Knowledge Management
Why would anyone want our knowledge?
…in order to achieve goals, to enhance processes, to be more efficient, to work
faster, better, to reduce waste…
Resources: a useful or valuable possession or quality of a country, organization, or
person.
Companies do not hire people for charity purposes, they need someone
valuable/knowledgeable.
People as assets: Some companies claim people is their biggest asset. An asset is a
resource that is controlled by the person/company from which one can expect to
receive future benefits.
Companies often recite “people are your greatest asset,” but their actions don’t
back it up—far from it
Main Arguments
1. If they’re your greatest asset, treat them accordingly: True assets are carefully
managed, developed, and aligned with strategy. Yet most organizations
don’t invest enough in structured people systems or talent planning to
actually make that aphorism meaningful
2. Culture and leadership undermine the claim: Platitudes about valuing people
only go so far. When decisions revolve around short‑term cost cuts or rigid
hierarchies, employees end up feeling disposable—not treasured
3. Real value comes from empowerment, not just rhetoric: It's not enough to say
it: leaders must empower employees, provide transparency, and unlock
collective intelligence—only then does your workforce become a
competitive force, not merely overhead
Why It Matters
Bradley and McDonald urge leaders to go from hollow slogans to sincere action:
build systems that identify, develop, deploy, and empower people—so they truly
become strategic assets. If not, the phrase “people are your greatest asset” can
actually sting as hollow spin.
Highlighting the true value of employees, Hyacinth emphasizes that the oft‑repeated
phrase “employees are a company’s greatest asset” must go beyond slogans—it
should reflect real investment, recognition, and engagement strategies.
Engagement fuels performance: Stating that employees matter isn’t enough.
Hyacinth encourages companies to actually foster engagement—through
recognition, open communication, and purpose-driven culture—to unlock higher
performance and retention.
The greatest investment you can make is in people. Employees are the backbone of
any organization. According to research conducted by Gallup, disengaged
employees cost companies $450-to-$550 billion in lost productivity each year as a
result of poor performance and high absenteeism. Investment in people improves
the performance of the organization. Additionally, developing staff is one of the
most effective motivator for retaining them.
Invest in growth and loyalty: Treat employees like strategic assets: ensure they have
opportunities for learning, mentorship, and career paths. Investing in people builds
loyalty, reduces turnover, and drives sustainable value.
The scientific method
1. Define a question to investigate
2. Make predictions
3. Gather data
4. Analyze the data
5. Draw conclusion
So, you have knowledge, but does also your employer?
“Organizational knowledge can be defined as the knowledge built from the
collective or individual experiences of the people in the organization. It is a
collection of knowledge resources that are shared, consumed, and applied to
support the functioning of the organization.”
“the most valuable asset a business owns is its intellectual property: its products (and
how they are made), its processes (and how they function), its formulas are just a
few examples of valuable”
Organizational knowledge
Drucker scoffs at the notion of knowledge management…
'You can't manage knowledge, knowledge is between two ears, and only between
two ears.’
To that extent, Drucker says it's really about what individual workers do with the
knowledge they have. When employees leave a company, he says, their
knowledge goes with them, no matter how much they've shared”
Knowledge work and workers
Cognitive skill: mental ability that allows us to think, learn, remember, process info.
Knowledge workers vs manpower (people available for a specific job – only
physical labor).
Herzberg theory of motivation
CHARLA 13/08 FINANZAS
Edgardo de Fortuna - Fortune international group (Una inmobiliaria de lujo en Miami)
Enfocarte en el publico
[Link]
s-x-20u/
Knowledge work and workers
Knowledge work is an activity based on cognitive skills that has an intangible result
and whose value added relies on information processing and creativity, and
consequently on the creation and communication of knowledge. Knowledge
workers are people who primarily engage in knowledge work.
Knowledge workers vs manpower (people available for a specific job – only
physical labor).
Cognitive skill: mental ability that allows us to think, learn, remember, process info.
