Page 352 - Crossing Cultural Boundaries - Cees den Teuling
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B4.
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Optimise the granularity of the knowledge object. Balance the cost of each enabler-component versus the value-added proposition, i.e. the pull or push based distribution of knowledg,.
Identify the right composition of suitable components for retrieval, searching and indexing.
Knowledge attributes and tags should be created; tags for location, domain, time, form, type and product/service.
Profiling mechanisms for distribution of knowledge should be created.
Use the SECI or another KM model to adjust the IT infrastructure.
Audit the available and existing knowledge assets and systems.
When auditing the organisation’s assets of KM and KT, keep in mind that the extrapolation of the past by itself, is not able to predict the future developments as in previous events. However, as hindsight will be combined with insight in past projects, a possible indicator for the future can be provided. With decisions, critical to the organisation’s processes, be careful with the use of solutions based on hindsight predominantly.
Use the knowledge audit application with the six-step approach, which sequentially includes goal definitions, audit method selection, determination of the optimal outcome, implementation of the knowledge audit, assembling and documentation of existing explicit and implicit knowledge, and determination of the strategic position of the organisation within the IT infrastructure.
Use examples to clarify guiding principles demonstrating the move of processes from a tacit existence to the methodological position. If the stage of the processes is not well defined, try to compare with a suitable example.
Be selective in the application of e.g. Bohn’s or another framework to measure the development and the growth of the knowledge incorporated by the organisation. On this stage of the process of KM and KT the Balance Scorecard (BSC) is an appropriate instrument.
The nature of the knowledge auditing team should be cross-functional and include minimum the representatives of the following disciplines; corporate strategy, marketing, IT systems, human resources management and finance. A representative of the top management and an advocate for the development of KM and KT should participate as well. The integration function is represented
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