PROJECT REPO
OF KNOWLEDGE MANAGEMENT TOPIC- Cross Leveraging Knowledge
Submitting To:-
Submitting by:-
Mrs. Sheeta
!iti"a #$%&%'
Niti"a#$%()' M*om ++
Cross Leveraging Knowledge Meaning The term in*u,es a*iitating "noe,ge an, inormation not ony by in,i/i,ua but by *oe*ti/e eorts o many in,i/i,uas in*u,ing e01erts an, s1e*iaists in their or" areas or the beneit o organisation through te*hnoogies2 sotare an, other systems. The or"ing an, un*tioning o *ross e/eraging "noe,ge is ,i/i,e, into 1arts: A. 3. 4.
The netor" "noe,ge e*onomy +n,entiying unboun, o11ortunities Knoe,ge too"its
The network knowledge economy: +n the ne e*onomy2 /aue is shiting to "noe,ge intensi/e in,ustries. +normation an, "noe,ge are ,ominating in a se*tors o in,ustries an, aso *reating ne units an, in,ustries aroun, them. Netor" "noe,ge e*onomy to *ross e/erage "noe,ge in*u,ing ooing eements: . Ind!stries are "ecoming more knowledge intensive: knowledge adds val!e. 3y *ombining the eatures o "noe,ge ith 1ro,u*ts an, ser/i*es as 1ro/i,e, by in,ustries he1 to *ross e/erage "noe,ge an, e*onomy *an best utii5e its resour*es. #. $mart %rod!cts and &!nctions: +n,ustries use "noe,ge to 1ro/i,e better ser/i*es that *an *omman, 1remium 1ri*es an, a*iitate "noe,ge as 1er re6uirements. Ser/i*es *an be enhan*e, an, im1ro/e, through better *ustomer "noe,ge. For e0am1e: 7W Marriott hote "ee1s tra*" o in,i/i,ua 1reeren*es so that it *an oer su1erior ser/i*es as an, hen re6uire,. '. (al!e in intangi"les: The mar"et /aue o most *om1anies is higher than the /aue o their 1hysi*a assets as re*or,e, in their ina a**ounts. 4ross e/eraging "noe,ge *an he1 to gro2 *oe*t "noe,ge an, 1ro/i,e a 1atorm to ma"e im1ro/ements in ,ierent sha1es. ). *etworking and interde%endence: +n the "noe,ge e*onomy2 hen se/era 1eo1e *onne*t together2 there e0ist muti1e 1athays or *reation an, o o "noe,ge. This *onne*tion an, *oaboration a,,s /aue. 3y *ombining "noe,ge rom ,ierent 1ers1e*ti/es2 in,ustries *an *reate ne o11ortunities an, res1on, to *haenges in inno/ati/e an, ogi*a ays. +. Indenti&ying !n"o!nd o%%ort!nities: The to thrusts o "noe,ge inno/ation an, are oun,ations or generating business o11ortunities. 4ross e/eraging "noe,ge in sharing "noe,ge to the right 1eo1e2 in the right 1a*e2 at right time. 4ross e/eraging "noe,ge su11ort ,e*ision ma"ing an, he1s to so/e 1robems an, issue by using the best a/aiabe "noe,ge. C. Knowledge toolkits: The organi5ationa units in "noe,ge e*onomy are "noe,ge teams that *ross e/erage "noe,ge at ,ierent 1oints. They are the hubs that gather2 ,e/eo1 an, a11y "noe,ge or /aue a,,ition an, ee*ti/e un*tioning2 Teams that a*hie/e high e/es o 1erorman*e or"or*e an, team *ohesi/eness. Su*h teams: a.Are se manage, ". 8ut teamor" ahea, o in,i/i,ua star,om c. Assume *oe*ti/e res1onsibiity in the team d. 9a/e members ho share "noe,ge e. 4hange roes an, tas"s or ee*ti/e un*tioning o their tas"s an, a*ti/ities A.
&. See"s inno/ation2 earning an, im1ro/ement
,actors that !nder%in a s!ccess&!l cross leveraging knowledge . &. (.
A *ear business nee, an, an a11ro1riate tas" that *an gi/e ee*ti/e out1ut. The te*hnoogy must be easy to a**ess. Goo, inormation an, "noe,ge management *an he1 to 1re1are ee*ti/e rameor" in a stru*ture ay. ;. !ee/ant o o inormation an, a*ti/e 1arti*i1ation o a teams.
India and the knowledge economy: Leveraging on strengths and o%%ort!nities One o the or,
P!r%ose
The 1ur1ose o e/eraging enter1rise "noe,ge is to he1 e0e*uti/es2 teams an, in,i/i,uas ma"e better inorme, an, timey ,e*isions. The main 1ur1ose o e/erage " noe,ge in an enter1rise is gi/en beo: . Dri/e +nno/ation &. +,entiy groth o11ortunities (. Manage *ost ;. Manage ris"s =. E0e*ute ee*ti/ey $. Strengthen reationshi1 >. Learn aster ?. Le/erage taent
Leveraging nter%rise Knowledge Le/eraging enter1rise "noe,ge 1romotes an integrate, a11roa*h to i,entiying2 retrie/ing2 e/auating an, sharing an enter1rise ta*it an, e01i*it "noe,ge to meet business ob@e*ti/es. The goa o enter1rise e/erage "noe,ge is to *reate a *uture o *oaboration an, "noe,ge sharing in the enter1rise here "ey inormation is 1ushe, an, 1ue, ithin goba enter1rise to meet business ob@e*ti/es.
