Analisi - knowledge management case studies - Aetnanet

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Case study grid The case study grid, compliant with the description in the previous chapter, is presented below: Private Sector Organisational goals Knowledge management goals Knowledge infrastructure Support structure British Telecom British Telecom’s goals for its organisational learning activities are: • To enhance BT’s Intellectual Capital • To facilitate BT’s strategy to become a global player; • To strengthen relations with customers and alliance partners; • To improve the quality of work and satisfaction of BT employees. Instrumental in reaching those organisational goals are that BT is capable of: • Making its existing knowledge work harder, • Generating and quickly recycling learning across the business, and • (Re)connecting people. Leadership and management Work within existing strategy (no mandate from the top for separate KM strategy) Drive cultural change: create a knowledge market within BT Facilitate cross-company activities through a small central team Use Learning Histories to recycle knowledge Organisational structure Processes Coaching networks Communities of Interest Smart work planning Appraisal for collaboration across organisational boundaries Knowledge management processes Evaluation Knowledge sharing by connecting or codifying CIBIT 6 analisi-KM case studies.doc - 25/5/99 ICT Standardised platform for IT Intranet Survey The support structure put in place for the knowledge infrastructure includes: Organisational learning campaign team (4 people) Business Unit Knowledge Managers (~12 people) Knowledge Activists (~100 ) Intranet Development / Collaborative Working Technologies Team (~6 people) Knowledge Management Research Team (~6 people)
Organisational goals Knowledge management goals Knowledge infrastructure Support structure The BT Intranet and knowledge management Workstyle 2000 Work planning Development and training courses on-line Shell The goals of Shell 1 that were sought for with the organisational learning project are: I. Find solutions faster II. Find better solutions III. Innovate faster IV. Disseminate innovations faster V. Make more profits Volkswagen The goals of Volkswagen Group that were sought for with the organisational learning project are: • Flexible production – ‘any product in any factory’ • Develop cars based on the same platform for different brands – Audi A3, Volkswagen Beetle and Skoda Octavia • Recreate brands e.g. Bugatti • Ensure high quality for e.g. Skoda and Seat – teach their engineers Goals that where seen by Shell as instrumental for reaching those organisational goals: VI. Improve knowledge sharing VII. Increase knowledge sharing Goals that where seen by Volkswagen Group as instrumental for reaching those organisational goals: • Disseminate local innovative solutions world-wide • Make knowledge accessible when it is needed • Share knowledge systematically • Share failures systematically • Prevent reinvention of knowledge • Prevent erosion of knowledge when people leave 1 With Shell is meant Shell International Exploration and Production (SIEP), the upstream part of Shell. Leadership and management VIII. No mandate from the top IX. Bottom-up X. Cultural Change XI. Avoiding local sub-networks Organisational structure XII. Common Interest Networks (60 worldwide) A. Moderator B. Global Coordinator C. Subject Focal Point D. Local Coordinator XIII. Appraisal system Processes XIV. Best Practice Transfer XV. Moderation ICT XVI. Knowledge bases XVII. Alta Vista Forum Leadership and management • Support from top o At the moment WW.DECK is financially supported by the top o They can get any tool they like from their IT-department o In the future they must become self-supportive • Working bottom-up – generating critical mass, behavioral change of people must be intrinsic Organisational structure • LINE project (lernen in netzen) – education via intranet for the whole Volkswagen Group The supportive structure put in place for the knowledge infrastructure includes: XVIII. Technology consultants XIX. New Ways of Working consultants The supportive structure put in place for the knowledge infrastructure includes: • Central WW.DECK team of 9 consultants (and still growing) o Give advise to Volkswagen Group members o Help local project teams with knowledge management initiatives o Do the project management (coordination) of the WW.DECK projects CIBIT 7 analisi-KM case studies.doc - 25/5/99
Page 1 and 2: Progetto : Edizione finale: 4 - La
Page 3 and 4: Introduction This report covers the
Page 5: Case study structure Introduction I
Page 9 and 10: Public Sector Swedish Ministry of E
Page 11 and 12: UK Ministry of Education Organisati
Page 13 and 14: Dutch Ministry of Education Organis
Page 15 and 16: American Memory Organisational goal
Page 17 and 18: Knowledge infrastructure The knowle
Page 19 and 20: Outside the UK, BT’s strategy is
Page 21 and 22: This doesn’t mean that other unit
Page 23 and 24: Future Now considered by many to be
Page 25 and 26: • Evaluate knowledge management:
Page 27 and 28: Evaluation Results At the moment Br
Page 29 and 30: Shell Organisational goals Based on
Page 31 and 32: Detailed description Abstract The m
Page 33 and 34: leverage of technology, research, s
Page 35 and 36: triggered by the reputation contrib
Page 37 and 38: already available, solicit suggesti
Page 39 and 40: Processes Best Practice Transfer In
Page 41 and 42: Later, in January 1998, they tried
Page 43 and 44: the solution is not available yet.
Page 45 and 46: enable more and better knowledge sh
Page 47 and 48: larger networks have a fulltime mod
Page 49 and 50: Appraisal system People do get reco
Page 51 and 52: Web based tool, called AltaVista Fo
Page 53 and 54: ICT Different technologies are used
Page 55 and 56: ICT Different technologies are used
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ICT Different technologies are used
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Organisational structure and HRM Co
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larger networks have a fulltime mod
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In larger, globally operating, netw
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people are able to see these tangib
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• Comparing individual Shell comp
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eorganisation of an Amsterdam based
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solution in the database and therfo
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this team, e.g. all the Production
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the ambassador and marketeer of the
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within the community of the (person
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plate!”). The way to overcome the
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globe and as such combines a number
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process have their formal networks
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example for a more risky groups, an
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Evaluation Shell did not attach a c
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Volkswagen AG Based on interview wi
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Detailed description Abstract Volks
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Group's new A-class platform. With
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Events for top managers In the firs
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References • Presentation materia
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Part II: public sector case studies
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ICT • Website ‘Schoolnet’ ser
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Eventually this lead to the situati
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National Agency for Education, Invo
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• Subsidising knowledge sharing b
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Detailed description Abstract Situa
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(3)Transferring knowledge Many init
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References Interviewees government
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UK Ministery of Education Organisat
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Processes • Not every process has
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Detailed description Abstract On 6
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National Grid for Learning challeng
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own employability this is not wante
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• A means of supporting and strea
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• School, college-based projects
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Not everybody is satisfied with thi
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• Training in education managemen
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• Department of Education and Emp
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Support structure At this moment th
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Together, the secondary vocational
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that they experiment with ICT. Only
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A large number of demonstration and
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Applied methods No specific existin
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BVEnet, but this has to be broadene
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US Army Organisational goals Based
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Detailed description Abstract The U
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o Foster bottom-up innovation and s
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The process called Career Field Des
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This architecture provides the army
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References • www.army.mil • www
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NDL is the larger whole in which th
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Congress's standards of quality. Di
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activity. The success of the pilot
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groups: interoperability, metadata,
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system, users can access digital li
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NDL Statement An NDL statement is a
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LOC Web site is decentralized, no s
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Annex: case study long lists Privat
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24. Ford Motor Corporation ?EK ? ?
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46. Nortel Networks Web-based knowl
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Remarks: 1. The required column ‘
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81. UCLA base : USA area : worldwid
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