Effective knowledge work - productivity
1. Knowledge worker productivity demands asking: What is the task?
2. It demands that we impose the responsibility for their productivity on the
individual knowledge workers themselves. Knowledge workers have to
manage themselves. They have to have autonomy.
3. Continuing innovation has to be part of the work.
4. Knowledge work is not just continuous learning but also continuous teaching
on the part of the knowledge worker.
5. Productivity of the knowledge worker is not only a matter of the quantity of
output but quality.
6. Knowledge worker productivity requires that the knowledge worker is both
seen and treated as an «asset» rather than a «cost». It requires that
knowledge workers want to work for the organization in preference to all
other opportunities.
Knowledge workers and motivation
✓ Autonomy and decision making
✓ Continuous learning opportunities
✓ Recognition through meaningful rewards
✓ Keep a collaborative environment
✓ Connect work with a meaningful goal – for long-term motivation
✓ Assign intellectually stimulating tasks – rotate positions (avoid “I’m bored”)
(Links to [Link])
Being responsible for the consequences of the decisions that we made…
…but how can I be responsible of the consequences of my decisions (from previous
position) if I change positions every year?
…what do I care about long-term goals if I won’t be in this position in a few months
time?
Some history
What is Knowledge?
Knowledge, then, builds on the information to give us context. Knowledge is "Sarah
Smith is the CEO of our company's biggest competitor, and her company ships 1,000
boxes every hour."
Information is data that's organized. So, pieces of information are "Sarah Smith is a
CEO" and "1,000 boxes." We have more details, so now the data makes more sense
to us.
Data is a specific fact or figure, without any context. For example, the number 1,000
is a piece of data, as is the name Sarah Smith.
Without anything else to define them, these two items of data are meaningless.
Knowledge ladder
Knowledge Management maturity level
Knowledge Management – what for
What is knowledge?
● A justified true belief
● Correct information I don’t believe -> not knowledge
● Belief in something incorrect -> not knowledge
What is knowledge management?
According to IBM, knowledge management is the process of identifying,
organizing, storing and disseminating information within an organization,
with the intent of leading to operational efficiencies and business
outcomes more quickly and must be centralized and easily available.
the systematic management of an organization's knowledge assets for the purpose
of creating value and meeting tactical strategic requirements; it consists of the
initiatives, processes, strategies, and systems that sustain and enhance the storage,
assessment, sharing, refinement and creation of knowledge.
The different knowledge and skills that the employees of a large organization have,
and how these can be used and shared to make the organization more effective.
What is knowledge management?
It involves:
✔ where and in what forms knowledge exists
✔ what the organization needs to know; promote a culture of learning, sharing
and knowledge creation
✔ making the right knowledge available to the right people at the right time
✔ how to generate or acquire new relevant knowledge
✔ how to manage all of these factors with the right tools so as to enhance
performance
It must continuously assess, apply, refine, and remove organizational knowledge in
conjunction with concrete long and short-term goals and strategy.
Knowledge is created and transferred…
To enable and encourage knowledge sharing, management must understand
where and in what
forms knowledge exists. They must then provide the right environments for
knowledge to be
shared.
For tacit knowledge this implies a particular emphasis on communication, while for
explicit
knowledge this implies a focus on a variety of IT systems or other media.
Explicit: clear and exact
Tacit: understood without being expressed directly
Understood or made known though not actually expressed.
Key takeaways
• A firm’s unique knowledge can sustain a competitive strategy
• Knowledge management opportunities also exist in low-tech settings
• Different strategies depending on changing context (“all good’” until COVID, then
what?)
• Strategic decisions are not limited to start-ups or big firms, this is a family-owned
company
• Knowledge can and should be protected against substitution/imitation
• Protecting intelectual property (not always do we want to codify and share
knowledge)
What is: Patent vs trademark
Patent: what it means
the official legal right to make or sell an invention for
a particular number of years
• Lasts for 20 years from the filing date
• Organisations cannot patent ideas, but they can patent inventions.
