Knowledge Management

Lectures on Knowledge Management
Khurshid Ahmad Professor of Artificial Intelligence Centre for Knowledge Management January 2004
INSTRUMENTS FOR KNOWLEDGE MANAGEMENT BPS VIRTUAL TEAMWORK PROGRAM 1993 - BP Exploration, a division that found and produced oil/gas, organised its regional assets into 42 separate assets - a federation of assets where each asset would have the freedom to develop processes and solutions appropriate to their particular problems. BP Exploration have combined the agility of a small company with 2 the resources of a large one.
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INSTRUMENTS FOR KNOWLEDGE MANAGEMENT
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A mobile drilling ship was disabled in the North Sea due to equipment failure. The equipment was brought in front of a camera linked by satellite to one of the BPVT stations; a remote expert on the mainland diagnosed the problem and guided the on-board engineers to fix the equipment.
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BPS VIRTUAL TEAMWORK PROGRAM
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A mobile drilling ship was disabled in the North Sea due to equipment failure. The equipment was brought in front of a camera linked by satellite to one of the BPVT stations; a remote expert on the mainland diagnosed the problem and guided the on-board engineers to fix the equipment.
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Instantaneous
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Andrew Project: BP worked with collaborators (design and construction firms) to build a new oil platform. They used the VTs application sharing features to write joint communications.
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Some record kept of shared knowledge
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Andrew Project: BP worked with collaborators (design and construction firms) to build a new oil platform. They used the VTs application sharing features to write joint communications.
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INSTRUMENTS FOR KNOWLEDGE MANAGEMENT BPS VIRTUAL TEAMWORK PROGRAM

The aim of the VT Program was to let knowledgeable people talk to each other, not to try to capture their expertise - a network of people. Hardware and software for the VT Program: Desktop video conferencing equipment; Multimedia email; Application (programs) sharing; Shared chalkboards; Document scanner; Tools to record videoclips; Groupware; Web browser; and 7 Satellite links.
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INSTRUMENTS FOR KNOWLEDGE MANAGEMENT BPs VT Program

Members of knowledge communities identified, then linked by technology
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Relationships were built through actual and virtual face-to-face meetings

Technology was used for communication and collaboration; training emphasised goals Upper management support encouraged knowledge sharing Upper management initiated and funded the 8 project

Knowledge Management Perspective Some knowledge is tacit and held in peoples heads Knowledge sharing needs trust Technology may initiate new methods of working Knowledge sharing must be encouraged and rewarded Management support and resources are 9 essential
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Knowledge Management Perspective BPs VT Program Members of knowledge communities identified, then linked by technology
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1. Some knowledge is tacit and held in peoples heads
2. Knowledge sharing needs Relationships were built through actual trust and virtual face-to-face meetings 3. Technology may initiate new methods of working 4. Knowledge sharing must be encouraged and rewarded
Technology was used for communication and collaboration; training emphasised goals Upper management support encouraged knowledge sharing
5. Management support and Upper management initiated and funded 10 resources are essential the project

KNOWLEDGE PROJECT SUCCESS INDICATORS
A knowledge-oriented culture Technical and organisational infrastructure
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Senior management support

Clarity of vision and language
A link to economics or industry value
A modicum of process information Non-trivial motivational aids

Some level of knowledge structure
Multiple channels of knowledge transfer
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Lotus Notes: Good database, discussion-group creation and management; replication of databases for remote disconnected use in the field; security Publishing information across platforms; multimedia databases; hyperlinking
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Intranet-based nets:
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Collaboration and human interaction by bringing people together with messaging facilities, sharing diaries (for appointments), notes about previous projects.
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Notes-based knowledge management is often accompanied by other tools especially for managing external knowledge.
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Knowledge is interpreted and evaluated information.

To store knowledge you must have a model of the structure and function of knowledge. This structural and functional knowledge has to be converted into an information model and onto a data model. The data model then helps to build a data base of documents comprising the knowledge of an organisation or a group of individuals. 15

A data base is built to systematically organise and store the data of an enterprise.
A knowledge base is built to systematically systematically store the knowledge of an enterprise.
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A collection of files is not a collection of knowledge: It is data that has to be processed into information, and information interpreted as knowledge
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ACCENTURE KNOWLEDGE NETWORK

Management consultants Accenture (formerly Arthur Andersen) have developed a web-site, Client Knowledge Network, which provides implementation project teams, facing similar challenges in comparable business environments, with a means to easily communicate and share knowledge assets. It can also serve as the primary repository for all project team deliverables. 17
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Project teams: Multidisciplinary; Fixed-time contract; Individuals (in the time) come together for for a short time ready for the next contract
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Project teams: How to manage knowledge outside of an organisational context? Implicit Explicit for a group of people working together for a short time period?
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E&Y KM NETWORKS
The management consultants Ernst & Young (E&Y) have their own Knowledge Management Networks maintained by a knowledge manager within the consultancy. This is used to track the expertise of individuals within the organisation and to facilitate co-operation across E&Y for particular assignments. 20
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NETWORKS?
All project teams work under a contract with the client. The evidence of outputs (reports/artefacts) produced by the knowledge workers is used by the organisation to charge the clients. Human-resources departments keep a record of each employee
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NETWORKS?
The record: Name, address, salary,

Qualifications Previous Experience outside the current organisation Annual Appraisals
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NETWORKS: ?
KM systems that have the capability of building Yellow Pages automatically. How? By analysing document repositories of organisations from HR records to Project output records
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grapeVINE Technologies
A Knowledge Management organisation that was taken over:
iPlanet and Sun Microsystems announce Suns Acquisition of grapeVINE Technologies.

grapeVINEs industry leading Knowledge Management technology will integrate with iPlanet Portal Server to bring a new level of intelligence to e-commerce portal platforms.
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WORKFLOW & KNOWLEDGE FLOW

