Knowledge management focuses on the professional capabilities and skills of employees. To keep such knowledge and know-how in your company and to transfer this knowledge onto others is a big challenge. Successful knowledge management can provide a huge competitive advantage though. To develop strategies concerncing knowledge transfer and ways to retain know-how, use our PowerPoint template Knowledge Management: http://www.presentationload.com/knowledge-management-template.html With this highly educated template you can present your concepts for knowdlege transfer and know-how management to managers, colleagues, stakeholders and customers. To help implement this, we offer information on various methods for promoting the skills of your employees like Blended Learning, mentoring programs, job rotation or the "635 Method".

1. PREMIUM POWERPOINT SLIDES
Knowledge Management

2. KNOWLEDGE MANAGEMENT
POWERPOINT TEMPLATE

3. KNOWLEDGE MANAGEMENT
Development towards a Knowledge-Based Community
COMMUNITY
Social change for the
knowledge community
requires new action in
companies.
COMPANIES
Every company has
different circumstances,
therefore each must
establish their own way
to deal with change.
ACTION
The planning and
implementation of
these actions can be
summed up as
knowledge
management.
KNOWLEDGEPROCESSES
This includes gathering
all strategic and
operational
management tasks to
control knowledge
processes within the
company in the best
possible way.

4. KNOWLEDGE MANAGEMENT
Systematic Success
COST
TIME
QUALITY
Without systematic
knowledge management
With systematic knowledge
management

5. KNOWLEDGE MANAGEMENT
Benefits of Knowledge
IMPROVEMENT
in collaboration by preparing
existing and required knowledge
FACILITATION
by reducing the integration of
new employees
IMPROVEMENT
by recognizing the needs in
regards to required expertise .
GAIN
more from new ideas and
innovations over time.
EXPENSE REDUCTION
with knowledge research
MINIMIZING
the risks by identifying the critical
areas of knowledge .
INCREASE
in the productivity resulting from
reducing time and cost
PREPARATION
in using existing knowledge

6. KNOWLEDGE TYPES
Explicit and Implicit
Explicit knowledge is
documented knowledge that
is easy for others to grasp.
Implicit knowledge exists in
the employees‘ minds and is
therefore difficult for others to
grasp.
WorkINSTRUCTIONS,
DOCUMENTED PROCESSES,
REPORTS, DRAWINGS…
EMPLOYEE
EXPERIENCE,
ROUTINES, ANDSKILLS.

7. KNOWLEDGE FORMS
Knowledge development
Drawing
DATA
Information
KNOWLEDGE
skills
ACTION
expertise
COMPETITIVENESS
+ uniqueness
+ proper
action
+ willingness
+ application
reference
+ context
+ meaning
+ syntax

8. SECI MODEL
Definition
SOCIALIZATION
e.g. meeting
EXTERNALIZATION
e.g. minute log
INTERNALIZATION
e.g. internalizing the
log
COMBINATION
e.g. collecting the log
for the server
From explicit… … by explicit
Fromimplicit……byimplicit
…by implicit From implicit…
…byexplicitFromexplicit…

9. KNOWLEDGE IDENTIFICATION
Criteria for Knowledge Fields
BASIC
KNOWLEDGE
SPECIAL
KNOWLEDGE
CRITICAL
KNOWLEDGE
FUTURE
KNOWLEDGE
GOOD TO
KNOW

10. KNOWLEDGE DEVELOPMENT
Dreyfus Model for Skill Acquisition
NOVICE
Strict obedience to
rules, no experience,
little situational
perception, no
discretionary
judgement
Competent
Still limited with
situational perception,
knows the aspect
guidelines and treats all
attributes and aspects
separately yet equally
Proficient
Sets priorities, actions
are seen partly in
longer-term goals,
deliberate planning,
standardized
procedures
EXPERT
Perceives deviations
from the normal
pattern, makes
decisions more easily,
assesses situations as
part of the „big picture“
MASTER
Has a wealth of
experience, creative
solutions and visions,
great intuition, breaks
the rules when needed,
uses analytic
approaches sparingly,
makes good decisions
quickly yet
professionally

