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Xerox knowledge sharing culture thorugh grassroots efforts

The book draws on solid research and case studies conducted for over a decade by APQC, which has analysed KM projects in over organisations and hosted dozens of conferences for KM practitioners and analysts. The material is divided into six pithy chapters, covering KM tools, strategy, culture and case studies. Over the past decade, the KM arena has rapidly evolved in scope and practice.

Eight years ago, we did not have tools to analyse how knowledge flows in an organisation; we did not have the methodologies for improving the follow and use; and we did not even know how to see the work of the organisation in terms of what was productive knowledge to manage.

Xerox Knowledge Management Program

KM approaches are emerging for specific business problems, across a wide range of processes, enabled by user-friendly technologies, and with refined metrics for measuring KM impacts. Basics and implementation One chapter covers KM definitions and implementation phases.

How Xerox got its engineers to use a knowledge management system

Successful KM includes a combination of push and pull strategies. Alignment with business objectives and design of effective pilot projects are important considerations here. Supporting the business strategy A visible connection needs to be established between knowledge sharing and business strategy.

This can be a focus on better project management as in American Management Systemsimproving service quality via getting information to field workers Halliburtonreuse of solutions and expertise IBMlowering operating costs, or improving innovation.

Key issues to be resolved here include spelling out financial responsibilities, identifying internal sources and flows of knowledge, and choosing appropriate measurement frameworks.

These measures themselves evolve with maturity of a KM initiative.

  1. However, Xerox decided that for KM to work all aspects must be employed.
  2. Within each stage of the process, Xerox had to understand the community of practice and design a system that honors the practice and makes sharing knowledge an intuitive part of the normal work process.
  3. Eureka started as a grass roots effort in France.
  4. This also would mean that Xerox had implemented second-generation KM. We should make knowledge easily accessible in real time to our people, customers and partners.
  5. During these repairs, employees ple, was used by someone in South America. Her nomination comments below describe an organization that faced a modern-day challenge with wisdom and authority.

It is not uncommon for large organisations to spend more than a million dollars to launch a KM program and then a million a year to sustain and enlarge it.

The importance of making connections -- of people to people and people to information — is the driver to use IT in KM initiatives.

IT tools should be embedded into work processes.

  • From the CEO to first-line managers, you can hear people singing the benefits of Eureka;
  • The system currently holds more than 35,000 solutions representing more than 12 different countries, and the knowledgebases are growing at more than 400 tips per month;
  • To keep the knowledge has grown from 500 research engineers to 30,000 momentum building across the entire Xerox community, employees inside Xerox;
  • A third-party researcher is examining impacts on productivity, cost savings and quality in departments like engineering, manufacturing, HR and information services;
  • That often left technicians with no handy solution, requiring them to escalate the call to a technical hotline.

Enterprise solutions should be amenable to integration and scalability. Culture and communications On the culture front, organisations vary in their history, expectations, unwritten rules, social mores, beliefs and even sub-cultures or micro-cultures.

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Knowledge-oriented organisations should provide employees with opportunities to explore new ideas, make it easy for them to approach managers, reward employees for innovation, recognise team players and collaborators, and reward group achievements before individual accomplishments.

The knowledge vision should be articulated across the organisation, and employees should feel empowered to use KM principles in their own work environment.

Approaches like storytelling work effectively here.

  • Return on investment is in the range of tenfold, but most important is management support of the program at all levels of the organization;
  • The success rates can be used to help find the most common problems and solutions;
  • Roles like global knowledge champion, knowledge brokering, community managers and content editors were identified;
  • In this same year Xerox began a major, long- visibility of the ones that fall in the seven.

KM cases The book also features numerous documented successes of KM in action. Each case study is structured with sections like origins of KM initiative, business case, specific KM activities, KM core group, funding, measures and impacts.

Its 18, employees have access to over 1, communities of practice. Knowledge screening and validation processes are important in this context. A third-party researcher is examining impacts on productivity, cost savings and quality in departments like engineering, manufacturing, HR and information services.

Xerox Method of Implementation

After Action Reviews are routinely held during major projects. Initial surveys indicated that engineers were spending approximately 25 per cent of their time looking for information but finding only 10 per cent of what they needed. Metrics were devised to measure how much of this gap could be closed, and how to translate these measures into the appropriate language and needs of each community.

The rate of accidents also dropped.

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Ford has now integrated best practice replication from its KM initiative into its Six Sigma initiative. Roles like global knowledge champion, knowledge brokering, community managers and content editors were identified.

A key focus was on avoiding the problems that occur because information does not reach appropriate people at the right time. Specific measure areas included time to repair, duplicate orders, maintenance cost reductions, and lost hours.

The company reported improved customer satisfaction, more resolution of outstanding issues, and greater technician user satisfaction as a result of the KM initiative.

  1. Culture and communications On the culture front, organisations vary in their history, expectations, unwritten rules, social mores, beliefs and even sub-cultures or micro-cultures.
  2. These focus around one area. Thus, this indicates there is a demand and supply side to Xerox KM Powers,
  3. There was no indication of the length of this case study.
  4. That tip was sent back to manufacturing and the problem could be remedied at the source.

Focus areas include e-learning, global expertise location, and project management. There are now 82 registered communities of practice; challenges to be overcome include language barriers. Its activities included benchmarking exercises with APQC, a knowledge fair, and active communication via the Web and publications like the World Development Report focusing on knowledge.

Objectives included meeting staff attrition, sharing information across similar local environments, and enhancing the capacity of clients. Specific processes included weeding out obsolete information, project debriefings, feedback mechanisms, team working, and common knowledge taxonomies.

In sum, this slender volume makes for a straightforward and useful read, with sidebars summarising key points and peppered with informative quotes from KM professionals. It would be appropriate to end this review with some of these quotes: We needed to do things differently.