PRINCIPALI MODELLI DI KNOWLEDGE DEVELOPMENT

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1 PRINCIPALI MODELLI DI KNOWLEDGE DEVELOPMENT CORSO DI GESTIONE DELLA CONOSCENZA Prof. Alberto Felice De Toni 11 giugno Knowledge Management 1

2 Framework modelli LEGENDA: * * * * * MODELLI ** * * * ** ** ** * ** ** * = Articolo ** = Libro A = Market to Book Value B = Q di Tobin Zack, 1999 Hansen e altri, 1999 Choi e Lee, 2003 Armbrecht e al, 2001 Holsapple e Joshi, 2002 Stankostky e al, 2005 Lee e yang, 2000 Stewart, 1997 A Stewart, 1997 B Sveiby, 1997 Lev, 2001 Edvinsson, 1998 Tiwana, 1999 Dalkir, 2005 KS CONTEXT CONTENT PROCESS KM MAIN VARIABLES KNOWLEDGE CYCLE IMPLEMENTATION STEPS MONETARY KE HOLISTIC NON MONETARY ATOMISTIC Knowledge Management: principali modelli di riferimento 2 2

3 Autore di riferimento: Amrit Tiwana Amrit Tiwana è Associate Professor of Logistics Operations and Management Information Systems alla Iowa State University. Ha conferito il titolo di Ph.D. in Business Administration al Robinson College of Business dell Università di Georgia State focalizzando la sua ricerca sulla knowledge integration e l information systems management. Prima di approdare alla Iowa State University, ha insegnato alla Goizueta Business School e Information Systems al Robinson College of Business at Georgia State University. È membro della Academy of Management, della Association for Information Systems, e della Academy of Computing Machinery. Knowledge Management: principali modelli di riferimento 3 3

4 KM Toolkit: The 10 step KM Roadmap 1 2 Analizzare l infrastrutture esistente Allineare il KM e la BS Fase 1: valutazione dell infrastruttura Progettare l infrastruttura per il KM Fare un audit dei knowledge asset e dei sistemi Progettare un team per il KM Creare un programma per il KM Sviluppare il sistema per il KM Prototipazione e avvio Gestire il cambiamento, la cultura e i sistemi premianti Valutare le performance, misurare il ROI e rifinire il KMS Fase 2: analisi, progettazione e sviluppo del KM System Fase 3: avvio Fase 4: valutazione Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 4 4

5 KM Toolkit: The 10 step KM Roadmap Analizzare l infrastrutture esistente Allineare il KM e la BS Progettare l infrastruttura per il KM Fare un audit dei knowledge asset e dei sistemi Progettare un team per il KM Creare un programma per il KM Sviluppare il sistema per il KM Prototipazione e avvio Gestire il cambiamento, la cultura e i sistemi premianti Valutare le performance, misurare il ROI e rifinire il KMS Fase 1: valutazione dell infrastruttura Fase 2: analisi, progettazione e sviluppo del KM System Fase 3: avvio Fase 4: valutazione Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 5 5

6 1. Analizzare l infrastruttura esistente 1. Comprendere se esiste un modello deliberato di KM o se esiste solo in forma latente ed eventualmente capire su quali tecnologie si basa. 2. Comprendere il ruolo delle reti (intranet e extranet) presenti all interno dell organizzazione, e definire come queste potrebbero supportare il KM. 3. Analizzare, valorizzare e rendere scalabili data mining, data warehousing, e business intelligence che potrebbero essere già in uso all interno dell organizzazione. 4. Comprendere le scelte alla base dei server aziendali e le logiche di condivisione dei dischi di sistema. 5. Comprendere le limitazioni dei tool esistenti e identificare quali potrebbero essere i gap nell infrastruttura. 6. Pensare a come integrare le reti e le tecnologie individuate nel nuovo modello di KM. 7. Creare degli step concreti per valorizzare e rendere scalabile l infrastruttura esistente. Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 6 In the first step you analyze your existing infrastructure, then you identify concrete steps that you can take to leverage and build your knowledge management system upon. In this first step, you gain an understanding of various components that constitute the knowledge management strategy and technology framework. By analyzing and accounting for what is already in place in your company, you can identify critical gaps in the existing infrastructure. Consequently, you will be able to build upon what already exists. The key lies in accurately identifying and fixing what will work as a part of the knowledge management system and what will not. There is no silver bullet for knowledge management: Anything making that claim is fraught with immense risk. Instead of telling you what components to build upon, I will guide you through the process of making those decisions specifically in the context of your company. Although leveraging existing infrastructure is the logically, scientifically, rationally, theoretically, commonsensically, and financially right approach, it also stands a better chance of generating stronger management support for your knowledge management project because of the perception that you are not completely abandoning the "old" existing investments. Flexibility and scalability: A well-designed knowledge management system is not written in stone. It has and needs room to grow and change with the business that it supports. Such flexibility in design will ensure future leverageablity. The user is king: In concert with significant changes in both applications and technology architecture is greater awareness of user-defined requirements within this environment. A key success factor in a knowledge management system is the ability of end users to define and control interaction with numerous sources of information, and decide how information is classified, organized, and prioritized to suit perceived business needs and strategy. Ease of use: A knowledge management system has to be easy to use. Leveraging our knowledge of "good" Web design can partially ensure that. The role model is the telephone. Really. 6

