IT assignment help on: Knowledge management strategies

1. Executive SummaryIn the highly competitive working environment the enterprises would not be able to survive unless & until it will have access to the information knowledge system (IKM) & various IKM strategies which would help them to sustain & succeed. There have been various knowledge management strategies, intellectual assets which have been proposed.

The term “Information & Knowledge Management” has been used in the various organization in regards to manage, design, exchange as well as create various activities which would enhance the academic assets amongst the leading organizations.

In order to excel, the business enterprises state that the people working in the organization play a key role in the establishment as well as an ongoing success of the enterprise. There has been a substantial increase & organizations are focusing upon the implementation of the IKM. Implementation of the IKM strategies would be one of the key issues at Yashida. The implementation of the same would help them in order to formulate various strategies which would help Yashida in order to develop, manage new products in the constantly changing electronic business.

The report majorly comprises of the information & knowledge as well as the various significant problems involved in developing an appropriate Information Knowledge Management (IKM) policy for Yashida. Basic meaning of information & knowledge management which would be applicable in regards to Yashida has been well explained in the following report. This report would also highlight the framework for IKM at Yashida, the major function i.e. how IT plays an important role in facilitating the IKM strategy at Yashida. The final segment of the report puts together directives that will permit Yashida to more suitably implement information and knowledge management strategy that will facilitate it to enhance the business performance.

1. Business Objectives

In order to sustain in the highly competitive as well as the ever changing electronic industry, Yashida took an initiative in order to improve as well as target the organization which would help in order to deal with the appropriate knowledge. It takes into consideration the following aspects such as:

• To make the people aware regarding the role of information & the efficient utilisation of the knowledge this would help Yashida in order to focus upon their customers & would have an effective Service delivery (Beckman, 1999).
• To make sure that all the employees/ staff members/ managers would be highly committed in order to retain & add on to the IKM systems, which would help in the endorsement of the idea to their staff members (Scarbrough & Swan, 1999).

• To recognize the significance of the two main components i.e. experience as well as proficiency of the employees working in the organisation & regard them as the most valuable asset (Manasco, 1996).
• The enrichment of the proposal in order to clarify as well as inflate the exchange of the knowledge composition amongst the people who are engrossed in providing the various value added activities (Haggie & Kingston, 2000).
• Transforming of the information as well as the knowledge according to the needs of the enterprise & its customers (Abell & Oxbrow, 2001).
• Proper exploitation of IT for the incorporation of the business enterprise, which would help in a hassle free process which would help in the sharing of the data & information electronically (Zack, 1999).

• To create linkage amongst the various strategies this would help them to incorporate the same (Day & Wendler, J, 1998).
• The accomplishment of the extensive compilation of the various devices, procedures & notions such as Total Quality Management  (TQM) & the association in order to make further advancements amongst the products being produced by the organization i.e. Yashida which would in turn enhance the value as well as the fineness of the products (Schreiber, et al, 2000).

The electronic industry is quite dynamic & is ever changing. In order to sustain in the highly competitive market, various IKM strategies must be designed & formulated by the organization (Yashida) which would help them to attain sustainable competitive advantage (Scarbrough & Swan, 1999). Thus, fair understanding regarding the business, product being manufactured as well as the upcoming knowledge should be taken into consideration by Yashida (Day & Wendler, J, 1998). Yashida being a part of the electronics industry could use KM tools which would help the organization in order to bring about new innovations amongst the organization which would help them in order to have high class business performance which is majorly required by the electronics industry as a whole (Zack, 1999).

The report highlights & examines the information which would be associated in order to design as well as formulate the IKM Strategy for Yashida. The report begins with the basic definition of Knowledge management, (Abell & Oxbrow, 2001) followed by the significance of knowledge in an electronic industry. The closing segment of the report directs Yashida, which would help the firm in order to formulate as well as implement a suitable IKM strategy that would facilitate Yashida in order to enhance its business performance (Schreiber, et al, 2000).