Current knowledge management systems can be viewed as workflow systems that deliver work on time to the relevant persons and results despatched in time, efficiently and cost effectively from the workers to the managers. There is an increase in productivity, and innovation is facilitated by easy and timely access to information about products, services, human resources and the documents produced by and related to the organisation.
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Challenge of Knowledge Management

To efficiently capture trace of knowledge (to process, index and retrieve text/images) To encourage people to record their knowledge based on experience i.e. produce a trace, and to use other peoples trace of knowledge To reward (punish?) people for sharing (or not sharing) their knowledge To keep the traces updated: Motivate the knowledge creation crew to work as a team Encourage the knowledge creation crew to share values and
aspirations
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WORKFLOW & KNOWLEDGE FLOW

The knowledge management of the future should facilitate the work of the knowledge engineer in addition to facilitating the flow of documents. This suggests that a knowledge management system should have some comprehension of the notations and conventions used by humans in communicating orally or through documents.
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COMPUTER-BASED KNOWLEDGE MANAGEMENT
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KNOWLEDGE IN TEXT
If any essence or trace of the knowledge of the individuals is left behind then it is usually found in documents, comprising words, illustrations and drawings, mathematical and other symbols.
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KNOWLEDGE IN TEXT
Usually, a tangible trace of specialist knowledge may be found in the document archives. Knowledge management systems should be based on how humans disseminate knowledge through text. The effective management of the documents emanating from organisations, is perhaps the first step in the effective organisation of knowledge.29
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grapeVINE Technologies
A Knowledge Management organisation that was taken over:
iPlanet and Sun Microsystems announce Suns Acquisition of grapeVINE Technologies.

grapeVINEs industry leading Knowledge Management technology will integrate with iPlanet Portal Server to bring a new level of intelligence to e-commerce portal platforms.
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PROACTIVE SYSTEMS: KNOWLEDGE IN TEXT

Knowledge management systems track the growth of knowledge within organisations by a systematic and continuous examination of the documents within an organisation and across organisations. Computer systems capable of:
Capturing, analysing & summarising texts Hyperlinking, classifying, updating texts Extracting terms and names from texts, and Securing and routing texts,
are being used to study how concepts are transformed into artefacts and how artefacts help in creating and revising concepts.
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PROACTIVE SYSTEMS: KMS INC.
Knowledge Management Software (KMS) Inc. is a software developer in the knowledge management market (www.kmsoftware.com). The new website has led to a significant improvement in the companys ability to service its customers by shifting 85% of all incoming help desk calls to the site, where questions are answered automatically using the companys pioneering Deskartes knowledge management technology.
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COMPUTER-BASED KNOWLEDGE MANAGEMENT KNOWLEDGE IN TEXT

Knowledge management systems track the growth of knowledge within organisations by a systematic and continuous examination of the documents within an organisation and across organisations. Computer systems capable of
capturing, analysing & summarising texts extracting terms and names from texts, and routing texts,
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are being used to study how concepts are transformed into artefacts and how artefacts help in creating and 33 revising concepts.
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Microsoft Sharepoint
Microsoft have developed the SharePoint system: a set of two new technologies from Microsoft that were developed to facilitate information sharing both within organizations and over the Internet,
SharePoint Portal Server 2003 and SharePoint Team Services.
Microsoft Sharepoint System is an innovative way of looking at how workers in an organisation 34 share knowledge.

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Microsoft Sharepoint SharePoint Portal Server 2003 and

SharePoint Team Services.
Check the website: www.microsoft.com/sharepoint /evaluationoverview.asp

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Knowledge management case studies clearly show that in any given enterprise, small and ad hoc teams share information in very different ways than do large teams.
Small or ad hoc workgroups need informal means to work together on group deliverables, share documents, and communicate status with one another.
Large workgroups with structured processes need greater management over their information and require features like formal publishing processes and the ability to search for and aggregate content from multiple data stores and file formats.
Microsoft suggested solution SharePoint Portal Server 2003
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Microsoft suggested solution SharePoint Team Servicesbased Web sites.

Microsoft SharePoint Team Services:
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To create Web site for sharing information such as documents, calendars, announcements, and other postings. To aggregate content To manage documents To create Web Portals
Microsoft SharePoint Portal Server 2003
Technology used: E-mail, File Servers, Office XP, Browsers, Front Page, Text and Image Search DBMS, Document Management Systems, OLE DB, Microsoft ActiveX Data 37 Objects (ADO), Extensible Markup Language (XML)

E-mail File Servers, Office XP, Browsers, Front Page, Text and Image Search DBMS, Document Management Systems, OLE DB, Microsoft ActiveX Data Objects (ADO), Extensible Markup Language (XML)
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E 1 E E E 2 1 7 2
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Team Services
Portal Server
Enterprise Search
Core Function Web Site
Ad hoc information sharing Team Web sites (575 users)
Portal Web sites

(75+ users) Across multiple servers and data types Discussions Notifications Web Parts and SDK
Search Capabilities
Discussion and Notifications Customization Document Management Client Applications Roles-based Security Storage
Documents within team Web site and sub Webs

Discussions Notifications Surveys Browser-based, Microsoft FrontPage version 2002, and SDK Publishing Browser, Office XP, FrontPage 2002
Check-in, check-out Versioning Routing

