amir prezentacja
DESCRIPTION
AmirTRANSCRIPT
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How it is done in Croatia:
Pilot implementation of knowledge management in companies 5
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Who participated LLP KM2S project from Croatia?
Faculty of organization and informatics (UNIZG) www.foi.hr Founded in 1974 Medium sized faculty wiithin UniZg Leading higher education institution in
Croatia to provide education in applied information technology and information sciences
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Project phases and receiving input from companies in Croatia
A) Initial phase Desk research Own case study
B) Implementation phase Trainings Pilot implementation of KM2.0 in 5 SMEs
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First steps of the project
Desk research and need analysis of KM 2.0 tools (SMEs) From February to March 2014 all partners countries Sent over 13.632 e-mails with attached questionnaires Received 202 answered questionnaires
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Desk research- Structure of the questionnaire
About the company (Question 1-2) The role of knowledge management (Question 3-9) Knowledge management in practice (Question 10-14) KM 2.0 trainings (Question 15-16)
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Croatia findings participating companies
Questionnaires sent to 300 e-mail adresses (head of units, management and HR departments)
Just 11 received back, despite prolongation and thanks to personal contacts
Most companies from Technology sector, the rest Health Care, Public government, Retail & Wholesale, Financial Services
Equal distribution of company size (no. of employees) 1-49 (36%), 1-9 (27%), >250 (36%) 83% of people filling the questionnaire working in
various management positions Only 1 company responded they have employees
responsible for KM
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Croatia findings the role of KM
72% have business strategy 81% their business strategy does not include
knowledge management strategy Majority finds knowledge management important (Very important (45%), Important (27%), Moderately important (27%)) Contradictory to previous answers, a lot of companies
responded that they have investments in knowledge management with responses: 3001-5000 per year (27%). More than 5000 per year (27%). 1001-3000 per year (27%).
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Croatia findings KM in practice 54% most of the information that is needed for peoples
work is stored on a central knowledge management system (common drive on a server, Wiki, Intranet, etc.)
36% using personal computer of each worker to store relevant information
Only 1 company indicated they use cloud based solutions
Most important tools/methodology for knowledge management are: Business process, DMS, Wiki, Shared Disk, Intranet, Services like Dropbox and Google Docs
Regarding analogue tools - Morning coffee, Teem meetings (weekly, daily), internal education are most important to them
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Croatia findings Preferred trainings Just few answers to Which tools you want to learn more about? Most would prefer 1-day trainings with an online phase (81%)
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Desk research Conclusions
Not that many companies interested in KM and no idea of what tools they need
Based on collected responses we can conclude that there is no clear understanding of what is KM
Many contradictory answers can prove this assumption Business strategies dont include KM Regarding tools for KM Shared drive or DMS are mostly
used Not many examples of Web 2.0 tools used People look for information on the internet or ask their
colleagues Analogue aspect is important especially Team meetings
and informal gatherings (e.g. morning coffee).
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How it looked like in other countries?
More than 50% companies have documented business strategy. But just 20% have an explicit written knowledge strategy
Mostly big companies (more than 250 employees) have written KM strategy and have a person responsible for conducting KM, while in SMEs this percentage is rather very small. Also, according to statistics in these companies are mostly all or no employees responsible for KM.
KM initiatives were started and abandoned later on in most cases (44%). 37% of companies havent even started KM initiatives.
Limited resources for knowledge management (people, budget, time).
KM is recognized as very important but companies dont know how much they invest in KM.
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Own example
No KM strategy documented
Use all KM tools available, which were not available, we invented them
In-house expertise but not directed to enhance own knowledge management enivironment
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KM trainings within the project
Overall: 21 workshops, 286 participants 6 webinars, 272 participants
Croatia: 6 workshops, 134 participants 1 webinar, 13 participants
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Workshop Knowledge Management in Practice, prof. Huljeni, Erissson Nikola Tesla Ericsson Nikola Tesla case study: Supplier of modern information and communications
products, solution, software and services founded in 1949 more than 1700 highly educated employees
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Workshop highlights
The history of knowledge doubling: 1500 years first double 250 years next double 150 years next double 50 years next Near future 12 hours
KM assets in Ericsson Nikola Tesla Knowledge Portal Lessons Learned Database Expertise Location Communities of Practice (CoPs)
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Knowledge Portal
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Why KM in Ericsson NT? Personal efficiency (re-use of docs/SW, earlier experiences
etc.) Individual professionalism (improved quality, access to
best practices, faster response times, well informed & more knowledgeable)
Avoiding repetition of mistakes Global platform for co-operation Utilizing the strengths of a global company (access to
global knowledge & track record) Time saving (only qualified questions on your project
experiences) To engender trust and social networks To create new knowledge Key criteria towards successful certification Increased time to competence
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Who was involved?