3. Information Knowledge Management (IKM)

Information Knowledge Management could be defined as an intended plan of process, structures, tools, etc. which would help the organization in order to expand, share, improve or renew the effective utilization of the three major elements of the academic capital such as Human, Social & Structural (Zack, 1999).The information knowledge management (IKM) consist of various policies, practices & strategies which would help the enterprise i.e. Yashida, in order to represent, identify, create & adopt various experiences which would help them in order to establish themselves in the ever changing electronics industry (Scarbrough & Swan, 1999).

With the help of IKM strategies, the company or the business organization would be able to improve the performance, have a competitive edge over its competitors, lead to various types of innovation, constant improvement at the work place, communicate the various lessons learnt from the organizational learning, etc (Zack, 1999). Information Knowledge Management proves to be as one of the most important element & an asset which would majorly highlight & promotes sharing, communicating the knowledge within the organization (Scarbrough & Swan, 1999).

3.1 IKM Strategic Focus

The IKM strategic focus in case of Yashida would be that, in order to be more formal & capture as well as share the knowledge which has been created inside & outside the organization is one of the key elements to succeed (Haggie & Kingston, 2000).

Hence, the company i.e. Yashida should aim at having a highly formalized knowledge management system which would help them in order to have one of the best practices. Lack of satisfaction from its customers, decline in the amount of profits reaped by the organization, etc refers to some of the major issues which have been faced by the company (Scarbrough & Swan, 1999).

These days prevalence of IKM strategy would help the company in order to have clear idea regarding a particular situation. This report would reflect as to which Knowledge Management Strategy should be designed, formulated & implemented in Yashida. The various collections of the driving forces, which would help in the adoption of a specified knowledge management strategy should be taken into consideration & then, the suitable strategy is to be adopted (Haggie & Kingston, 2000).

3.2 Management of knowledge

There are various tasks which are assigned to the staff members in the organization in order to accomplish the various functions which would help in managing the knowledge in an organization (Day & Wendler, J, 1998). The KM System which would e required at Yashida, need to create, accumulate, distribute as well as exchange all kinds of information available in an organization (Hansen, Nohria & Tierney, 1999). The various types of tasks need not be accomplished at one go but could also be done using various types of steps.

Þ    The foremost step while managing the knowledge in an organization would include proper handling & administering of the relevant information, facts, figures & the various types of knowledge. The anthology of knowledge is to be stored, analyzed, and administered in the most structured manner (Manasco, 1996).

Þ    The second step while managing the knowledge in the organization (Yashida) would include other major aspects such as utilizing the relevant information, applicability of the information within & outside the organization (Haggie & Kingston, 2000).

Þ    The third step in managing the knowledge within the organization would be to reutilize the knowledge again & again in order to come down to a specified conclusion, defining the various systems, structures, etc (Hansen, Nohria & Tierney, 1999).

Þ    The last step in the process of managing the knowledge within an organization would be through fair assessment of the knowledge & see whether the knowledge would be able to add something extra in the business organization as the most crucial element of IKM is to provide sustainable competitive advantage to the organization (Manasco, 1996).

3.3 Implementation of IKM

The implementation of IKM in an organization refers to a planned process & a critical aspect within an organization (Day & Wendler, 1998). Implementation of the IKM strategy refers to a fair involvement of the organization in the industry by coming up with certain new ideas to make the whole process lucrative. Various strategies would be developed which would help in ascertaining the resources assigned to them (Hansen, Nohria & Tierney, 1999).

In order to make the whole process of implementing the IKM Strategy in an organization successfully, appropriate members should be allotted so that they would be able to use the KM System in the most effective as well as efficient manner. Goals need to be achieved within a stipulated time period (Firstone, 2001).

In case of Yashida, there would be various stuff which should be considered & kept in their minds while implementing the IKM Strategy (Day & Wendler, 1998). The key points which should be taken into consideration are as below:

Þ    Mapping of the business processes within the organization (Yashida) under one segment which could lead to high levels of gain in the near future which would help the end users (Day & Wendler, 1998).