7 Componenti dell infrastruttura Enterprize KM Network Knowledge Flow Web sites, pointers Databases Messaging File systems Legacy systems Workflow Collaborative tools Discussions Information Mapping Information Sources Reposity Distributed search Models Distributed retrieval Distribution Channels Multimedia content Enterprise data Versioning controls Metadata Bulletin boards Informal conversation PM Tolls Check in/out Operational data External network Transaction reports Intelligent Agent and Network Mining Push agents Pull agents Data aqnd text mining Web farming technologies Information indexing and classification Information clustering and lumping Information And Knowledge Exchange Viewing tools Collaborative annotation Context addition Messaging integration Legacy integration Threading Platform Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 7 To understand how these components interrelate, it is essential to understand their key functions. The primary set of functions (and cross-category secondary functions) of these meta components are as follows: 1. Knowledge flow: These components facilitate knowledge flow within the knowledge management system. 2. Information mapping: These link and map the flow of information that might later be converted to knowledge across the enterprise. 3. Information sources: Data sources feed raw data and information into the knowledge management system. 4. Information and knowledge exchange: Tools and nontechnological facilitators that enable exchange of information across tacit (such as people) and explicit (such as databases, transaction processing repositories, and data warehouses) sources, help create and share context (the process itself is called contextualization), and facilitate sensemaking 5. Intelligent agent and network mining: Knowledge mining, linking, retrieval, and intelligence tools facilitate finding knowledge using intelligent agents and pattern mining tools. 7

9 2. Allineare il KM e la BS 1. Eseguire una knowledge-based SWOT analysis e creare mappe della conoscenza per la propria organizzazione, i principali competitors e l intero settore 2. Analizzare i knowledge gap e identificare come il KM può colmare questi gap 3. Eseguire un analisi costi-benefici per capire le priorità con cui colmare i gap 4. Scegliere tra un approccio di personalizzazione e di codificazione 5. Determinare le domande diagnostiche a cui dovrà rispondere il sistema di KM 6. Tradurre i link tra il KM e la BS in caratteristiche progettuali del KM system 7. Creare iniziative per vendere più facilmente il sistema all interno 8. Validare i link tra KM e BS e utilizzarli per guidare il resto del processo di progettazione Zack Hansen Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 9 In the second step you analyze knowledge gaps by creating knowledge maps for your company. You further use these knowledge maps to create a high-level strategic link between business strategy and knowledge management. You then use this link develop both the knowledge management strategy and system in a manner that aligns them with business performance and objectives. Knowledge drives strategy, and strategy drives knowledge management. Without a clearly articulated link between knowledge management and business strategy, even the world's best knowledge management system will deliver zilch. Business strategy is usually at a high level, and, dare I say, with lofty goals. Developing systems is always at a low level: Specifications and features are needed, not abstractions, visions, or business ideas. Raise knowledge management system design to the level of business strategy and pull strategy down to the level of systems design. When such alignment between your knowledge management and business strategy is clearly established from the outset, you can be sure that your knowledge management system is moving in a direction that holds promise for long-lasting competitive advantage and that it will actually benefit both your company's employees and its bottom line. 9

