Interpersonal Knowledge Sharing:

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Interpersonal Information Sharing:. The Low-Tech, High-Touch Side of Learning Administration. FV. Goals. To present one point of view on the hypothesis and routine of information sharing, a humanistic counterpoint to unthinking learning administration. .

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Interpersonal Knowledge Sharing: The Low-Tech, High-Touch Side of Knowledge Management

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FV Objectives To present one viewpoint on the hypothesis and routine of information sharing, a humanistic counterpoint to unthinking learning administration. To represent how information sharing can be empowered (not overseen). To open a dialog of best practices around there.

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Agenda Overview of NCR Status of Knowledge Management at NCR Two Models of Knowledge Management Sharing Knowledge Over Mail Lists Impact on NCR's Business The Art and Science of Fostering CoPs Discussion

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NCR Corporation Revenue: $6 billion Employees: 32,000 in 80 nations Headquarters: Dayton, Ohio Key Offerings: Relationship Technology TM Solutions based on Teradata® Warehousing (TD) Automated Teller Machines (FSD) Retail Point-of-Sale Systems (RSD) Consumable Media and Supplies (SMD) Comprehensive Service and Support (WCSD)

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NCR Corporation Strategic Challenge: Transition from an item producer (1880-1990) to an answer supplier (1990-2000+). New Environment: The virtual work environment KM Implications: ?

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HV NCR Corporation Strategic Challenge: Transition from an item producer (1880-1990) to an answer supplier (1990-2000+). New Environment: The virtual working environment KM Implications: Legacy information is both resource and risk New learning and abilities required all through organization Much (most?) development happens in the field, not at plants or central command Field staff are physically more confined

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NCR's Initial Approach to KM Corporate KM Champion Assigned (1995) Initial Focus - Capture/re-utilization of learning picked up in expert administrations engagements Parallel endeavors in a few specialty units, especially client administrations Corporate group supported KAM - the Knowledge Asset Manager (in view of Notes)

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NCR's Knowledge Asset Mgr.

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KAM "People group"

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Status of KM at NCR Business Units are driving necessities and undertakings Informal cross-BU coordinated effort New cross-BU activity for Professional Services Automation utilizing Changepoint™ Growing consciousness of significance of groups of intrigue and practice New KM Community of Practice established in January 2002

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Knowledge Sharing Culture Managed Knowledge Assets Knowledge Management is NOT Managing the catch of express information Knowledge Management IS Connecting the correct individuals, to the correct learning, at the ideal time. KM Evolution

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KM Lessons Learned The strategic offer must begin with your kin An information sharing society is basic to grasping learning administration KM best practices must be incorporated with business forms Collaboration is critical to information exchange Recognizing, fulfilling and measuring KM best practices must be adjusted and reliable. Innovation serves just as an "empowering influence"

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X Justice X Wisdom X Knowledge Information Data Chaos Today's Starting Point Knowledge exists just in human heads.

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Information Processing Model Corporate Knowledge Resources Two Ways to Transfer Knowledge

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FV Personal Communication Model 1 Interpersonal Knowledge Sharing Information Processing Model 2 Corporate Knowledge Resources Two Ways to Transfer Knowledge

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FV Access Method System Interface Human Interaction A KM/KS Comparison Matrix

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Canonical Knowledge : Theoretical learning increased through perusing and formal guideline. Likewise the endorsed data and methods by which partners are relied upon to serve clients. Non-sanctioned Knowledge : Practical information picked up from individual experience or from other individuals and not yet acknowledged into the authority (authoritative) learning of the organization. C N S Skills : The methods by which relates express or apply* their accepted and non-sanctioned information. * "Express" and apply" are distinctive abilities. The previous is identified with correspondence, while the last is centered around usage. A Model of Associate Competence

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N C N S N S C S Professional (Graduate/Postgraduate Degree) New College Hire Technician (High School Diploma) Competence Stereotypes Others?

