知识管理英文.docx

知识管理英文.docx

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知识管理英文

18March1999AbusinesscaseKnowledgeManagementInformationRiskManagement

InformationRiskManagement

KnowledgeManagement

Abusinesscase

18March1999

Thisreportcontains1pages

Appendicescontain8pages

NIRM_KM.doc

Contents

1Background

1.1Whyhasknowledgebecomeastrategicbusinessissue?

1.2TheKPMGglobalvisionandstrategy

2Knowledgemanagementdefined

2.1Knowledge

2.2Knowledgemanagement

2.3Theknowledgesystem

3KnowledgemanagementinIRM

3.1TheUnitedKingdom

3.1.1KMstructures

3.2TheUnitedStates

3.3InternationalHeadquarters（IHQ）

3.4SouthAfrica

4Benefits

4.1Keybenefits

4.1.1Tangiblebenefits

4.1.2Intangiblebenefits

5Costs

6Challenges

6.1Wheretostart?

6.2Culturalchange

6.3Knowledgemanagementstrategy

7Technology

8Contentandmaintenance

8.1Genericknowledge

8.2Layout

8.3Clientconfidentiality

8.4Maintenanceandsanitation

8.5Acompleteprocess

9Thenextsteps

AppendixA-SuggestedIRMSouthAfricaknowledgerepositorystructure

AppendixB-DraftjobdescriptionsforstaffingofaKnowledgeCentre

1Background

1.1Whyhasknowledgebecomeastrategicbusinessissue?

Recentlytherehasbeenashiftawayfroma揷apitalasset”basedeconomytoonewherethestrategicassetsofanyorganisationareitsknowledgeassets.Thischangeinparadigmisasgreatastheshiftinthepastfromanagriculturaltoanindustrial-basedeconomyatthestartoftheIndustrialRevolution.

Theuseofknowledge,anditssubsequentmanagement,asastrategictooltoenablefirmstogainanedgeovertheircompetitorshasbeenenabledthrough:

⏹technologicaladvancementsallowingthecapture,managementanddisseminationofvastquantitiesofinformationwithinorganisations;

⏹theemergenceof搗irtualorganisations”inwhichtraditionalboundariesseparatingbusinessunitsareblurring;and

⏹knowledgebeingutilisedtochangeorganisationsandopennewmarkets.

Inaddition,therisksofnotmanagingone抯knowledgeassetsincludes:

⏹lossofproductivityandopportunitiesthroughwastedtimefindinginformationanddatawithinanorganisation;

⏹informationoverloadasaresultofnotoolsorprocessesbeinginplacetomanageandorganisedataandinformation;

⏹thelossofknowledgeduetostaffattrition（itisestimatedthat50%ofknowledgenotactivelystoredandmanagedislostevery5yearsassuminga10%turnoverinstaffperannum）;and

⏹continualre-inventingofthewheelaslessonslearnedinthepastarenotstoredandpassedontoothersintheorganisation.

1.2TheKPMGglobalvisionandstrategy

揔PMGistheglobaladvisoryfirmwhoseaimistoturnknowledgeintovalueforthebenefitofitsclients,itspeopleanditscommunities.”

KPMGisaknowledge-basedorganisation.Whilethatimpliesthatwerecruitandretainthehighestcalibreofperson,itisnotsomuchthepoolofknowledgethatisKPMGthatcounts,butratherhowweturnthatknowledgeintovalue.

Ourknowledgecanbeseenaspartofourcompetitiveedge,somethingthatsetsusapartfromourcompetitors.TheKPMGvaluesetallowsustomaximiseouradvantagebymaintainingthesevaluesinalldealingswithstaffandclients.Inordertoachievethisthesevaluesmustbeembeddedintoourprocessesandactivities.

Thevaluesfocusonthreeareas:

⏹Clients;

⏹People;and

⏹Knowledge.

Itisthelatterthatthisbusinesscaseaddresses.

ThevalusasexpressedunderKnowledgestatethat,揥ewillcontinuouslyextendthefrontiersofoursharedknowledgebytreatingknowledgeasahighly-valuedassetwhicheveryoneinthefirmhasarightandobligationtouseandaresponsibilitytocontributetowards.”

ThisistheessenceofKnowledgeManagement（KM）:

theprocessofturningapoolofdiverseknowledgeandexpertiseintoasharedresourcethatbetterallowsthefirmtomeetitsgoalsandobjectives.

ThisproposalwilladdresstheissueofKMwithintheInformationRiskManagement（IRM）practiceby:

⏹explainingwhatKMactuallyis;

⏹examiningtheprocessesfollowedbyotherpracticesaroundtheworld,specificallytheUnitedKingdomandtheUnitedStates;

⏹settingoutthebenefitstobederivedfromaneffectiveKMprocess;

⏹forecastingthechallengesthatlieahead,shouldaKMstructurebeimplementedinanticipationoftheSouthAfricanfirmasawholemigratingtoKWorld;

⏹investigatingthetechnologicalresourcesavailabletoenableasuccessfulimplementationofKM;and

⏹settingoutwhatthenextstepsshouldbe.

