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Knowledge Management

Presentation on Knowledge Management for ILO Staff Retreat, 24 No 2011

Yiğit Karataş

on 22 February 2013

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Transcript of Knowledge Management

1 H How? 'How' refers to the things that manage knowledge ...

Determine the organization's needs
Locate knowledge sources
Choose systems to gather and house information
Compile, confirm, and circulate knowledge
Maintain the knowledge system For:
Globalization and virtualization of business
Multisite, multilingual and multicultural nature
Learner organizations and corporate amnesia
Problems of knowledge continuity
Technological advances
Knowledge ability- always available and up-to-date 4-) Data or Knowledge? There are generally 4 stages of KM processes:

1. Knowledge Creation/Generation

2. Knowledge Codification

3. Knowledge Application

4. Knowledge Transfer Thank You
Listening! 1-) "Knowledge Management is the discipline of enabling individuals, teams and entire organizations to collectively and systematically create, share and apply knowledge, to better achieve their objectives"

Ron Young, CEO/CKO Knowledge Associates International 2-) "Knowledge management will deliver outstanding collaboration and partnership working. It will ensure the region maximizes the value of its information and knowledge assets and it will help its citizens to use their creativity and skills better, leading to improved effectiveness and greater innovation".

West Midlands Regional Observatory, UK 3-) "Most activities or tasks are not one-time events. Whether its drilling a well or conducting a transaction at a service station, we do the same things repeatedly. Our philosophy is fairly simple: every time we do something again, we should do it better than the last time".

Sir John Steely Browne, BP, Harvard Business Review, 1997. Processes Yigit Karatas
Betül Sisman
Eda Görenli
Asli Karabulut
Atilla Cem Yildiz Benefits Operational Benefits: Improving intradepartmental communication
Improving interdepartmental communication
Improving level of co-operation
Improving quality of decision
Higher quality level
Saving of time
Reduction of time to market
Higher level of innovation
Process improvement
Improving decision speed
Efficient IT-systems
Cost reduction
Increasing motivational level
Improving customer orientation
Improving financial performance
Increasing ability regarding change
Reduction of working places
Loss of reputation Strategic Benefits Long-Term competitive advantage
Fast cycle product development
Innovative products
Improved market value
Improved investor relations
Improved bargaining power against the power of customers
Improved bargaining power against the power of suppliers
Short-Term competitive advantage Why KM is more important for enterprises at the last years? The changes in the nature of business
The shift to "knowledge economy"
It is very important to create competitive
advantage through using KM as a major success
- Tangible resources (land, buildings, equipment and supplies)
- Intangible resources * Value is largely associated with the "intangible" resources (80 %). --> GLOBAL TREND

* "Intangible" resources are the decisive factors of business success 5-) Integration of


All of information assets of an enterprise. 6-) Focus on organizational objectives:

•Continuous improvement
•Improved performance
•Competitive advantage
•Innovation These three key reasons why actively managing knowledge is important to a company’s success are:

1-) Facilitates decision-making capabilities

2-) Builds learning organizations by making learning routine

3-) Stimulates cultural change and innovation. Although resources are the major things for using knowledge management for the success of the company, there are three main reasons for that. Development of KM In the middleages, people used to be a craftsman and the fundementals of the production was the family. With the industrial revolution, production was being done in the factories. The owners of that factories were the managers themselves and no one did exist in the factory as in that position for a while.

With the development of the technology, ownership and management was seperated from each other and management has been a science. *(Before the II World War)
These are the works (for evolution of the comtemporary management idea) that were done by one of the important names:

- Scientific Management (Frederick Taylor)
- Management Science (Henri Fayol)
- Hawtorne Researchs (Max Weber) *(After the II World War) These are the works (for development of the comtemporary management idea) that were done by one of the important names:

- Hawtorne Researchs (Elton Mayo)
- Hieararchy of needs (Maslow)
The first roundtable KM conference 'Knowledge Assets into the 21st Century' hosted by DEC and Technology Transfer Society at Purdue University In 1987, In 1992, Steelcase and EDS cosponsor conference on Knowledge Productivity. In 1994, The International Knowledge Management Network conducts a conference 'Knowledge Management for Executives' with over 100 European participants in Rotterdam.

Several large consulting firms i.e. Ernst and Young offer KM services and start seminars for prospective clients on KM. In 1995, The Knowledge Management Forum is started on the Internet. In 1996, Over one dozen large consulting organizations and many smaller ones offer KM services to clients.

Many companies are starting KM efforts--some with internal resources only, others with assistance by outside organizations.

The European Knowledge Management Association is started. Now, Knowledge management is known as a key to open the door to the success. It is now, permenantly developing and it seems clear that KM has attained a considerable. As the days pass by, the importance of the knowledge management is getting more clear fort he companies and they start applying the methods of it. Real Examples Target is providing the unifying Technologies for community and enterprise-wide support. Lotus and IBM define as the interaction of people, places&things in a meaningful context that discovers and preserves value. Lotus Connections as is main knowledgesharing platform. Itconsists of five main components: Profiles, Blogs, Dogear, Communities and Activities. Each of the components provides an efficient and effective tool to support knowledge management initiatives. Target is providing solutions with using customer information. Since 1982, customer complaints have gathered in the database and active solutions is provided. It aims to generate knowledge management as a culture in company. Employees are encouranged to share knowledge each other in all departmants. They have problem about overlapping database and they did not use resources efficiently so they prefer to focus IT architecture heavily. Knowledge database is developed which includes customer reaction, employee name and experience to save knowledge. It aims to produce a bicycle in a day with using the customer information and preferences. (e.g:color, wieght and height) Siemens Business Centre is arranged to provide accessing information between consultants in the World so communication is easier.
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