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Knowledge Management Principles

Knowledge Management Principles. Dr. Tom Housel. Knowledge Management Overview. Opportunities provided by KM. Knowledge Management Initiatives. Customer Knowledge.

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Knowledge Management Principles

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  1. Knowledge Management Principles Dr. Tom Housel

  2. Knowledge ManagementOverview • Opportunities provided by KM

  3. Knowledge Management Initiatives

  4. Customer Knowledge • Identify the knowledge that customers really value and make sure it is deployed in products, services, and self service opportunities. • Following this principle would lead to the manager to ask how much knowledge a customer fires in completing a transaction with the company. • The two benefits of having customers fire transaction process knowledge are cost savings and virtually unlimited transaction capacity.

  5. Customer Knowledge • Customer mistakes can take place in three stages of a service encounter - • Preparation. • Encounter. • Resolution.

  6. Customer Knowledge Cues for the directions of customer interface designers

  7. Customer Knowledge Customer Knowledge Transaction Process Knowledge Time to Fire Knowledge Customer - Transaction Knowledge Amount of Embedded Knowledge and Transaction Speed. Customer Knowledge

  8. Customer Knowledge • Make sure that the customer product description and company description are as close as possible

  9. Knowledge and IT • The basic principles of moving knowledge assets to information technology are: • Move simple, procedural knowledge that fires frequently to IT. • Capture and embed the knowledge in IT that is volatile and might be lost when employees leave the company.

  10. Monitoring and Measuring Knowledge • The basic principles of monitoring and measuring knowledge are. • Accelerate the Learning-Knowledge-Value cycle through monitoring of the transformation process. • Identify the best practices for embedding knowledge in IT, people, processes. • Measure the value-added by knowledge to create an internal market place.

  11. Identifying the Existing and Future K-Gaps “Knowledge Gap Assessment.” • Begin with a definition or mapping of core process in terms of knowledge required to conduct it’s normal operations to produce it’s outputs. • Make a list of the knowledge potential within the core processes. • Make a list of the knowledge no longer necessary to successfully generate the outputs of the processes. • List the kinds of knowledge the company will need in future to meet its long and short term goals. • Compare the current knowledge assets deployed in the processes and identify the gaps between this and the untapped knowledge potential currently available in the process and future knowledge required to meet new market demands.

  12. Learning - Knowledge - Value Spiral Knowledge Change in Product/ Process Description Process Product Learning Value Competition Market Knowledge Asset Portfolio Management

  13. Conclusion • Powerful framework needed to understand a common “unit” of knowledge. • Once we know it we can track it, transform it, embed it, count it, retain it, and use it to create more knowledge. • With these guidelines we must create a more stable approach.

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