Working Knowledge
William Muehlbauer
Bharadwaj Raghuram
Knowledge Transfer In R&D
Outsourcing (Windows vs. Linux)
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Why did Microsoft not hire all those smart programmers who
ended up developing Linux through the internet?
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Certainly not because “It did not know them”, for it would not
have been difficult to screen the good programmers on the
market. The answer is that it did not hire them because of a
fatal knowledge–transfer problem.
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The value of the information about its operating system that
Microsoft should have transferred to any of them to render her
productive would have been too high compared to her expected
individual contribution, so that after writing a contract with
Microsoft the typical developer would have run away to sell the
acquired knowledge on the market.
Knowledge Transfer In R&D
Outsourcing (Windows vs. Linux)…
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On the other hand, knowledge transfer in R&D outsourcing is
not always so critical. In the pharmaceutical industry research
contracts are extensively used, usually in the context of a long
term relationship between the firm and the innovator.
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There was no knowledge–transfer problem in the Linux side;
the reason is simply that knowledge there is common property.
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http://opensource.mit.edu/papers/modica.pdf
Knowledge Transfer with Colleges
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Knowledge Transfer Partnerships:
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Designed to help businesses access expertise in colleges
and research organizations by working in partnership with
academics or researchers.
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The company will then define and agree a project with the
relevant organization
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Draw on their expertise and apply it to the business. The
agreed project could be for any length of time between one
and three years
Staffing of a Knowledge Management
Office
Case: VA Healthcare Network Upstate, New York
(http://www1.va.gov/visns/visn02/is/km/staffdirectory.html)
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Knowledge Management Office
- Knowledge Management Officer
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Application/Database Development
- Application/Database Developer
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Data Analysts
- 4 Data Analysts
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Decision Support System
- 2 DSS Mappers
- 2 DSS Processors
VA Healthcare Network Upstate
New York
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Library Services
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3 Librarians
Library Clerk
VISN 2 Library Point of Contact
Library Assistant
Library Technician
2 Medical Librarians
Web Development
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Network 2 Webmaster
2 Web Assistants
A Typical Day for a KM Worker
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At a very ground level, understanding what various
stakeholders / users want. Think of best ways and
mechanisms to share knowledge. Most important is
Content Management!
Basically how to keep the "KM environment" live
within the organization. Communicating with
employees at regular intervals. How to increase
participation and involvement?
Providing ways for an employee to come share and
contribute, digest / synthesize whatever is available!
A real job posting for a CKO position:
CKO Qualifications
Source: http://information.technology.cto.cio.jobs.executiveregistry.com/index.php?job=29383
CKO Qualifications
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BA or BS degree required in engineering, computer sciences or related
discipline. Advanced degree preferred.
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A minimum of 10 years experience in a senior leadership position
within a multi-billion dollar media, technology, equipment or wireless
company.
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Good understanding of analog and digital radio technology.
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The selected candidate will be a professional with an established topnotch market reputation and business management skills.

Must have the ability to understand and communicate complex
business strategies and the leadership ability to secure the confidence
and respect of the executive team.
CKO Qualifications
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Demonstrated ability to manage technical developments and staff through
various life cycle stages.
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Skilled in managing large scale projects with high quality deliverables.
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Leading edge technical expertise and strong business acumen to assist the
executive management team in the assessment of technological and internal
capabilities to support the current and future needs of the company, employees
and customers.
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Good presentation skills and appearance.
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If you have all these qualifications then you will be making 200 – 300k.
Piloting KM Projects
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Don't fear failure
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Start at the beginning
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A critical step both in implementing a comprehensive KM strategy and in
deploying a specific solution—but it is not the first step for either. Rather, it
works best when preceded by careful analysis and consideration.
Choose the right projects
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Implementing knowledge management is a daunting prospect for any
organization.
Pilot projects should be working systems with real functionality, rather than
a discreet prototype running dummy data just to test new tools.
Choose the right project, the right people and the right tools
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Pilot projects should be working systems with real functionality, rather than
a discreet prototype running dummy data just to test new tools. Success
depends on the participation of all individuals required.
To Wrap Up…
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