Transcript Phillip Marsh's Presentation

An Introduction to
KNOWLEDGE MANAGEMENT
©Knowledge Management International
WHAT is Knowledge Management
RIGHT
INFORMATION
in the
RIGHT
CONTEXT
& FORMAT
to the
RIGHT
PEOPLE
at the
RIGHT
TIME
in order to
TAKE
APPROPRIATE
ACTION
In line with
• WHAT
• WHERE
• WHEN
• WHY
• WHO
• HOW
• BU / Corporate Div. / Dept. NEEDS
• Client NEEDS
• Holding Company NEEDS
• Innovation and CBI NEEDS
“Knowledge Sharing must become an organisational
competency. It is not a technology tool or solution.
It’s success will be based on the ability to develop a
pervasive culture of sharing - the tools are simply
enablers”
©Knowledge Management International
Knowledge Management at a glance
Communication &
Collaboration
Confirmation &
Celabration
Identifying,
Reviewing,
Sharing,
Retention,
Gathering &
Packaging &
Validation &
Transfer &
Harnessing
Processing
People
&
Processes
Sustainability
Executive Commitment, Business Sponsor & Knowledge Champion,
KS Cultural Alignment, Training & Development, Performance
Management, Expert Directories, Knowledge Network Mapping, CoP’s
Actions
&
Activities
Codify
Awareness & Commitment Building, KS Events,
Peer Assist, After-Action-Reviews, Retrospectives, Publishing, Forums
Tools
&
Technology
Tangible & Intangible
Collation &
Connection
Taxonomies, Tips, Templates, Techniques, Portal,
e-learning, Virtual Classroom, LCMS, Document Management,
A-synchronous threaded chat, synchronous video-conferencing
©Knowledge Management International
Benefits Realisation
Knowledge Assets
Creation &
Collection
The 4 common barriers to
Strategic Knowledge Management
THE VISION BARRIER
The “Strategic Intent” for KM / KS is not understood by those
who must implement it…and not translated into
measurable objectives via a “Systems Thinking” approach.
THE PEOPLE BARRIER
Personal goals,
knowledge transfer,
and key competency
development is not linked to
strategy implementation
& the impact of the “Change”
is not fully understood.
Strategic
Knowledge
Management
THE OPERATIONAL BARRIER
Key processes, ERP systems & IT are not designed to
leverage the drivers of business strategy
- they tend to be “transactional” and not “transformational”.
©Knowledge Management International
THE MANAGEMENT
BARRIER
Management
systems are
designed for
operational control
and tied to budgets
& not the strategic
value drivers.
Knowledge Sharing
- the puzzle pieces at a glance -
Process
People
Environmen
t
Tools
©Knowledge Management International
Enterprise Knowledge Sharing (EKS) Maturity Model
 Unlike S.H.E.R.& Q which are codified by ISO and Local Standards, EKS
remains an enterprise initiative, bound by guidelines and best practices that
it alone decides to recognise.
Level 5 - Optimisation
Full Benefits Realisation
Predictive & Diagnostic Capabilities
Level 4 – Continuous Improvement
Enterprise Learning & BDA Review
Cause and Effect Analysis
Level 3 – Cross Functional
Networked Democracy
Developed KS Competencies & Assets
Level 2 – Vertical Alignment
Organisational Committees
Early Managed Awareness
Level 1 – Ad Hoc
Hierarchical Autocracy
“Knowledge, like love, is the only human
characteristic that grows in value the
more you share it”
Unmanaged Ambivalence
©Knowledge Management International
A typical
KNOWLEDGE MANAGEMENT
STRATEGY
Roadmap
Desired goal
Desired goal
Desired goal
EKS Maturity
Level 2
2005
EKS Maturity
Level 3
EKS Maturity
Level 3
• Implement KM Strategy & Training
• Start KS Cultural Alignment
• Provide feedback to KS survey
• Establish Benefits Matrix
• Identify 2005 KS Goals & Metrics
• Introduce BDA Review Process
• Initiate 5 CoP’s (*) with training
• Expert Profiling & Search *
• Taxonomy Structure*
• Portal development*
• Knowledge Assets Audit tool*
• Knowledge Network Map*
2006
EKS Maturity
Level 4
• Review the 2005 KM Goals
• Complete Benefits Realisation survey
• Ensure 2005 BDA Reviews captured
• Identify 2006 KM Goals & Metrics
• Group KM awareness roadshow
• Initiate additional prioritised 5 CoP’s
• Continue with CoP Training
• Continue with KM Cultural Alignment
• Implement a KM Portal strategy
• Investigate LCMS applications
• Investigate e-learning applications
• Investigate Virtual Classroom apps.
