Knowledge Management Audit Report

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COIS20077
Assessment Item: Submission Date: Word Count: 2 26th May, 2011 3600

Knowledge Management Audit Report
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EXECUTIVE SUMMARY
Hewlett Packard (HP) is a leading multinational organization providing products and services in many IT related technologies such as computer hardware and software, printers, scanners, storage devices etc. In 1995, the company decided to introduce knowledge management in its organization that will make its systems, processes, outcomes superior with organized and systematic knowledge handling and storage. HP faces severe competition and thus has to be ahead of the market using many strategies, one of which is application of Knowledge Management (KM). With over 600 business units located globally in a decentralized structure, the idea was to integrate knowledge within, across all streams of organization and beyond. HP started its KM campaign defining its vision, creating the design for KM and then beginning the transition (Martiny, 1998). HP has made a concerted effort to keep the KM strategies aligned with The Australian Standard AS5037-2005 that provides guidance on what are the principles of knowledge management and the parameters of implementation that can be adopted using a flexible framework. Knowledge audit case study of HP reveals that KM is conducted through 5 guidelines: share, innovate, reuse, collaborate and learn (Garfield, 2007). Further main components of KM remained people, processes and technologies. HP makes use of KM tools such as knowledge mapping that creates new actionable information, project snapshots and forms learning communities. At HP, the culture is highly relaxed with open cubicle physical structure that enables information sharing easily. At the same time a learning ambience is maintained through the organization that is also driven with a problem solving mind frame. Leadership at HP has been very successful both during transition and during transaction in order to integrate the new KM system and to facilitate it every day. Leading and driving knowledge workers are challenging tasks but so far HP managed them quite well. HP knowledge workers dwell in an environment that has technological tools of creating, sharing, and exchanging knowledge using most interactive multimedia and platforms. The KM tools at HP make transferring and retrieving information very efficient. Further the facilitative role of the HP leader, and the open environment gives knowledge workers perfect environment for them to grow and to contribute to the organization. Technology is a very crucial and important aspect that HP has made full use of; it has created softwares and portals that allows its stakeholders control over KM. Training Trading Post, Connex: A guide to internal experts, and HP Network News: A resource for HP dealers. Further systems like K-Net, number of knowledge sharing technologies are invented and incorporated in HP’s organization, used by every knowledge worker and leader, along with assistance from knowledge advisors on how to best utilize the technology. In order for the knowledge audit to be successful, a series of questions that need to be asked by the HP management have been quoted regarding the role of leader in maintaining learning culture in the organization, KM integration of new company acquisitions and flexibility in the system to provide leeway for new knowledge, creating core competencies in the market, knowledge integration across business units and across various functions in HP. Finally series of recommendations help guide HP in improving the KM system in its company. Page i

Table of Contents
EXECUTIVE SUMMARY ............................................................................................................................. i INTRODUCTION ....................................................................................................................................... 1 Knowledge Management...
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