• Patents protect others from making, using or selling an invention.
Patent: different types
- Utility patents (new processes, machines)
- Design patents (new, original designs of products)
- Plant patents (new variety of plants)
A word, phrase, logo, or design that identifies brands, products, or services
• Prevents other businesses from using the same identifying name or feature.
• Legally protects the owner from unauthorized use of trademarked content.
• Different from copyright. Creative work protection (books, music, art)
- Brand names - Characters
- Product names - Names and symbols
- Logos - Packaging
- Slogans - Colours
- Fonts - Sounds
Trademarks protect brand identifiers; patents protect inventions.
Patents last 20 years, whereas trademarks are indefinite.
Knowledge Societies and Economies
•Knowledge drives wealth creation at national, regional, organizational, team,
and individual levels.
•Knowledge societies identify, process, transform, share, and apply information for
human development.
•Societies have unique knowledge assets built over centuries - sharing is key
•Technology and skilled human capital generate value
•Intellectual capital fuels scientific discoveries and applied research.
Inefficiencies and Pathologies of the Knowledge Market
● Information Asymmetry: Situation where one party involved in a transaction
has access to more or better information than the other party. This imbalance
of information can lead to market inefficiencies and distortions. Sub-optimal
decision making. (sending pre-reading materials before meetings)
● Lack of Standards: When there are no standardized methods or formats for
sharing and accessing knowledge, it becomes challenging for different
systems and organizations to communicate effectively. This lack of
interoperability can impede the efficient exchange of information.
● Misaligned Incentives: In organizations, if incentives do not encourage
knowledge sharing and collaboration, individuals may withhold valuable
information for personal gain or simple not share K at all. This can lead to
inefficiencies and affect overall organizational learning. (next promotion is
mine, I won't share
● Inefficiencies in Search and Information Retrieval: Inefficient search and
retrieval mechanisms make it difficult for individuals to find relevant
knowledge within organizations. This could be due to poor search tools, lack
of standardized taxonomy, or ineffective organizational structures. (IBM's
definition -> centralized)
● Organizational Culture Resistant to Change: Resistance to change within
organizational culture can difficult the adoption of new knowledge
management practices and technologies. People might resist change
because they're scared of what they don't know, because they're used to
doing things a certain way, or because the leaders aren't backing up the
changes. (“start documenting your process”
● Lack of Training and Awareness: (K is difficult to transfer) Without adequate
training and awareness programs, employees may not fully understand the
value of knowledge management or how to effectively use knowledge
management tools and processes. This leads to underutilization of available
resources.
● Difficulties in Measuring Knowledge Value: Measuring the value of knowledge
assets and contributions can be challenging due to their intangible nature.
Without proper metrics and methodologies, organizations may struggle to
assess the impact of knowledge management efforts accurately.
What is knowledge management?
It involves:
✔ where and in what forms knowledge exists
✔ what the organization needs to know; promote a culture of learning, sharing
and knowledge creation
✔ making the right knowledge available to the right people at the right time
✔ how to generate or acquire new relevant knowledge
✔ how to manage all of these factors with the right tools so as to enhance
performance
It must continuously assess, apply, refine, and remove organizational knowledge in
conjunction with concrete long and short-term goals and strategy.
Key takeaways
• A firm’s unique knowledge can sustain a competitive strategy
• Knowledge management opportunities also exist in low-tech settings
• Different strategies depending on changing context (“all good’” until COVID, then
what?)
• Strategic decisions are not limited to start-ups or big firms, this is a family-owned
company
• Knowledge can and should be protected against substitution/imitation
• Protecting intelectual property (not always do we want to codify and share
knowledge)
Knowledge Societies and Economies
Knowledge as a resource for creating wealth at the level of nations, regions,
organizations,
teams and individuals.
A knowledge society develops its capabilities to identify, produce, process,
transform,
disseminate and use information to build and apply knowledge for human
development.
