People-focused knowledge management

Knowledge-
Leveraging
✔
✔
Mentality
Integrative
Management
✔
✔
✔
✔
✔
✔
✔
✔
✔✔
Culture
Knowledge
✔
✔
✔
✔
✔
Capabilities,
Needs Maps
Measure
Intellectual
✔
✔
✔
✔
✔
Capital Assets
Create
Intangible
✔
✔
✔
✔
✔
Asset Monitor
Change
Cultural
✔
✔
✔
✔
✔
✔
✔
Drivers
Strengthen
Intensive
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
Knowledge-
Work
Collaborative
Work
✔
✔✔
✔
✔
✔
✔
Practices
Foster
Communities
✔
✔
✔
✔
✔
✔
of Practice
Foster Networks
✔
✔
✔
✔
✔
✔
of Practice
Conduct
Knowledge
✔
✔
Cafés
Table A-3
Examples of IT application support of selected KM practices 
Copyright © 2002 Knowledge Research Institute, Inc.
Communispace (www.communispace.com)
Convera / Excalibur Technologies Corporation (www.excalib.com)
Docushare Xerox Corporation (www.xerox.com)
Engenia Unity Desktop (www.engenia.com)
Fulcrum (www.888fulcrum.com)
Hummingbird (www.pcdocs.com)
IBM Lotus (www.lotus.com)
Intelligent Inference Systems (www.iiscorp.com)
Intraspect Software, Inc. (www.intraspect.com)
AP.qxd 5/3/04 2:29 PM Page 294

---

Examples of Knowledge Management Analysis Approaches
295
MAGI (www.projectmagi.com)
Open Text Corporation (www.opentext.com)
Plumtree Software (www.plumtree.com)
SageMaker (www.sagemaker.com)
Tacit Knowledge (www.tacit.com)
The Haley Enterprise (www.haley.com)
Table A-3 provides an overview of a selection of 20 common and
emerging IT applications areas for 23 different KM practices. In this
KDD
Speech
NLU
Concept-
AI
Neural Intelligent Complex
Genetic
Evolutionary
Recognition
Based
Operations- Net-
Agents
Intelligent
Algorithms
Computation
Knowl.
Related
works
Systems
Navigation
Software
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
(Continued)
AP.qxd 5/3/04 2:29 PM Page 295

---

296
People-Focused Knowledge Management
table single checkmarks (
✔
) denote IT applications that are of general
value to a KM practice. Double checkmarks (
✔✔
) denote IT appli-
cations that are of pivotal value — where the success of the KM prac-
tice relies on the IT application.
Table A-3
(Continued)
IT
Common &
Adv.
Intranet
Knowl.
Corp.
Knowl.
Distance
Global
CBR &
Subject
Applications/
Advanced
Group-
Internet
Inventory
Knowl.
Bases
Learn.
Knowl.
KBS
Matter
Knowledge
E-Mail
ware
WWW
Systems
Maps
Systems
Sharing
Expert
Ontologies
Management
Systems
Systems
Practices
Capture &
Share Expert
✔
✔
✔✔
✔
✔
✔
Know-How
Capture
Departing
✔✔
✔
✔
✔
Personnel
Expertise
Share
Knowledge
✔
✔✔
✔
✔
✔
✔
✔
✔
✔
✔
Widely
Transfer
Expert Know-
✔
✔
✔✔
✔✔
✔✔
✔
How
Capture
Decision
Reasoning
Lessons
Learned
Systems
After Action
Reviews
✔
✔
(AAR)
Provide
Outcome
✔
✔
✔
✔
✔
Feedback
Implement
Expert
✔
✔
✔
✔
✔
✔
✔
✔
✔
Networks
Discover
Knowledge
✔
✔✔
from Data
Deploy
Knowledge-
✔
✔
✔✔
✔
Based System
Deploy
Knowledge
✔
✔✔
✔
Bases
AP.qxd 5/3/04 2:29 PM Page 296

---

Examples of Knowledge Management Analysis Approaches
297
KDD
Speech
NLU
Concept-
AI
Neural Intelligent Complex
Genetic
Evolutionary
Recognition
Based
Operations- Net-
Agents
Intelligent
Algorithms
Computation
Knowl.
Related
works
Systems
Navigation
Software
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔✔
✔
✔✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
AP.qxd 5/3/04 2:29 PM Page 297

---

Appendix B
E
XAMPLES OF 
K
NOWLEDGE
M
ANAGEMENT 
P
RACTICES 
AND 
I
NITIATIVES
When considering models for the different knowledge manage-
ment (KM) approaches that enterprises pursue, we also need to be
aware of the various interpretations of what KM entails. Some con-
sider “knowledge” to be only a slightly different form of “infor-
mation,” whereas others consider knowledge and information to be
fundamentally different and serve quite different purposes. Some
pursue KM from a broad, general business focus, whereas others
focus on intellectual asset or capital management, and so on. Here,
we focus on five KM focus areas presented in the following pages.
There are virtually “1001” different approaches — practices and
initiatives — for managing knowledge. Some focus on making people
more knowledgeable, others on capturing expertise from competent
people for immediate or later transfer to others, and still others on
utilizing technology to communicate, capture, make available, or just
store information about knowledge. KM practices and initiatives that
focus on creating, building, deploying, and safekeeping knowledge
are investments. KM practices and initiatives that focus on the appli-
cation and exploitation of knowledge assets provide the benefits that
the investments have targeted. In this appendix, we identify 20 dif-
ferent KM practices and initiatives of both kinds. Many authors
provide excellent insights into powerful and effective KM approaches
(See Dawson 2000, Denning 2000, Despres & Chauvel 2000, Dixon
2000, Hansen et alia 1999, Hoolsapple 2003a and 2003b, Klein
2002, Krogh et alia 2000, London 2003, Mittelstaedt 2003, Nonaka
& Takeuchi 1995, Pfeffer 1994, Pinchot & Pellman 2000, Roos 
298
AP.qxd 5/3/04 2:29 PM Page 298

---

et alia 1998, Sveiby 1997, Ubogu 2001, Weick 2001, and Wiig 
1995).
General Business Focus
Many advanced enterprises are able to pursue a combination of
all the KM thrusts presented below. They explicitly and deliberately
create, capture, organize, renew, share, use, and otherwise exploit
knowledge — enterprisewide with all reasonable means possible.
Their premise is that knowledge is the fundamental factor behind all
of the enterprise’s activities. The condition of its knowledge assets
define the enterprise’s future potential and its sustained viability. The
enterprise’s competitiveness and profitability depends directly on 
the competitive quality of its knowledge assets and the successful
application of these assets in all its business activities; that is, the 
realization of the value of knowledge assets in conducting work and
in other ways of leveraging these assets (Buckman 2004).
Purpose: Manage knowledge effectively to make people — and the
whole enterprise — act intelligently to sustain long-term viability by
developing and deploying highly competitive knowledge assets in
people and in other manifestations. Make available and use best
knowledge at each point of action for all plans, operations, and 
activities. The KM goal is to build and exploit intellectual capital
effectively and gainfully.