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Knowledge Management, CKO, and CKM: the Keys to Competitive Advantage

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Knowledge Management, CKO, and CKM: the Keys to Competitive Advantage THE MANCHESTER REVIEW • DOUBLE ISSUE 2001 • VOLUME 6 • NUMBERS 2 AND 3 Knowledge Management, CKO, and CKM: The Keys to Competitive Advantage By John M. Leitch and Philip W.Rosen To compete well in the emerging economy, it is imperative exchanged ideas about their most effective tech- that firms improve the effectiveness of their knowledge niques in a collaborative learning experiment. processes. Knowledge management, the chief knowledge The result: a 24 percent drop in their overall officer, and the certified knowledge manager are the tools mortality rate for coronary bypass surgery, or 74 with which to improve these processes. fewer deaths than predicted. This story highlights the use of several knowledge Knowledge Management Saves Lives! management concepts: knowledge sharing, trust, and The following story appears in Working Knowledge the use of best practices to achieve the ultimate return by Tom Davenport and Larry Prusak: on investment—saving lives. In addition, the use of knowledge management initiatives increased the sur- geons’ market share by giving them a competitive In 1996, teams of leading heart surgeons from advantage over surgeons with a higher mortality rate. five New England medical centers observed one Knowledge management initiatives can bring that another’s operating-room practices and competitive advantage to your organization. John M. Leitch is a program manager for Syracuse Research Corporation. He is currently providing leadership, systems engi- neering, and knowledge management (KM) expertise to the U.S. government. Prior to that, he spent 13 years as an Army officer in the infantry, armor, and military intelligence fields. Some of his Army KM experience includes duties at the Army’s National Training Center facilitating small-group learning, duties as a Jumpmaster in the 82nd Airborne Division sharing critical airborne knowledge, and various intelligence assignments responsible for getting the right information to the right people at the right time to save lives. John can be reached by email at [email protected]. Philip W.Rosen is a former Merrill Lynch executive where he spent 17 years delivering progressive technology-based business solutions. Prior to that, he spent 10 years in the telecommunications industry. Due to his passion for knowledge management, he is pursuing a career where he can use his extensive experience as an innovative business technology leader to help organizations achieve competitive advantage through the effective use of their knowledge. He developed a Web site, www.kmadvantage.com, to share information that is critical for businesses committed to achieving competitive advantage. Phil can be reached by phone at (732) 572-1418 or by e-mail at [email protected]. 9 THE MANCHESTER REVIEW • DOUBLE ISSUE 2001 • VOLUME 6 • NUMBERS 2 AND 3 What Is Knowledge Management? 1. Acquire information and unverified knowledge. Knowledge management is a misnomer.A working 2. Produce new, validated knowledge from the definition of “knowledge” is: understanding gained acquired information and unverified knowledge. from experience. Most knowledge is tacit, in people’s heads. Consequently, most knowledge cannot be man- 3. Integrate the new knowledge into the organiza- aged.What can be managed are an organization’s tion for improved effectiveness. knowledge processes. Knowledge processes are embedded throughout the enterprise (e.g., strategic planning, decision making, marketing, hiring person- Understanding and optimizing these nel). Every person in an enterprise participates in KM processes can give your knowledge processes. Knowledge managers help the organization a competitive advantage organization improve the effectiveness of their knowl- edge processes. regardless of your market segment. Several professionals, under the sponsorship of Innovation, which comes from the creation of new Knowledge Management Consortium International, knowledge, is the most important knowledge process developed the following three-phase Knowledge Life for achieving competitive advantage.To gain maximum Cycle model (Figure 1): benefit from the new knowledge, it must be integrated into the organization.The knowledge life cycle is con- Figure 1: Knowledge Life Cycle Model Basic Knowledge Processes 10 THE MANCHESTER REVIEW • DOUBLE ISSUE 2001 • VOLUME 6 • NUMBERS 2 AND 3 tinuous.Understanding and optimizing these KM • selling knowledge management to senior man- processes can give your organization a competitive agers and creating a shared vision advantage regardless of your market segment. • getting buy-in from competing initiatives and advocates The Need for Knowledge Management Now! • mentoring knowledge