtraditionofvaluingknowledge:Moses;Alexander,Caesar,Napoleon,Drucker,Toeffler,etc.Knowledgecreation-Nonaka’sstudiesofMatsushita,Honda,Mazda--laterGE(Very)BriefHistoryLongtradi89(Very)BriefHistoryLeonard-Barton’smanufacturingstudiesStewart’semphasisonIntellectualCapitalDavenportandPrusak--practiceorientation(Very)BriefHistoryLeonard-Ba90ScopeofKMInformationAtleastonehundredbooks;dozensofcasestudiesAhalfdozenjournalsScopeofKMInformationAtleas91ScopeofKMInformationHundredsofarticles,includinginHBRandSMRAboutasymposiumperweekScoresofdedicatedwebsites(seeespecially/km/index3.htm)ScopeofKMInformationHundred92TheSpectrumDataInformationKnowledgeWisdomTheSpectrumData93TheSpectrumInsightResolveActionTheSpectrumInsight94KnowledgeQuestionsWhereisknowledge?InthemindoftheknowerWhatisknowledge?Framedexperience,conceptualinformation,insightsExpertise?Experience-basedinsightsIntuition?CompressedexpertiseKnowledgeQuestionsWhereiskn95KnowledgeCharacteristics(V.Alee)MessyandselforganizingTravelsonlanguageandthroughcontactDifficulttocodifyDifficulttoregulateSeekscommunityAsocialprocessKnowledgeCharacteristics(V.A96SampleKnowledgeAreasCustomersProcessesRulesofthumbHistoryKnow-howSkillsandexperiencesSampleKnowledgeAreasCustomer97SamplesofKnowledge-DatathatMakesaDifferenceChrysler’sEngineeringBooksofKnowledge(automobileplatformteams)AndersenKnowledgeXchange(toomuchknowledge--becamedata)SamplesofKnowledge-Datathat98SamplesofKnowledge-DatathatMakesaDifferenceArmy’sCALLandAAR3M-knowledgecompany;IBMindustrysolutionunits;Steelcasesellsknowledge;Xerox--sellssolutionsSamplesofKnowledge-Datathat99SomeSuccessStoriesHoffmanLaroche--reformofFDAsubmissionprocess:$1millionperdayFiveNewYorkmedicalcenters--observedothersprocedures:24%dropindeathrateforbypassoperationsHPoncallhelpdesk--”Case-basedreasoning”reducedcalltimeby70%SomeSuccessStoriesHoffmanL100MoreSuccessStoriesChevron--Energy-usenetwork--savings:$650millionTI--Improvedwaferfabricationyield--$1.5billionMoreSuccessStoriesChevron--E101MoreSuccessStoriesSkandia--90%reductionoftimetomarketNEC--replacingrobotswithpeopleBPvirtualteamwork--NorthSeaexampleMoreSuccessStoriesSkandia--102BP’sVirtualTeamworkProgramNotpartofITgroupHardware/software:desktopconferencing,multimedia,email,appsharing,sharedwhiteboards,videocliprecordingtools,groupware,webbrowserBP’sVirtualTeamworkProgramN103BP’sVirtualTeamworkProgramFoursuccesses--thefailurewasgroupthatwantedtoexchangeonlydataMobiledrillingshipproblem$500,000savedthroughKMBP’sVirtualTeamworkProgramF104KnowledgeMarketsMarketshavesocial/politicaldimensionsMobil--braggingdiscouraged--affectsKMHPinAustralia--”mateship”KnowledgeMarketsMarketshav105KnowledgeMarketsBuyers--peoplewhofindnoeasyanswertocomplexproblem(20%ofmanager’stimespentinknowledgesearch)Sellers--knowers,pieceworkers(salariedpurchased)--bewareof“hoarders”KnowledgeMarketsBuyers--peo106KnowledgeMarkets(Cont’d)Brokers:Librarians,boundaryspanners,chatters,gossipsPricingsystem:cash,status,entitlementsKnowledgeMarkets(Cont’d)Brok107KnowledgeMarkets(Cont’d)Threekeypricingmechanisms:reciprocity(“favorbank”),repute,altruismOthermarketfactors:trust(visible,ubiquitous,fromthetop),informalmarkets,communitiesofpracticeKnowledgeMarkets(Cont’d)Thre108KnowledgeMarkets(Cont’d)Problemsofknowledgemarkets(inefficiencies)--notlikeyellowpagesIncompletenessofinformation(prices,brokers,payoffs)KnowledgeMarkets(Cont’d)Pro109KnowledgeMarkets(Cont’d)Asymmetryofknowledge(scarcity)Localnessofknowledge(distanceproblem)JavelinCase--afailurebecauseofpricingpolicy,trustandlocalnessofknowledgeKnowledgeMarkets(Cont’d)Asy110GeneratingKnowledgeAcquisition--BP’s“thiefoftheyear”;IBMboughtLotus($3.5billion--14timesbookvalue);AT&TbuysNCR;ELProductsbuysGrimesRental--business-universityconsortia;consultantsDedicatedresources-Motorola,MercandMcDonald’suniversities,Xerox’sPARCGeneratingKnowledgeAcquisiti111GeneratingKnowledge(Cont’d)Fusion-creativeabrasion--”innovationoccursattheboundariesbetweenmindsets”(Leonard-Barton)Adaptation--DECandWang;WalMartandSears;universities;McDonnell’sperspective:successisdangerousGeneratingKnowledge(Cont’d)F112ProblemswithKM(Davenport)Gresham’sLaw--datadrivesoutknowledgeMostsummarydata(scanner,customer,transactions,demographics)nevergetsusedDeprivationofenablers--space,timereciprocity(drugcompanyexample)WithholdingofsocialcapitalProblemswithKM(Davenport)Gr113EnemiesofSuccess(Prusak)GoingoutsidewhatknowerknowsKnowledgeisnottruthNoafter-actionreviewsNeedfor“perfectinformation”MeasuringyesterdayinsteadofunderstandingtomorrowTechnologyasahammerEnemiesofSuccess(Prusak)Goi114TheEssenceofKM(Prusak)AnticipatedreciprocityPerceivedequitySocialcapitalConnection,notcaptureCommunitiesofpracticeTheEssenceofKM(Prusak)Anti115KMandCompetencyWellspringsofKnowledge--D.Leonard-BartonWellspring--sourceofastream,cansustainor,whenpolluted,denygrowthTheme-technologydecisionscanbuildknowledgeKMandCompetencyWellsprings116KMandCompetencyWellspringsofKnowledge--D.Leonard-BartonCoretechnologicalcapabilities--thecompetitiveadvantageAlso:supplementalandenablingcapabilities--don’tdifferentiateKeyexample--ChaparralSteelKMandCompetencyWellsprings117TypesofSkillandKnowledge“A-shapedor“T-shaped”PublicorscientificIndustryspecificFirmspecificValuesandnormsTypesofSkillandKnowledge“A118CoreRigiditiesCorecapabilitycanbecomecorerigidityInsularityOvershootingthetarget(workingharder)PowerofthepastInabilitytoinnovatewithnewITCoreRigiditiesCorecapability119CoreRigiditiesLimitedexperimentationScreeningoutexternalknowledgeCoreRigiditiesLimitedexperim120CreativeAbrasionTrapofmindsetGettingdifferentmindsetstocollideAbrasioncanbegood--butfrictionmustbecreativeManagingreligiouswars--”herbsinthedish”PrototypesbecomethemediafrancaCreativeAbrasionTrapofminds121CorporateInstinct(Koulopoulisetal)IsCIaboutsurvivalorleveraging,orcorecompetencies,competingincreasingmarketshareorcreatingknowledge?Ans:allRule1:SurvivebasedonCoreCompetency,notcoreproducts(Xerox,etc.)CorporateInstinct(Koulopouli122CorporateInstinct(Koulopoulisetal)Rule2:ConstantlycompetewiththecurrentlybestideastodevelopnewonesRule3:ValuenewknowledgeovercorporatestructureandstandardsCorporateInstinct(Koulopouli123Myths(K)Corporatememory--mayeclipseindividualwisdomDecentralizeddecisionmakingTeamsMyths(K)Corporatememory--may124TheKnowledgeChain(K)InternalAwarenessInternalResponsivenessExternalAwarenessExternalResponsivenessTheKnowledgeChain(K)Interna125LeveragingKM(K)LearningtoforgetKnowledgecapture(Obstacles:mobility,halflife,threattospecialists)KnowledgeinventoryLeveragingKM(K)Learningtof126AttitudesofInstinct(K)ReactbeforeyouassimilateShare-don’timpose-knowledgeBecomeaknowingenterpriseCreateprocessassetsAttitudesofInstinct(K)React127AttitudesofInstinct(K)MakeinstincttransparentOrganizewithoutstructureDecephalizedecisionmakingIncreasevelocityandreturnontimeAttitudesofInstinct(K)Make128DynamicStabilitySharingKnowledge(“sharpend”ofinstinct)RoguecollaborationIntelligentautonomy(KingCanute?)--oldandnewparadigmsUnleashindividualinstinct(Fulkerson)DynamicStabilitySharingKnow129Traitsof“Sma