KNOWLEDGE MANAGEMENT

• Knowledge Capture

• Knowledge Transfer

• Knowledge Consumption

• Knowledge Archive

• Knowledge Destruction

ORGANIZATIONAL KNOWLEDGE

• There are two types of knowledge to capture/transfer/consume/archive/destroy:– Explicit Knowledge

• Codified and formal (policies and procedures)

– Tacit Knowledge• Unstructured and informal (experiences and

memories)

EXPLICIT KNOWLEDGECodified and Formal

DocumentsPolicies

ProceduresDatabasesManuals

TACIT KNOWLEDGEInformal and Unstructured

UndocumentedIndividual ContributorPersonal ExperienceHistorical Narrative

Trial and Error

CAPTURED BYEnterprise-Wide Knowledge RepositoriesEnterprise-Wide Searchable DatabasesPolicy ManualsDesk ManualsStandard Operating ProceduresWhite PapersTraining Curriculum

CAPTURED BYIndividual Contributor IT ApplicationsWeb 2.0 ApplicationsInterviews/VideotapingCase StudiesTransition MemosDevelopment of Preferred Work MethodsEnterprise-wide User Interactive Searchable Databases

TRANSFERRED BYCulture of LearningEmployee TrainingEmployee DevelopmentIndividual Development PlansPerformance ManagementQuality StandardsContinuous Improvement ProcessesIncentives and AccountabilitiesOn-line Searchable Databases

TRANSFERRED BYDirect, Regular, Personal CommunicationCollaborative LearningAfter Action ReviewsCross TrainingCommunities of PracticeMentorsRetiree ConsultationHelp-Desk FormatsOn-line Social Networking Regarding

Real-Time Work Issues

CAPTURING ORGANIZATIONAL

KNOWLEDGE

BECOMING A LEARNING

ORGANIZATION

KNOWLEDGE CAPTURE MODEL

KNOWLEDGE MANAGEMENT Recommendations

• Provide visible, empowered leadership to build a business case for knowledge capture– Increasing visibility of knowledge capture by

developing a District-wide strategy

• Integrate knowledge capture into the Corporate Learning Strategy– Current strategy can be easily integrated with

knowledge capture initiative

KNOWLEDGE MANAGEMENT Recommendations

• Thoroughly inventory the knowledge capture initiatives already in place across the District– The initiatives already in place may work successfully

for other business units

• Develop initiatives and motivations for giving priority to knowledge capture tasks– The structure is in place to motivate staff, but

knowledge capture must be a priority for SMUD for it to be a priority for staff

KNOWLEDGE MANAGEMENT Recommendations

• Perform knowledge risk assessment across the District– In conjunction with position criticality, these

assessments will assist SMUD in focusing its efforts on particular positions

• Explore IT solutions to assist in knowledge capture– In addition to what SMUD already has in

place, a variety of IT solutions are available