Presentation at University of Toronto on Knowledge Management by Dr. Jose Claudio C. Terra

1. Bridging the GAP between KM
Theory and Practice
Dr. José Cláudio C. Terra
FIS, University of Toronto, April 25, 2005

2. Some ideas about knowledge...
“Knowledge is true and justified belief”
(Nonaka & Takeuchi, 1995)
“A mix of fluid experiences, values,
contextual information and intuition that
provides a structure to evaluate and
incorporate new experiences and
information”
(Davenport & Prusak, 1998)
FIS, University of Toronto, April 25, 2005 p. 2

3. Some ideas about knowledge...
 We know a lot more than we can tell
 Knowledge depends on context
 Knowledge is socially built
 Knowledge is cumulative
 Knowledge may take a long time to develop and
then... Eureka!
 Complexity demands multiple types of knowledge
 Knowledge is revealed in action or in its products
FIS, University of Toronto, April 25, 2005 p. 3

4. Managing Knowledge
Philosophy
Psychology
Information
Management Science
Management
Anthropology
Sociology
Economics
FIS, University of Toronto, April 25, 2005 p. 4

5. Managing Knowledge
Philosophy
Psychology
Information
Management Science
Management
Anthropology
Sociology
Economics
FIS, University of Toronto, April 25, 2005 p. 5

6. Managing Knowledge
 Strategy
 Human Resources
 IT
Management Science
 Finance
 R&D & Innovation
Marketing
FIS, University of Toronto, April 25, 2005 p. 6

7. Knowledge, however, is not
broken down by
organizational function
FIS, University of Toronto, April 25, 2005 p. 7

8. Another important and practical thing to think about is
the idea of projects and processes
Complementary Approaches
IM with IT focus KM
Project Process
FIS, University of Toronto, April 25, 2005 p. 8

9. “It is important to remember that KM practice has been
deeply influenced by recent improvement in our ability
to process information and to communicate through many
new devices and technologies in synchronous and
asynchronous modes. The challenge, then, is to develop a
coherent, aligned, comprehensive, systemic and systematic
approach to KM that takes into consideration the constant
interplay among organization strategy, values, human capital
and information technology infrastructure.”
FIS, University of Toronto, April 25, 2005 p. 9

10. FIS, University of Toronto, April 25, 2005 p. 10

11. What kind of knowledge has value for organizations?
 Metaphors, Values and Stories (Cultural – k)
 Tacit – abstract
 Tacit – know-how
 Competences They demand very
different approaches
 Spoken
 Documents / data
 Codified (scientific, processes, softwares)
 Embodied
FIS, University of Toronto, April 25, 2005 p. 11

12. The Context for KM
“What Knowledge Management offers us is insight
into aspects of management that we have failed to
understand properly because of our failure to
consider the nature and characteristics of
knowledge”
Professor Robert M. Grant, Georgetown University
FIS, University of Toronto, April 25, 2005 p. 12

13. Objectives of Knowledge Management
KM: it is necessary to have a double
perspective !!!
Organization’s perspective
Employee’s perspective
FIS, University of Toronto, April 25, 2005 p. 13

14. Employee’s perspective
The Needs of the Knowledge Worker?
FIS, University of Toronto, April 25, 2005 p. 14

15. Knowledge Worker: how do they learn?
Telling Stories Knowing what to
Teaching learn
Formal Education Reflecting
Corporate Training Writing
Access to Information Chatting
Working – Doing –
Wanting to
Making Mistakes / Innovating
Learn
FIS, University of Toronto, April 25, 2005 p. 15

16. Objectives of Knowledge Management
KM: it is necessary to have a double
perspective !!!
Organization’s perspective
Employee’s perspective
FIS, University of Toronto, April 25, 2005 p. 16

17. Objectives of Knowledge Management
Integrate
Provide
Not reinvent External Reduce
Relevant
the Information & Silos of
Information
wheel Knowledge Information
J.I.T.
Protect Map Facilitate
Sell
Knowledge
Intellectual
Capital
K.M. Individual
Competencies
Individual
Contribution
Internal and Integrate Improve
Acelerate
External Divisions and Innovation
Learning
Benchmark Companies Processes
FIS, University of Toronto, April 25, 2005 p. 17

18. Managing Knowledge can be supported by initiatives at many levels...
New knowledge
Codification Organization Sharing Dissemination Protection
& Innovation
M&A Succession Corporate Communications
planning
Strategic
Benchmarking
Hiring Knowledge
‘Story telling’ Protection
Competitive Intelligence
Competence Mapping of processes
Centers Enterprise Memory
Mapping of competences
Community of Practices
Organizational
Development
Best Practices Memory of Projects Coaching & mentoring
Innovation Processes
Climate Surveys
Idea Career planning
Management
Lessons Learned & Best Practices
Yellow pages of experts
Knowledgebases Search engines
Security Policies
Corporate Portals & Content Management
IT
Blogs e Wikis
E-Learning
Taxonomy
Client & Supply-chain Portals
Document Management
FIS, University of Toronto, April 25, 2005 p. 18

19. Operational Definition of KM
“KM means focused attention on and constant
improvement of the key processes, people
issues and technology involved with the creation,
identification, organization, dissemination,
protection and usage of strategic knowledge in
order to improve the firm’s results and benefit
employees’ on-going learning.”
FIS, University of Toronto, April 25, 2005 p. 19

