m Introduction

m What is knowledge management?

m Relevance of Knowledge Management Managing Information System
&Market Research
m How is KMS integrated with enterprises
m Integration of KMS in Business
m Challenges in implementing KM
m References
V What is knowledge?
- Knowledge is information that is contextual, relevant, and
actionable.
HOW IS KNOWEDGE IN AN ORGANIZATION FORMED

PROCESSED

DATA INFORMATION KNOWLEDGE

RELEVANT & ACTIONABLE DATA

Knowledge management (KM) is a process that helps organizations to
- Identify
- Select
- Organize
- Disseminate
- Transfer
important information and expertise that are part of the organization¶s
memory and that typically reside within the organization in a structured
manner.
KM is a relatively new form of MIS that expands the concept to
include
IS that provide decision-making tools and data to people at all levels of
a company for:
- Successful Initiatives
- Better Decision Making
- Facilitate process of collaboration
- Facilitate the sharing of information
- MkIS SYSTEM
- The Marketing Research System
- Marketing Intelligence System
- Decision Support System
- Internal records
KM creates database which in turn is helpful for:
- Identifying the best prospects
- Matching offers to customers
- Strengthening customer loyalty
- Re-activating customer purchase
KNOWLEDGE (HUMAN)

PROCESSING & STORING [Computer (MIS)]

MARKET RESEARCH
(application of knowledge with
the help of IS/IT)

è Value Creation happens since MIS,KM and MR act as

the support activities in the complete Value Chain
V KMS is an enterprise system.
V Integrated into other enterprise and information system of the
organization.
V Integrated into the firm¶s business process
V E.g. a group involved in customer support can capture its
knowledge to provide help on customer¶s difficult problem
V Lotus Notes and Domino server
 Decision
Support
System

Intranet & Information

Extranet & Database

Artificial
SCM
Intelli ence

CRM
Ñ. Integration with decision support
system
V Into an appropriate model and data-activated with specific problem.
V E.g. SWITCH project- Birmingham and Belo Horizonte
V Work package Ñ.2- enabling of strategic planning and decision
making guide
2. Integration with artificial
intelligence
V KMS and I have a relationship in terms with methods & software.
V KMS to be used in IF-THEN-ELSE sequence then it becomes part
of expert system; helps in the identifying the application of chunk
of knowledge in KMS
V E.g. IBM- intelligent data mining family that analyses massive
amount of enterprise data
r.Integration with database &
information system
V KMS integrated with firm¶s information system
V E.g. Commerce Bank of New Jersey installed the WOW nswer
Guide which store information electronically, information about
bank transaction, responds to customer inquiry.
 . Integration with CRM
V KMS provides tacit knowledge to for employees who deal directly
with customer.
V E.g. ccenture and Ernst & Young
V ccenture identify specific knowledge needed by the employee and
delivers to them directly which adds value to the firm.
·. Integration with SCM systems
V SCM integrates with KMS because there are many issues &
problems in the SCM that require the company to combine both
tacit and explicit knowledge
V E.g. In the healthcare sector the use of KMS in Vendor-Managed
inventory. Helps in procurement process and inventory control of
pharmaceutical products
Î. Integration with corporate intranet
& extranets
V Involved with communication and collaboration hence KMS is
integrated with intranet & extranet for free flow of knowledge and
use when the user requires knowledge
V E.g. Cisco allows employees to access the company intranet
anywhere anytime
V Culture
V Technology infrastructure
V Change management implications
V Data ccuracy
V Data Interpretation
V Data Relevancy
V bility of the data to support/deny hypotheses
V doption of knowledge management solutions
V Knowledge bases tend to be very complex and large
Challenges identified by IBM
V Failure to align knowledge management efforts with the
organization¶s strategic objectives.
V Creation of storehouse without addressing the need to manage
content
V Failure to understand and connect knowledge management into
individuals¶ daily work activities
V n overemphasis on formal learning efforts as a mechanism for
sharing knowledge
V Focusing knowledge management efforts only within organizational
boundaries.
Challenges identified by Infosys
V High rate of attrition and loss of knowledge
V Processes at different levels of the knowledge system were not
coupling and reinforcing one another
V Explosive growth in the number of contributions
V Destruction of the spirit of community and the asking culture within
the company
V Building and relying on own local repositories instead of
contributing to the central portal
Lakshmi
V i

 
    
   
 i
 . (n.d.). Retrieved july 20, 20Ñ0, from
www.bpowatchindia.com:
http://www.bpowatchindia.com/bpo_news/kpo_management/september-
2·-2008/kpo_challenges_trends.html
V ¦    
  . (n.d.). Retrieved july 20,
20Ñ0, from www.tlainc.com: http://www.tlainc.com/articl8·.htm
V          

   . (n.d.). Retrieved july 20, 20Ñ0, from
highered.mcgraw-hill.com.
V  
   . (n.d.). Retrieved july Ñ , 20Ñ0, from
www.ezinearticles.com: http://ezinearticles.com/?Knowledge-
Management-Challenges&id=r·29·r