management initiative leaders As businesses continue to forge ahead in the twenty- first century, knowledge management has materialized • managing multiple projects, vendors, and consultants as the only real differentiator.According to Larry • delivering measurable knowledge management Prusak, the executive director of the IBM Institute for benefits that significantly contribute to the suc- Knowledge Management,“In the emerging economy, a cess of the enterprise firm’s only advantage is its ability to leverage and uti- The CKO’s primary activities should span the lize its knowledge.” “metaprise” (the enterprise and its entire ecosystem To accomplish the knowledge production and integra- which includes customers, prospects, suppliers, other tion processes, an organization needs to foster collab- strategic alliance partners, stockholders, governing oration among all individuals and to codify the result- board of directors, and competitors).To be most effec- ing insights in knowledge base repositories for self- tive, the CKO needs to be a member of the senior service access by others.This will enable knowledge management team and should report directly to the management to reach its goal of facilitating the deliv- CEO.The CKO’s direct reports could be structured ery of the best knowledge to the right person at just through a matrix or as a dedicated knowledge man- the right time.With this knowledge, people are agement organization. For proven success, multiple empowered to effectively solve problems, make deci- project teams report to the CKO and team leaders sions, respond to customer queries, and create new need to be accountable to the CKO for the duration products and services tailored to the needs of clients. of their specific projects. Many organizations have named a chief knowledge The CKO has a very complex mission and needs to be officer (CKO) as the executive responsible to make all very learned in his or her profession.To get the of this happen. knowledge required for mission success, CKOs have many options available:They can take university courses, read any of the hundreds of knowledge man- agement books on the market, or use trial and error. With this knowledge, people are They can also take the Certified Knowledge Manager empowered to effectively solve (CKM) program which combines the best of the problems, make decisions, respond to above options into a one-week workshop and follow- up practicum. customer queries, and create new products and services tailored to the The Certified Knowledge Manager needs of clients. Program (CKM) The certified knowledge manager program prepares its CKM candidates for knowledge management lead- Chief Knowledge Officer (CKO) ership and emphasizes the role of the CKO.This pro- Knowledge management success requires a holistic gram exceeds the competencies identified by exten- approach, and the most effective leader will possess sive U.S. government-funded research to be the criti- solid technical, business, and social skills.The CKO is cal standards for successful knowledge management. someone who could lead an enterprisewide knowl- This CKM research was conducted by noted experts edge management program. Included in the CKO’s from the government, the private sector, and academia. responsibilities are: The CKM program includes an intensive, one-week • creating a knowledge management vision workshop, followed by enrichment projects based on assessed needs.The program melds traditional training • integrating knowledge management into the (proven knowledge management principles and meth- strategic plans of the enterprise 11 THE MANCHESTER REVIEW • DOUBLE ISSUE 2001 • VOLUME 6 • NUMBERS 2 AND 3 ods) with extensive hands-on mastery (i.e., The CKM program’s workshop outline is as follows: Knowledge Management Community of Practice, work projects, Innovation Lab, publishing, teaching, • Unit One—Demystify Knowledge Management— and simulations). Satisfactory completion of the pro- What is knowledge management? gram bestows the professional designation of • Unit Two—Create Knowledge Management “Certified Knowledge Manager” (CKM), which attests Methodology—How do you perform knowledge to the professional’s ability to successfully perform a management? diverse set of activities and deliver results well beyond the classroom environment. • Unit Three —Study Knowledge Management Methodology Phase I—How do you get started? • Unit Four—Study Knowledge Management The CKM program includes an Methodology Phases II–IV—Complete the knowl- intensive, one-week workshop, followed edge management initiative. by enrichment projects based on • Unit Five—Special Topics (e.g., Excite Innovation, Knowledge Management Performance Metrics, assessed needs. The program melds Build and Sustain Communities of Practice, traditional training (proven knowledge Fundamentals of Managing Knowledge management
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