11. KNOWLEDGE ASSESSMENT
Overview
MOTIVATION
VISION
MISSION
KNOWLEDGE
GOALS
STRATEGY
EMPLOYEES
INVOLVED
PARTIES
PROCESSES
RESULTS
FINANCIALLY
INTANGIBLE
KNOWLEDGE
VALUE CREATION VALUE
Human
resources
Structural
resources
Relationship
resources
Human
capital
Structural
capital
Relationship
capital
Assets Liabilities
Market
Knowledge market

12. IMPLEMENTATION
Expenses in the Project Process
LEVEL OF ACTIVITY
TIME
Product launching
Knowledge goals
Knowledge identification
Project planning
Knowledge acquisition
Knowledge development
Project implementation
Knowledge distribution
Knowledge use
Project completion
Knowledge storage
Project management
Knowledge assessment

13. EXTERNAL KNOWLEDGE ACQUISITION
Introduction and Possible Sources
 The purchase of external knowledge helps to increase internal quality and
achieve business goals.
 It is important to check whether the expected performance is well received and
whether an outflow of personal knowledge was not greater than the benefits
yielded.
COOPERATION
Collaborating with
customers, universities or
other companies
Advisor
Hiring consultants to assist
with projects

14. A good decision is based on
knowledge and not on
numbers.
Plato (Ancient Greek Philosopher)

15. JOB ROTATION
Benefits
DEPUTY
 Work practices and new contacts
(networks)
 Updating and strengthening of
knowledge
 More confident
 Can find work
Management
 Competitiveness
 Well-trained and motivated
employees
 Possibility of employee selection
 Targeted collaboration with
educational institutions and
employment services
CORPORATION
 Lifelong learning
 Possibility of new jobs
 Sustainability and learned regions
Educational Institutions
 Market knowledge
 Targeted collaboration with
companies
 Exportable services
EMPLOYED
 Updating and strengthening
knowledge
 Workplace safety
 Variety instead of routine
 Career prospects
Job
rotation

16. COACHING
An individual coaching promotes the perception of individual behaviour
patterns and begins the process of personal development in a professional
environment. The goal is to increase the willingness to learn as well as idea
development through the promotion of targeted new knowledge application.
ANALYSIS
DECISION-
MAKING
CHECK REALIZE
OBJECTIVES
PLAN
coaching

17. COLLABORATIVE SOFTWARE
Introduction
The aim is to
increase work
efficiency
through comprehensive
andrapidcirculationof
information
This software supports the collaboration of a group
through temporal and spatial distances.
Benefits are, for example, consistent user interface,
simple data exchange, decision support and file
management systems.

18. QUALITY CIRCLE
Levels of Work Quality
SUBJECT AND CONTENT LEVEL
Formulating the problem
Describing the problem and
determining the causes
Specifying what needs to be changed
Problem recognition
Problem relationships
Problem and cause analysis
Target determination
Designing a constructive working
atmosphere
Clarifying different interests
Forming action plans
Implementing in practice
Reviewing actions
Realization planning
Realization
Monitoring
Turning those affected into participants
Developing alternative, creative solutions
Selecting the best actions and presenting
to the customer
Creative ideas / finding a solution
Solution assessment and selection
Confidence building as a supervisor
for creative work
Consensus building: dealing with majority
and minority
I.
IV.
II.
III.
SYSTEMATICPROBLEM-SOLVINGMETHODS Monitoringindividualand
groupoperations
PROBLEM SOLUTION
IS SHOULD BE
Problem
-solving

19. SKILLS MEASUREMENT
Corporate IntegrationSKILLPROFILE
Business-related areas of expertise
Development of a skill strategy
Role catalogue Task catalogue
CATALOGOFSKILLGOALS
Employee assessment
Professional skills Methodical skills Social skills
Self-assessment External assessment
SKILLPROFILE
REPRESENTATION DEVELOPMENTREFLECTION DISTRIBUTION
ORGANIZATIONALLERNINGPROCEß
PROCESSES PRODUCTS PROJECTS TECHNOLOGIES
OPERATIONALINTERVENTION
identifiCationvalidationTransfer

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