Towards a Knowledge
Management Framework
Brian Lehaney
Head of Statistics and Operational Research
School of Mathematical and Information Sciences
Coventry University
1
Case
• A KM framework was developed as part of the the
KNOW-WEB programme (0.5m Euros, ESPRIT).
• The project aimed to develop organisational and
software tools for knowledge management.
• It involved academic and business partners from
Finland, Slovakia, and the U.K.
2
Knowledge and Organisations
• Knowledge management has become more
relevant as the nature of western economies has
shifted from manufacturing to services.
• In a service-oriented economy, knowledge, rather
than physical assets, is at a premium.
3
Knowledge and Systems
• KM is concerned with the identification,
acquisition, creation, use, sharing, retention, and
valuation of knowledge.
• KM has no agreed underpinning theory that is
useful for putting it in practice.
• Systems thinking has underpinning theories, but
has tended to be more popular within the
academic arena than with organisations.
4
Knowledge and Organisations
• The 80:20 rule seems often to be interpreted as
20% feasibility study, and 80% technical
implementation.
• This often results in “quick fix” failures.
• KM does not provide a quick fix.
• An initial implementation time scale of between
three to five years may be expected.
5
Partners
• KM has to be considered at a strategic level.
• Systems thinking is strategic.
• It is a marriage made in heaven!
6
Knowledge and Organisations
• It is key to its success that knowledge
management is seen as an important aspect of
business strategy.
• However, knowledge management is neither a
strategic objective nor a goal, as there is no end
state.
• It must be viewed as an integral part of
organisational culture.
7
Knowledge and Organisations
• Technology plays a vital role in knowledge
management.
• Technology changes what we can do, how we
think, and how we work (think of email,
attachments, internet, web folders).
• However, from a business perspective, the point is
not technology in itself, it is technology to achieve
an organisational purpose.
8
Knowledge and Organisations
• It is people who determine purposes, not
technology (which either assists or constrains).
• People issues are therefore fundamental, as are
organisational processes.
• However, an organisation without the technology
that people need to undertake and improve
organisational processes, will not compete
effectively with organisations that do have it.
9
Knowledge and Organisations
• Many exponents place great emphasis on
technological change, and some articles may give
the impression that knowledge management is
solely about technology.
• However, major gains can be made by changing
organisational culture to create, share, and retain
organisational knowledge by:
– using existing technology more effectively;
– improving business processes;
– staff development.
10
Knowledge and Organisations
What are the potential costs and problems?
• Suitable server and client hardware and upgrades
of staff machines.
• Suitable system software to support a knowledge
management application.
• Knowledge management software.
• Time.
• Training.
11
• Staff appointments ...
Knowledge and Organisations
… there’s more ...
• Consultancy.
• Other professional advice - legal, IS security,
financial.
• Staff unrest (new ways, why share knowledge,
what we know is best, why change?, etc).
• Initial slowdown in activities whilst staff adjust to
a new system, with possible initial customer
dissatisfaction ...
12
Knowledge and Organisations
… more still ...
• Development of incentives’ systems.
• Development of a system of measures of
achievements.
• Costs associated with the implementation of
rewards (eg profit sharing).
• On-going dialogues with staff.
• The financial costs of all of the above, including
13
loans and interest.
Knowledge and Organisations
• Understanding an organisation and its particular
issues (not just technical ones) is essential to
being able to offer that organisation suitable
solutions.
• The following framework is underpinned by that
ethos, and was developed by me within the
KnowWeb project.
• It is based on a mix of theory and practice.
14
An Implementation Framework
•
•
•
•
The framework is in three stages.
It begins with a two-phase feasibility study.
The trade-off is desirability versus feasibility.
The existing and potential capability of a business
to engage in knowledge management is assessed
in terms of the support (or not) from senior
management.
• The cultural feasibility (or not) of change, is also
assessed.
15
A Framework for Knowledge Management
• The results of the feasibility study determine if
proceeding to the latter stages would be beneficial
to the organisation (and if they would be feasible).
• Do they want it? Can they do it?
• If appropriate, the organisation then works
through development and implementation,
including incentives, performance measures,
training,
and
cultural
and
technical
implementation.
16
Phase 1
Identify and select knowledge areas of
major importance and low current
effectiveness, and identify key knowledge
workers and knowledge groups within
those areas.
Assess the cultural
feasibility and systemic
desirability of
introducing knowledge
management practices
and technology.
Agree working
objectives and
timescales
Identify key
knowledge workers,
knowledge groups,
and lines of
communication.
Monitor
,
test, and
control
Phase 4
Formulate
transparent and
workable
measures of
achievements
Phase 2
Assess the
IS, financial,
and legal
risks.
Phase 3
Introduce the
concepts and
technology
Appoint a senior
Knowledge Officer, who
is part of, or who reports
directly to,
the highest level.
Formulate
transparent and
workable
incentives
Develop
, test,
pilot
Begin conceptual
domain modelling of
whole organisation.
Discuss the
benefits with staff
Create
task force
Formulate
detailed
project plan
Select and install
technology
Phase 5
Monitor and
control
Build organisation domain model
on computer, enter data, and
ensure retrieval links are working.
Implement organisational
and technological systems
Other
phases
17
Phase 1
Identify and select knowledge
areas of major importance and
low current effectiveness, and
identify key knowledge workers
and knowledge groups within
those areas.
Assess the
IS,
financial,
and legal
risks.
Agree
working
objectives
and
timescales
18
Phase 2
Assess the cultural
feasibility and
systemic desirability
of introducing
knowledge
management
practices and
technology.
Identify key
knowledge workers,
knowledge groups,
and lines of
communication.
19
Phase 3
Appoint a senior
Knowledge Officer,
who is part of, or who
reports directly to,
the highest level.
Develop
, test,
pilot
Discuss the
benefits with staff
Create
task
force
Select and
install
technology
Formulate
detailed
project plan
20
Phase 4
Formulate
transparent
and workable
measures of
achievements
Introduce the
concepts and
technology
Formulate
transparent
and workable
incentives
Begin conceptual
domain modelling of
whole organisation.
21
Phase
5
Build organisation domain
model on computer, enter
data, and ensure retrieval
links are working.
Monitor
and
control
Implement
organisational and
technological systems
Other
phases
22
Monitor,
test, and
control
23