10 2. Legami tra KS, KM, BS e ambiente Ambiente Opportunità tecnologiche Minacce competitive Controllo Impatta Barriere di espressione Contesto strategico Prodotti/servizi Mercati Clienti Allocazione risorse Impatta Barriere di espressione Impatta Guida Influenza Permette Barriere relative alle specifiche KS Ruolo dell IT Innovazione Vantaggio competitivo Mappe della conoscenza Barriere relative alle specifiche Permette Allinea Barriere implementative Barriere implementative Tecnologie di KM Investimenti infrastrutturali Scelte strategiche sull IT Ricchezza collaborativa Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 10 The figure illustrates the linkages between a company's strategic context, knowledge management strategy, and knowledge management technology. The competitive environment a combination of technical opportunities, competitive threats, and regulatory controls impacts both your company's strategic context (and in turn its products, services, markets, customers, and allocation of resources) and its knowledge management strategy. KM technology (which includes the knowledge management system) enables the realization of your company's chosen knowledge strategy. KM strategy in turn aligns KM technology design. It's your company's business strategy that drives its knowledge management strategy, and not the other way around. Similarly, KM technology choices enable its strategic context and are in turn influenced by it. Strategic context has an expression barrier surrounding it. Your company breaches the barrier by articulating its business strategy, based on its vision and translated into actionable targets and goals. Knowledge strategy has a specification barrier: the need to specify critical knowledge that supports and refines your company's business strategy. I would recommend using Michael Zack's knowledge mapping scheme to overcome the specification barrier that shields KM strategy. Knowledge management technology, itself, has an implementation barrier surrounding it. This barrier is primarily related to technology choice and design and is rarely a hardy deterrent because it can often be copied easily by your competitors. 10

12 3. Progettare l infrastruttura per il KM 1. Capire i vari componenti della infostructure 2. Identificare le fonti di conoscenza interne e esterne da integrare 3. Scegliere i componenti IT per trovare, creare, assemblare e applicare la conoscenza 4. Identificare gli elementi del livello dell interfaccia: client, server, gateways e piattaforma 5. Identificare e comprendere i componenti del livello collaborative intelligence: data warehouses, algoritmi genetici, reti neurali, sistemi ad esperti e decision support system (basati su casi o su regole) 6. Equilibrare costi e benefici per ogni componente IT individuato 7. Equilibrare meccanismi push e pull per la fornitura di conoscenza 8. Identificare il giusto mix di componenti per la ricerca, l indicizzazione e il retrieval 9. Cerare etichette e atrributi della conoscenza: dominio, forma, tipo, prodotto/servizio, tempo e locazione 10.Eseguire un controllo retroattivo sul modello SECI di Nonaka per validare le proprie scelte Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 12 As the third step toward deploying knowledge management, you must select the infrastructural components that constitute the knowledge management system architecture. Knowledge management systems use a seven-layer architecture, and the technology required to build each layer is readily available. Integrating these components to create the knowledge management system model requires thinking in terms of an infostructure rather than an infrastructure. You must also create profiling mechanisms for push- and pull-based knowledge delivery while balancing cost versus value-added for each additional enabling component. You do this after considering the ways in which work is done in your own company. The choice of these components will vary according to the different corporate cultures and work norms that exist in different companies. 12

13 3. Controllo retroattivo Knowledge Management: principali modelli di riferimento 13 Now that you have a grasp on the technology and human components needed to implement a knowledge management strategy in your company, let's see how they all fit into Nonaka's SECI model. The interaction of knowledge at enterprisewide (company) levels is indicated by C; at group or task team level, by G; and at individual level, by I. The corresponding technology enablers are exemplified in each quadrant. Knowledge management is done according to the SECI model through a cycle of socialization, externalization, combination, and internalization of knowledge. The figure illustrates also how each of these phases is supported by technology that we discussed in this chapter. Note that some of the components overlap across phases of knowledge creation. This implies that the benefits of one technology element is manifested in multiple knowledge creation phases. 13

15 4. Knowledge audit Definire gli obiettivi della Knowledge Audit Identificare restrizioni finanziarie o di altro genere Determinare lo Stato ideale Assegnare valori alti desiderabili Selezionare il metodo per l Audit Specificare i dettagli dell Audit Il metodo selezionato deve rendere conto di almeno tre tipologie critiche di intangible asset: Know-how dei dipendenti Reputazione (fedeltà al marchio ) Cultura organizzativa Eseguire l Audit Documentare i Knowledge Asset Knowledge Assets Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 15 A knowledge management project must begin with what your company already knows. In the fourth step, you audit and analyze knowledge, but first you must understand why a knowledge audit is needed. Then you assemble an audit team representing various organizational units. This team performs a preliminary assessment of knowledge assets within your company to identify those that are both critical and the weakest. 15