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Integrated Document Management
The process from document creation through intranet publishing can be a string of disjointed actions, unconnected with business processes. SharePoint Portal Server includes features like document locking, versioning, and publishing and makes these features accessible to the average user. It delivers easy-touse, document-management features that are integrated with the tools and applications that are used to create and manage documents, with Microsoft Windows Explorer and Microsoft Office 2000 applications like Microsoft Word, Microsoft Excel, and Microsoft PowerPoint.
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Team Web Site Template Browser-based Authoring Pre-Formatted Team Lists Document Libraries Subscriptions and Notifications
Out of the box, SharePoint Team Services creates fully-functional, fully-designed, and configured team Web sites. Team members with appropriate permissions can author to the Web site using their 4.0 level or higher browser. Share team information in a structured and uniform way using built-in lists such as events, announcements, discussions, and tasks. Document libraries allow you to upload documents, assign templates to libraries, and custom properties to documents within libraries. Subscribe to lists and document libraries and receive notification when changes meet the criteria you set.
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Document Discussions Surveys Delegated Administration Three-Click Installation
Team members can use the discussions feature to conduct inline discussions on documents and other Web pages without affecting the source document. Get a sense of where your team stands on issues that affect them by creating a team survey. Site owners and those with administrative privileges can set up user accounts for team Web sites through the browser. SharePoint Team Services automatically sets up the software required to search (Index Server) team Web sites and store data (MSDE). SharePoint team Web sites allow site owners to assign five different levels of permissions to team Web sites and to customize the permissions within those roles.
Roles-based Memberships
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Browser-based Customization Office XP Integration
Members can customize existing lists using the browser to add new properties to lists and document libraries, specify custom views, or create entirely new lists and document libraries with unique properties. Microsoft Office XP integration gives users the ability to easily share information from their desktop to their team Web site and vice versa. Microsoft FrontPage 2002 provides additional opportunities for advanced customization of SharePoint team Web sites. SharePoint Team Services is supported by Web Presence Providers for FrontPage.
FrontPage Version 2002 Integration ISP/ASP Support
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CASE STUDY I: Microsoft Inc.

The conventional waterfall approach to software development
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Requirements Specification
Detailed Design (modules)

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The conventional waterfall approach to software development
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Requirements Specification Detailed Design (modules)
Module Construction & Debug Module Construction & Debug Module Construction & Debug
Integration and System Test

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Requirements Specification The conventional waterfall approach to software development Detailed Design (modules) Module Construction & Debug Module Construction & Debug Module Construction & Debug Integration and System Test Module Rework Module Rework Module Rework Re-integration and System Test
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SYNCH-AND-STABILIZE DEVELOPMENT PROCESS
Planning Phase Vision Statement; Outline & Working Specification; Development Schedule; Feature Team Formation Development Phase Feature Development in 3 or 4 Milestones Stabilization Phase Code Completion; & Testing; Final Stabilization; Ship Software
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Coordinating Team Effort?

Operating System Windows NT Windows 2000 Year of Release 2000 2001 Source Lines of Code 20M 35M
Windows XP
2002
40M
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SOURCE:www.dwheeler.com/sloc.

Planning Phase
VISION STATEMENT E.g. 15 Features and Prioritisation Done by Product (& Program) Management
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OUTLINE & WORKING SPECIFICATION Done by Program Managers with Developers. Define Feature Functionality, Architectural Issues & Component Interdependencies
DEVELOPMENT SCHEDULE & FEATURE TEAM FORMATION A big feature team will have 1 Program Manager, 5 Developers, 5 Testers
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Planning Phase
VISION STATEMENT
E.g. 15 Features and Prioritisation Done by Product (& Program) Management
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OUTLINE & WORKING SPECIFICATION

Done by Program Managers with Developers. Define Feature Functionality, Architectural Issues & Component Interdependencies
DEVELOPMENT SCHEDULE & FEATURE TEAM FORMATION

A big feature team will have 1 Program Manager, 5 Developers, 5 Testerm
Development Phase
FEATURE DEVELOPMENT IN 3 OR 4 MILESTONES

Program Managers: Evolve the Specification Developers: Design, Code, Debug Testers: Test, Paired with Developers
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MICROSOFTS SYNCH-AND-STABILIZE DEVELOPMENT PROCESS
Planning Phase
Development Phase
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Time: Usually 12- or 24- month Cycles
FEATURE DEVELOPMENT IN 3 OR 4 MILESTONES

Program Managers: Evolve the Spec Developers: Design, Code, Debug Testers: Test, Paired with Developers
Stabilisation Phase
Feature Complete CODE COMPLETE and TEST, FINAL STABILZATION & SHIP
Program Managers: Monitor OEMs, ISVs, Customer Feedback Developers: Final Debug, Code Stabilization 51 Testers: Recreate and Isolate Errors

Development Phase Milestones Breakdown
MILESTONE 1 (first 1/3 features) Development (Design, Coding. Prototyping) Usability Lab Private Release Testing Daily Builds Feature Debugging Feature Integrations Code Stabilisation (no severe bugs) Buffer Time (20-30%)
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MILESTONE 1 (first 1/3 features) Development (Design, Coding. Prototyping) Usability Lab, Private Release Testing, Daily Builds Feature Debugging, Feature Integrations, Code Stabilisation (no severe bugs), Buffer Time (20-30%)
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MILESTONE 2 (next 1/3 features) Development Usability Lab Private Release Testing Daily Builds Feature Debugging Feature Integrations Code Stabilisation Buffer Time
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MILESTONE 1 (first 1/3 features)
Development (Design, Coding. Prototyping) Usability Lab, Private Release Testing, Daily Builds Feature Debugging, Feature Integrations, Code Stabilisation (no severe bugs), Buffer Time (20-30%)
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MILESTONE 2 (next 1/3 features)

Development, Usability Lab, Private Release Testing, Daily Builds Feature Debugging, Feature Integrations, Code Stabilisation Buffer Time
MILESTONE 3(last 1/3 features)

Development, Usability Lab Private Release Testing, Daily Builds Feature Debugging, Feature Integrations
Feature Complete Code Complete Code Stabilisation Buffer Time
Zero Bug Release Release to Manufacturing
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Synch-and-stabilise
Spec, development, testing in parallel Vision statement and evolving spec (spec = output not input)
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Waterfall Development Model

Separate phases in waterfall sequence Complete spec and detailed design before coding
Prioritised features built in 3-4 milestones
Build all pieces of a product simultaneously
Frequent synchs (daily builds) and One Late and Large integration and intermediate stabilisations test phase at project end (milestones) Customer feed back during development Large Teams work like small teams Feedback as inputs for future projects Many individuals work in functional groups
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SynchWaterfall andDevelopment stabilise Model SPIRAL HIERARCHICAL MODEL MODEL

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CASE STUDY II: Siemens AG

During the 1980s Siemens AG, a multinational, faced major challenges precipitated by political, economic and technological developments of the time.
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Siemens is conglomerate in an old fashioned sense: its business ranges from global telecommunications to advanced chip manufacture, and from building/factory systems to health & medical systems.
Various constituents of the conglomerate have reported the use of knowledge management to transform its business from a centralised to a diversified and lean business.

