Knowledge Management and Its Effects on Performance, including BP as a case study:
Introduction of Knowledge Management:
• Definition and the Essence of KM
• Perspectives on Knowledge Management
• Knowledge Management Capabilities Needed
• Why organisations fail to manage knowledge
Effects on Performance:
• KM in BP
• KM in achieving Operational Excellence in BP
• Frame Work
• BP’s Philosophy
• Peer Group Activity relating to BP
• Balance Score Card for Performance Measurement
• Knowledge Management is the collection of processes that govern the creation, dissemination and utilisation of Knowledge.
• Capturing, organising and storing knowledge and experiences of individual workers and groups within an organisation and making this information available to others in the organisation.
(Rowley, J; et al; What is knowledge management?; 1999, pp. 416- 419)
The Essence of KM
The central theme of knowledge management is to leverage and reuse resources that already exist in the organization, so that people will seek out best practices rather than reinvent the wheel.
• Capturing, storing, retrieving and distributing tangible knowledge assets.
• Gathering, organising and disseminating intangible knowledge, such as
professional know-how and expertise, individual insight and experience.
• Creating an interactive learning environment where people readily transfer and share what they know, internalize it and apply it to create new knowledge. (Wah,.L, Behind the buzz; Management Review, Apr 1999. pg. 16, 6 pgs)
Perspectives on Knowledge
Managers think KM in term of information, such as readily-accessible information, real-time information, and actionable information Actionable information-Categorizing of data-Corporate yellow pages-Filtered information.
Managers associated KM with various other systems, as well as various tools
e.g. Data mining-Data