Þ    With clarity draw out the method for the entire lifecycle of knowledge managing from data capture to the final withdrawal of knowledge (Hansen, Nohria & Tierney, 1999).

Þ    Proper communication & sharing of the knowledge with the front line managers regarding the various activities in the enterprise (Boisot, 1998).

Þ    Proper assignment of the resources (financial as well as non financial) in order to develop an entire model of the system (Scarbrough & Swan, 1999).

Þ    Appraise the development and attain response from the front-line members on a frequent interval (Hansen, Nohria & Tierney, 1999).

Þ    To formulate the strategies time & again this would help the organization in order to improve themselves in near future amongst the various other electronic firms (Abell & Oxbrow, 2001).

Þ    Ascertain a strategy for taking care of difficulties like time constraints and data confirmations (Hansen, Nohria & Tierney, 1999).

3.4 IKM Strategy

The IKM strategy which would be formulated in Yashida in order to have a successful implementation of the same would be through Treacy & Wiersema Value Disciplines. With the help of the three value principles given by Treacy & Wiersema, an effective & efficient Knowledge Management System or Strategy should be formulated (Manasco, 1996).There are three value principles which would help to concentrate on the various activities of the business organization i.e. Yashida. The disciplines are as under:

Þ    Intimacy with the customers

Þ    Operational Excellence

Þ    Product Leadership

The three principles mentioned above would help the organization to focus upon the various efforts & excel in a particular field or an area. The three value principles would be coincided with one another & conclude a tradeoff amongst each other (Day & Wendler, J, 1998).

Focus areas for Value Disciplines

Several business organizations would focus upon a fair association with its customers & clients in order to widen its scope of satisfaction & retaining them for a long run. Some enterprise such as Yashida would focus majorly upon the products i.e. electronic items, etc (Hansen, Nohria & Tierney, 1999). The organization would change, innovate & design the goods on the basis of its customers will, taste as well as preferences. Whereas, the organization could also focus upon the operations which are being used in organization in order to improve the efficiency as well as the effectiveness of the product by reducing the cost of manufacturing/production (Firstone, 2001).The second IKM Strategy which could be used by the organization i.e. Yashida would be to link the two most important elements such as the relevant information, data, facts & figures & knowledge with the end result in order to attain a competitive advantage as compared to its competitors. This strategy is known as the Zack’s Knowledge Strategy (Frank, 2001).

With the implementation of the Zacks’s Knowledge Strategy, the organization i.e. Yashida would be able to perform a detailed SWOT Analysis of its competitors & would define the various strategic gaps amongst the organizational understanding (Scarbrough & Swan, 1999). The detailed SWOT analysis would be conducted by the organization in order to grow its competitive position amongst the ongoing electronic industry. With the help of the Zack’s Strategy, the organization i.e. Yashida would be able to decide as in the type of strategy (Aggressive or Conservative Strategy) to be undertaken in order to sustain as well as succeed in the highly competitive environment (Firstone, 2001).4. IT support for Information Knowledge Management (IKM)

IT refers to one of the most essential parts which would help in the formation of the IKM Strategy or System in an organization (Yashida). There are several various factors which would not only lead to an implementation of the most effective & efficient information system (Abell and Oxbrow, 2001). There would be three main heads which would support IT in the implementation of the IKM in an organization. they are as under:

Þ    Knowledge work systems- These are for knowledge creation (Binney, 2001). They assist the functions of abundantly knowledge professionals as they generate new knowledge and help to incorporate it into organization.

Þ    Group collaboration systems- These are for knowledge sharing. They assist in the knowledge creation and knowledge sharing among members functioning in teams (Day & Wendler, J, 1998).

Þ    Artificial intelligence systems- These are for knowledge capturing and knowledge codification (Abell and Oxbrow, 2001). Organisations and management are presented with codified knowledge by them. This codified knowledge can be reutilized by rest of the organisation.

