This report discusses a knowledge strategy in the communications profession in IBM Europe, Middle East and Africa. The focus of that report is to reveal the reshift from a replication- orientated organisation which excels in functionality onto a communicationsintensive consultant organsiation in which the active management of both tacit and explict knowledge does play an active role.
In the previous Intellectual Capital assessment, it has been discovered, that intellectual capital in this communications organization is rather unorganized and disperse. Here, it is
further looked into and found out that one of the reasons for this dispersed intellectual capital the missing accumulation and conversion of knowledge in that organization. Reasons for this are: few or very unuseful joint tools for personal use, no expert
professions to grow into and thus no personal reward to accumulate real market or media knowledge, and last but not least a culture that does reward the quick shot and not sustainability.
The underlying technology - is not used suffieciently and only in a dispersed way. As a consequence, lots of intellectual capital is lost constantly. Customer satisfaction - thus expressed through IBM employee attrition rate internally and through favourability level of journalists and number of strategically focused media imprints - could be increased significantly.
To gain a strategic advantage through a knowledgeable communications organization that brings value add to the business, it is recommended in this report to
* Setup a knowledge officer in the organisation, closely aligned to the VP of Communications.
* Setup communications knowledge hubs at strategic sites who act as key knowledge accumulators de-alllocation of professionals from non-strategic knowledge hubs
* A pervasive and user-friendly Lotus Notes / Web Notes / Domino database infrastructure to enable group work, together with the production deployment of sametime communications tools
like VPBuddy. Here, the focus is not so much about technology but about content, pervasiveness and persistence in its useage and reward. In a next step, explicit expert professions within the communications career path should be fostered to gain and reward expert and tacit knowledge and thus attract and retain the world-class communications professionals, a company like IBM needs to have.
This knowledge initiative should be aligned with IBM’s strategic priorities, especially Priority 1, Priority 5 and Priority 6
Table of Contents
Executive Summary
Introduction
Identification of Issues
Ruggle’s Intellectual Capability dimensions
Knowledge identification
Knowledge codification
Knowledge interchange
Knowledge creation
Knowledge Issues in specific detail
Selection of One Issue: Human Resources
Human Resources - Management Skills
Human Resources - Learning and Employee Turnover
Human Resources - The Aging Pyramid or Rookie rate and no available explicit knowledge
Personal growth through knowledge gain - rather missing
Knowledge generation - a Human Resource selection and growth problem?
Human resource selection process as a knowledge gathering process
No focus on novel problems - where is the collective endeavour?
Human Resource aspect - the tip of the iceberg
Recommendations
Knowledge as resource and Capability - filling the gaps
Resource/Capabilites
Strategic Fit
Strategic/Competitive Advantage
Resource Gaps
Applying Nonaka’s and Takeuchi’s framework for filling the gaps of a knowledge strategy
Enablers for knowledge management
Leadership
Vision
Structure
Culture
Levers for a Knowledge Management Strategy
Nodes and Networks
Processes
Measures
Market leverage
Foundations of knowledge management
“Hard” infrastructure - Intranet, Groupware, etc.
“Soft” infrastructure - Roles, skills, Development, Rewards
Establishing a community of practice
Skills and expert Knowledge
Tools and Techniques
Bottom-line Benefits of knowledge strategy
Problems, Challenges
Critical success factors to overcome problems
Drawing a clear link to business priority
Knowledge crossing boundaries, executive sponsor
Implementation as evolution, not as a revolution
Knowledge management strategies are not a “wishlist”
Selecting the right pilot - if at all a pilot is doable...
Process problems
Technocentrix problem
Knowledge transfer problems around different locations
Sustaining the effort
Management of knowledge as a resource
Final remark
Objectives and Core Topics
This report aims to propose a comprehensive knowledge strategy for the communications and PR department within IBM EMEA, addressing the challenge of dispersed intellectual capital. The primary goal is to shift from a replication-oriented organization to a communications-intensive consulting model by actively managing both tacit and explicit knowledge, thereby aligning with IBM's strategic corporate priorities.
- Optimization of knowledge identification, codification, and interchange processes.
- Strategic development of Human Resources, including career paths for knowledge experts.
- Implementation of a robust technological infrastructure using Lotus Notes/Domino databases.
- Establishment of knowledge hubs to serve as centers of competence.