Within Siemens AG, a number of its conglomerates have developed methods and systems to manage knowledge: Organisation
Siemens Information & Communications Networks:
(60 countries; 60000 employees)
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Business Area
Global Telecommunications projects: end-to-end solutions for voice, data and mobile networks
KM System
Share Net:
Siemens Industrial Services

Building and factory systems: Control systems for building environments, factory automation
Information Systems and e-business : Consultancy, implementation & integration Mobile communications devices and network products, inc. phones, radiobase stations, Internet switches and so on.
Know-How Exchange:
Communities of Practice Mergers & Acquisitions Knowledge Exchange
Siemens Business Services

Siemens Information & Communication Mobile partnerships with Fujitsu & Toshiba
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Davenport and Gilbert Probst. (2000) (Eds.) Knowledge Management Case Book Siemens Best Practises. Munich: Publicis MCD Verlag. pp 22-39

Siemens ICN - Global Knowledge Management
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ShareNet Managers --- Supports contributors in capturing project experiences and marketing know-how, drives the development of reusable knowledge Until the 1980s the principal customers of telecommunications equipment were large (near) monopoly state PT&T companies or Bell in the USA Post 1980s telecomms markets were DEREGULATED and the monopolies were unbundled. The use of computers for switching and routing changed the equipment market altogether. New entrants challenged former monopoly suppliers with new cheaper products and services
CASE STUDY IIa: Siemens ICN

Siemens ICN - Global Knowledge Management- Conceptual elements constituting a telecommunication solution.
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Sales Project:
Complete Customer Solution
Customised components (system integration)
Material & Physical components
Technical solution (knowledge)
Functional solution (knowledge)
Switches Routers Base Stations
Integration of Complementers; Architecture Configurations
Leasing contracts; Business case Pricing Scheme
Integration into network of customers
New knowledge products

Siemens ICN - Global Knowledge Management- Conceptual elements constituting a telecommunication solution.
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Sales Project:
Complete Customer Solution Material & Not Local Technical Physical solution GEOGRAPHICALLY components (knowledge)
Switches Routers Base Stations Customised components (system integration)
DISTRIBUTED PEOPLEa
Functional solution (knowledge)
Integration of Complementers; Architecture Configurations
Leasing contracts; Business case Pricing Scheme
Integration into network of customers
New knowledge products

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ShareNet is an interactive knowledge management tool through which global network of shared knowledge could be established1. Share Net is a business application system that allows to share knowledge and innovation on a global basis. Share Net was designed to foster the emergence of best practice sharing2

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Typical KM systems are often intranet based [..] document repositories2. Share Net is an interactive medium designed to act as a business application used to dissemintate experience based knowledge.

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Typical KM systems are often intranet based [..] document repositories2. Share Net is an interactive medium designed to act as a business application used to dissemintate experience based knowledge.
A document repository is RAW Knowledge: This raw information has to be interpreted and annotated

Criticial Success Factors3
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Leadership officers Organisational Structure and Rollout engineers+workers Motivation and rewards off/eng/wor Organisational Culture and Change
off/eng/wor
Viable Business Case off/eng

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Leadership:
The ShareNet Committee comprising 1
Siemens ICN Board Member; two Business Transformation Partners; 8 ICN local companies representatives (offices in 160 countries)
The Knowledge Officers comprised
Share Net Committee.

Criticial Success Factors3 Siemens ICN - Global Knowledge Management
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Organisational Culture and RollOut:

Input of (undocumented) knowledge and the re-use of the
elicited knowledge was the key. Leading experts acted as Contents Editors of the knowledge that was supplied by the knowledge workers. Share Net had local consultants, acting as trainers in and facilitators of ShareNet, had IT support and email hotline ShareNet Committee held a bootcamp, campaigns to precipitate structural change within the organisation.

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Avoid the creation of a document repository; Avoid brochureware sales/marketing hype Create a knowledge-base rather than an
information-base or data base

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Knowledge workers supply INFORMATION Knowledge engineers & experts interpret &
evaluate INFORMATION
KNOWLEDGE IS INTERPRETED &

EVALUATED INFORMATION.

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Motivation and Reward System

The ICN ShareNet Quality Assurance and Reward System was
designed to encourage the capture and re-use of knowledge A frequent-flyer/loyalty card scheme was set in place: More knowledge deposited and more knowledge re-used was rewarded by shares in Share Net. Shares were convertible into places on conferences or into telecommunications equipment.

