EIS is one of
the first two organizations offering The New Knowledge Management (TNKM) (See also About EIS) as the foundation of its consulting
services. TNKM begins with the identification of problems (gaps between desired and actual
states that can't be closed because new knowledge must be produced to support the
decisions and actions needed to close them). There are three classes of such problems:
occurring in business processes;
occurring in knowledge processes; and
occurring in Knowledge management processes.
occurring in business processes are not solved through Knowledge management solutions, but
through knowledge processing. These are not the province of knowledge managers but of
knowledge workers. The other two classes of problems, however, are the object of TNKM, and
the focus of EIS services. EIS, either alone or, together with its allies offers the
following knowledge management services.
formulating, and evaluating knowledge processing and knowledge management problems
This is one of
EIS's most important services. A failure to solve a business
process problem, for example, may not be due to a problem in the organization and
structure of an organization's knowledge processes. Instead, it may be due, simply, to a
failure to solve a difficult business process problem, even though available knowledge
processes are working just fine.
Even if a
knowledge processing problem exists, it is not always so clear what the nature of the
problem is. For example, the fact that the knowledge needed to support a particular
decision is not there may be due to the fact that the knowledge exists, but is not
available due to a poorly operating knowledge sharing process, or it may be due to the
fact that the process of developing new knowledge claims is not open to most
organizational participants and that this has truncated the supply of new knowledge. Or it
may be due to problems in the structure of the information acquisition process, problems
that can easily be fixed by adopting a new IT solution.
The point, of
course, is that how the problem is formulated and diagnosed is very important because it
constrains what the "KM solution" to the problem will be. If the wrong problem
is formulated and solved, then, in the end, the solution won't work, and KM will fail.
Because of its experience in developing the underlying conceptual foundations of TNKM, and
specifically in identifying the primary sub-processes and KM activities in the Knowledge
Management Process, EIS has special qualifications to identify, formulate and evaluate
knowledge processing and knowledge management problems.
uses the technique of the KM problem
and Knowledge Process audit to
perform its evaluations. The heart of the KM problem
and knowledge process audit is a group decision making
process based on Delphi, JAD, and Group Value Measurement Techniques of group
problem-solving called group Knowledge Management
Technique (GKMT). Using the results GKMT, EIS produces an
evaluation of the KM-related problems of an organization and presents the business case
for going ahead with a more careful evaluation of whether a KM-solution should be
developed and implemented.
and Implementing KM Solutions
Once the problem
is defined and the business case made, KM solutions must be developed and implemented.
EIS's consulting efforts are again shaped by the TNKM perspectives it is developing.
Specifically, in concert with our allies, we develop solutions that focus on enhancing
knowledge production and integration sub-processes, always with an eye toward the
cumulative impact of alternative solutions on the operation of the whole Knowledge Life
Cycle (KLC) in the organization we are working with.
That is, we
don't deal with one aspect of knowledge processing, such as knowledge sharing alone.
Instead, if knowledge sharing is the problem diagnosed earlier, we develop alternative
solutions to that problem and evaluate the alternatives both in terms of their impact on
knowledge sharing, and their further impact on information acquisition, individual and
group learning, formulating new knowledge claims, evaluating and eliminating erroneous
knowledge claims, searching and retrieving data, information, and knowledge, broadcasting
data, information, and knowledge, and teaching newly produced knowledge.
No other KM
consulting organization provides that kind of systems approach to solutions development.
In specifying solutions, we also use a comprehensive approach to metrics and KM benefit
estimation that is both unique to EIS and a development of our recent work in TNKM
Specific KM Services
In the context
of developing and implementing KM solutions, EIS and its allies offer the following more
specific consulting services:
KM Strategy Development based
on the normative Model of the Open Enterprise and the goal of
KM impact and
benefit analysis and measurement (This service uses EIS-developed techniques of
and restructuring of KM programs based on the incomplete SECI model (This service uses the
EIS/MA developed knowledge conversion framework)
the role of culture in KM solutions (This service uses the EIS-developed model of the role
of culture in knowledge processing)
the Open Enterprise model to create accelerated sustainable innovation (This service uses
the EIS/MA work on the Open Enterprise)
the IT architectural foundation for evolution towards the knowledge portal (This service is
based on the EIS-developed model of the EKP)
Enterprise Knowledge Portal applications (This service is based on the EIS-developed
model of the EKP)
software evaluation ((This service is based on the EIS-developed model of the EKP)
Capital Audit (This service is based on the EIS/MA work on a new taxonomy of forms of
Metrics development and implementation (This service is based on the EIS/MA work on KM
Metrics developmentand the Open Enterprise
Template providing a structure for measurement )
authoring and development (based on EIS's long experience in writing white papers)