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CIGNA and Knowledge Management Knowledge Management Toolkit, The Amrit Tiwana Publisher: Prentice Hall PTR First Edition December 06, 1999 ISBN: 0-13-012853-8, 640 pages Knowledge Management Toolkit, The Preface Acknowledgments I: The Rubber Meets the Road 1. Introduction Knowledge Management: A Goldmine or an Empty Piggy-bank? What This Book Is About What This Book Will Do How to Use This Book What This Book Is Not About Endnotes 2. The Knowledge Edge Getting to Why: The New World The Missing Pieces Accounting for Abnormal Differences A Common Theme Intellectual Capital The 24 Drivers of KM Knowledge-Centric Drivers Technology Drivers Organizational Structure-Based Drivers Personnel-Focused Drivers Process Drivers Economic Drivers Creating the Knowledge Edge Lessons Learned Endnotes 3. From Information to Knowledge From Data to Information to Knowledge From Data to Knowledge Classifying Knowledge The Three Fundamental Steps Knowledge Management Systems and Existing Technology Taming the Tiger's Tail Business and Knowledge Knowledge-Friendly Companies Knowledge-Sharing Companies Is Your Company Ready for Knowledge Management? Lessons Learned Endnotes II: The Road Ahead: Implementing Knowledge Management 4. The 10-Step KM Roadmap The 10-Step Knowledge Management Road map Phase 1: Infrastructural Evaluation Phase 2: Knowledge Management System Analysis, Design, and Development Phase 3: Deployment Phase 4: Metrics for Performance Evaluation Lessons Learned IIA: The First Phase: Infrastructural Evaluation and Leverage 5. The Leveraged Infrastructure The Approach: Leverage, Leverage, Leverage Leveraging the Internet Enabling Technologies for the Knowledge Management Technology Framework Knowledge Servers Lessons Learned Endnotes 6. Aligning Knowledge Management and Business Strategy From Strategic Programming to Strategic Planning Knowledge Maps to Link Knowledge to Strategy Strategic Imperatives for a Successful KM System Assessing Focus Lessons Learned Endnotes IIB: The Second Phase: KM System Analysis, Design, and Development 7. Infrastructural Foundations Technology Components of the KM Architecture The Seven-Layer KM System Architecture Foundation for the Interface Layer The Web or Notes? Collaborative Intelligence and Filtering Layer Lessons Learned Endnotes 8. Knowledge Audit and Analysis Hindsight + Insight = Foresight Measuring Knowledge Growth The Knowledge Audit Team Choosing Your Company's K-Spots Lessons Learned Endnotes 9. Designing the KM Team Sources of Expertise Team Composition and Selection Criteria Team Life Span and Sizing Issues The Knowledge Management Project Leader The KM Team's Project Space Points of Failure Lessons Learned Endnotes 10. Creating the KM System Blueprint Analyzing Lost Opportunities The Knowledge Management Architecture Components of a Knowledge Management System Designing Integrative and Interactive Knowledge Applications Build or Buy? User Interface Design Considerations A Network View of the KM Architecture Future-Proofing the Knowledge Management System Lessons Learned Endnotes 11. Developing the KM System The Building Blocks: Seven Layers The Interface Layer The Access and Authentication Layer The Collaborative Filtering and Intelligence Layer The Application Layer The Transport Layer The Middleware and Legacy Integration Layer The Repositories Layer Lessons Learned Endnotes IIC: The Third Phase: KMS Deployment 12. Prototyping and Deployment Moving From Firefighting to Systems Deployment? Prototyping Pre-RDI Deployment Methods The Results Driven Incremental Methodology Lessons Learned Endnotes 13. The CKO and Reward Structures From the CIO to the CKO The Successful CKO Reward Structures to Ensure Knowledge Management Success Lessons Learned Endnotes IID: The Final Phase and Beyond: Measuring ROI and Performance 14. Metrics for Knowledge Work Traditional Metrics Common Pitfalls in Choosing Metrics Three Ways to Measure Classifying and Evaluating Processes Alternative Metrics Lessons Learned Endnotes 15. Case Studies Some Background Knowledge Management in the Aerospace Industry: The Case of Rolls Royce Knowledge Management in Sales and Marketing: The Case of Platinum Technology KM in Customer Support: The Case of Nortel KM in the Semiconductor Industry: GaSonics International The Goal: Three Months to Target KM Pilot Case: Monsanto Nutrition and Consumer Products Lessons Learned III: Side Roads: Appendices A. The Knowledge Management Assessment Kit The 10-Step Populated Roadmap Phase 1: Infrastructural Evaluation Phase 2: Analysis, Design, and Development Putting It All Together B. Alternative Schemes for Structuring the KM System Front End Alternative Structures C. Software Tools Software Tools D. Resources on the Web Knowledge Management: Web Pointers Intellectually Rich Companies Bibliographic References and Further Reading Glossary Glossary Preface Real knowledge is to know the extent of one's ignorance —Confucius In the quest for sustainable competitive advantage, companies have finally come to realize that technology alone is not that. What sustains is knowledge. It is in unchaining knowledge that lies in your company's people, processes, and experience that the hope for survival rests. Peter Drucker warned us years ago, but it's only now that companies have finally woken up to the value of managing their knowledge and bringing it to bear upon decisions that drive them up or out of existence. If your organization is confused by vendor buzz and consultant pitches about how they and their products can solve all your knowledge problems, be forewarned: It's not that easy. Knowledge management (KM) is just about 35 percent technology. While technology is the easy part, it's the people and processes part that is hard. The Knowledge Management Toolkit will provide you with a strategic roadmap for knowledge management and teach you how to implement KM in your company, step by step. Technology should not always be mistaken for computing technology; the two are not synonymous. Chapter 1, rather than this preface, introduces you to KM and to this book. Before you begin, a notational warning would be in order. You'll find a lot of citations because of the cumulative tradition that this book follows by choice. However, do not let this distract you; all that you need to comprehend a topic being discussed is footnoted on the same page. You can safely ignore all endnotes without losing any information (unless you want to trace bibliographic history). When a URL is mentioned in the text, you will likely find further information on it in Appendix D. You'll hear about the silver bullet, a term rooted in folklore of the American Civil War. It supposedly emerged from the practice of encouraging a patient who was to undergo field surgery to bite down hard on a lead bullet "to divert the mind from pain and screaming" (American Slang, Harper & Row, New York, 1986). You'll soon realize that you've found the silver bullet of business competitiveness. Think of this book as a conversation between you and me. Remember to visit the companion site at http://www.kmtoolkit.com. I would love to hear your comments, suggestions, questions, criticisms, and reactions. Feel free to email me at [email protected]. Amrit Tiwana Atlanta Acknowledgments Robert Dubin pointed out as early as 1976 (Theory Building in Applied Areas, Rand McNally College Publishing Co., Chicago, 17-26) that there is probably a five- to ten-year lag between the time a theoretical model—which KM for a large part is—becomes fashionable in the real world. It's the thinkers who prepare the revolution and the bandits who carry it out. I could not even begin to truly acknowledge the intellectual debt that I owe to thinkers like Ikujiro Nonaka, Karl Wiig, Tom Davenport, Bob Buckman, Peter Drucker, Michael Zack, Andrew Inkpen, Wanda Orlikowski, Marco Iansiti, and James Brian Quinn, who prepared the knowledge revolution and have long influenced my own thinking. Special thanks are also due to Herbert Simon for his insightful comments. It is on the shoulders of these giants that this book stands. I would like to thank the people from the industry who made that initial leap of faith and embraced the value of knowledge management in their work, products, services, and as a centerpiece of their businesses. Among the many people I wish to thank for their support are Elaine Viscosi at Intranetics Inc. for permission to use a sample Intranet deployment described as Urban Motors in Chapter 9; Michael Zack of Northeastern University; Chuck Sieloff of Hewlett Packard; Johanna Rothman of Rothman Consulting; Joni Schlender of Plumtree Corporation; Steve Shattuck of Alpha Microsystems; Jean Heminway of Xerox Corporation for her zealous support for the DMA/WebDAV standards and the inputs that she provided; Susan Hanley at AMS Inc; Michael Davis of OSIS; Ray Edwards of Lighthouse Consulting; Joni Schlender of Plumtree Software; Harry Collier of Infornotics, England; Jim Eup of Powerway; Mark Turner of the Natural Language Processing Lab at Thomson; Jeff Barton of Texas Instruments for his insightful analysis of this book; Glenn Shimkus of Platinum Technology, Inc.; Rick Dove of ParadigmShift International; Thomas Davenport of Andersen Consulting and Boston University; Mark Montgomery of GWIN; Fanuel Dewever of Newcom, Belgium; Steve Singer of CIO; Gord Podolski of Nortel Networks; Bettina Jetter of MindJet LLC for extensive information on mind mapping; Simon Tussler of the Boston Consulting Group; Mark Kawakami and others who I have inadvertently left out. I would also like to acknowledge the invaluable
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