L1 KM in Lo Context

Jann Hidajat Tjakraatmadja SBM - ITB
e-mail:jannhidajat@sbm.itb.ac.id
2/4/2013
Knowledge Management
1. Introduction 2. Learning Organization (LO) 3. Knowledge Management (KM) 4. Knowledge Innovation Management (KIM) 5. The Challenges of LO Implementation in Indonesia 6. Conclusions
2/4/2013 Knowledge Management 2
Man power Mind power Population Workplace Explosion Technology Computerization Explosion Robotics Multi careers
Information Explosion
Depletion of Less number Resources Employed Global Market No Constants Growing Underclass
Speed Of Change Changing World KNOWLEDGE ERA

Continuous Learning Analytical Thinking Creative Thinking
2/4/2013
Complexity
Solutions?
Uncertainties
Techno -fear Real Income Job losses Drop 20% Unemployment No Safety Knowledge Management 3 Nets Weakening Social Supports
How to use own Best learning style Self-reliance Wisdom
ORGANIZATION = HUMAN BEING

PHYSIC/BODY =
SYSTEM AND INFRASTRUCTURE
VALUES/CULTURE/ HUMAN BEHAVIOR
SOUL=
TECHNOLOGY/ROAD TO WORK
SPIRIT/CREATION TO LEARN & WORK
2/4/2013
Knowledge (tacit and/or explicit knowledge) which are embedded in knowledge workers, is the most important and significant asset.
a.
Justified belief that increases an entitys capacity for effective action (Ikujiro Nonaka,
Organization Sciences, 1994).
b.
Knowledge is a capacity to act (Karl Eric Sveiby,

The New Organization Wealth: Managing and Measuring Knowledge Based Assets, 1997)
DATA/INFORMATION Know What What is Interesting What interest you?

2/4/2013
KNOWLEDGE Know How What works Useful What help you do your job well ?
6
1. Knowledge is a main economic resource. 2. Knowledge dissemination is not restricted by space & time
3. Knowledge dissemination is not restricted by rules or regulations

4. Value and product price is determined by knowledge contents embedded in it
5. Knowledge which can be transformed into process/ system (explicit knowledge) is more valuable compared to knowledge in the form of human mind (tacit knowledge)
6. Human capital is a key component to create new innovation which brings value 7. Effective communication strongly affects knowledge flow
(Amidon, 1997)
Contrast of Management issues:

(Financial Capital)
Performance Measures Structure/ Culture Financial Static $$$ as assets Competitive Market share Distrust of borders Cost/expense Profitability Independence Cause-effect Information processing Data/information Things/warehouse Traditional/Industrial Knowledge/Innovation
(Human Capital)
People/ Leadership
Process Technology
Comprehensive Dynamic Relationships as assets Collaborative Sets of alliances Value-adding Revenue/investment Sustained growth Interdependence Value system Knowledge processing Flow/process
Tacit/explicit knowledge
Debra M.A & Doug Macnamara, 7 Cs of Knowledge Leadership: Innovating our Future , 1996 2/4/2013 Knowledge Management
ECONOMIC
ECONOMIC COMPANY
Philosophy: Company = Activities Collection (Profit for Rich)
vs
LEARNING
LIVING COMPANY
Philosophy : Company = Human Collection (Profit for Life)
(Assets = Non Living Assets)
Economic Machine
Living Machine (Modal = Living Assets)
Mechanic Organization
Economic Value Added
Learning Organization
1. Economic Value Added 2. Spiritual Value Added
LIKE MACHINE
2/4/2013
LIKE HUMAN BEING

Knowledge Management 9
Cant Learn- Peter Senge (1990):

World Class companies, noted in Fortune 500, they have 40-50 years life time average
Knowledge era rely on LEARNING ORGANIZATION
Source: Jan Hidajat Tjakraatmadja and Donald Crestofel Lantu, Knowledge Management dalam Konteks Organisasi Pembelajar, 2006.
2/4/2013
10
Knowledge Lost
I bring my knowledge died or move to other company
Knowledge era concern about