Siemens ICN - Global Knowledge Management ShareNet was organised in four concentric layers: Share Net Committee --- the innermost layer; the highest decision making body for the developemnt of Share Net the Technology/Support Layer -- Global Editor; User Hotline; IT Support Contributors --- Sales and Marketing people worldwide contirbuting their project experiences and methods into the ShareNet knowledge base.
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BEST PRACTICE :CASE STUDY IIa: Siemens ICN

C
C Global Editor
ShareNet Committee
IT Support
User Hotline
C C
C C C
C
C C

Ars Digita built Share Net for ICN
www.arsdigita.com/customers/casestudies/siemens090700
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C C Global Editor ShareNet Committee IT Support C C C C User Hotline
C C

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ShareNet a business application system

ShareNet was designed to emphasise in-depth business understanding rather being IT-focussed. Gibbert et al argue that the focus on IT had proved to be a pitfall of many similar knowledge management systems. (2000:31). ShareNet provides a network that has been explicitly designed as an interactive medium rather being just a conduit to document repositories. ShareNet functions as a business application, designed to dovetail with employees ways of solving customer problems.
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ShareNet a business application system
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A data-base requires an application program for the data to be used effectively that is the data be processed according to the user needs and requirements. A business application program helps to access and to some extent to interpret the data (in a data base)
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Siemens ICN - Global Knowledge Management ShareNet attempts to cover both the explicit and tacit knowledge of the sales value-creation process.
This includes project know-how, technical- and functional-solution components, and knowledge about the business environment (e.g., customer, competitor, market, technology and partner knowledge). ShareNet was designed to emphasise experience-based knowledge.
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Knowledge about the different steps of the value-creation chain was transferred to ShareNet solution objects (e.g., technical- or functional-solution knowledge) and ShareNet environment objects
(e.g., customer or market knowledge). ShareNets focus is less on brochureware, than on personal statements, comments, the field experience of sales employees, or the real-life tested 76 pros and cons of a solution.

Siemens ICN - Global Knowledge Management Share Net developers chose four areas of intervention: Cognitive knowledge or know what Skills or know-how Systems understanding or know-why Self-motivated creativity or care why1 The first three are different types of knowledge and the fourth refers to the knowledge creation process.
1.
BEST PRACTICE
Gibbert et al (2000) pp 33.
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Knowledge Typology
Share Net Solution

Share technical knowledge, for example in the form of pricing concepts. For Share Net this represents an essential but not complete aspect to ensure commercial viability.
COGNITIVE KNOWLEDGE
or know-what - includes basic technical mastery and is achieved through extensive training and certification.
SKILLS
or know-how refers to the effective execution and application of abstract rules and regulations in the real-world context.
Share the feedback given by sales professionals in de-briefing projects.

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Siemens ICN - Global Knowledge Management Knowledge Typology Share Net Solution
Share the knowledge of experienced
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SYSTEMS UNDERSTANDING
or know-why refers to the casue and effect underlying an experience.
account managers
for anticipating subtle aspects in interaction with a customer.
SELF-MOTIVATED CREATIVITY
or care why refers to an active and caring involvement in a given cause
ShareNet identifies and promotes highly motivated and creative employees.

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Siemens ICN: Global Knowledge Management
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Key Lessons
1. The ShareNet attempts to demonstrate the importance of finding the right balance between IT solutions for capturing explicit codified knowledge and leaving enough room to allow direct personal exchange of more implicit forms of knowledge.
2. The ICN ShareNet Quality Assurance and Reward Systems was important for motivating the workers to participate in the knowledge management initiatives.
The Reward System is an essential complement to the structural arrangements that facilitate knowledge sharing and an organisational culture that supports such an 80 initiative.

Siemens ICN: Global Knowledge Management Key Lessons
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3. For a global organisation knowledge sharing has to be facilitated within and between the constituent national organisations, and between different market stages. 4. Telecommunication solutions for a given country have to address the level of economic development of the country and the level of de-regulation of the markets in general and telecomms markets in particular.
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Siemens ICN: Global Knowledge Management The 2001 Aftermath
BEST PRACTICE
Focus was on high-bandwidth solutions and for infrastructure to support it. However, the customers did not understand/appreciate/like broadband communications system the market collapsed Siemens was restructured and the Share Net Unit was absorbed in to a new Competence and Knowledge Management Division.
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Share Net System was focused on sales and marketing. This was important to deal with new deregulated markets, as the sales/marketing knowledge was largely based on regulated markets. Share Net was extended to help the R&D Division of Siemens of ICN. Why?
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BEST PRACTICE
Share Net was extended to help the R&D Division of Siemens of ICN. Why? The time-to-market a good idea was long within Siemens ICN. Can Share Net help in doing that? Perhaps, but only after the system was resturctured to take into account the business of R&D which is not the same as the business of Sales and Marketing.
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CASE STUDY IIb: Siemens Ind. Serv.

SiemensIndustrialServices: Know-how exchange1
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Siemens Industrial Services provide services for the electrical and electronic equipment users, like engineering, installation, maintenance and repair.
Sales representatives and service technicians who respectively secure and work on service contracts have accumulated a significant depth of experience largely tacit knowledge of large engineering systems.
There is explicit knowledge of geography, people, and engineering artefacts.
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SiemensIndustrialServices: Know-how exchange
BEST PRACTICE
For Siemens Industrial Services this tacit and explicit knowledge is crucial in securing new contracts and for executing existing contracts. There is significant duplication of effort when this knowledge is not recorded: each contract is prepared and executed ab intio (from the beginning without any
previous knowledge)
SiemensIndustrialServices created a knowledge exchange for recording and re-using knowledge.

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BEST PRACTICE
The expertise and knowhow within Siemens Industrial Services is multi-faceted: Industrial Sector Products and Systems Tools Technology
The expertise and know-how may be with a person or a group within a regional Siemens company or within collaborating organisations.
Free exchange of knowledge freely given and received without any cost.
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Objectives and Aims

Know-How Exchange is expected to become virtual Centre of Excellence, available to every employee at
Siemens Industrial Services, and possibly even further afield.
By connecting geographically distributed service offices, the know-how-transfer process, supported by the Know-How Exchange, may provide a competitive advantage The introduction of a specific tool for know-how transfer should not impose an additional barrier for the users. A user-friendly tool and a reliable support team could avoid 88 this.