+t is the art an, s*ien*e o *onne*ting 1eo1e ho nee, the right "noe,ge2 at the right time2 to ma"e ,e*isions. The gui,ing 1rin*i1es ,i/i,e, into ; *om1onents: 8eo1e2 1ro*esses2 te*hnoogy an, *ontent. These a *om1onents in/o/e the ooing:. Train and ed!cate enter%rise leaders managers and cham%ions: To *reate a *uture o *oaboration2 the enter1rise nee,s to e,u*ate *hange agents ho un,erstan, the 1rin*i1es an, te*hnoogies that *an ee*t *hange to a**eerate meeting ob@e*ti/es. #. /ecogni0e and reward knowledge sharing: What gets rear,e, in organisation gets ,one. !ear, stru*tures gui,e organi5ationa an, in,i/i,ua beha/ior. Thereore2 rear, sharing beha/ior. '. sta"lish %olicies and %romote colla"oration: A *oaborati/e en/ironment osters ne i,eas2 un,erstan,ing2 an, ays to e0e*ute "ey business ob@e*ti/es. ). 1se every interaction whether &ace-to-&ace or virt!al as an o%%ort!nity to ac2!ire and share knowledge: 4ontinuous earning is an e01e*te, ,ay-to-,ay a*ti/ity. Learning aster than *om1etitors yie, short an, ong term resuts. 3. Prevent knowledge loss: Knowledge is 1erishabe. +t has a ie *y*e. The ie *y*e *annot begin unti it is assesse, or its /aue. 4. Protect and sec!re in&ormation and knowledge assets: Denying *om1etitors a**ess to "ey inormation gi/es the enter1rise the ,e*isi/e a,/antage to se*urey *ommuni*ate an, *oaborate a*ross geogra1hi* an, organi5ationa boun,aries. 5. na"led knowledge assets in standard "!siness %rocesses and %rovide access to those who need to know: Le/erage ,igita me,ia to a,, *onte0t2 un,erstan,ing2 an, situationa aareness to o1erations an, business a*ti/ities. 6. 1se standard "!siness r!les and %rocesses across the enter%rise: Estabishe, business rues an, 1ro*esses are re1eatabe2 re,u*ing earning *ur/es an, 1romoting *onsistent 6uaity 1ro,u*ts an, ser/i*es. 7. 1se standard colla"orative tools sets: Training on an, using *ommon *oaborati/e sotare toos sets re,u*es training an, maintenan*e *osts hie *reating a *ommon 1atorm or ,ata2 inormation an, "noe,ge e0*hange ithin the organisation an, ith other 1artners an, organi5ations. 8. 1se o%en Architect!res to %ermit access and searching across "o!ndaries:- 4reate seamess an, ubi6uitous ser/i*e-on-,eman, hen one *ient a11i*ation re6uests ser/i*es or another *om1ementary a11i*ation. . 1se a ro"!st search ca%a"ility access conte9t!al knowledge and store content &or discovery: +normation an, "noe,ge bases shou, be a**essibe an, sear*habe by sear*h engines that ,ei/er *onte0tua "noe,ge an, inormation to a a11ro/e, 1atorms an, ,e/i*es. #. 1se %ortals that %ermit single sign-on and a!thentication across the glo"al enter%rise incl!ding %artners: sing enter1rise 1orta or a**ess an, authenti*ation essens *onusions or users an, 1ro/i,es a stan,ar, 1ro*ess or a**essing enter1rise "noe,ge assets hie re,u*ing tota *ost o onershi1 o other 1ortas2 ebsites or "noe,ge netor"s. '. 1se !%-to-date and relevant materials to maintain the "est know %ractices in light o& %resent and &!t!re challenges: + "e1t *urrent2 *ontent an, materias "ee1 the organisation at the oreront o issues nee,e, to a,,ress a ra1i,y *hanging business en/ironment. Our "noe,ge management eorts o*us on our "ey eements. Thin" o them as a re*i1e2 not a menu2 be*ause together they are essentia or su**ess.
Peo%le: The most im1ortant a*tor in the su**ess o any "noe,ge management system is getting
the 1eo1e ho nee, to be in/este, to share their "noe,ge share, by others in their organisation. Processes: 4eary ,eine,2 ei*ient an, re1eate, 1ro*esses or sharing an, using "noe,ge an, use the "noe,ge share, by others in their organisation. Prod!cts: A "noe,ge 1ro,u*t is an ob@e*t that 1ortrays hat is "non so it *an be share, or use,. These may in*u,e resour*es2 best 1ra*ti*es2 agen,as2 re1orts2 inormation2 an, ists o Bho "nos hat.C Plat&orm: The right te*hni*a 1atorm or "noe,ge management must a**ommo,ate the 1eo1e using the system2 aoing them to o*ate the inormation at the time they nee, it2 6ui*"y an, easiy.
Leverage organi0ational knowledge thro!gh di&&erent a%%roaches There are to ,ierent a11roa*hes o organi5ationa "noe,ge management i.e. Prod!ct centric a%%roach and Process centric a%%roach. These are he1u or e/eraging organi5ation