16 4. Dall audit ai knowledge spot Codified knowledge that we have as a % of the total knowledge explicated by our key competitors Low High Strategic position A Externally assailable Internally safe High Competitive Advantage Strategic position C No competitive advantage No Competitive Advantage Strategic position B Externally safe Internally assailable High Competitive Advantage Strategic position D Temporary competitive advantage Low Competitive Advantage Low High Tacit knowledge content as a % of the total knowledge that we have Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 16 Once you map each knowledge element or asset on the framework described in Figure you can tell whether it is a strength or weakness. The shaded areas indicate a high competitive advantage: areas where your knowledge is already well managed but can possibly be improved. Strategic position A indicates that your company is internally safe but externally vulnerable on this front. The level of explicated knowledge is high, and tacit content is low. Your competitors do not have much more knowledge than you have available and ready to apply. This is perhaps the bestcase scenario for knowledge management. Very few companies actually fall in this quadrant. We researched several companies that have had a fair degree of success in their knowledge management efforts, and our initial findings indicate that companies that are actually pursuing knowledge management effectively, fall in Quadrant A. However, in that quadrant your company is externally vulnerable because almost all the knowledge you have is well explicated and codified. If your competitors manage to obtain any portion of this readily applicable and explicitly codified knowledge, they could use it to their advantage and against you in their own business. In such a case, your focus should be more on security measures rather than on knowledge management. Position B indicates that your company has managed to explicate some portion of its knowledge; however, this is a relatively small percentage of what your competitors have managed to explicate. In this position, tacit content of knowledge in your company is rather high. This is an excellent scenario for an efficacious knowledge management initiative using a well-funded knowledge management system. Technology can be a major, if not the only, savior for your firm's competitive advantage. Even though your company might be externally safe, a key employee leaving your company and joining a competitor might reverse the entire balance. Strategic position C is a fundamentally weak position, where your company has no strategic advantage whatsoever. Probably a lot more issues besides knowledge management need to be addressed. Strategic position D regards companies which are presently successful but need to manage knowledge in such a manner that their temporary advantage is converted into a longer-term, sustainable competitive advantage. These companies have much to gain from an investment in knowledge management systems, technology, and infrastructure. Such companies include consulting companies, where the founders of the firm have a bulk of the firm's total knowledge. In such cases, the tacit portion of knowledge is very high in relation to the portion that has been formalized, captured, and explicated (or externalized). 16

18 5. KM team 1. Identificare gli stakeholders chiave: IT, management e end users 2. Gestire le loro aspettative 3. Identificare le fonti di esperienza 4. Identificare i punti critici di fallimento in termini di bisogni non soddisfatti, controllo, utilizzo da parte del management e utilizzo da parte degli utenti 5. Equilibrare la costituzione del KM team dal punto di vista organizzativo, strategico e tecnologico 6. Equilibrare l esperienza tecnica e manageriale all interno del team 7. Risolvere i problemi legati al dimensionamento del team Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 18 In the fifth step on the KM road map, you design the knowledge management team that will design, build, implement, and deploy your company's knowledge management system. To design an effective knowledge management team, you must identify key stakeholders both within and outside your company and identify sources of expertise that are needed to successfully design, build, and deploy the system while balancing the technical and managerial requirements. We examine the issues of correctly sizing the knowledge management team, managing diverse and often divergent stakeholder expectations, and applying techniques for both identifying and avoiding critical failure points in such teams. 18

20 6. KMS blueprint 1. Customizzare l architettura del KMS per la propria organizzazione 2. Selezionare i componenti richiesti per creare un KMS: repositories, mining tools, opzioni di interfaccia, elementi integrativi, cultura 3. Progettare il sistema per alti livelli di interoperabilità con gli altri investimenti IT in modo da ottimizzare le performance e la scalabilità 4. Eseguire una gestione del KMS che segua il ciclo di vita della conoscenza 5. Garantire e rendere visibili i benefici del KMS 6. Compiere la scelta build or buy comprendendo i trade off che ne conseguono Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 20 The knowledge management team identified in step 5 builds upon a knowledge management system blueprint that provides a plan for building and incrementally improving a knowledge management system. As you work toward designing a knowledge management architecture, you must understand its seven layers specifically in the context of your company and determine how each of these can be optimized for performance and scalability as well as high levels of interoperability. This step integrates work from all preceding steps so that it culminates in a strategically oriented knowledge management system design. 20