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Know-how Exchange: Available through the SIS Intranet Search and retrieval facilities Multi-lingual user interface Maintenance Facilities
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Know-how Exchange comprises

An extensive database of contracts and service notes compiled by sales representatives and service engineers References related to the description and the use of Siemens products Yellow Pages comprising details of experts within SIS, with elaborations on their qualifications and competencies. 1200 users per month searching through 5500 knowhow entries and 1500 references1
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Know-how Exchange being used by

BEST PRACTICE
Employees at SIS were prodded, cajoled and motivated through newsletters, the Intranet and employee newspaper, through personal emails, congresses and conferences to get involved by contributing their know how to the Exchange (DOosterlink, Freitag, Hartmut., & Graff, 2000:43-44).
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Competence
Document
Innovate
Transfer
Experience
Knowledge
Evaluate
Collaborate Discuss Share

Search
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Publish
Location A
Location B

BEST PRACTICE
An area that certainly warrants attention now, and will do so increasingly in the future, is the standardising and structuring of the knowledge shared on the database. A certain level of knowledge quality is necessary to ensure its utility. Who will perform this gate-keeping task and what criteria should be used? These are questions that must still be answered if this tool is going to realise its full potential.(DOosterlink, Freitag, Hartmut., & Graff, 2000:52, my emphasis).
93
CASE STUDY IIc: Siemens
BEST PRACTICE
Business Services
Siemens Business Services: Standardized KM
Siemens Business Services is a core businessdriven unit within Siemens focussing exclusively on services. SBS is a vendor of full service, consulting services, systems integration, operational services and outsourcing on an international level.
Ramhorst, Dirk. (2000) A guided tour through the Siemens Business Services Knowledge Management Framework. In (Eds) Tom Davenport and Gilbert Probst. pp 126-140.
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Aims and Objectives
BEST PRACTICE
Business Services
Integrate competencies and experiences from the

technical/engineering business with management consultancy within SBS
Cope with rapid and strong organisational growth: as many as one in three employees were new employees.
Deal with the results of a major merger in 1990s

between Siemens and Nixdorf and subsequently in 1995 a demerger of core units in SiemensNixdorf Informationssyteme 95 AG.
BEST PRACTICE
Business Services
Standardised KM requires Knowledge Brokers: These Brokers are human search engines that can be accessed whenever anyone in the organisation has a question about a specialist area, or is looking for an expert.
The Knowledge Broker is responsible for:
The classification, categorisation, storage and management of the relevant information and knowledge (librarian) Co-ordinating or doing research Monitoring the results of expert forums Acting as a change agent for further cultural development Introducing new platforms or functions.
96
BEST PRACTICE
Business Services
Knowledge Maps are an important content-related element of SBS KM.

Knowledge Maps are the graphic display of knowledge flows and competency networks.
Different colours describe various competency implementations, while connectors show the intensity of the knowledge flows. The size of these networks is shown, the interfaces to partners and, for example, schools and special, possibly critical, node points in the organisation.
Knowledge maps have made the implementation of expert networks (Communities of Practice) in organisations possible.
Ramhorst, D. (2000) pp 135.
97
BEST PRACTICE
Business Services
Siemens Business Services: Standardized KM The technologies used form KM within SBS can be described in four clusters:
Knowledge libraries Knowledge maps
Project and knowledge repositories based on documents
Portals, search engines, knowledge maps, Yellow Pages, skill databases.
Communities of Collaboration applications, virtual teaming applications, etc. Practice Knowledge-flow Newsboards, workflows, and email. Linkages
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CASE STUDY IId: Siemens
BEST PRACTICE
Medical Services
Siemens Medical Services: Sharing Best Practice The transfer of existing knowledge is referred to as the sharing of best practices. Sometimes using best practice is an antidote to R&D that may lead to the creation of new knowledge which, in effect, may not be as new as the inventors may like it to be. Siemens Medical Services created a Best Practice Sharing Marketplace. In this marketplace, through the economics of supply and demand, best practices within Siemens could be identified and leveraged. (Gibbert & Hartmut 2000:69).
Gibbert, Michael., and Krause, Hartmut. (2000) Practice Exchange in a Best Practice Marketplace. In (Eds) Tom Davenportand Gilbert Probst. pp 68-84.
99
BEST PRACTICE
Medical Services
Siemens Medical Services: Sharing Best Practice
Barriers to the internal transfer of knowledge:

Personal Barriers Collective Barriers Structural Barriers Political/Cultural Barriers
These barriers may be scaled/overcome by

Information Technology solutions Networks or organisational solutions Corporate Solutions
100

Barrier Dont know what others need to know IT solution Access for every employee
BEST PRACTICE
Medical Services
Corporate solution Best-Practice Marketplace Promotions Topic related events Network or organisational solution Involve people who are actually doing the work (Best Practice Networks) in the early stages, not only executives. Identify major levers Utilise and support CoP networks Incentive system, at least initially, until implicit benefits are appreciated.
Siemens Medical Services: Sharing Best Practice Personal barriers
Too much time & effort involved No obvious benefits or rewards Lack of confidence in knowledge developed
Make it as easy as possible to use
Build it formally into the working day Offer incentives Reward effort
Computerised brainstorming allow people to see what others have shared
Established criteria to measure practices against.
Give recognition to good contributions.
Success breeds success. 101

Barrier Transfer process not well organised IT solution Efficient tools
BEST PRACTICE
Medical Services
Siemens Medical Services: Sharing Best Practice Collective barriers

Network or organisational solution Delimit topics Suggest possible applications Advertise section results & actively affirm participants Corporate solution Create a Knowledge Management Corporate Office. Put competitive spirit to good use & reward units/sections that participate Programmes like Best Practice Networks & Best Practice Marketplace help to change entrenched attitudes.
In-house competition
User-friendly system allows teams to check on their teams participation status Training & help for managers in use of IT system.
Managers are not supportive of initiative. Poor corporate culture of promotion of best practices sharing.
Include managers & key players in the planning stages of the project.
102

