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Knowledge Strategy

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Managing Knowledge Strategy Strategy Methods Resource Strategy FOLLOW INSTRUCTIONS ON TOP CARD PRICE $200 Knowledge SWOT Sharing What We ve Learned Understanding – PowerPoint PPT presentation

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Title: Knowledge Strategy


1
The Knowledge Strategy Game
2
Understanding Knowledge Strategy
  • A companys KM strategy should reflect its
    competitive strategy. Tierney (1999) With
    focus on creating value for customers, turning a
    profit, and managing people. (HBR)
  • the most important context for guiding
    knowledge management is the firms strategy. Zack
    (1999) Knowledge is the fundamental basis of
    competition. Competing successfully on knowledge
    requires either aligning strategy to what the
    organization knows, or developing the knowledge
    and capabilities needed to support a desired
    strategy. (CMR)

3
Understanding Knowledge Strategy
  • A knowledge strategy details in operational terms
    how to develop and apply the capabilities
    required to execute the business strategy
  • Joins financial, human and social capital as a
    strategic asset
  • Do not confuse information and knowledge
  • Strategy making process might be-
  • Set strategic goals for the organisation e.g.
    using BSC
  • Prioritise critical knowledge domains
  • Identify people and connect them so that they can
    steward the knowledge
  • Needs or depends on CoP in one form or other
  • Cultivate rather than manage
  • Subtle leadership
  • Can go alone but may not realise potential

4
Types of Strategy
  • Survival vs. Advancement (von Krogh, Roos,
    Slocum, 1994)
  • Survival maintaining current level of success,
    mastering current markets and competitors
  • Advancement Future success based on new
    markets, nonreplicability requires knowledge
    creation
  • How do you plan/design strategy?
  • Formal strategy and planning Traditional
    strategy sets positions, targets, measures.
    Alignment means follow the leader.
  • Learning and emergence New thinking (not always
    in practice) shows strengths in organisation
    learning and preparing for conditions. Alignment
    means Learn and collaborate.

5
Strategic Drivers
Growth through share, market strength,
distribution external market focus
Forging long-term, deep relationships with
customers external focus, growing with customer
success
MarketGrowth
CustomerIntimacy
OperationalEffectiveness
Profit through productivity and cost control
internal development focus
Traditional KM driver, but should not be the
only one!
6
Strategic Drivers
Business InnovationCustomer Knowledge
Integration or CRMBranding Knowledge
Process InnovationKnowledge SharingDeveloping
Learning Culture
Product InnovationKnowledge CreationIntellectual
Capital
KnowledgeStrategy
Process streamliningSupply chain mgt Accounting
Financing
Product SalesTime to MarketDistribution
NetworksPricing StrategyPatent Product
Leverage
Customer retentionCustomer product needs
Revenue growthPartnering / Alliancing
BusinessStrategy
Market Growth
OperationalEffectiveness
CustomerIntimacy
7
What Drives Knowledge Strategy?
  • Business Strategy
  • What knowledge does it take to compete?
  • What are your critical knowledge gaps?
  • Product Innovation
  • Can you design breakthrough products?
  • Spark innovation through a participatory
    culture?
  • Organisational Complexity
  • How can you adapt to speed information
    overload?
  • Build a quick-learning organisation?
  • Customers and Markets
  • Profound customer understanding
  • Radically improved time to market
  • Knowledge leverage in the marketplace

8
Managing Knowledge Strategy
9
Four Enabling Dimensions
Knowledge Resources
What do we know and where is it ?
Culture and Learning
Practices
How do we get value from that know-how?
How do we participate
with this know-how?
Collaborative Technology Processes
How do we support this know-how?
10
Linkage to Balanced Scorecard
11
Planning from Knowledge Perspective
  • Cultural Assessment Readiness assessment
  • Knowledge Framework to embed Business Plan
  • Portfolio of Knowledge Management Projects
  • Champion for each project
  • Value from Knowledge Plan
  • Business steering team review and presentation
  • Phased Implementation

12
Knowledge Strategy Methods
  • Knowledge SWOT
  • Business Knowledge
  • Strengths, Weaknesses, Opportunities, Threats
  • Establish or affirm current Business Strategy
  • Evaluate internal drivers - impacts of current
    knowledge by
  • Resources
  • Practices
  • Culture and Learning
  • Technologies
  • Use these as basis for Strength and Weaknesses.
  • Evaluate external drivers impacts on knowledge
  • Use these for Opportunities and Threats

13
Knowledge Strategy Methods
  • Strategic Scenario Planning
  • Create shared models of potential future
    conditions to guide dynamic strategy.
  • Why? Scenarios provide robust tools for
    integrating very complex business conditions
    applicable to strategy.
  • Also people are good at remembering stories
    SWOT chart points fall away quickly.
  • How? Team workshop approach, with broad
    participation. You want new ideas, dissention,
    out of the box
  • Strategy as serious play
  • Source? Schwartz,The Art of the Long
    View Ringland, Scenario Planning

14
Knowledge Strategy Methods
  • Strategic Scenario Planning
  • Developing scenarios with accompanying
    strategies linked to a range of potential future
    trends and changes.
  • Establish participatory scenario team(Futures
    workshop, Team Design, other workshops)
  • Set scope for scenarios
  • Generate sources for scenarios
  • Develop initial categories
  • Build mini scenarios as small groups
  • Group review of mini scenarios
  • Pull together themes and design four scenarios

15
Aligned Knowledge Management
  • Business strategy guides your knowledge assets
  • Linking knowledge requirements to
  • Resources
  • Making information accessible to point of need
  • Info usability with common categories process
  • Culture
  • Enabling, rewarding teams experts for
    cross-sharing
  • Developing culture of knowledge creation
  • Practices
  • Embedding new best practices in organization
  • Transparent leveraging of expert knowledge

16
Strategic Knowledge Resources
Core and complementary competencies Organisational
capabilities Structured and unstructured
information Personal knowledge and unique
skills Customer relationships Intellectual
property
Knowledge Resources
Infrastructure and standard systems Groupware and
email applications Web-enabled portals and
Internet applications Process management systems
Collaborative Technology
17
Strategic Knowledge Resources
Business processes Organisational routines
Embedded and specialised processes Practice
communities How things are done
Practices
Culture and Learning
Core organisational values Personal values and
leadership Organisational environment Hiring and
enculturation How we see ourselves Individual
and group skill development Organisational
learning Style of management, work, engagement
18
Conclusions
  • Good strategy is dynamic and adaptable -
    Knowledge Strategy is ongoing as well.
  • Requires leadership and will organisational
    change always requires focus on vision.
  • Traditional management may require education for
    integrating knowledge into business strategy.
  • Understand whats worked for others, experiment,
    listen to your people, your culture.
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