5.  Myths to Information Knowledge Management (IKM)

There are certain myths, barriers which might come in the way of the implementation as well as successful usage of the Knowledge Management System in Yashida.Some of the myths to KM could be listed as under:

Þ    The first myth regarding the implementation of the KM System in Yashida would be in regards to the delivery of the right type of information to the right kind of person during the right time in the organization (Firstone, 2001).

Þ    With the installation of the KM System in Yashida, the technologies would not be able to store or accumulate intelligence as well as the personal experiences of the individual who would operate such a system (Frank, 2001).

Þ    The third major myth regarding the implementation of the KM System would be that, the technology being used in the knowledge management system will be able to share out the human intelligence amongst the organization (Firstone, 2001).

Þ    A foremost impediment is how Yashida can capture the knowledge on projects, especially those in which parties involved in the supply chain include stakeholders external to the organization (Scarbrough & Swan, 1999). The organization has to decide on the professional involved in the projects of Yashida but are external members. These professional with wide experience can be excellent sources of tacit knowledge. But to convert their tacit knowledge to explicit knowledge can be extremely difficult to achieve which will require large amount of resources and time (Day & Wendler, 1998).

Þ    The potential barrier which might arrive while implementation of the KM System in Yashida would be due to the cultural barrier while sharing the knowledge within the organization (Boisot, 1998). The cultural aspect at the various levels of the organization should be taken into consideration as it would add as a beneficiary for all the members working in an organization taking the advantage of all the favorable system across the enterprise (Yashida) (Day & Wendler, J, 1998).

Þ    The second potential barrier which might arrive during the process of implementation of the KM System in Yashida would be regarding the shortage of time in distributing the knowledge within the organization (Day & Wendler, 1998). It is clearly mentioned in the case study that Yashida needs to improve upon its projects as well as work in accordance with the deadlines mentioned. Hence, the KM System so established should be in such a manner that the projects or the work should be completed comfortably which would provide a hassle free working environment within the organization (Boisot, 1998).

Þ    The next potential barrier which might arise in Yashida regarding the installation of the system would be in regards to the multi disciplinary nature of the teams (Day & Wendler, 1998). There are various projects held in the organization & various staff members would be required in order to accomplish the projects from various departments. During such type of situations the management system so installed in Yashida would be quite challenging or troublesome in dealing with the various types of drawbacks which might arise in the new system so installed (Binney, 2001).

Þ    The KM System installed in Yashida, would include various stages which would make the entire knowledge management system very complex (Abell & Oxbrow, 2001). The barrier which might arise during the installation process of the knowledge system would be in regards to the sharing of the relevant information within the organization amongst all the members of the enterprise (Beckman, 1999). It would be advised to Yashida, to use the IKM system/strategy for smaller projects which would help them in order to have a fair & a clear understanding of the entire system (complex) (Day & Wendler, J, 1998).

Þ    In Yashida there is a tendency among members to vie each project as unique by itself. Such an attitude can strengthen the perspective that KM on individual projects will be a waste of time as the upcoming projects will be different from the present ones (Desouza, 2003).

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Þ    The biggest myth for the organization regarding the installation of the Knowledge management system in the organization is that, when the KM system in installed in the organization it would generate results on day one. But, this is not the case (Beckman, 1999). The KM System would require some time in order to settle down the data as well as the information which has been in built the entire system. Full faith needs to be taken into consideration while installing the complex KM System in Yashida. The users should give the system fair time in order to adjust themselves with the complex system (Binney, 2001).

Þ    Once the Knowledge Management System has been installed in the organization i.e. Yashida, there might be a tendency that the same mistake which has occurred once could be repeated many times (Scarbrough & Swan, 1999) which means that there would be lack of learning during the installation as well as implementation of the system. Such type of approach is to be changed which would help in the implementation of the Knowledge management (Desouza, 2003).