Croatian companies:
Sector: social activity promotion (NGO), printing/graphic design and publishing, software development AND business consulting Between 1 36 employees KM in use, but unstructured and not called KM General awareness of KM - not part of a corporate strategy
And finally conducted case studies
5
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meetings with each company during the pilot phase
First meeting:
Contact in between (e-mail, phone): how it goes, problems/issues Second meeting:
How was it done?
Project introduction Inputs on how to build a strategy for KM Map and handbook explanation Tips how to measure KM 2.0 effects Proposing of web 2.0 tools according to
the companys needs
Procedures and steps done Problems / issues proposals how to solve them Tools used
2
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How was it done?
First phase:
AS-IS questionnaires sent Fulfilled questionnaires by companies Defined terms of the meeting with the companies Made analysis of the questionnaires Composed meeting topics according to the companys needs
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How was it done?
First meeting:
Introduced project materials Explained project concept, tools, KM in general Talking about further steps
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How was it done?
Interim:
Companies are having meetings about the KM needs in their companies, define responsible persons, framework, procedures and tools
Internal educations about the KM
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How was it done?
Second meeting:
Pilot project Conduction (preparation of the pilot program, change in management and company culture, introduction of additional tools)
30 days of testing selected KM 2.0 tools Collected results - analysis
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Step 1. Assessing the current situation Determination of current state of the KM in the company Identification of need for knowledge (meetings, questionnaires) Definition of responsible persons for KM Definition of procedures, tools
Step 2. Building a strategy guided by business Definition of procedures, tools and main objectives for KM Inclusion of the employees in procedures and tools
Steps taken
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Step 3. Develop a Knowledge Management framework Current documents and files restructured and digitally archived Feedback from employees (suggestions for improvement)
Step 4. Build a plan for implementation Different tools and options explored Developing procedures and structure for future documents Creation of communication and implementation plan
Step 5. Implement early pilot projects Adoption of knowledge management goals Inclusion of constant development in the KM Enhancement of employee participation and contribution
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Google Drive, Dropbox, Teamwork, e-mail, chat, Google Calendar, Skype, CRM, Google Hangouts,
Moodle, Asana, Wiki (Knowledge Pills), MindMeister, InVision
The most important tool: staff meetings!
Tools used for KM
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Raised consciousness about importance of gathering and managing (identify, store, share and implement) the knowledge in the company
Adopted new procedures: Organized weekly short meetings for exchange of
experiences and knowledge created guidelines that constantly answer questions:
what kind of accomplishments does the employee have? what is his/her expertise? who works on what? where are the documents from the past projects?
Results of the KM in companies
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faster information flows and development of task-team increased productivity (timesavings in routine work) re-use of internal knowledge increased project transparency and better documentation reduced problems in communication easier transfer of information to new employees defined procedures and tools to store future knowledge
Results of the KM in companies
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knowledge management = time and task management
improved employee involvement = wider team + better understanding between employees = better team spirit
Main formulas of KM in the companies
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long time and additional efforts to adapt to new tools and procedures
time to write everything in the tool and to check tasks forgetting how to use new procedures and tools for KM resistance from employees (new tasks on top of everyday
tasks) lack of response from employees lack of IT knowledge / fear of new technologies
Problems with KM
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supports good way of working (easier and effective) recognized that knowledge sits in different places and
people has powerful resources makes things practical builds relationships and connections between employees everybody know more when they share knowledge given focus on learning and education
Companies opinion about the KM
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Employees are more interested in internal educations and knowledge sharing
Possibility to apply different tools and procedures which are adjusted to the company
Possibility for more effective use of web 2.0 tools Improving awareness about positive effects of KM (things
done easier and what is already done can be re-used) Building a positive attitude towards KM
Improvement potential
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Including indicators to measure the effects and to evaluate KM in the company
Including KM in a standard business practice in the employee-employee relationship (legal issues)
Improvement potential
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What we learned? (1/2)
KM is a critical for SMEs in todays competitive environment Benefits of KM definitely not fully exploited by SMEs Lack of explicit knowledge repositories Each manager/owner acts as the knowledge repository SMEs do manage knowledge but unaware of KM theory and
practice developments by nature skilled at avoiding knowledge loss; close social ties between employees, quick in mobilising replacements
Resource constrained, and cannot spend efforts to create knowledge, they look outside the organization for knowledge
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What we learned? (2/2)
In the last decade KM has been targeted at large companies and large organizations
In practice, KM within giant enterprises has been mainly departmental (individual, autonomous departments like Ericsson NT example)
Models proven in large companies may be replicated in smaller companies
KM initiatives involve ICT, but even more important social and cultural aspects
Knowledge driven economy is here to stay, only those which place knowledge management high on their business agenda will remain
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Thank you for paying attention! Any questions?
Amir Spahi [email protected]