Every society has its own knowledge assets developed often over centuries. It is
therefore
necessary to work towards acquiring and spreading that knowledge with other
societies
Many people think that VUCA environments have become obsolete and
that, in the current context, defined by the post-pandemic situation, war,
shortages, inflation and energy risk, it is better to talk about BANI
environments.
KM in VUCA Environments: Operational Stabiliser (to maintain order, consistency and
reliability)
Connecting people and knowledge sources
Enable collaboration (knowledge sources)*
“AB InBev is the result of global mergers and acquisitions over the years, so
after major changes, we realized that our operational and people landscape was
fragmented.
We had a lot of good teams doing great work but operating in a decentralized
fashion without leveraging any synergies or best practices from other teams.
We had a little of everything and had different capabilities due to different
systems, teams and processes.
We had contrasting operating models, which led to a different outcome as a
whole.”
Dimensions of Knowledge
Nature: K as an object or K as a process
Availability: tacit or explicit, individual or collective
Value: capital
Characteristics of Knowledge
• is contextual-cultural and it can be re-used. Defined by psychological and social
variables
(harmony in western vs eastern music)
• Benefits of knowledge are obtained only if it is applied (does the organization
support?)
• The values of knowledge may change over time (Excel 97 – no collaborative)
• Knowledge has to be renewed/maintained/discarded*
• It is difficult to transfer, capture and distribute knowledge
• Expressed through communication – code - language
• It is developed through learning processes (creating and sharing)
• Depends on memory, experience, expertise, knowledge transfer mechanisms
• Knowledge enables higher learning
• Knowledge creation and utilization is enhanced with technology
Knowledge has to be renewed/maintained/discarded
KM Frameworks (project management)
At the most basic level, KM consists of the following steps:
• Identification of needs (what to do, when, how)
• Identification of knowledge resources (people, documents, SOPs, books)
• Acquisition, creation or elimination of knowledge related resources, processes,
environments
• Application and sharing of knowledge (executing)
• Storage of knowledge (more documents, lessons learned)
KM Frameworks – Components of a successful KM framework
1. People: Putting the right people in the right places
2. Process: Ensuring the right knowledge is available to the right people at the right
time
3. Content: information and K assets that are managed within the organization. This
includes relevant, and accessible)
4. Strategy: Measuring success and setting goals
Can you manage what you can’t measure?
Strategy and business excellence
“The key common ingredient in all success stories is the presence of a
soundly formulated and effectively implemented strategy”.
Strategy: a detailed plan (set of decisions) for achieving success in situations such
as war, politics, business, industry, or sport.
Formulate: to develop all the details of a plan for doing something.
Strategy and business excellence
1. What knowledge do I require? and when/who
2. Creating new knowledge through experimentation and
research? sharing already available internal knowledge, or
purchasing externally available information, ideas or databases?
Strategy and business excellence (K characteristics)
• Many cases: only a fraction of available K can be systematically captured or
shared.
• New knowledge is constantly generated.
• So, selectivity is vital. (no one size fits all)
• Selectivity is a complicated task because a significant proportion of corporate K is
TACIT.
• TACIT K includes all K not yet been articulated or made EXPLICIT, or known at a
non verbal level or not translated into formal, codified categories.
Innovation -> new knowledge!
Knowledge we want to manage. But do we want all areas to share knowledge
with each other? (formulas, new products).
Working in silos. Would you share your salary with everyone else? Would knowing
that give you knowledge?
Innovation: (the use of) a new idea or method. A new idea, design, product, etc.
Artificial Intelligence and machine learning
“the study of how to produce machines that have some of the qualities
that the human mind has, such as the ability to understand language,
recognize pictures, solve problems”
The process of computers changing the way they carry out tasks by
learning from new data, without a human being needing to give
instructions in the form of a program. (learn from what all employees
search, use, do)
Business Intelligence (BI)
Software that ingests business data and presents it in user-friendly views such as
reports, dashboards, charts and graphs.