KNOWLEDGE LOST
2/4/2013
11
Knowledge Worker?
The most important, and indeed truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the manual worker in manufacturing.
The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker
Peter F. Drucker
2/4/2013 Knowledge Management
Knowledge era rely on

KNOWLEDGE WORKER
12
Living Assets?
1. LIVING or INTANGIBLE ASSETS
(HUMAN BRAIN = Knowledge Machine)
2. NON LIVING or TANGIBLE ASSETS

(Money, Land, Car, Building, etc.)
Knowledge era rely on LIVING (INTANGIBLE) ASSETS

Macro issues are sensitive but we have neglected people. We must now invest in recruitment and training as priorities. The most critical internal factor is the quality and dedication of the people. This is the only factor that makes a real difference in finding the path to growth. People will define the speed that the company can adapt to change.
1) Sensitivity to the environment = the ability to

learn and adapt.
2) Cohesion and identity = the ability to build a

community and a persona for itself.
3) Tolerance and decentralization = the ability to
build constructive relationships with other entities, within and outside itself. 4) Conservative financing = the ability to govern its own growth and evolution effectively.
Arie de Geus
No longer is it enough for leaders to manage the resources of an organization - successful organizations will be the ones with outstanding employee relations. - Jack Stack
1) Knowledge Era requires Learning Organization and Knowledge Management.

2) Learning Organization and Knowledge Management require Knowledge Society. 3) Knowledge Society require Knowledge Worker.
2/4/2013
16
C O M P E T I T I V E N E S S
SMART
INOVATION
Innovative Organization
FLEXIBLE
Flexible Organization
QUALITY
Quality Organization
COST
Efficient Organization
60th 70th 80th 90th 2000th
17
YEAR
2/4/2013
Knowledge Innovation Management
for
Marketable goods and services
Innovation Management
Process and Technology

18
PART-1
2/4/2013
19
the set of individual, team and organizational processes and skills for creating new knowledge (e.g. work improvement, improvisation, process or product innovation) at all levels and units in an organization and for sharing or transferring knowledge across an organization to those who need it.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

2/4/2013
Coca-Cola Shell Oil First National Bank Corp. Chevron British Petroleum Chrysler Corp. Intel Harley Davidson Toyota Mitsubishi Nokia Sony Samsung LG HP
And many more

SMART ORGANIZATION
LEARNING DISCIPLINES
KNOWLEDGE
LEARNING FACILITIES
WORKERS
(LEADERS)
LEARNING ENABLER
LEARNING HABITAT
1. LEARNING FOUNDATION = LEARNING HABITAT: a. A CLIMATE OF TRUST b. LEARNING CULTURE 2. LEARNING ENABLER = LEADERSHIP: a. LEADERSHIP 3. LEARNING FIRST PILLARS = KNOWLEDGE WORKERS: a. MIND SET AND HABITS 4. LEARNING SECOND PILLAR = LEARNING FACILITIES: a. LEARNING SYSTEM 5. LEARNING ROOF = LEARNING DISCIPLINES: a. PERSONAL MASTERY b. SHARED VISION c. MENTAL MODEL d. SYSTEMS THINKING e. TEAM LEARNING
Focus: Inner Shift Organization

a. Competent Leaders b. Knowledge Workers c. Trust and learning culture
d. Learning skills
1. Develop Pilot Project:

a. Cross functional team b. Team members attitudes: willing to work, high commitment, high satisfactory, and closed networking.
c. Delivered d. Group informal
2. Implementation steps:
a. R1 = Develop individual learning capability
Personal Mastery
b. R2 = Develop team learning capability - share knowledge skills c. R3 = Develop organizational learning capability
human capital
2/4/2013
25
(5) Organizational Learning Outcome = Human Capital
Intellectual, Credibility and Social Capital
(5) R3
(3) Individual Learning Outcome = Personal Mastery
Tacit-Explicit new Knowledge
(3) R1
(4) Networking and Diffusion = Shared Knowledge
Enthusiasm and commitment for Learning & Change
Employees involved
(4) R2
(1) Investment in Initiative for Learning and Change
(2) Learning Enthusiasm and Ability

2/4/2013
26
PART-2
2/4/2013
27
Knowledge assets?
Sourcing, capturing and deploying How to be managed?
What kind of knowledge should be managed?