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EXAMPLE: Telephone Fault Diagnosis On-Site System Installation Enterprise Information & Resolution & Maintenance Architecture Design CONTEXT: CCC PS Field CE Structured Knowledge On-line Databases & On-line Databases & STRATEGY: Capture and Guided Practitioner Knowledge Practitioner Knowledge Rediscovery Exchange TOOLS: · Databases · Internet get to Internet access On-line Manuals · Guided Search Interface Communities of Practice Communities of Practice ( CoP) ( CoP) METRICS: · Time-to-understand Time-to-settle Win/misfortune proportion · Escalation levels No. of visits Billable time proportion · Customer sat. Client sat. Client sat. Learning Transfer Strategies KNOWLEDGE DOMAIN: NARROW MODERATE BROAD ·

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Knowledge Transfer Strategies KNOWLEDGE DOMAIN: NARROW MODERATE BROAD EXAMPLE: Telephone Fault Diagnosis On-Site System Installation Enterprise Information & Resolution & Maintenance Architecture Design CONTEXT: CCC PS Field CE Structured Knowledge On-line Databases & On-line Databases & STRATEGY: Capture and Guided Practitioner Knowledge Practitioner Knowledge Rediscovery Exchange TOOLS: · Databases · Internet get to Internet access On-line Manuals · Guided Search Interface Communities of Practice Communities of Practice ( CoP) ( CoP) METRICS: · Time-to-understand Time-to-comprehend Win/misfortune proportion · Escalation levels No. of visits Billable time proportion · Customer sat. Client sat. Client sat. Pertinent MODEL: Personal Communication Information Processing

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Applying the KS Model - Professional Services - Design Spec's N C S Internet Technology Field Experience C S Mentored Practice New College Hire Professional Consultant Community of Practice Customer Information & Communication

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C N S Applying the KM Model - 1997 - Worldwide Remote Services - Design Spec's N C CBR Technology Field Experience S Dialog Prompts Para-Technical Call Taker Technical Diagnostician Comprehensive Knowledge Solution

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C N S Applying the KM Model - 2002 - Customer Care Center - Design Spec's N C CKS Technology Field Experience S Guided Search Para-Technical Call Taker Technical Diagnostician CoP Comprehensive Knowledge Solution

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Mailing Lists Mailing Lists Supporting the KS Model Continuous Knowledge Sharing Mailing Lists Periodicals (outside and inward) Regular Symposia Communities of Practice Just In Time Knowledge Sharing Mailing Lists Expert locator (e.g. AskMe.com)

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NCR's Web-Archived Mail Lists Released in late 1995 Target clients: Field experts Design inclination: Field-to-handle interchanges Uneven administration sponsorship Pilot ('95 - '96) Production ('97 - '99) Orphan ('99 … )

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Mailing List Architecture

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Mailing List Architecture

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Mailing List Architecture

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Mailing List Architecture

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Mailing List Architecture

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Mail List Statistics Released: November 1995 Total Lists: 525 Active Lists (<90d): 78 (15%) (<30d): 53 (10%) Current endorsers: 13,000 Current memberships: 50,000 (4/supporter) Cumulative Postings: 62,000 Contributors: 9,000 Author Distribution: [51|23|15|7|3|.8|.1]

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Keys to Successful KS Start with existing connections Provide straightforward, subtle correspondence bolster (cooperation must be discretionary) Support true group pioneers Publicize (however don't buildup) victories Do not force formal goals on investment and commitment Do not present new procedures and methods Allow great things to happen...

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Mailing List Study - "ATR" Created: October 1996; 30 endorsers Initial Name: A dvanced T ech. R esearch Purpose: News alarms from ATR chief Signal Event: "Answer All" in December 1996 First Discussion: 13 Jan 1997 (4 answers) Renamed: A Terrific Resource (Jan. 1999) Current endorsers: 940 Cumulative Postings: 13,000+ more than 5 years Contributors: 1,000+

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Geography USA: 24 Austria: 2 Pakistan: 2 Canada: 1 China: 1 Denmark: 1 Hong Kong: 1 Hungary: 1 India: 1 New Zealand: 1 U. Middle Easterner Emir.: 1 Total: 38 Problem - > Solution: 14 Request for Tip/Experience: 11 Competitor/Partner Info: 4 General Information: 4 Customer References: 2 New Application: 1 Providing New Advice/Tool: 1 Miscellaneous: 1 Total: 38 A Week In the Life of "ATR" Content New Messages: 19 - > Replies: 19 Total: 38 (ca. 7/day)

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FV Given a decision, 13,000 occupied NCR partners from 50 nations around the globe would not proceed with their memberships to and support in the mailing records on the off chance that they didn't give helpful data and administrations. Business Impact 1 - Prima Facie The insights on the past slides propose a solid at first sight case for the business estimation of the mailing records:

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Business Impact 2 - War Stories Supporting new deals "I introduced [our CRM solution] to the leaders of a bank in Hong Kong. We won that arrangement because of some key informing and situating of our item contrasted with our rivals. I posted my introduction on the CRM List. Various reactions showed it would help them position us against our rivals later on." [Australia - Value: Not disclosed] So

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