BI tools enable business users to access different types of data — historical and
current, third-party and in-house, as well as semi-structured data and
unstructured data like social media.
Analytics
Data analytics converts raw data into actionable insights. It includes a
range of tools, technologies, and processes used to find trends and solve
problems by using data. Data analytics can shape business processes,
improve decision-making, and foster business growth.
Turn raw data into information and insight, which can be used to
make business decisions.
Science, technology and innovation system (Law 25.467)
a) Promote, foster and consolidate the generation and social use of knowledge;
b) Disseminate, transfer and articulate said knowledge;
c) Contribute to social welfare, improving the quality of education, health, housing,
communications and transportation;
d) Stimulate and guarantee basic and applied research, technological
development
and the training of researchers and technologists;
e) Develop and strengthen the technological and competitive capacity of the
productive system of goods and services and, in particular, of small and medium-
sized enterprises;
f) Promote and guide scientific and technological research, establishing priority
plans
and programs;
g) Promote coordination mechanisms between the agencies of the National
Science,
Technology and Innovation System;
h) Guarantee equal opportunities for people, organizations and regions of the
Nation;
i) Promote scientific and technological cooperation actions at the international
level,
with special emphasis on the Mercosur region;
j) Promote the harmonious development of the different disciplines and the regions
that make up the country, taking into account the geographical reality in which it
operates.
-
a) Generate the conditions for the production of scientific knowledge, as well as
technological knowledge
appropriated by Argentine society;
b) Finance the substantive part of the knowledge creation activity in accordance
with criteria of excellence;
c) Guide scientific research and technological development, establishing priorities in
strategic areas that serve
the integral development of the country and the regions that compose it;
d) Promote the training and employment of scientists; and technologists and the
proper use of the available
physical infrastructure, as well as providing for its timely renewal and expansion;
e) Establish the National Science, Technology and Innovation Plan, its priorities and
programs, taking into
account the country's harmonious development policies;
f) Promote the establishment of scientists and technologists in the different regions of
the country, prioritizing
those with less relative development.
Organizational learning styles
Individual learning
When a collaborator learns new skills or has innovative ideas, their productivity
and performance improve substantially. Therefore, you should share what you
have learned with your co-workers so that if you leave the company, the
knowledge does not go with you. (Drucker)
Group learning
Groups or teams of collaborators can also learn new skills together. When people
spend much of their time working in teams, they tend to coordinate in such a way
that they learn as a group. (formal or informal)
Organizational learning
The process of the organization obtaining knowledge related to its function and
using it to adapt to a changing environment and increase its efficiency.
Interorganizational learning
This is the broadest type of organizational learning, and it is most common in large
companies with multiple locations. For example, a franchise could learn how to
operate its store by taking a deep look at the franchise business model.
Learning types
Formal
Learning that is delivered “in a systematic intentional way”.
Planned and guided by an instructor, it usually occurs in a face-to-face setting or
through an online learning platform, like an LMS. (learning management system)
In a work environment: a compliance training or new hire onboarding.
These are learning types that need structure, have deadlines, and
there’s a definitive goal.
Informal
It’s unstructured, often unintended, and it occurs outside of a conventional learning
setting. It’s self-directed, asynchronous, and has no real objectives, rather it just
happens naturally. It can happen whenever and wherever. (chatting
with a co-worker) Not to be confused with relaxed.
Organizational Learning
“an organization skilled at knowledge, and at modifying its behavior to reflect new
knowledge creating, acquiring, and transferring and insights.” creating, retaining,
and transferring knowledge within an organization. An organization improves over
time as it gains “the process of From this experience, it experience. is able to create
knowledge. This knowledge is broad, covering any topic that could better an
organization.”
