April 2008

Margriet de Vos

1

DOES IT FIT?

KNOWLEDGE MANAGEMENT
FROM A STRATEGICAL PERSPECTIVE

Drs. Margriet de Vos

© Saxion Universities of Applied Sciences
School of Communication, Information Technology and
Information Management, Deventer, the Netherlands

April 2008

Margriet de Vos

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WHY KNOWLEDGE MANAGEMENT?

Unsolved problems
Unsuccessful innovations
Coordination fails
Unskilled personal
Customers complains
Unused investments and technology
Unaccepted improvements

April 2008

Margriet de Vos

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COMPANY STRATEGY

KM

OrganizationContent

(ICT)Tools

Business processes

KM processes

KM enablers

Creation

Storage

(Re)use

Exchange

Knowledge cycle

DEVELOPMENT

DEVELOPMENT

DISTRIBUTION

DISTRIBUTION

EVALUTION

EVALUTION

APPLICATION

APPLICATION

Key knowledge fields

April 2008

Margriet de Vos

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Focus

MISSION:
What is the reason for being in business?

STRATEGY:
Strategy is a plan and a process that
accomplishes the entreprise’s desired
outcomes

(G. Petrash)

& GOALS:
Goals or objectives are desired outcomes

April 2008

Margriet de Vos

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STRATEGIC FOCUS

Treacy and Wiersema

Operational excellence

Product leadership

Customer intimacy

April 2008

Margriet de Vos

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OPERATIONAL EXCELLENCE

Outstanding organizational performance

Centralization

Strict control

Standardization of working processes

High level of identification of the workers

April 2008

Margriet de Vos

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PRODUCT LEADERSHIP

Flexible structures

Product or service based structure

Interdisciplinairy teams

New products all the time

April 2008

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CUSTOMER INTIMACY

Decentralized organisation

High level of internal co-operation

Lasting relations with customers

Network capacities

April 2008

Margriet de Vos

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Product

Leadership

Customer

Intimacy

Operational

Excellence

Treacy & Wiersema, 1995

April 2008

Margriet de Vos

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100% PL

100% CI

100% OE

I

II

III

VI

IX

XII

IV

V

VII

VIII

X

XI

50% CI / 50 % PL

50% OE / 50 % CI

50% PL / 50 % OE

75% PL

/ 25 % CI

75% CI

/ 25 % PL

75% CI

/ 25 % OE

75% OE

/ 25 % CI

75% OE

/ 25 % PL

75% PL

/ 25 % OE

April 2008

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Technological

innovation

Solution flexibility

Embedded reuse

Treacy & Wiersema, 1995

April 2008

Margriet de Vos

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100% PL

100% CI

100% OE

I

II

III

VI

IX

XII

IV

V

VII

VIII

X

XI

50% CI / 50 % PL

50% OE / 50 % CI

50% PL / 50 % OE

75% PL

/ 25 % CI

75% CI

/ 25 % PL

75% CI

/ 25 % OE

75% OE

/ 25 % CI

75% OE

/ 25 % PL

75% PL

/ 25 % OE

April 2008

Margriet de Vos

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Research project

1.

Is there a fit between the strategy and the chosen

knowledge management tools/measures?

Steps:
What’s the strategy?
What are the KM practises (problems, causes,

instruments, acquaintance with concepts, costs, plans)

Is there a fit? How to improve?

2.

Are KM practices related to national and organizational
cultural preferences in Lithuania?
Steps:
What are the cultural preferences and practices?
What are the KM practices?
Is there a fit?

3.

Are there differences between NL and PL in strategical
and cultural preferences and KM-practices?.

April 2008

Margriet de Vos

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QUESTIONNAIRE

General information: what kind of organization (core

business, size, recent developments)

Strategical focus + km focus

Cultural dimensions

knowledge management practice (motives,

problems, instruments, costs)

Results