20. Key Assumptions
Knowledge processes do not generate value if
disconnected from business processes and
priorities.
FIS, University of Toronto, April 25, 2005 p. 20

21. It is a good idea to start with core processes and business issues!
Core Competence & Key business processes
Knowledge domains
IT infrastructure
K culture
Knowledge & information sources
Knowledge challenges
Knowledge methods
Knowledge governance
FIS, University of Toronto, April 25, 2005 p. 21

22. ...one should, however, start by the business issues...
 what is the business issue?
 what is the scope of the work?
 what kind of knowledge is involved?
 what is the knowledge challenge?
 which methods can be used?
 what kind of tools will need to be used?
 what kind of governance needs to be in place?
 how can the results be measured?
FIS, University of Toronto, April 25, 2005 p. 22

23. Approach: Broad KM Assessment
KM: 7 Dimensions
 D1 – Strategy & Senior Management
 D2 – Information Systems & Communication
 D3 – Organizational Culture
 D4 – Work Processes & Organization
 D5 – Human Resources Management Policies and Practices
 D6 – Measurement of Results
 D7 – Learning through Partnerships & Monitoring of Environment
FIS, University of Toronto, April 25, 2005 p. 23

24. Key Ties between 7 Dimensions & KM
D1- Strategy Leadership, Alignment & Value of Intangibles
D2- Information Access, Organization, Validation, Publication,
Dissemination, Protection
D3- Culture Support for Innovation, Sharing, Systemic Thinking
and Ethical Behaviour
D4- Work Process Embedding KM-related practices into work
D5- HR Practices Supply, Nurturing and Reward of Talents and
Appropriate Behavior and Results
D6- Measurement KM-related and relevant practices and results are
monitored and lead to action
D7- External Links Valuable Information, Ideas and Knowledge
exchanges with the environment
FIS, University of Toronto, April 25, 2005 p. 24

25. Who is concerned with KM?
FIS, University of Toronto, April 25, 2005 p. 25

26. Who is concerned with KM?
 Corporations
 Governments
 NGOS
 Universities
FIS, University of Toronto, April 25, 2005 p. 26

27. Institutionalizing Knowledge Management
(% of Large Enterprises Adopting Formal KM programs)
54%
28% 32%
1996 2000 2004
Source: Bain & Company, annual survey. In 2005, the survey involved 960
executives from 70 countries
FIS, University of Toronto, April 25, 2005 p. 27

28. KM Initiatives in Governments from OECD countries
Broad Definition of KM
 Organisational arrangements (decentralisation of authority, opening up
bureaucratic divisions, use of information and communication
technologies etc.);
 Personnel development (mentoring and training practices, mobility etc.)
and management of skills;
 Transfer of competencies (databases of staff competencies, outlines of
good work practices, etc.);
 Managerial changes and incentives for staff to share knowledge (staff
performance assessment and promotion linked to knowledge sharing,
evolution of the role of managers, etc.).
Source: KM Practices in 140 government organizations )Ministires/Departments/Agencies of Central Government), OECD, GOV/PUMA
(2003)1, 27th Session of the Public Management Committee, 3-4 April, 2003
FIS, University of Toronto, April 25, 2005 p. 28

29. KM Initiatives in Governments from OECD countries
Good knowledge/information management is one of the top five internal priorities of your
organisation
44.8
45
40
35
30 26.1
25 21.7
20
15
10 5.8
5
0
Yes No, but it will certainly No, but it will probably No
become a priority in the become a priority in the
next 2 ye longer run
Source: KM Practices in 140 government organizations )Ministires/Departments/Agencies of Central Government),
OECD, GOV/PUMA (2003)1, 27th Session of the Public Management Committee, 3-4 April, 2003
FIS, University of Toronto, April 25, 2005 p. 29

30. KM Initiatives in Governments from OECD countries
Efforts made at improving KM
(increasing with higher score on the indicator)
22
Swe Group 1
20
Group 2
Fin
18 Kor Can Ice
Nor Eng
Fra
16 Irl US Den
Hun Slo Ger
Group 3 Gre
14
Pol Bel
12 Por
10
8 10 12 14 16 18 20
,
Perception of level and quality of KM practices organisational and cultural change
(improving with higher score on the indicator)
Source: KM Practices in 140 government organizations )Ministires/Departments/Agencies of Central Government), OECD, GOV/PUMA
(2003)1, 27th Session of the Public Management Committee, 3-4 April, 2003
FIS, University of Toronto, April 25, 2005 p. 30

31. KM landscape in practice
What’s consolidated What’s emerging & hot
• Corporate Universities • Idea Management
• E-learning • Automated Agents
• Competence Mapping • Innovation Networks & Knowledge
markets
• Portals & Content Management
• Knowledge Protection
• Communities of Practice
• Intellectual Capital Measurement
• Yellow Pages
• Project Management & KM
• Lessons Learned & After Action
Review • Storytelling
• Benchmarking • Social Network analysis
• Competitive intelligence • Collaborative commerce
FIS, University of Toronto, April 25, 2005 p. 31

32. KM: what kind of skills have proved very useful…
Knowledge & Learning theories
• Strategists • Information
architect
• Change
Management •Taxonomy
experts
• Work & Process
• IT experts
designers
Project Management
FIS, University of Toronto, April 25, 2005 p. 32

33. Dr. José Cláudio C. Terra
jcterra@terraforum.com.br
www.terraforum.com.br
www.terraforum.ca
FIS, University of Toronto, April 25, 2005 p. 33