©Knowledge Management International
EKS Maturity
Level 4
2007
EKS Maturity
Level 5
• Review the 2006 KM Goals
• Complete Benefits Realisation survey
• Ensure 2006 BDA Reviews captured
• Identify 2007 KM Goals & Metrics
• Implement the KM Portal
• Implement LCMS / VC / DMS solution
• Continue with KM / KS Training
• Continue with KM Cultural Alignment
• Run BU Client Satisfaction Survey
• Identify remaining barriers & resolve
Confirmation
&
Celebration
Benefits
Realisation
Communication
&
Collaboration
Performance
Improvement
Collation
&
Connection
Decision
Support
Disparate
Facts
Creation
&
Collection
Information
Structured &
Unstructured
Data
Knowledge
Wisdom
Sustainability
“Degrees of Knowledge Sharing”
The KMI Knowledge Value Life-Cycle
©Knowledge Management International
WHY – Knowledge Sharing
some Business Case & Value Drivers perspective
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Leveraging of Group knowledge & organisational wisdom
Shared centres of excellence – economies of scale
Increased effectiveness, efficiencies & economies
Global Knowledge village
Commonality of “best practices”, tips, templates, toolsets, techniques
Knowledge retention & transfer – embedded wisdom
Rapid search for “know-how” and “know-who” – expert directories
Improved integration – vertical, lateral and external
Increased innovation & collaboration – unlocking value
Rapid & more informed decision making & decision support
Reduction in “information overload” – strategic, operational & specific taxonomies
Increased protection, reference-ability & storage of IP, patents, copyright & designs
Reduction in “silo-mentality”
Increased “quality of work life” for all – quicker turn-around & access to information
Creation of a true “learning organisation” – increased Group agility, staff morale
Everyone rowing in the same direction
©Knowledge Management International
Intangible Value
• Market perceptions
• Increased opportunity
radar
• Preferred employer
• High potential / talent
attraction
AA plc
CoP
Organisation
• Leveraged
innovation
• Global competitiveness
• New business
opportunities
• Enhanced corporate
memory
• Benchmarking &
center of excellence
Tangible Value
• Trust
• Leveraging of
intellectual capital
& property
• Group significance
• Rapid access to
experts
• Knowledge of what
“others” are doing
• Reputation
• Fun
• Broader understanding
• Opportunity to give
own opinion
• Sense of personal
relevance
• Increased loyalty
Business
Unit
CoP
Member
Team
Individual
• Strategic need
• Core competency
development
• Improved products
or processes
• Efficiencies, effectiveness
& economies
• Reduced time to market
• Reduced wastage
• Increased project outputs
©Knowledge Management International
• Recognition
• Career enhancement
• Personal growth
• Exposure to experts
• Broadened experience
• Professional
development
Cost / Benefit of CoP’s
Cost
Tools & Technologies
• Tips & guidelines
• Taxonomy structure
• Tools & Templates
• Technologies, IT, Video
• Telephones
Benefit
The costs are those
that are directly & indirectly
incurred as the result of
utilising the organisations
“knowledge assets” for a
defined outcome / benefit.
The benefits are the
tangible & intangible
effects that the CoP will
have for the hierarchy
of stakeholders that are the
beneficiaries of the CoP.
Team / Community
Actions & Activities
• Before Action reviews
• During Action reviews
• After Action reviews
• Workshops, Venues
• Travel, Transport
Individual
• Competency growth
• Efficiency – more time
• Job satisfaction
• Reward & recognition
• Status & career
Applied
Knowledge
Assets
Continuous
Communication
&
Collaboration
Defined
Benefits
Realisation
• Try it, Test it, Trust it
• Knowledge sharing
• Other problem solving
• Unlocks potential
• Increased risk capacity
Organisation
People & Processes
• Effective filter for ideas
• Increased leveraging
• Rapid response, control
• CBI and Innovation
• Process improvement
• Competitiveness, risk
• Training
• Recording & documents
• Away from office
• Specialist / expert fees
• Change management
©Knowledge Management International
Typical CoP Value Life Cycle
Innovation
Continuous
Improvement
Test & review
VALUE
Implement Gap Closure
External Benchmarking
Establish Best Practice
Sharing
Ideas
Establish Existing Domain Practice
The CoP may change in
composition but it essentially
keeps repeating the process
until it’s use and value
are expended
Map Key Processes & Workflows
Collaboration & Expert Profiles
Launch
Specific Needs / Goals
TIME
1st Result / Output
©Knowledge Management International
COMMUNITIES of PRACTICE (CoP’s)
- concentric circles of influence Active Core
• CoP Leader
Passive Informed
• Business Sponsor
• “Knowledge Worker” Community
• Knowledge Brokers
(Cross-functional)
• Knowledge Specialists
(Group & External)
• CoP Administrator
Interested / Interesting
Passive Informed
Active Involved
(Users to Managers)
• Business Unit Heads
• Executive Sponsor
• KS Forum
• Information Specialist
• CoP Facilitator
• Future CoP Learners
Active
Core
Active Involved
• Knowledge Specialists
Interested / