2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
January 2013 - Magazine No. 160
January 2013 - Magazine No. 160
Edition:

Let's begin with some background: on October 30th, 2011 the Standards Institution of Israel published the first Knowledge Management standard (ISO Israeli Standard 25006). The standard was written by the Israeli Standards Institute (ISI) using an extended team of experts assembled for this purpose according to the ISI's rules of standard creation. The standard's purpose is to define what's required from a knowledge management system in an organization aspiring to leverage its business skills by leveraging its intellectual capital. Also, the standard defines what's required from an organization aiming for authorization.

 The standard sets the bar high for such organizations, and lists the variety of solutions and tools that can assist reaching it.

The standard lists the requirements and rules of Knowledge Management implication in organizations and lists a variety of definitions, processes, tools and solutions used to document and measure the organization's Knowledge management.

As expected from a company which specializes in Knowledge Management, we didn't hesitate and decided to set an example for our clients, and check and assess our company's Knowledge Management system. And so it was decided: we'll apply for the ISS authorization process.

The first step we took was to evaluate our readiness in accordance to the requirements stated by the ISS in the following aspects:

  1. Management's commitment: responsibilities and requirements of the organization's management.
  2. Resource investment-human resources and technological infrastructure required.
  3. Culture-defining our desired knowledge managing culture, diagnosing our current culture and writing a program that addresses the difference between the two.
  4. Current Knowledge Management solutions.
  5. Knowledge Management implication- guidelines for initiation, execution and assimilation of the knowledge according to the process-based approach.
  6. Documentation- documentation goals; detailing the content documented.
  7. Assessing and evaluating- goals and fields
  8. Lessons learned from the organization's KM activities.

As expected from a knowledge management company, we were indeed ready as we began the process. In accordance to the standard's requirements, we executed a thorough, strictly-phased process over time in order to implicate the organization's Knowledge Management activities. The standard encourages using the process-based approach as the basis for effective and efficient long term knowledge management. The stages of this approach are: a) setting a policy. b) Identifying and analyzing gaps. c) Planning and executing. d) Assessment and evaluation. e) Learning lessons. We worked according to this model.

Setting a policy: We defined our vision, including both goals to be achieved by our Knowledge Management needs and Knowledge Management culture. A specific policy was defined for each Knowledge Management component Storing, preserving, sharing, accessibility and knowledge development. We made sure each component suits the company values.

Diagnosis and identifying gaps: We implemented two processes of diagnosis and need charting: One diagnosis concerning the state of our Knowledge Management culture in relation to our cultural vision and another concerning the quality of our Knowledge Management. When we began charting our needs we didn't think we'd come up with nothing, as we invest ongoing effort in charting. We defined needs and addressed each need appropriately. Yet still, the standard pushes one to constant improvement. The charting always refers not to what has already been done, rather to what is right and should be added. Therefore, it always finds new, untraveled routes.

The results of these tests were presented in a survey and were approved.

Planning and execution: We decided what subjects we wish to promote. We began to form an organized work plan to promote each subject while considering our schedule as well as desired results. We chose three central subjects that were announced as projects for 2013.

Assessment and evaluation: We defined qualitative and quantified measures as well as the goals of our projects.

Learning lessons: We decided at what stages we want to stop and learn by producing lessons. We defined specific points in each projects and inserted the lesson learning activities into our work plan.

All this activity was started on June 2012. We set two main goals: one is to pass the examinations and be one of the first organizations certified; the other was to (more importantly) "utilize" the standard and its requirements to leverage our Knowledge Management activities. They were indeed leveraged.

Early December 2012, the big day finally arrived. An inspector from the SII arrived and we were requested to prove we meet all demands. The examination day was a success, and at its end we received the good news: we passed.

This might sound trivial to some, that a Knowledge Management sCompany will be able to construct a quality Knowledge Management system. Nevertheless, this was not an easy task and required cooperation of all company workers. Everybody wanted to pass this test and prove the not only that the shoemaker's children do not go barefoot, but actually have the fanciest shoes of them all.

To conclude, we can only recommend other organizations to embark on this journey. It ends with you receiving the certification, or better yet, it ends with your knowledge management system reaching new heights.

 

Written By Mila Pavlock

Approximately a month ago, I published an article that discussed defining Knowledge Management differently than the definition commonly found in various sources. In this article I wish to continue my journey, titled "Knowledge Management in our lives". I will discuss additional components of the field and how they manifest in our day-to-day lives, namely: sharing, development of new knowledge and retaining past knowledge.

 

Knowledge sharing

We are nowadays witnessing the sharing and creation of new knowledge in an astounding velocity on a nearly daily basis. We sometimes find it difficult to internalize and follow the process. This is especially true in regard to Social Networks. For example, after publishing a picture/status we will receive countless responses/answers, ideas and tips. This is due to the will and need to share. Usually people who possess required knowledge or information are happy to contribute it and share it on the web in order to help, stand out or feel powerful. Following this example, it is only natural that we compare between the levels of willingness to share on the web than willingness to share via tools designated for sharing in the organization. In most cases, there is a substantial difference between the two. There is less responsiveness on behalf of organization workers to share with their peers than to share via Social Networks. From my personal experience, the reasons for this phenomenon are: lack of time, overwork and organizational culture that doesn't sufficiently encourage this sharing.