2/4/2013
28
a. KM definition: sourcing and deploying

knowledge assets for better work performance. It includes providing the knowledge worker the right information he/she needs at the right time to do a job well.
b. Explicit Knowledge = documented in print or

audio-visual material or encoded in databases documented or not encoded knowledge.
c. Tacit Knowledge = not articulated, not d. Tacit : Explicit = 80% : 20%

Knowledge Management Supports Organisational Effectiveness by Providing:

Consistency - especially in customer facing processes Coordination - especially for minimising errors or finding data Compliance - for facilitating accountability Cost Management - by avoiding re-work and redundancy Control - for ensuring timely and best decisions, especially to meet risks and opportunities in the environment AND Intelligence - in sensing changes, risks and opportunities in the environment Innovation - in responding to risks and opportunities Capacity Building - to be able to respond to diverse events Resilience - to be able to recover from adverse events
Patrick Lambe; Straits Knowledge President, iKMS 30
KNOWLEDGE MANAGEMENT
HUMAN WARE INTANGIBLE ASSETS LEARNING ORGANIZATION HARD WARE MECHANISM (ENABLER)
SYSTEM, ORGANIZATION AND ICT (Process and Technology) 1. SHORT TERM OBJECTIVE: How to become learning
organization habits for continuous creating and acquiring new individual knowledge and transferring it to new organizational knowledge/behavior/actions, to sustain being the intelligence organization
2. LONG TERM OBJECTIVE: How to become world
class organization habits for continuous performance improvement, to sustain being the best 31 2/4/2013 Knowledge Management
1. 2. 3. 4.
Policy and Strategy Organization & Business Process Performance Management Information & Comm Technology
2/4/2013
KNOWLEDGE MANAGEMENT
KNOWLEDGE WORKER + (Mind set & Habits)

1. 2. 3. 4. Mutual Trust Learning Culture Work Competence Leadership
PROCCESS and TECHNOLOGY
LEARNING ORGANIZATION
32
Value Creation Value creation for Workers for Customers
Value Creation for Stakeholders
Knowledge Worker
2/4/2013
PREMIUM VALUE CREATION

1.
Effective KM requires hybrids solutions involving both people and technology. 2. KM is highly political. 3. KM requires Knowledge Managers. 4. KM benefit more from maps than models, more from market than hierarchies. 5. Sharing and using knowledge are often unnatural acts. 6. KM means improving knowledge work processes. 7. Access to knowledge is only the beginning. 8. KM never ends. 9. KM requires knowledge contract 10. KM is expensive, but if you dont?
PREMIUM VALUE CREATION (BETTER WORK PERFORMANCE)

INFORMATION & COMMUNICATION TECHNOLOGY
ORGANIZATION
LEARNING ORGANIZATION
POLICY AND STRATEGY
PRINCIPLES
INTANGIBLE
ASSETS
Focus: Outer Shift Organization

1. Change Management Strategy. 2. Adaptif system and organization. 3. Information & Computer Technology.
4. Performance System.
2/4/2013
36
STRATEGI
ASUMSI:
NILAI
BELUM DEWASA
INNER SHIFT
PEMIMPIN
1 ING MADYO MANGUN KARSO MEMBANGUN 4 HABITAT: RASA SALING PERCAYA DAN BUDAYA BELAJAR MEMBANGUN KEDEWASAAN & KETERAMPILAN BELAJAR 5
OUTER SHIFT
CIPTAKAN SUASANA KRISIS 2 STRATEGI PERUBAHAN SISTEM DAN ORGANISASI ADAPTIF MEMBANGUN ICT
3 5 6
STRATEGI: PUSH
PRODUKTIVITAS INTERNAL
7 MEMBANGUN MGT KINERJA INOVASI BERKELANJUTAN PERFORMANCE BASED PAY