TheproposalisbasedontheunderlyingassumptionthattheSouthAfricanfirmwillbeimplementingandmigratingtotheKWorldplatforminthenearfuture;inalllikelihoodbyJune 2000.Anyinitiatives,recommendationsanddecisionsarisingfromthisdocumentshouldtakethatintoaccount,andshouldbeinlinewithwhatisplanned.Totheseendstherewouldneedtobeclosecollaborationandco-operationbetweenIRMandTechnologySupport（TS）inanyventures.

However,KMisnotdependentonthetechnologicaltoolsthataretobeused.Ratheritisaprocess,mind-setandculturechangethatwillneedtobeintroducedandembeddedwithinIRM.ThisprocesswillultimatelyfeedintotheKWorldmigrationattheappropriatetime.

2Knowledgemanagementdefined

2.1Knowledge

Knowledgecanbeseenas:

⏹Experience,facts,rules,assertionsandconceptsaboutsubjectscrucialtothebusiness;

⏹Akeyresourceusedthroughoutanorganisationtosupport:

-decision-making;

-forecasting;

-planning;and

-assessmentofprojects,staff,etc.;

-designofproductsandservices;

-analysisandbenchmarking;and

⏹Beingformal,systematicandrecorded,oralternatelyasinformal,orevenassomethingheldinaperson抯mind.

2.2Knowledgemanagement

Knowledgemanagementseekstocaptureknowledge,asdefinedabove,intosourcesofdataandinformationthatareeasytofindandre-use.Thesesourcesmakeupthe搆nowledgesystem”,discussedfurtherbelow.

Knowledgemanagementcanbeseenasconsistingoftwoseparateprocesses:

⏹thegathering,capturingandformalisingofknowledge;and

⏹thestoring,organising,searchingandharnessingofthisknowledge.

Ausefulanalogyisthatofafruittree.Theplantingoftheseed,tendingandwateringofthetreecanbeseenastheinitialprocessofsettinguptheKnowledgeRepositoriesordatabases.Thefruitthatthetreeultimatelybearsistheactualusage,sharingandcontinuallearningthattheorganisation抯peopleexperiencethroughutilisationofthestoredexpertise.

AcrucialfactorinthesuccessofanyKMprocessisthecreationandencouragementofacultureofsharingofinsightsandexperiencesbetweenco-workers.Ultimatelythereneedstobecollaboration,sharingandcontinuallearningbypersonswithinanorganisation.

2.3Theknowledgesystem

Aknowledgesystemisasysteminthebroadestsenseofthewordinthatitincludespeople,processes,technologyandfinallycontent.

Cultureplaysacentralroleinthesuccessofanyknowledgesystemimplementation,sinceitisonlywithinacultureofknowledgesharingthattheintellectualassetsofacompanycanbeharnessed.Shouldemployeesfeelthattheonlywayforthemtoadvanceandbesuccessfulisforthemtohoardtheirskillswithinthemselves,thenknowledgesharingandmanagementcannottakeplace.Employeesshouldbeencouraged,orevenforced,tocontributetotheknowledgebaseandshouldbeactivelyrewardedfordoingso.ThismaybeachievedthroughtheexplicitsettingofpersonalobjectivesintheKMsphereuponwhichappraisals,andultimatelyremunerationwillbebased.Itisacceptedthatcurrentlythereisanimplicitexpectationofstafftoprovidementoringandknowledgesharingtootherstaffaspartoftheirday-to-dayactivities.However,forKMtobesuccessful,thereneedstobeexplicitrecognitionofactiveknowledgesharing.

Itisrecognisedthatthisformofreward,andultimatelytheembeddingofknowledgesharingintotheday-to-daycultureofthefirmcanonlycomeaboutwithfullandcontinualbackingfromtopmanagement.

Theprocessesputinplacetoensureknowledgesharingactuallyhappensinanorganisationprovidethelinkbetweenpractice,orwhathastakenplace,andlearningfrompastmistakesandsuccesses.

Thetechnologyissimplyanenablertotheknowledgemanagementprocess.Itisonlywithrecentdevelopments,andtheavailabilityofvaststoragespacesanddocumentmanagementsystemsthatknowledgemanagementhasbeenpossibleinanycommerciallyviableform.

Thecontentoftheknowledgesystemisafunctionofwhatitistobeutilisedfor.Thisisakeydecisionthatneedstobetakenpriortotheimplementationofanymanagementsystem.

3KnowledgemanagementinIRM

3.1TheUnitedKingdom

CurrentlytheUKpracticeisleadingthewayinrollingforwardtheKMinitiative.AKnowledgeRepository（KR）wasestablishedinJanuary 1999,andhasreceivedupwardsof200submissions.AccesstotherepositoryisthroughtheUKintranet,UKnow,andprovidesacomprehensivesearchfacilitytoquicklyandaccuratelyidentifyandlocatedocuments.

AmonthlynewsletterispublishedontheIRMintranetsite,accessiblethroughOpenAccessfromSouthAfricaondetailingnewknowledgesubmitted,lessonslearned,mostpopulardocuments,andusefulhintsandtips.

IRMhavebeenrequestedtochairfortnightly揅ommunityofinterest”groupsforallUKKnowledgeManagers.ThisisduetotheentireIRMteamhavingmaintainedahighprofilewithintheUKKMgroup,andthroughIRMasawholehavingembracedtheideaandcultureofknowledgesharing.

Inaddition,theUKKMgroupisinvestigatingtheproductionofaninternalcasestudydocumentdetailingIRM抯KMprogramme.Theprocessundertakenby