Organizational Learning
Learning organizations are skilled at five main activities:
1. systematic problem solving,
Relying on the scientific method, rather than guesswork, for diagnosing problems
(the “Plan, Do, Check, Act” cycle)
Insisting on data, rather than assumptions, as background for decision making
(“fact-based management”)
2. experimentation with new approaches, past history,
The systematic search for and testing of new knowledge.
Unlike problem solving, experimentation is usually motivated by opportunity
and expanding horizons, not by current difficulties.
3. learning from their own experience and
Companies must review their successes and failures, assess
them systematically, and record the lessons in a form that employees find
open and accessible.
“Those who cannot remember the past are condemned to repeat it.”
4. learning from the experiences and best practices of others, and
Sometimes the most powerful insights come from looking outside one’s
immediate environment to gain a new perspective. (diversity - biased vision)
The greatest benefits come from studying practices, the way that work gets
done, rather than results, and from involving line managers in the process.
Almost anything can be benchmarked. (even others within the same
organization)
A level of quality that can be used as a standard when comparing other things.
5. transferring knowledge quickly and efficiently throughout the organization
Knowledge must spread quickly and efficiently throughout the organization.
Ideas carry maximum impact when they are shared broadly rather than held in a
few hands.
A variety of mechanisms spur this process, including written, oral, and visual
reports, site visits and tours, personnel rotation programs, education and
training programs, and standardization programs.
training
● most training programs focus primarily on problem-solving techniques, using
exercises and practical examples
● these tools are relatively straightforward and easily communicated;
● the necessary mindset, however, is more difficult to establish (are employees
supported? can they experiment?)
● collecting evidence, otherwise, the organization will remain a prisoner of “gut
facts” and sloppy reasoning, and learning will be limited
● Search for continuous improvement
Measuring learning and learning audits
Garvin describes the importance of measuring organizational learning and describes
the value of a learning audit:
“Managers have long known that “if you can’t measure it, you can’t manage it.”
This maxim is as true of learning as it is of any other corporate objective.
Do you receive trainings at work? are you assessed on your knowledge?
Or are you assessed on your recommendation of the training?
Should your knowledge be assessed?
Organizational learning can be traced through three overlapping stages.
● cognitive. Members of the organization are exposed to new ideas, expand
their knowledge, and begin to think differently
● behavioral. Employees begin to internalize new insights and alter their behavior
(definition of learning)
● performance improvement. With changes in behavior leading
to measurable improvements in results: superior quality, better delivery, increased
market share.
(spending several years on the same position)
Finally, a complete learning audit must include all three
[Link] hopping is what occurs when one works in a series of different jobs (at different
companies/organizations) where each position lasts for 18 months or less. Take note,
working for fewer than 18 months in a position for the same company and then
accepting a promotion with that same company does not apply to this definition of
job
hopping. It's when one hops from company to company that a problem can arise.
[Link] employment is defined as working in a series of different jobs, or similarly
situated positions that fall within the same career path, for periods of two (2) years to
four (4) years in length or even longer when promotions or salary increases are
included.
[Link] clinging is what occurs when one works in the same position, or a similarly
situated one, at the same company for a period of five years or more with little to no
change in title, job responsibilities or salary.
The 8 Organizational Metaphors:
Machine: an organization is a series of connected parts arranged in a logical order
to produce a repeatable output
Organism: an organization is a collective response to its environment and, to
survive, must adapt as the environment changes (innovate)
Brain: an organization is a set of functions designed to process information and
learn over time
Cultural System: an organization is a mini-society, with its own culture and
subcultures defined by their values, norms, beliefs, and rituals (is learning part
of that culture?).
Political System: an organization is a game of gaining, influencing, and
coordinating power. Learning involves navigating these power structures
(competing interests to achieve shared goals).
Psychic Prison: an organization is a collection of myths and stories that restrict
people’s thoughts, ideas, and actions.
Instrument of Domination: an organization is a means to impose one’s will on
others and exploit resources for personal gains (to persuade).
Flux and Transformation: an organization is an ever-changing system indivisible
from its environment.