Barrier Keep best practices in division. Feel that knowledge kept to oneself with help with career success. Time pressure could be the wrong people doing the job Facilitate access to expertise on the system Efficient & effective support IT solution
BEST PRACTICE
Medical Services
Corporate solution Network & marketplace projects Build knowledge sharing into criteria for evaluating performance & for promotion. Offer incentives Better selection practices Use (partnerships) experts from other branches & countries Sanction the necessary budgets. Find sponsors if necessary.
Siemens Medical Services: Sharing Best Practice Structural barriers

Network or organisational solution Stimulate, actively promote, & expose staff to the benefits of knowledge sharing practices & projects
Create structures for skills & expertise to be made widely known Match skills & expertise to tasks Best Practice Landscape
Poor IT structures
103

Barrier No common language IT solution Tool with different natural languages
BEST PRACTICE
Medical Services
Siemens Medical Services: Sharing Best Practice Political/Cultural barriers

Network or organisational solution Structure system so people can share a language they feel comfortable with but which others can understand or have interpreted. Build into system Corporate solution Bilingual user interface.
Competition between units
Promote company-wide collaboration
Not financially rewarded or by promotion (Who cares? attitude)
Incentive schemes Reward conspicuously
Give recognition Build into job requirements Include in promotion criteria

Review policies that restrict the sharing of secret or other information. Strong top-down 104 promotion & endorsement.
Poor corporate culture does not foster openness or build confidence. No help in dealing with conflicts
Promotion of benefits & active involvement of managers throughout the process.
BEST PRACTICE
Medical Services
Critical Factors in overcoming barriers and making Best Practice Sharing possible/practical
Developing employee networks among BP owners: knowledge workers and engineers Exchanging Best Practice through a Martketplace Engaging knowledge officers: Patrons and Sponsors Mobilizing knowledge workers incentives/rewards Designing a content structure a best practice landscape Energizing support through knowledge engineers facilitators and Best Practice Office.
105
BEST PRACTICE
Medical Services
Implementing the Best Practice Marketplace

Recruiting Network a pilot project with a view to establish a Best Practice Network. Trading Best Practice through pilot participants; proof of concept via successful implementations of the Networks; through an Intranet-based database system; by validating Best Practice Intranet-based Best Practice MarketPlace data base. Collecting Best Practice Data & Communicating with the employees:
Kick off meetings Introduction to the Heads of participating divisionsDivisional Workshops Broadcasting the results 106 (In-house journals, postcards, memos etc.
BEST PRACTICE
CASE STUDY IIe: Siemens Mergers/Acquisitions
Mergers & Acquisitions Knowledge Exchange
Terminology Mergers and acquisitions (M&A) typically involve an exchange of financial instruments, especially shares and money, for the company physical and intellectual assets.
107
BEST PRACTICE
Once the exchange is accomplished the two organisations, one merging or taking over another, have to deal with consolidation: The possible differences in ways in which the people in each of the two organisations work with one another and work into their suppliers and clients. These differences are typically referred to as the differences between the cultures of the two organisations.
The different geographical locations of the two organisation particularly if the locations are across linguistic / national boundaries.
The various information and communication technology systems in the two organisations.
108
BEST PRACTICE
It has been reported that 4 out of 5 mergers fail to deliver adequate return to the share holder or meet the original objectives of the merger
109
BEST PRACTICE
Terminology
Once the more concrete aspects of consolidation, e.g. exchange of financial instrument, legal instruments, physical movement of people, understanding / reorientation of ICT systems, is over, then the knowledge assets have to be merged and when necessary pruned.
The consolidation of knowledge assets is of crucial importance of the so-called post closing management. The term closing refers to the closure of the bulk of 110 financial and legal transactions.
BEST PRACTICE
Merger
Siemens Information and Communication Products (Germany) and Fujitsu Corp (Japan) combined or merged their PC, server and main frame business to form Fujitsu Siemens computers with headquarters in Amsterdam, the Netherlands.
Demerger

Siemens Information and Communication Products sold
Siemens Nixdorf Retail and Banking systems - retail banking and point of sale terminals (itself a merger of Siemens GmBH and Nixdorff Information System in the early 1990s)
Communications Cable Business (filter optic and other cables)
Joint venture Siemens Information and Communication Mobile (Germany) and NEC (Japan) 111 created Mobisphere (U/C)
BEST PRACTICE
Mergers and acquisitions:One important aspect of consolidation is to assess which of the assets are to be preserved and nurtured and which of the assets have to be sold off or otherwise disposed. The noun divestment is used which is rotted in the verb divest which in general language means to deprive, as of rights or property; dispossess.
The term divestment is probably the antonym of investment, which has as one of its meanings Property or another possession acquired for future financial return or benefit and is rooted in the verb invest - to commit (money or capital) in order to gain financial return. 112
BEST PRACTICE
Processes: Preparation Focus Establish goals and strategies for working out synergies, acquisitions / divestments Financial Approval; Contractural Approval Tasks Analysis Evaluation Execution Key Deliverables Feasibility report Memorandum of understanding Investment application for M&A Approval Document M&A contract
Transaction
Post Closing
Consolidation - Contract Enforcement - Monitoring For cost overruns
Approval Integration - Planning - Execution Management
113
BEST PRACTICE
MAKE is a network of distributed expertise. The expertise, or the documented expertise was made available through an Intranet platform. A common language for sharing knowledge across different areas of M&A expertise.
114
KNOWLEDGE MANAGEMENT
AFTERWORD
There is much discussion about the intellectual capital of large and small organisations amongst management scholars, sociologists, and in the emergent discipline of knowledge management. Intellectual capital is a term coined to distinguish this kind of wealth from material capital - the real-estate and financial instruments comprising an organisation.
115
REVISION Case Studies {Xerox; Honda, Canon} Matsushita, APQC, Siemens (4) British Petroleum, Microsoft. Theory/Empirical Framework Nonaka & Takeuchi Cybernetics & Feedback: Agyris and others
116
REVISION 1. Innovation Case Studies Xerox; Canon; Sharp 2. Theory/Empirical Framework Nonaka & Takeuchi K. Conversion Feedback systems 3. Best Practice Microsoft Software Development Siemens IIa-IId
117
REVISION
Themes: Ownership, Management, Expertise Learning Organisations Feedback; Discovery; Observation; Teaching Innovation and Change; Knowledge Spirals Best Practice and Improvement IT solutions for KM are only a part of the solution
KNOWLEDGE CONVERSION: People involved, tasks performed, technology used.
118
KNOWLEDGE MGMT. SYSTEMS

