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208 STEP-BY-STEP GUIDE TO THE CICM MODEL Representatives 1 2 4 5 6 7 8 EXHIBIT 11.5 Customers 1 2 3 4 5 6 7 8 Knowledge flow Knowledge Flows with Customers resentative of a division with its customers. Mapping such flows enables gap analysis of the social or relational capital or, in other words, the interaction between the human and customer capitals in producing knowledge. This enables detection of gaps in the contact points. For example, if customer 1 is a valued customer in terms of knowledge resources then more contact points should be established to build the knowledge base in that area. Another example is representative 8 whose extensive number of contacts shows experi-ence and thus richness in tacit knowledge in a certain area of knowledge. These maps are critical for organizations in the service industry where a lot of learning takes place from contact with major, or what Sveiby calls image-enhancing, customers. Following the audit exercise, top management should use the audit report to devise the appropri-ate knowledge strategies to fill the identified gaps and create new knowledge. Process 4: Strategizing Knowledge Management As explained under the LAD classification of gaps, the type of the knowledge gap determines the choice of the procedure that is best suited to fill that gap, and hence provides guidance as to the suitable knowledge strategy. In Chapter 5, four knowledge strategies are identified for filling knowledge gaps from internal sources through KM.2 Under this process, guidance is provided on the use of these strategies. The first step outlines what each of these strategies can be used to achieve, and the way it affects the design of the KM program. Step1:IdentifyKnowledgeStrategiestoFillGaps. Theknowledgestrategiesreferredtohereare: • Best practices strategies for leveraging existing knowledge resources. These resources, though mainly explicit, are usually created through codifying tacit knowledge into forms that can be replicated. Under this strategy, the focus is on identifying and perfecting cer-tain business practices for the purpose of dissemination to other departments, sites and business units that use a similar practice. It is particularly beneficial for mature industries and large organizations where there is a wealth of experience. The strategy is best suited for the transfer of explicit knowledge for specifically defined applications. • CoP strategies for creating new knowledge through transfer of mainly tacit knowledge, by bringing people concerned with one area of knowledge/practice together. Under this strategy, the focus is on growing the tacit knowledge in a particular area where members’ ownership has a great effect on learning and innovation. The strategy is particularly IMPLEMENTING KNOWLEDGE MANAGEMENT UNDER THE CICM MODEL 209 suited for large organizations where there is a need to find new solutions by tapping into tacit resources. • Codification strategies for codifying the knowledge, which the organization applies and uses in support of its critical business processes. Under this strategy, the focus is on cod-ifying knowledge and making it available to employees in real time for application and reuse. It is best suited for industries in which solutions in one area can be applied to another with moderate modifications. The strategy deals with codifying existing explicit knowledge of wide application. • Personalization strategies for locating and connecting experts in specialized areas of knowledge to tap into tacit knowledge where new knowledge is created to respond to unique situations. It is best suited for industries or businesses where unique situations require the application of human intelligence to innovate new solutions. The strategy addresses needs for creating new tacit knowledge for specific applications. It is further noted that the focus of best practices and codification strategies is operational excel-lence by leveraging existing knowledge and hence preventing organizational memory loss. The focus of the CoPs and personalization strategies, however, is on innovation and creation of new knowledge to respond to new situations, where tacit knowledge is the main driver and hence pre-venting organizational brain drain. To decide on the appropriate knowledge strategies, a number of variables should be considered. Step 2: Understand the Various Variables That Knowledge Strategies Address. To decide on the appropriate knowledge strategies, the following variables should be considered: • The level to which innovation or creation of new knowledge is required to fill the gap, and hence the mix between personalization and codification strategies. • The tacit/explicit content of knowledge in the area of knowledge where the gap is detected, and whether the knowledge is expected to have specific (narrow) or general (wide) application. • The level of replication—whether knowledge in a certain area has narrow or wide appli-cation to existing or future situations, and the ease with which it can be replicated (best practices strategy). Exhibit 11.6 illustrates how these variables affect the choice of strategy. For example, in cases where creation of new knowledge is required in strategic areas, forming CoPs to fill identified gaps is the best strategy. In the converse situation depicted in quadrant four, where the knowledge created is of general application and can be easily replicated for reuse, then the best option is to use a predominantly codification KM strategy. Step 3: Assess Need for Innovation versus Replication in Critical Business Processes. Every area of knowledge or practice contains both explicit and tacit knowledge components, has fea-tures of narrow or wide application, and involves a mix of existing and new knowledge. To decide on the KM strategy, therefore, top management should assess these variables in a matter of degrees. Knowledge strategies should be applied in combinations by reference to the degree of innovation (tacit knowledge) as opposed to replication (explicit knowledge) required for optimal business performance, as shown in Exhibit 11.7. As the tacit knowledge component and the need for new knowledge increases, the strategy should move to more of a personalized and CoP strat-egy. The nature of variables to which a business is subject depends on the industry/line of busi-ness and the organization’s vision and competitive strategy. 