- Cultural transformation to foster knowledge sharing and continuous learning.
Excerpt from the Book
Human Resource aspect - the tip of the iceberg
It also should be taken into the view that knowledge management needs to integrate individual, community of practice and organizational knowledge. Brown and Duguid argue that all these have a imminent conjunction and thus this needs to be encompassed into the communications organization's context. This can be enabled through enabling a knowledge-sharing culture that will share its joint explicit and tacit experienced by itself. Three key point needs to be set (Korine, 1995, Unit 4, p.45): Engagement and thus involving the people into the decisions that affect them. Explanations - this means to ensure that everyone involved in and affected by a decision knows exactly why the decision was taken in the way it was and why some ideas were over-ridden.6
To summarize, there is a knowledge management issue in IBM Communications. And its key reason is a deeply rooted Human Resource career path and selection issue: People stay not long enough in their jobs to gather deep-rooted tacit knowledge through socialization which is the only good means of knowledge transfer. A long-stay in the job is not rewarded as promotions for people working as communications do not happen in the job but only through rotating to other positions or through changing the company or becoming people manager. Together with a missing pervasive Lotus Notes soft infrastructure, knowledge accumulation in the communications business is very hard to convey.
Summary of Chapters
Introduction: Provides an overview of the EMEA communications organization's structure and missions, identifying the need for translating tacit and explicit knowledge.
Identification of Issues: Analyzes current knowledge deficits using Ruggle’s Intellectual Capability dimensions, focusing on identification, codification, and interchange.
Selection of One Issue: Human Resources: Investigates the HR-related career and turnover challenges that hinder deep-rooted knowledge accumulation.
Recommendations: Details strategic frameworks for implementing a knowledge-based approach, including organizational structure, enablers, and specific levers.
Bottom-line Benefits of knowledge strategy: Outlines the expected organizational gains such as improved innovation and service through codified knowledge management.
Problems, Challenges: Discusses critical success factors and potential pitfalls such as the technocentrix problem and the necessity for sustainable, evolutionary change.
Keywords
Knowledge Management, Intellectual Capital, Communications Strategy, PR, IBM, Tacit Knowledge, Explicit Knowledge, Knowledge Hubs, Lotus Notes, Human Resources, Career Path, Strategic Advantage, Organizational Culture, Knowledge Transfer, EMEA
Frequently Asked Questions
What is the core focus of this research paper?
The paper examines the knowledge strategy for the communications and PR department within IBM EMEA, aiming to transform it into a more effective consulting organization.
What are the primary themes discussed in the work?
The central themes include the management of intellectual capital, knowledge conversion (tacit vs. explicit), HR-related challenges in knowledge retention, and the role of infrastructure and culture in knowledge management.
What is the main objective or research question?
The objective is to address the dispersal of intellectual capital within the organization and propose a framework to convert it into a strategic competitive advantage.
Which scientific frameworks are applied?
The author primarily utilizes the knowledge conversion frameworks by Nonaka and Takeuchi, as well as Grant’s resource-based view of the firm.
What topics are covered in the main section of the paper?
The main sections cover the identification of existing knowledge gaps, recommendations for HR and structural reforms, and practical challenges regarding implementation.
Which keywords characterize this study?
Key terms include Knowledge Management, IBM, Intellectual Capital, PR Strategy, and Knowledge Hubs.
Why does the author consider HR the "tip of the iceberg"?
Because the fundamental issue is not just technical; it is the career path and turnover rate that prevent staff from staying long enough to acquire the deep, tacit market knowledge essential for high-level communications work.
What role do "Knowledge Hubs" play in the author's proposal?
They act as centers of competence at strategic geographic sites to collect, accumulate, and disseminate knowledge effectively across the organization.
How does the author view the role of Lotus Notes in this strategy?
It is viewed as a key technological pillar for creating a joint infrastructure to enable group work, story sharing, and explicit knowledge storage, although the author notes it is currently underutilized.
Why is a "dual-shaped career path" recommended?
It allows knowledge experts to be rewarded and retained in their roles long-term without forcing them into management positions just to progress in their career, thus preserving vital specialized expertise.
- Quote paper
- Dipl.-Ing. Christoph Frhr. von Gamm (Author), 1999, A Knowledge Strategy for a Communications and PR practice of a large firm, Munich, GRIN Verlag, https://www.grin.com/document/144886