37
ASUMSI: STRATEGI: PULL

2/4/2013
SUDAH DEWASA TRANSPARANSI
PEMIMPIN
TUT WURI HANDAYANI

PART-3
2/4/2013
38
The creation, evolution, exchange and application of new ideas into marketable goods and services for: 1. The success of an enterprise
2. The vitality of a nations economy

3. The advancement of society
Debra M. Amidons Innovation Strategies for the Knowledge Economy: The Ken Awakening, 1996
2/4/2013
39
Issue
Philosophy
Knowledge as the asset
Knowledge Innovation Management

Future as the asset
Focus
sharing what we know, such as best practice or transform tacit knowledge to explicit knowledge.
Develop knowledge economy (creative economy)
Integrates Knowledge Management with Innovation Management
Goal
Develop livelihood economy
2/4/2013
40
1st
2nd
as the Asset Link to Business Interdependency Costsharing Matrix Proactive cooperation Project to project basis Data-based
3rd
as the Asset Technology/ Business Integration Systematic R&D management Balancing Risk/Reward Distributed collaboration Structured collaboration Purposeful R&D/ Portfolio InformationBased
4th
as the Asset Integration with customer R&D Accelerated discontinuous global change Productivity paradox Multi dimensional COPs Focus on values & capacity Feedback loops &information persistence
5th
Technology
as the Asset Core Strategy Change factors Performance Structure People Process R&D in isolation Unpredictable serendipity R&D as overhead Hierarchical; funct. driven We/They competition Minimal communication Embryonic
Project
Enterprise
Customer
Knowledge
as the Asset Collaboration Innovation System Kaleidoscopic dynamic Intellectual capacity/ impact Symbiotic networks Self managing knowledge worker cross-boundary learning and knowledge flow
Technology
CUST. RETENTION
2/4/2013
IT as a Intelligent competitive Knowledge weapon Processors CUST. SATISFACTION CUSTOMER SUCCESS
Knowledge Management Debra M. Amidons Innovation Strategies for the Knowledge Economy: The Ken Awakening,41 1996
VI V IV
A B
Future as the Asset

Knowledge as the Asset Customer as the Asset
III
II I
Enterprise as the Asset

Project as the Asset Technology as the Asset
Adapted from Charles Handys Sigmoid Curve
2/4/2013
42
People Role Technology TechnologyPush Transfer

Skill Dependent
Structure
FunctionallyDriven
Technology Data-Based
Process
Linear Sequential Transactional Dual Communication Mutual Exchange Cross-Functionall Communication ChangeOriented Integrated Interaction Transformational Real-Time Global Learning Symbiotic
Performance Quantitative Tabulations
Technology Market-Pull Exchange Relationship

Dependent
Functionally Interconnected Centralized Command & Control Decentralized Local Autonomy Distributed Network Multiple, Dynamic Modes
Information - based
Qualitative Quid pro quo Qualitative Quid pro quo
Knowledge Exchange
Push-Pull Balance Learning Process Role Definition Accountability Self-Managing System Empowerment
KnowledgeBased
Management
Knowledge
Collective KnowledgeBased Intelligent Knowledge Processors
Productivity Partner Satisfaction Investment Strategy Partner Success
Management
Knowledge Innovation
2/4/2013
Debra M. Amidons Innovation Strategies for the Knowledge Economy: The Ken Awakening, 1996 Knowledge Management 43
1. 2.
Innovation Value System (not value chain = thinking

linier and static) is dynamic and shows all interdependent relationships
Strategic Business Network (not Strategic Business
Units = tend to create isolated islands of knowledge) encourage the flow of knowledge between partners, customers, suppliers, research organization and other stakeholders, including competitors, in the innovation process.
3.
Collaborative (not Competitive = win-lost scenarios)

