My learning's from the Assignment
Creating An Organizational Culture for Knowledge Management at
IIMB are as follows,
1) Learn't from the article on how to create a culture and environment conducive for Knowledge Sharing.
2) Also learn't the importance & power of Knowledge Management where available knowledge is sieved and reused.
3) Understood the role of Knowledge Management in increasing productivity and the power of harnessing the implicit and explicit knowledge within the organization.
4) Before the assignment I didn't see Knowledge Management in a bigger picture, I was seeing it in bits and pieces and as mere applications.
5) After the assignment I am able to appreciate that the various modules / applications of Knowledge Management co exist and works harmoniously as the spokes of a wheel and that each are needed for smooth running of the Knowledge Management Initiative.
6) Apart from the 90, 270, 360, 720 feedback systems, the real need is to have open loop feedback systems and not closed loop feedback systems.
7) Also learnt that the Knowledge Management must evolve as fast as technology advances like having e-learning systems, wiki, discussion threads etc.
8) Also learnt good usable content management systems need to be in place for people to use them effectively.
9) Also learnt the difference between Proactive learning and Adaptive learning.
10) Understood Knowledge Management is the collection of processes that promotes the creation, dissemination, and utilization of knowledge. Learnt this from the article by
Brian (Bo)Newman.
11) Understood creating a KM culture or environment means - creation of supportive organizational structures, facilitation of organizational members, putting IT-instruments with emphasis on teamwork and diffusion of knowledge (as e.g. groupware) into place. Learnt this from the article by
Thomas Bertels.
12) Knowledge has started been treated as a resource by itself.
13) Learnt about the following sub modules Knowledge Analysis (KA), Knowledge Planning (KP), Knowledge Technology (KT), Computer Supported Work Systems (CSWS).
14) Knowledge management complements and enhances other organizational initiatives such as total quality management (TQM), business process re-engineering (BPR) and organizational learning, providing a new and urgent focus to sustain competitive position.
15) KM is used to serve customers well and to remain in business companies must: reduce their cycle times, operate with minimum fixed assets and overhead (people, inventory and facilities), shorten product development time, improve customer service, empower employees, innovate and deliver high quality products, enhance flexibility and adaption, capture information, create knowledge, share and learn. KM proves as a framework promoting all these initiatives.
16) KM implementation should not be blind, it should be - Develop and monitor the value proposition, Secure top management commitment, sponsorship, and leadership, Create business unit knowledge sharing performance measures, Develop an implementation and migration strategy, Define knowledge sharing processes, Define knowledge sharing roles and responsibilities, Define requirements for involvement, Create and implement a communication plan,Develop and deliver a training program, Address incentive issues, Develop proper user support, Model system design on work processes, Investigate traditional methods as well as emerging technologies, Establish a standardised knowledge management architecture, Define operations standards.
17) Knowledge Communities or COP - Communities of practice are very useful.
18) The barriers of KM are Mindset, Concepts breathing life, Operational issues, Incentive based issues.
m.m