The five disciplines of what the book refers to as a "learning organization" are:
1. Personal mastery continuous personal growth and development, deepening our
personal vision, of focusing our energies, of developing patience, and of seeing
reality objectively.
2. Mental models are deeply ingrained assumptions, generalizations that influence
how we understand the world and how we take action.
3. 4. Building shared vision as the ability to creating a common purpose and
direction
Team learning the capacity of members of a team to suspend assumptions and
enter genuine 'thinking together'. Fostering collective intelligence.
5. Systems thinking- The Fifth Discipline that integrates the other four.
the 11 laws of the fifth discipline
[Link]'s problems come from yesterday's "solutions" (decisions made)
2 .The harder you push, the harder the system pushes back (consequences; win-win)
3 .Behavior grows better before it grows worse (engaging others to provide solutions)
4 .The easy way out usually leads back in (no one size fits all, re-using “best
practices”)
5. The cure can be worse than the disease (intervening to cure, less able to cure
itself)
6. Faster is slower (fast fix vs sustainable solution)
7. Cause and effect are not closely related in time and space (not all is immediate)
8. Small changes can produce big results...but the areas of highest leverage are
often the
least obvious (splashy solutions vs small and consistent) (putting down a fire vs never
having a fire)
9. You can have your cake and eat it too– but not all at once (you can‘t have it all)
10. Dividing an elephant in half does not produce two small elephants (failing to see
the
system as a whole)
11. There is no blame (blaming others instead of understanding errors are part of the
system
– blame game)
Ulrich’s organizational learning model
Organizational learning is a key asset for competitive advantage and that HR
should act as a facilitator of that learning.
•Learning at three levels:
•Individual → skills, competencies, personal growth
•Group/Organizational → team learning, knowledge sharing
•Strategic → align learning with mission and business goals
•Triple learning cycle:
•Know-how (technical learning)
•Problem-solving & adaptation
•Learning how to learn (continuous innovation)
Marsick and Watkins Model - Org. Learning
Organizational learning model that integrates all components of the
business as learning organisms that are interrelated, and it keeps contact
with the environment.
It is critical for an organization to learn not only internally but also from
the environment, in order not to lose competitive advantage and create a
culture of continuous learning.
Individuals + Organization + Teams + Environment = Continuous Learning
and transformation
70-20-10 Model
It is based on a survey conducted in 1996 asking nearly 200 executives to self-report
how they believed they learned.
In this survey respondents reported the following influences on learning:
• 70% from challenging assignments
• 20% from developmental relationships
• 10% from coursework and training
• Does not show changes due to help of technology
or seniority of people in the survey
Learning Diagnostic Assessment
1. There is training on competencies to solve unforeseen problems.
2 .There are clearly defined processes to collect customer information.
3 .There are procedures to disseminate acquired knowledge.
4 .Employees who acquire good practices are rewarded.
5 .The organization learns from its successes and mistakes.
6. The organization facilitates networking.
7 .An inventory of organizational competencies is conducted.
8 .Employee integration into new work teams is promoted.
9. Acquired knowledge is applied.
10. Exchange of knowledge through technology is encouraged.
Exam: considerations
• Connect with real life scenarios
• Consider the whole concept (KM to enhance…, a learning org changes its
behavior)
• Discussions + case: making data-driven decisions.
• Showing the ability to explain the subject by providing examples
Limited to 2 uade pages.
Expectations:
va a dar shorts cenarios y preguntar que haríamos.
Mucho en cases, la talk of auditorium.
connection with real life
no nos va a preguntar what km is, va a preguntar para relacionar, no definiciones
perfectas. Casos que podamos aplicar, quiere ejemplos de todo lo que vimos.
Quiere que entendamos y vinculemos las cosas, que le mostremos que sabemos de
lo que estamos hablando.
Va a preguntar cosas específicas.
Formato:
2 ejercicios de escenario especifico, que haríamos en esa situación
1 true or false y justificar.