KNOWLEDGE MANAGEMENT AS A DOUGHNUT: SHAPING YOUR KNOWLEDGE STRATEGY THROUGH COMMUNITIES OF PRACTICE
1. About the author
Etienne Wenger, a recognized authority on the discipline, is a consultant and researcher, and the co-author of Cultivating communities of practice: a guide to managing knowledge (Harvard Business School Press, 2002) with R. McDermott and W. Snyder.
The utility of knowledge management has been debating for a long time. Knowledge is a strategic asset so it has to be managed like any critical assets of organization. In this article, the author argues that in the term "knowledge management", management is a doughnut with empty centre. Knowledge management, therefore, is primarily the business of those who actually make the dough the practitioners. Unless you are able to involve practitioners actively in the process, your ability to truly manage knowledge assets is going to remain seriously limited. The article proposes fundamental principles for effectively managing knowledge. The doughnut model of knowledge management is the key issue to be discussed in this article.
3. Key points
3.1 Principles of knowledge management
- Practitioners, the people who use knowledge in their activities, are in the best position to manage this knowledge. Since knowledge of any field is too complex for any individual to cover, community of practice, which are social structures that focus on knowledge and explicitly enable the management of knowledge to be placed in the hands of practitioners, comes to play a critical role. - Communities of practice are groups of people who share a passion for something that they know how to do, and who interact regularly in order to learn how to do it better. They, therefore, are the cornerstones of knowledge management. From this perspective, the role of professional "manager" is not to manage knowledge directly, but to enable practitioners to do so. - Communities of practice manage their knowledge. If you had enough knowledge to micro-manage communities of practice, you would not need them. In contrary, communities of practice need to be in dialogue with executives in the organization, other communities of practice, and experts outside the organization. - No community can fully manage the learning of another, but no community can fully manage its own learning. 3.2 Three elements of a community of practice
- Domain: the area of knowledge that brings the community together, gives it identity, and defines the key issues that members need to address. - Community: it is the group of people for whom the domain is relevant, the quality of the relationships among members, and the definition of the boundary between the inside and the outside. - Practice: the body of knowledge, methods, tools, stories, cases, documents share & develop by members. Company-wide communities make learning available to all concerned. They make sure that the learning from various locations within and beyond the organization is synthesized and integrated, and then remembered and distributed. 3.3 From strategy to performance
Doughnut model is meant to convey the logic of a community-based knowledge strategy, bottom-up as well as top-down, not a chronological sequence of steps. Elements of Doughnut model: - Domain: knowledge is needs to do what you want. Translation from the strategy of the organization into a set of domains is neither static nor obvious. Key issues are how to mix top-down and bottom-up processes to allow an organization engage the passion of its practitioners in strategic challenges; how to allow new domain to emerge and old ones to disappear? - Communities: cultivate the communities according to each domain. You need people to have knowledge. This step is to find the practitioners who can form a community to take care of the knowledge in their domain. Key issues: how to overcome organization silos; accommodate various...
...Higher School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Introduction ………………………………………………………………………..3Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of KnowledgeManagement in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the...
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many researches supported the theory...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledge workers and significantly improve business performance. This paper examines the concept of knowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement transfers...
Sins of KnowledgeManagement
core tenet of any organizational learning project is that without
detecting and correcting errors in "what we know" and "how we
learn," an organization's knowledge deteriorates, becomes obsolete,
and can result in "bad" decisions. Because systematic attention to
knowledgemanagement is relatively recent, it is particularly important to detect
these errors so that knowledgemanagement does not become yet another management fad that promised much but delivered little. If we do not identify and
try to resolve these errors, "what we know" about knowledgemanagement may
become little else but mythology. As a consequence, we will be faced with the
ultimate knowledge irony: efforts to manage knowledge are themselves based
upon faulty knowledge principles.
The purpose of this article is to draw attention to a set of pervasive
knowledgemanagement errors. These reflections are based on the authors'
observing or partaking in over one hundred knowledge projects over the past
five years or so. The focus is on fundamental errors, that is, errors that if left
uneorreeted inhibit genuine knowledge from being developed and leveraged.