Þ    Attaining success in the organization is a very long process. There are no shortcut methods which would help the organization in order to attain success in a short span of time (Beckman, 1999). The organization needs to use various strategies, plans & procedures which would help them in order to have an edge over their competitors (Abell & Oxbrow, 2001). Hence, high levels of patience is required in order attain success in the organization (Yashida).

1. Requirements of a KM system

The IKM strategy mentioned above should be complied with the various requirements mentioned below. They are as under:

Þ    To support & verify the knowledge which has been recapitulated using ceratin suitable procedures in the entire system (Desouza, 2003).

Þ    A fully fledged knowledge management lifecycle should be maintained by the KM system mentioned above. From the creation of the data throughout the exchange as well as flow of the direction in order to withdraw the entire system which should be able to facilitate a fair management of knowledge (Beckman, 1999).

Þ    Easy usability of the system would help the organization in order to see whether the entire system is being accepted by everyone working in the enterprise. This refers to one of the crucial elements which should be added in the system. This would also help in the better understanding as well as usability of the entire system (Abell & Oxbrow, 2001).

Þ    The system so implemented in Yashida should be able to update & maintain all the possible knowledge which is there in the organization (Yashida) devoid of any errors (Abell & Oxbrow, 2001). The feature mentioned above refers to one of the most critical ones as it would help in the development of the trust as well as the confidence amongst the people who use the entire system (Desouza, 2003).

Þ    The draft of the entire system mentioned above should be in accordance to the organization’s main objectives, goals, mission, vision as well as the processes used by the organization (Yashida).

Þ    The KMS implemented in Yashida should be able to support the multiple perspectives within the organization. This means that, the KMS must be able to store the various knowledge (different levels) (Binney, 2001).

Þ    The KMS should be able to update the users which would help them in order to promote organizational learning. The KMS designed & implemented in Yashida should be able to re-use the knowledge wh9ich would be already available within the organization (Abell & Oxbrow, 2001).

7. Recommendation & Conclusion

In such a dynamic & ever changing electronics market, role of IKM could be easily seen. It would be recommended that IKM should be implemented at Yashida which would help the organization in order to take care of the following:

• To make the people aware regarding the role of information & the efficient utilisation of the knowledge this would help Yashida in order to focus upon their customers & would have an effective Service delivery (Beckman, 1999).
• To make sure that all the employees/ staff members/ managers would be highly committed in order to retain & add on to the IKM systems, which would help in the endorsement of the idea to their staff members (Scarbrough & Swan, 1999).

• To recognize the significance of the two main components i.e. experience as well as proficiency of the employees working in the organisation & regard them as the most valuable asset (Manasco, 1996).
• The enrichment of the proposal in order to clarify as well as inflate the exchange of the knowledge composition amongst the people who are engrossed in providing the various value added activities (Haggie & Kingston, 2000).
• Transforming of the information as well as the knowledge according to the needs of the enterprise & its customers (Abell & Oxbrow, 2001).
• Proper exploitation of IT for the incorporation of the business enterprise, which would help in a hassle free process which would help in the sharing of the data & information electronically (Zack, 1999).

• To create linkage amongst the various strategies this would help them to incorporate the same (Day & Wendler, J, 1998).
• The accomplishment of the extensive compilation of the various devices, procedures & notions such as Total Quality Management  (TQM) & the association in order to make further advancements amongst the products being produced by the organization i.e. Yashida which would in turn enhance the value as well as the fineness of the products (Schreiber, et al, 2000).

Hence, it could be concluded that the enterprise would not be able to survive in the ever changing & competitive environment without the implementation of the IKM strategy. In order to sustain & succeed IKM strategy should be undertaken by Yashida (Beckman, 1999).Implementation of the IKM strategies would be one of the key issues at Yashida. There has been a substantial increase & organizations are focusing upon the implementation of the IKM. The implementation of the same would help them in order to formulate various strategies which would help Yashida in order to develop, manage new products in the constantly changing electronic business.

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