21 6. Analisi dei componenti IT da modificare Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 21 The figure shows the generic system architecture. The knowledge management system deployment initiative assumes that you already have a corporate network in place. The knowledge management applications will go one layer above this existing architecture. The shaded components in Figure indicate the components of the system architecture that must be modified to build a knowledge management system. The middleware architecture is modified to incorporate applications that otherwise might not talk to each other, into a tightly integrated system. The repository architecture includes all existing databases. 21

22 6. Build or Buy? Opzione Costo Qualità Tempo di sviluppo Flessibilità Customizzabilità Note Sviluppo in casa custom (utilizzando membri dei sistemi informativi e end users per i test) Alto Dipende Alto Alta Alta La qualità dipende dall esperienza disponibile Sviluppo in casa custom con il supporto di consulenti Alto Dipende, ma meglio di sopra Medio Alta Alta Dipende dalle abilità dei consulenti. Rischio che sviluppino sistemi simili a competirors Soluzione custom sviluppata da una società di consulenza Medio Media Basso Media Media I competitors potrebbero avere la stessa soluzione Sviluppo da parte degli stessi end users Di solito basso Di solito bassa Dipende Alta Alta Non consigliato Sistemi standard acquistati all esterno Basso Alta Zero Bassa Bassa L unico tempo per lo sviluppo è il tempo per l installazione Soluzioni customizzate off the shelf Medio Alta Basso Mediobassa Media Dovrebbe essere nel primo set di scelte Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 22 22

24 7. Sviluppare il KMS Definire i dettagli per ognuno dei sette livelli architetturali del KMS: Interface layer Browser Access & authentication layer Authentication, recognition, security, firewall, tunneling Collaborative intelligence and filtering layer Intelligent agent tools, content personalization, search, indexing, metatagging Application layer Skills directories, yellow pages, collaborative work tools, video conferences, electronic forums, DSS tools Transport layer Web and TCP/IP deployment, streaming audio, VPN Middleware and Legacy integration layer Wrapper tools Repositories Legacy, datawherehouses, databases Piattaforma indipendente o accesso unico con gli altri sistemi informativi? Progettazione dettagliata della pagina di apertura Audio e video da inserire Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 24 The combination of technologies upon which a knowledge management system rests is tricky to define. The focus of technology should primarily be on enhancing two broad areas: Storage and retrieval Communications Technology for managing information has often taken a limited view of regarding only explicable, captured information as information that needs to go into an information system; there have only been a few, moderately successful attempts to take information technology further than that. While technologies that we will examine in the next section are limited to some extent by this constricted view of what comprises information, they capture and distribute structured knowledge and enhance the broad area of storage and retrieval. Communications is another domain where IT provides incalculable opportunity in terms of mobilizing tacit knowledge. 24

26 8. Prototipazione e avvio 1. Comprendere il bisogno di sviluppare un KMS pilota, selezionando delle aree rappresentative per il progetto 2. Identificare i punti critici nel progetto pilota 3. Comprendere il ciclo di vita del KMS e le sue implicazioni 4. Utilizzare un approccio RDI (Result Driven Incremental) per avviare il sistema, effettuando correzioni in base ai risultati cumulativi 5. Identificare le trappole del sistema in base ai risultati dell approccio RDI 6. Decidere se e quando utilizzare prototipi Fonte: Tiwana, 1999 Knowledge Management: principali modelli di riferimento 26 A large-scale project such as a typical knowledge management system must take into account the actual needs of its users. Although a cross-functional KM team can help uncover many of these needs, a pilot deployment is the ultimate reality check. In the eighth step on the knowledge management road map, you must decide how you can select KM releases with the highest payoffs first. Well-executed deployment will ensure that the knowledge management system is well received by the users for whom it is built. The incremental approach to systems development and deployment assumes that functions required of a system, such as a knowledge management system, cannot be known completely in the initial stages. This approach suggests that developers implement a part of the system and increment it rapidly, as new requirements surface. This way, the entire system can be implemented in increments, and changes can be made along the way. 26

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