210 STEP-BY-STEP GUIDE TO THE CICM MODEL 1 Personalization 2 Communities Create of practice Tacit Explicit Innovation Replication Best Practices 3 Share Specific Codification General 4 EXHIBIT 11.6 Variables Affecting Choice of Knowledge Strategies Some organizations compete through operational efficiency or excellence, and hence focus on developing best practices where replication of existing knowledge is core,3 while others compete mainly through innovation where new knowledge creation via CoP/personalization is core. Needless to say, neither of these two organizations should neglect either operational excellence or innovation completely, even though they should adopt one as the predominant competitive strategy. This step should be aligned with the strategic planning steps under both the IM and IP management stages. Ensuring alignment among knowledge, innovation, and IP strategies is essential to create fit between the various IC strategies and the overall strategy of the business. Codification Personalization Best practices Communities of practice Increasing tacit content, narrower application—Innovation EXHIBIT 11.7 Operationalizing Knowledge Strategies IMPLEMENTING KNOWLEDGE MANAGEMENT UNDER THE CICM MODEL 211 Strategizing KM is not a question of which strategy to use but rather which one to use in relation to which areas of knowledge, and in relation to which business processes. Under this process, top management should review the audit results, the analysis of the nature of gaps, and then decide the mix of strategies that enable innovation (new knowledge needs) versus replication (sharing knowl-edge needs) to meet strategic goals. These decisions will affect the role that CoPs will play in the business, the nature of best practices to be collected and codified, and the design and content of the knowledge base, the IT architecture. This will inform implementing KM at the operational level. Once these broad lines are defined, management can proceed with operationalizing the KM strategies. Though the focus, depending on strategy, will be placed on one approach rather than another, the infrastructure supporting each of the approaches should be considered in the plan for implementing KM. Implementation of the programs mentioned should be phased according to strategic needs, priorities, and budget. Phasing out implementation will also enable monitoring of progress and keeping track of results. Following is a step-by-step guide on the formation and dis-solution of CoPs (creating new knowledge strategies), the dissemination of best practices (shar-ing and reusing knowledge strategies), and the design of the knowledge base and IT architecture (according to the personalization/codification strategy). Process 5: Communities of Practice Step 1: Define the CoPs/Knowledge Strategy. This step involves aligning the CoP structure with the KM strategy. A knowledge strategy focused on replication will favor best practices and helping CoPs, while a focus on innovation favors innovation and knowledge-stewarding CoPs. 1. Define the role that CoPs will play in the KM program by reference to the types of the CoPs that can be formed (i.e. best practices, innovation, helping or knowledge-stewarding communities). 2. Define the general purposes for the formation of a CoP, including jumping learning curves for new employees, pursuing solutions for common problems, preventing rein-vention of the wheel, and increasing flow of new ideas. 3. Identify in general terms the strategic areas that CoPs can be formed around by refer-ence to practice or problem. Practice relates to a certain business process wherein mem-bership revolves around users and owners of the process, while a problem focus may bring people from various functions in common pursuit for a solution. Step 2: Form a CoP Council at the Central or Business Unit Level. The CoP Council will act as the process owner of CoP formation where training and guidance are provided to the organi-zation or the business unit at large on how to form and manage CoPs. In addition, the Council will provide the following support services: • Advise on CoP formation and technology needs • Assist and lobby senior management to recruit executive sponsors or CoP champions as well as procure funding • Formulate procedures for the starting up of CoPs, including the submission of proposals and the assessment process • Define the evaluation criteria to determine the continuance or dissolution of existing CoPs, taking into consideration whether the CoP has achieved its purpose and should be dissolved, or whether its purpose should be redefined • Formulate a policy as to trade secret protection and the sort of information that the CoP should be sensitive in disseminating 212 STEP-BY-STEP GUIDE TO THE CICM MODEL • Define the alternative methods available to CoPs to disseminate their knowledge to the respective business units and to the organization at large, including how to create tax-onomies and create and maintain content centers • Keep a portfolio of CoPs that provides a snapshot of the type of CoP, leader and contact person, value proposition, purpose, success criteria and performance metrics, Web site and content centers, domain and areas of knowledge, and size Step 3: Assess the Case for Forming a Certain CoP. This step can be carried out by the CoP Council or by the management of various business units, where a preliminary assessment is undertaken of the value proposition of the CoP and its fit with business needs and strategies. In addition the following should be assessed: • Does the CoP have a clear mission and objectives? • Does the CoP have the people to cover the core roles of leader, facilitator, and adminis-trator? Each of these roles is instrumental for the success of the CoP where the leader’s passion motivates members, the facilitator manages communication and knowledge cre-ation process, and the administrator addresses issues of codifying and disseminating knowledge generated by the CoP as well as keeping track of results. • Does the CoP have the supporting tools, budget, and infrastructure it would need to attain its set goals? • Has CoP identified performance goals and metrics to monitor performance? Step 4: Launching the CoP. Following the preliminary assessment done in Step 2, the new CoP is moved to the formation step. Depending on the financial and human resources involved, the CoP may be launched in a pilot phase, after which it may be formally launched. In general, how-ever, the following should be undertaken: 1. Draft a plan for the CoP, which should include the roles (leader, facilitator, and admin-istrator), executive sponsorship, the focal point (practice, problem), value proposition, desired outcomes, list of members, interaction mode, and support needs. 2. Conduct a workshop between the leader and all members of the CoP where the plan is reviewed and finalized, a shared understanding is reached, and a plan of action is forged. The plan of action should outline the knowledge needs of the members, how they will be addressed and in what order. 3. AssigntoanumberofmembersthetaskofdevelopingthetaxonomythattheCoPwilluse for content creation and management, and align with other CoPs and IT departments that areresponsibleformanagingcontentinthesamearea(s)ofknowledgecoveredbytheCoP. Process 6: Best Practices Best practices can be treated as a domain of knowledge for CoPs where CoPs are allowed to form with a certain practice as the focal point, where they own the process of disseminating the prac-tice, tracking its implementation, updating, and validating it across the organization. The CoP council may act as the process owner and the review committee. Alternatively, the process of col-lection, validation, and dissemination of best practices may be entrusted to a separate review committee that reviews the best practices submitted to it by various divisions or teams. After approval of certain best practices the committee should entrust the implementation, review and update of the best practices to a Best Practice team. ... - tailieumienphi.vn
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