Advantage win-win situation through symbiotic relationships.
4.
Customer Success (not Satisfaction = meets todays
articulated need) helps identify those future unarticulated needs, the source of growth and future success.
Debra M. Amidons Innovation Strategies for the Knowledge Economy: The Ken Awakening, 1996
2/4/2013
44
1. Learning culture and trust (learning habitat) problems 2. Organization structure and Performance Management problems.
3. Leadership problems they cant function as an enabler to develop learning habitat and learning facilitator.
4. Macro economic, political and society constraints not conducive.
1. Bangladesh, Kamboja, Fiji, Iran, Mongolia, Nepal, Pakistan and Sri Langka not yet identified of KM implementation, whether in macro level as well as micro level. 2. Indonesia, Philipina and Vietnam didnt have any national policy or strategy of KM implementation to develop knowledge-based economy. 3. KM in Asian Countries (example): a. Korea vision (e-Korea Vision 2006) b. India Vision 2020: Nation blasting with energy, entrepreneurship and innovation, where knowledge is free. c. Singapore vision 21st century: Knowledge-based society d. Malaysia vision 2020: Knowledge-based Economy e. Thailand vision 2010: Knowledge-based Economic and Society. f. Taiwan vision: KM in Single and Medium Enterprise.
1. KM is not ICT. Success implementation of KM depend on: 70% people mind set and habits: Soft Skills (Values, Culture, Behavior and Attitude) and Hard Skills (Knowledge and Skills) 30% Process (Policy & Rules; Governance; Business Process) and Technology (IT, Tools and Infrastructure). 2. KM implementation is not a project, but a long journey of shifting (through learning organization), starting from development of people mind set and habits, guided by good leadership.
3. KM seek Senior Management commitment to:

a. Sends a strong, explicit signal to colleagues that this is a priority for the organization b. Ensures access to the right people for each stage
c. Ensures that effective participation is a priority for your colleagues

d. Participating fully in the KM Strategy Workshop, clarifies where the priorities are, avoids second guessing syndrome e. Increases likelihood of implementation follow through
Patrick Lambe; Straits Knowledge President, iKMS
4. KM Critical Success Factors:

a. b. c. d. Proper KM education Senior Management engagement and commitment Identification of the critical knowledge areas/assets A shared KM vision and strategy linked to the business objectives A naturally flourishing knowledge sharing culture Robust KM-enabled processes that leverage the knowledge Natural and flourishing knowledge-led communities Enabling knowledge technologies Aligned rewards and recognition Critical knowledge worker skills training & competence development Measures to gauge the business and KM benefits
Ron Young, CEO, CKO, Knowledge Associates International Ltd, Chairman, Young International Ltd
e. f.
g. h. i. j. k.
2/4/2013
49
5. The foundation for a knowledge economic order has been laid. This is a very different paradigm from previous agricultural, industrial or service economies. The challenge is to determine the integral linkage between human potential and economic performance . 6. The knowledge economy only affords an unprecedented opportunity for creating the future. The answers lie in an effective innovation strategy, redefined according to the flow of knowledge: ideas to prosperity. 7. Increasingly management responsibilities will be viewed as facilitating the learning process, which includes external stakeholders (e.g., suppliers, distributors, alliance partners, customers, and even competitors). How these relationships are managed is far more a matter of collaborative expertise than the competitive skill with which most are familiar.
8. With the emerging community of innovation practice, it is understood that various practitioners throughout the value system can contribute. Implementation will vary (company to company, industry to industry, nation to nation), but coming to a common understanding of a mutual mission could enable better utilization of financial, technical and human resources. 9. The core premise of the future is collaboration. It does mean that their orientation shifts to one of sharing and leveraging one another for mutual success. In national and global terms, this is described as creating the common good from which all benefit, with true global symbiosis.
Debra M. Amidon Blueprint for the 21st Century Innovation Management, September 1998.
SMART ORGANIZATION
LEARNING DISCIPLINES
KNOWLEDGE
LEARNING FACILITIES
WORKERS
LEARNING ENABLER
(LEADERS)
LEARNING HABITAT
1. LEARNING FOUNDATION = LEARNING HABITAT: a. A CLIMATE OF TRUST b. LEARNING CULTURE 2. LEARNING ENABLER = LEADERSHIP: a. LEADERSHIP 3. LEARNING FIRST PILLARS = KNOWLEDGE WORKERS: a. MIND SET AND HABITS 4. LEARNING SECOND PILLAR = LEARNING FACILITIES: a. LEARNING SYSTEM 5. LEARNING ROOF = LEARNING DISCIPLINES: a. PERSONAL MASTERY b. SHARED VISION c. MENTAL MODEL d. SYSTEMS THINKING e. TEAM LEARNING
a. A CLIMATE OF TRUST is critical for trust to

the free exchange of knowledge/information.
Indicators of MUTUAL TRUST:

