Team - Knowledge Management System
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We made this presentation to a big Belgian Company convincing them to start a Knowledge Management Department.
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Team - Knowledge Management System
- 1. Knowledge Management System TEAM
- 2. All big companies should implement a Knowledge Management System (KM) Recommendation TEA M
- 5. Why finding info can be hard? TEA M
- 6. + - Hard copies (binders, booklets, CD...) TEA M
- 7. + - Intranet TEA M
- 8. + - Mails & Memos TEA M
- 12. Proposing best practices adapted to policies and core values of the company Proposing best practices, working methods, working documents, tips and recommendations Taking into account external influences (e.g. influence of policy trends such as : social responsibility, sustainable development, marketing trends…etc) The incubation phase TEA M
- 13. TEAM will report interesting feedbacks and suggest corrective or specific new company behaviours. All the staff and specifically the operational people will be able to give feedback and suggestions. The feedback will be analysed by TEAM (bottom-up communication). Once the behaviour approved TEAM will put the new or corrected guidelines available on the TEAM portal (top-down communication) Taking into account external influences (e.g. influence of policy trends such as : social responsibility, sustainable development, marketing trends…etc) The interaction phase TEA M
- 21. Hewlett Packard Former CEO – Lew Platt – wrote in his book « If only HP knew what HP knows » « Running faster and reacting quicker to competitors were the only ways to gain competitive advantage and these demands required a whole new approach to knowledge (…) a company lives and dies on its intellectual property » Their KM system allowed them to reduce call-time at the help desk by 70 %. Success Stories TEA M
- 22. General Electric Jack Welch Former Chairman and CEO of General Electric “ The best single lesson I ever learned was to maximize the intellect of the company. You need to gather the knowledge of individuals, share those ideas and celebrate the sharing. That, in the end, is how a company becomes great. ” Success Stories TEA M
- 23. You have a real opportunity to be the leader in service « know-how », which will gives you a real competitive advantage « If knowledge is too expensive, try ignorance » Transparency Inform and get informed Innovation Be able to review yourself Professionalism The right to access knowledge and the obligation to transmit it Conclusion TEA M
Notes de l'éditeur
- In today ’ s fast paced, ever changing world, a company is valued not only on its tangible assets but ever more on its intangible assets. In that respect my purpose will be to convince you that information is not knowledge and that managing knowledge will bring an added value to our company.
- 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- 1 – There is no information available on what is available and where 2 - Information is not centralized - Different supports hard copies, ( update an localization ) intranet, ( 50 % of the people don ’ t have access, complicated ) e-mails & memos ( disappear in time ) Too much information – employees lose interest - 120.000 e-mails a day for the group accor 3 - Information is not knowledge – you get the picture not the recipe 4 - Turn-over is leading to company amnesia - We spend a lot of money on expertise – Example Ferenc 5 - Best and worst practises are not shared – no channel – Example Eric
- PHILO - Knowledge should be available every where at any time and can be enhanced by anybody PEOPLE - A group of people that gathers the knowledge and transforms it but the TEAM is also all the people of the company that can potentialy share their knowledge The ideal starting team 3 people : an operational – a librarian – a techy PORTAL - Strong web side – one address – one search engine CREATION -
- Just a little break and let ’ s look outside our company
- 1 – By marketing TEAM and by promoting initiatives – Example of Price Waterhouse – consultants don ’ t apply for bonus unless they send in 3 reports per year supervised by a coach. 2 - Managers have to educate their staff and eventually get the info orally 3 - Create strong figures that promote and make the project live - CEO
- 1 – KM is not just a computer system – it all has to do with people – and people don ’ t share their knowledge easily 2 - Difference between information, Data and KNOWLEDGE – Knowledge is data enhanced ready to be applied 3 – If by looking for knowledge you look for truth you will not look for options and the system needs to be open to enhancement 4 – Some companies are very scared to lose the controle of their knowledge
- Internal consultancy – great tool for future project leaders before issuing new projects. The TEAM network can be an asset for implimentation Multibrand – Extend to the whole group I am sure a Sofitel could benefit from the Ibis knowledge and the other way around Franchisor ’ s advantage – selling knowledge has its value External consultancy – IBM case with creation of IKM to become IKO ( over a 1000 members ) Value for shareholders – intangible assets are more and more the value of today ( 1996 tangible : IBM 17 billion vs. Microsoft 930 million – company value IBM 71 billion vs. Microsoft 86 billion )( 1999 Microsoft was valued 185 billion $ = boeing, McDonalds, Texaco, Time-Warner and Anheuser Bush )( Glaxo is worth 50 times its fixed assets ) Knowledge platform (Sarbanes Oxley) Multi-national companies need to be more and more transparent and report with data that is very often scattered around. This reporting will imply the personal responsibility of the CEO and CFO.