 

Creating new knowledge

As mentioned above, new knowledge can be seen everywhere. A striking example is our conversations with our friends. We share knowledge in these conversations, are exposed to new knowledge in a variety of new knowledge, discuss and develop new insights and thus create knowledge we did not possess prior to the discussion.

If we analogize the aforementioned example to the field of KM in organizations, we can point out similar processes such as focus groups, global teams and brainstorming, all utilized for the purpose of developing new knowledge. The difference between the two situations is that the knowledge development in the organization is performed through an organized, goal oriented process and methodology while in a social meeting between friends the process is preformed while its performers unaware. This is actually the beauty of Knowledge Management in our lives.

 

Retaining the knowledge of yesterday

There are many examples of Knowledge Retention n our day-to-day lives. Here is an example of retaining the knowledge of yesterday:

We have all had to go through a bureaucratic process. In order to survive through such, tips, phases, shortcuts and recognizing relevant contacts can help a great deal. In these situations I retain the process and its relevant nuances in order to ease the process for myself or my friends in case we need to go through the process again in the future.

 Many organizations have realized the potential of Knowledge Retention, when forced to deal with the retirement of a key worker in the organization in order to prevent the loss of this worker's known and unknown knowledge. It is recommended not to wait till the worker retires, rather retain the knowledge while the worker is still hired in order to access the worker's knowledge in real time as well as prepare material for the worker's substitute.

The retaining process, if done correctly and routinely, may conserve many resources and substantially ease the work process.

 

Summary

In conclusion, I will list four concepts discussed in both articles: accessibility, sharing, development of new knowledge, and retaining the existing knowledge. As you've seen, manifestations and examples of these four concepts can be found in all fields and aspects of our day-to-day life. What makes Knowledge Management a profession is the enveloping of all four concepts, which is an organized, goal-oriented methodological process.

Review: BI 3.0
Written By Anat Bielski

The term BI3.0 refers to a Business intelligence solution that enables the use of Social Media characteristics, as information sharing, collective decision making, personalized information, Social media characteristics are important as they assist the users in receiving important insights regarding business activities, insights that cannot be achieved via classical BI, based only on data.

 

The evolution of BI passes through three main generations:

BI 3.0

Anat Bielski

 

The term BI3.0 refers to a Business intelligence solution that enables the use of Social Media characteristics, as information sharing, collective decision making, personalized information, Social media characteristics are important as they assist the users in receiving important insights regarding business activities, insights that cannot be achieved via classical BI, based only on data.

 

The evolution of BI passes through three main generations:

 

 

- http://www.capgemini.com/technology-blog/2012/07/journey-business-intelligence-30-bi-30/

 BI has made a long journey through the past 20 years. At first, access to data and creating BI reports was open to all users. It didn’t take too long and the power of creating reports was returned to IT since many users found it challenging to define endless reports, and as contradicting reports were produced due to misinterpretation of data.

Nowadays, the trend is to enable more usage of BI services in self-service format that will enable creating reports independently using friendly interfaces based on orientation designated for business users. BI 3.0 offers a number of new unique abilities suitable for the current zeitgeist and includes social, mobile and local aspects (SoLoMo). Prominent examples of BI 3.0 include Social BI, Mobile BI and also Self-Service BI.

Mobile BI enables the organization's workers to access organizational information directly via their mobile devices and view information using BI tools installed on their mobile devices. Access to this data enables organizations to be more competitive and provide a quick answer in real time.

Social BI tools enable the business users to share KPI, reports and graphs and enables immediately receiving an opinion members of the organization. For further information, click here.

Self Service BI tools enable the majority of edge users, including those who do not possess the knowledge of and/or have never worked with technology-oriented systems, unmediated access to data that in the past were available exclusively through the mediation of information systems customized by request, research analysis, etc. for further information on this term, click here.

To conclude, BI 3.0 enables quick access to real time data from anywhere using tools extracted from the world of Social Media and allow sharing data and automatic pushing of information relevant to the user.

 

References

http://www.capgemini.com/technology-blog/2012/07/journey-business-intelligence-30-bi-30/

http://he.wikipedia.org/wiki/%D7%91%D7%99%D7%A0%D7%94_%D7%A2%D7%A1%D7%A7%D7%99%D7%AA_3.0#.D7.91.D7.99.D7.A0.D7.94_.D7.A2.D7.A1.D7.A7.D7.99.D7.AA_.D7.9E.D7.A7.D7.95.D7.9E.D7.99.D7.AA

 

 

Written by Rom Knowledgeware
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