COURSEWORK
Case Study: Key points from a KM context innovation, change, learning; Relate to a framework (N+T, S-B, S-A)? 4-5 Pages (Try more) The use of technology in support of KM WHAT DO YOU THINK ABOUT THE CASE STUDY? Tabulate facts; analyse facts; give opinions
119
The Two Systems of Inter-organisational Relations

Inter-organisational Relations
Decision-Making
Exploitation System
Central & Unilateral
Symbiosis System
Constituent & Synergetic Self-reflective, retrospective Relational Process Parallel & Concurrent Boundary-less & Cross-functional Clustered Single or parallel sourcing Risk sharing Profit sharing Commitment Co-creation Co-advancement Permeable Absorptive Win-win Organic Open-end Homeochaos
Skills Information Information Processing Organisation Control Structure Safeguard
Functional Result Serial &Sequential Delineative Arms length Bidding Multiple sourcing Short term contracts Bargaining Distribution Survival Dichotomous Antagonistic Win-lose Mechanistic Dead end, cul-de-sac Homeostasis
Requirements Objectives Attributes
120
Gap Between Advanced Countries and Samsung in the Semiconductor industry

64K DRAM 256K DRAM 1M DRA M 4M DRAM 16M DRAM 64M DRAM 256M DRAM
Development Time
Pioneer in US & Japan

Pioneer in Korea Gap
1979
1985
1985
Late 1987
Early 1988 6 months
Early 1990
mid 1990 3 months
Late 1992
Late 1992 At par with Japan & US
mid 1995
Early 1995 Ahead of Japan & US
1983 4 years
1984 2 years
1986 1 year
Sample Shipment Time Pioneer in US & Japan Pioneer in Korea 1st half of 1980 2nd half of 1984 1st half of 1986 1 years 2nd half of 1986 2nd half of 1987 1 year 2nd half of 1989 2nd half of 1991
1st half of 1984
2nd half of 1989
2nd half of 1991
2nd half of 1994
Gap
years
At par with Japan & US
At par with Japan & US
First in the world
121
Technology and Cooperation
A system supporting cooperative processes should provide its users with the following services, independent of their mutual spatial and / or temporal distance (the list is not exhaustive; see also (Agostini, De Michelis, and Grasso, 1997):
Recording all the events characterising a cooperative process together with the documents generated and exchanged in it, linking them in such a way as to reflect the history of which they are a part;
Recording the knowledge created by earning from past experiences, helping users to design and change the plans they can use to perform their activities and to enact them when needed;
Situating, in any moment, users in the appropriate context, making them accessible to knowledge about the cooperative process where they are performing.
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Lectures on Knowledge Management

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

BPS VIRTUAL TEAMWORK PROGRAM

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

BPS VIRTUAL TEAMWORK PROGRAM

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

BPS VIRTUAL TEAMWORK PROGRAM

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

BPS VIRTUAL TEAMWORK PROGRAM

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT BPS VIRTUAL TEAMWORK PROGRAM

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT BPs VT Program

Relationships were built through actual and virtual face-to-face meetings

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

1. Some knowledge is tacit and held in peoples heads

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

Senior management support

A link to economics or industry value

A modicum of process information Non-trivial motivational aids

Multiple channels of knowledge transfer

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

Knowledge is interpreted and evaluated information.

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

ACCENTURE KNOWLEDGE NETWORK

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

ACCENTURE KNOWLEDGE NETWORK

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

ACCENTURE KNOWLEDGE NETWORK

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

The record: Name, address, salary,

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

iPlanet and Sun Microsystems announce Suns Acquisition of grapeVINE Technologies.

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

WORKFLOW & KNOWLEDGE FLOW

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

Challenge of Knowledge Management

INSTRUMENTS FOR KNOWLEDGE MANAGEMENT

WORKFLOW & KNOWLEDGE FLOW

COMPUTER-BASED KNOWLEDGE MANAGEMENT

COMPUTER-BASED KNOWLEDGE MANAGEMENT

COMPUTER-BASED KNOWLEDGE MANAGEMENT

iPlanet and Sun Microsystems announce Suns Acquisition of grapeVINE Technologies.

COMPUTER-BASED KNOWLEDGE MANAGEMENT

PROACTIVE SYSTEMS: KNOWLEDGE IN TEXT

COMPUTER-BASED KNOWLEDGE MANAGEMENT

COMPUTER-BASED KNOWLEDGE MANAGEMENT KNOWLEDGE IN TEXT

COMPUTER-BASED KNOWLEDGE MANAGEMENT

SharePoint Portal Server 2003 and SharePoint Team Services.

COMPUTER-BASED KNOWLEDGE MANAGEMENT

Microsoft Sharepoint SharePoint Portal Server 2003 and

Check the website: www.microsoft.com/sharepoint /evaluationoverview.asp

COMPUTER-BASED KNOWLEDGE MANAGEMENT

Microsoft suggested solution SharePoint Team Servicesbased Web sites.

COMPUTER-BASED KNOWLEDGE MANAGEMENT

Microsoft SharePoint Portal Server 2003

COMPUTER-BASED KNOWLEDGE MANAGEMENT

COMPUTER-BASED KNOWLEDGE MANAGEMENT