1) Well nurtured reliance, which grows from mutual trust and empathy. 2) Well nurtured friendship and sincere communication, which grows from trust and adaptive position. 3) Capable of resolving conflict, which grows from ability to share beliefs and thoughts. 4) Well nurtured ethical openness, which grows from willingness to accept suggestions and ethical critiques.
b. LEARNING CULTURE: values or beliefs or daily

working habits, which underlies behavior and employee perceptions in the transformation or transfer and combination amongst organizational members or with organizational partners.
Indicators of Learning Culture:

1. Spirit for sharing knowledge, which grows from habits of sharing knowledge. 2. Attitude of respecting customers, which grows from caring of customers and other employees. 3. Tolerance towards different opinions and mistakes, which grows from beliefs that differences and mistakes (unintended) are human traits, which result in experiences (sources of knowledge and creativity and innovation). 4. Spirit of sustainable learning, which grows from beliefs that knowledge quickly increases and can be mastered if we have habits to learn continuously.
External Environment Spokesperson Direction Setter (Vision)
Present
Future
Change Agent
Coach
(Transformational)
Change Agent
Internal Environment
a) SYSTEMATIC PROBLEM SOLVING SKILLS: Relying on the scientific method, insisting on data, and using simple statistical tools. b) EXPERIMENTATION WITH NEW APPROACHES: Training in evaluating experiments c) LEARNING FROM THE EXPERIENCES AND PAST HISTORY: Review their successes and failures.
d) LEARNING FROM BEST PRACTICES: Cultivate the art of open and attentive listening.
e) TRANSFERING KNOWLEDGE QUICKLY AND EFFICIENTLY THROUGHOUT THE ORGANIZATION

INFORMATION TECHNOLOGY: has led many companies to

imagine a new world of leveraged knowledge. Many companies are rethinking how work gets done, linking people through electronic media so they can leverage each others knowledge.
1. E-mail and internet have made it possible for professionals to draw on the latest thinking of their peers no mater they are located. 2. A geologist can compare data on an oil field to similar fields across the globe to assess its commercial potential. 3. An engineer can compare operational data on machine performance with data from a dozen other plants to find the patterns of performance problems. 4. A consulting company set up a best practices data-base with detailed description of projects so consultant around the globe could draw from each others experience. 5. A computer companys systems design group created an electronic library of system configurations so designers could draw from a store of pre-developed components.
WHY INFORMATION TECHNOLOGY INSPIRED BUT CANNOT DELIVER KNOWLEDGE?

The difficulty in most knowledge management efforts lies in changing organizational culture and peoples work habits.
If a group of people dont already have shared knowledge, dont already have plenty of contact, dont already understand what insights and information will be useful to each other, information technology (IT) is not likely to create it.
Knowledge is experience. Everything else is just information - Albert Einstein

Individual Learning Stage
Team Learning Stage

Shared Vision Disciplin e (BV)
Discipline
Personal Mastery (PM)
Discipline
Mental Model (MM)
Team Learning
Discipline
(TB)
Systems Thinkin g
Disciplin e (BS)
Learning Organization Disciplines

continued
1) Personal Mastery: Shared vision comes from
personal vision. Collective commitment to learning comes from individual commitment to learning. An organization that is continually learning how to create its future must be made up of individuals who are continually learning how to create more of what truly matters to them in their own lives.
2) Building Shared Vision: there is no substitution for

organizational resolve, conviction, commitment, and clarity of intent. They create the need for learning and collective will to learn. Without shared vision, significant learning occurs only when there are crises, and the learning end when the crises end.
2/4/2013
Learning Organization Disciplines

