Introduction to KM. Kampala CIKM Workshop 2013 Joost Lieshout

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1 Introduction to KM Kampala CIKM Workshop 2013 Joost Lieshout

2 Good to know Introductions Your CIKM experience

3 Outline CIKM Sessions Tuesday Introduction to KM & Groupwork Introduction to (CI)KM Strategy Wednesday (tentative) Groupwork on CIKM strategy (& workplans) Tool to map CIKM stakeholders Draft the ICKM questionnaire (Groupwork) Virtual Hub and Website

4 Introduction KM Definition Production factors > knowledge workers > knowledge intensive organizations Why Knowledge management? Knowledge management approaches KM: Integral Approach Enablers / Barriers Group work Page 4

5 What is Knowledge? Knowledge = Information * Experience + Skills + Attitude

6 Production Factors Labor Capital Raw materials Knowledge Page 6

7 We manage our: Labor (Raw) materials Capital/Finances People Business vs. Knowledge management But: Do we manage our knowledge processes and knowledge organization? Page 7

8 Knowledge workers Knowledge workers The term knowledge workers refers to people who, to perform their main tasks on an ongoing basis, have to do a relatively high amount of learning and therefore have to continue to develop. Very few routine skills are required of knowledge workers. The environment is dynamic and requires flexible adaptation to the new context on a regular basis. The terms professional and knowledge worker are interchangeable Knowledge intensieve organizations/networks Characteristics? Page 8

9 Why knowledge management? Knowledge management is the instrument to: Create best possible knowledge organisation, at explicit level, as well as tacit level Create conditions for KIO: Knowledge Intensieve Organization Innovation Knowledge creation Knowledge sharing and use Page 9

10 Knowledge (management) ICT (early 90 s) approaches HTD HRM (late 90 s) Organization (21 st century) Integral approach (People, Process & Technology) Page 10

11 KM: Integral Approach

12 KM: Organizational aspects

13 KM: Knowledge Creation

14 KM: Knowledge Storage

15 KM: Knowledge Use

16 KM: Enablers

17 KM: External Factors

18 KM: Products and Services

19 KM: Integral Approach

20 KM: Your Status

21 Foundation: Strategy and Knowledge Strategy Reliable, competitive products operational excellence Visie Missie Collectieve ambitie Kennis ambitie innovation Product leadership customer intimacy Client optimized Doel 1 Doel 2 Doel 3 Kennisdoel 1 Kennisdoel 2 Kennisdoel 3 Bedrijfsstrategie Kennisstrategie top-down bottom-up Given current infrastructure

22 Symbols Heroes Rituals Values Common Practice Culture: Common Values

23 Your Organizational Structure Flat Project plant bedrijfs man monitor zorg drager voor zitter vormer specialist bronnen vinder groeps werker Matrix

24 ondersteunend gedrag Management Style veel hoge competentie lage betrokkenheid lage competentie lage betrokkenheid inventariseren beschikbare kennis - alle rollen - in combinatie - beheerder - integrator ontwikkelen van nieuwe kennis - innovator - integrator weinig hoge competentie hoge betrokkenheid lage competentie hoge betrokkenheid delen van kennis - integrator - uitvoerder weinig sturend gedrag veel toepassen van kennis - uitvoerder - integrator Supportive or Directive hoog integrator innovator evalueren van kennis - beheerder mens gericht innovatie gericht flexibiliteit beheers gericht resultaat gericht laag beheerder uitvoerder intern orientatie extern 24

25 Personell/Staff hoog Verwachte bijdrage Ster Productie tijger Trainee Verteller Standaard ontwikkeling van een kenniswerker Competentie management Personeels planning laag hoog laag Bijdrage aan organisatie doelstellingen Beoordeling en beloning Kennis management en personeels instrumenten Persoonlijk ontwikkel plan Training en development Werving en selectie

26 Knowledge Enablers / Barriers Enablers are opportunities that enable a knowledge friendly organization and facilitate effective and efficient knowledge processes. Barriers are obstacles who prevent effective and efficient knowledge processes.

27 IFAD project To complement support already committed by the European commission, the proposed support from IFAD will contribute to two objectives of AFAAS which are: Strengthen the capacity of country level advisory service stakeholders in determining own priorities and in improving their advisory service systems. This will be done by facilitating the establishment of AAS country fora and enhance their capacity to manage the information and knowledge that AAS providers need from national, regional and international sources to respond to farmers demands and to develop innovative ways of responding to these demands; and; ii Facilitate the availability and accessibility of appropriate and up-todate knowledge on advisory services from a range of sources in Africa and worldwide. This will done by Facilitate access and utilisation of new knowledge and insights on how to effectively develop networks of AAS providers at national, regional and international levels.

28 Group Work (1) Knowledge Processes 1. Give some example of knowledge processes 2. What are practical examples of knowledge enablers and barriers in the AFAAS-CF knowledge processes? Groups 3/4 persons

29 KM: Integral Approach

30 Group Work (2) Organizational Aspects 1. What are practical examples of knowledge enablers and barriers in the AFAAS-CF organizational aspects? Groups 3/4 persons Page 30

31 Developments within AAS 1. Recent development within AAS. 2. How is this influencing your work/activities within AFAAS-CF. 3. How is this affecting knowledge management / how is this affecting your knowledge organization (being AFAAS-CF) Page 31

32 Questions? Introduction Closure

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