These are errors associated...
for Social CRM Systems
Adam Czyszczoń and Aleksander Zgrzywa
Politechnika Wrocławska, Faculty of Computer Science and Management,
Institute of Informatics,
Wybrzeże Wyspiańskiego 27, 50370 Wrocław, Poland
Abstract. This paper attempts to address the problem of the automatic customer segmentation by processing data collected in Social Customer RelationshipManagement (Social CRM) systems using Kohonen
networks. Presented segmentation approach comprises classic loyaltyproﬁtability link model that is explicit for CRM, and new social media
components direct to Social CRM. The result of presented approach is an
analysis tool with data visualization for managers which signiﬁcantly improves the process of customer segmentation. Presented research is supported by implementation of proposed approach by which experiments
were conducted. Additionally, the experimental results showed that proposed method performed very close to k-means algorithm which indicate
the correctness of the proposed approach.
Keywords: customer segmentation, CRM, Social CRM, clusterization,
SOM, unsupervised learning, ANN, data mining.
To acquire competitive advantage many companies use the strategy of Customer
Relationship Management (CRM) what can be observed in growing interest
in this domain. However, in recent years new...
...1. Company Overview
1.1. Business Overview
Mystique is currently involved in fashion clothing business. Unlike other clothing companies, Mystique owns all of its retailing, designing and manufacturing operations. It sells a range of women’s and men’s clothing which aims to give a personalised and satisfaction experience to its customers. The business’s headquarters is located in India but the entire Sri Lankan management is handled in Sri Lankan and currently it has 4 outlets in Colombo and Kandy.
1.1.1. Product Overview
Figure : Mystique’s Product
Currently Mystique is targeting mainly on causal and party ware for both customer segment. It provides a right quality product for an affable cost which can be effort by working class to upper uppers. Based on the design and material quality the price of the product varies.
1.1.2. Service Overview
Figure : Mystique's Services
All our products will be serving the current client’s requirements. In order to serve our customer better, we provide other services which are mentioned in the above figure. Exchange and return, reservation and customer services are provided by our retailer outlet team and the promotion are decided by our marketing team (refer organisational structure).
1.2. Vision and Mission
Vision – To make consistent design improvements based on the emerging trends that will enhance customer satisfaction.
Mission – “Build a unique portfolio of branded, trendy and unique...
...Table of Contents
ORGANIZATIONAL BACKGROUND 3
KNOWLEDGEMANAGEMENT AND LONG TERM SUSTAINABILITY 5
INFOSYS AND KNOWLEDGEMANAGEMENT 6
THE K SHOP 7
PROCESS DATABASE ASSISTANCE 8
PEOPLE KNOWLEDGE MAP 8
CATCH THEM YOUNG INITIATIVE 9
INFOSYS SCHOLARSHIP PROGRAM 9
KNOWLEDGEMANAGEMENT AND E BUSINESS 10
This assignment is aiming to critically appraise the knowledge and knowledgemanagement process and evaluate the importance of knowledgemanagement in success of an organization. Knowledgemanagement can be explained as the strategies employed by an organization to keep the knowledge developed by its employees over the period of employment within the organization and use the knowledge gained for future projects and activities. Through proper knowledgemanagement strategies efficiency, effectiveness and profitability of the organization can be enhanced. This assignment would use example of a global organization which is pioneer in its knowledgemanagement activities and gained success in industry because of knowledgemanagement approach. It is...
ByAmr Badrawy |
Definition of knowledgeknowledge is the ability of an actor to respond to a body of facts and principles accumulated over a
period of time
Definition of Knowledgemanagement
a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge. KM focuses on processes such as acquiring, creating and sharing knowledge and the cultural and technical foundations that support them.
A more simple definition is that knowledgemanagement is the process through which organizations generate value from intellectual and knowledge based assets
The development of KnowledgemanagementKnowledge began to be viewed as a competitive asset in the 80s,around the same time that information explosion started becoming an issue
The trend was fueled by the development of IT systems which made it simple to store, display, and archive classified, indexed information
The process received a fillip after Drucker (and others) stressed the role of knowledge as an organization resource, and Senge popularized ‘learning organizations’
Objective of knowledgemanagement:
The purpose of KM is to gather, categorize, store and spread all knowledge...