continued
3. Working with Mental Models: organizations
become frozen in inaccurate and disempowering views of reality because we lack the capability to see our assumptions, and to continually challenge and improve those assumptions. This requires fostering managerial skills in balancing inquiry and advocacy in organizations that have been traditionally dominated by advocacy. what we learn. The most important learning in contemporary organizations concerns gaining shared insight into complexity and how we can shape change. Systems thinking is about understanding wholes, not parts, and learning how our actions shape our reality.
4. Systems Thinking: its not just how we learn, but
2/4/2013
Focus?
Develop Inner Shift Organization

a. Develop leaders
b. Develop knowledge workers

c. Develop trust and learning culture d. Develop learning skills
External Environment Spokesperson Direction Setter (Visionary)
Present
Future
Change Agent
(Transformational)
Coach
Change Agent
2/4/2013
Internal Knowledge Management Environment
64
Merci bien Arigatoo Matur Nuwun Hatur Nuhun Matur se Kelangkong Syukron Kheili Mamnun Danke Thank you Terima Kasih

L1 KM in Lo Context

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

L1 KM in Lo Context

Uploaded by

Copyright:

Available Formats

Jann Hidajat Tjakraatmadja SBM - ITB

Speed Of Change Changing World KNOWLEDGE ERA

How to use own Best learning style Self-reliance Wisdom

ORGANIZATION = HUMAN BEING

VALUES/CULTURE/ HUMAN BEHAVIOR

SPIRIT/CREATION TO LEARN & WORK

Knowledge is a capacity to act (Karl Eric Sveiby,

DATA/INFORMATION Know What What is Interesting What interest you?

3. Knowledge dissemination is not restricted by rules or regulations

Contrast of Management issues:

(Assets = Non Living Assets)

Living Machine (Modal = Living Assets)

LIKE HUMAN BEING

Cant Learn- Peter Senge (1990):

Knowledge era concern about

Knowledge era rely on

2. NON LIVING or TANGIBLE ASSETS

Knowledge era rely on LIVING (INTANGIBLE) ASSETS

1) Sensitivity to the environment = the ability to

2) Cohesion and identity = the ability to build a

3) Tolerance and decentralization = the ability to

1) Knowledge Era requires Learning Organization and Knowledge Management.

Knowledge Innovation Management

Marketable goods and services

Process and Technology

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

And many more

Focus: Inner Shift Organization

1. Develop Pilot Project:

(5) Organizational Learning Outcome = Human Capital

Intellectual, Credibility and Social Capital

(3) Individual Learning Outcome = Personal Mastery

Tacit-Explicit new Knowledge

(4) Networking and Diffusion = Shared Knowledge

Enthusiasm and commitment for Learning & Change

(2) Learning Enthusiasm and Ability

Sourcing, capturing and deploying How to be managed?

What kind of knowledge should be managed?

a. KM definition: sourcing and deploying

b. Explicit Knowledge = documented in print or

c. Tacit Knowledge = not articulated, not d. Tacit : Explicit = 80% : 20%

Knowledge Management Supports Organisational Effectiveness by Providing:

Patrick Lambe; Straits Knowledge President, iKMS 30

2. LONG TERM OBJECTIVE: How to become world

KNOWLEDGE WORKER + (Mind set & Habits)

PROCCESS and TECHNOLOGY

PREMIUM VALUE CREATION

PREMIUM VALUE CREATION (BETTER WORK PERFORMANCE)

POLICY AND STRATEGY

Focus: Outer Shift Organization

7 MEMBANGUN MGT KINERJA INOVASI BERKELANJUTAN PERFORMANCE BASED PAY

ASUMSI: STRATEGI: PULL

SUDAH DEWASA TRANSPARANSI

TUT WURI HANDAYANI

2. The vitality of a nations economy

Knowledge Innovation Management

Integrates Knowledge Management with Innovation Management

Develop livelihood economy

IT as a Intelligent competitive Knowledge weapon Processors CUST. SATISFACTION CUSTOMER SUCCESS

Future as the Asset

Enterprise as the Asset

People Role Technology TechnologyPush Transfer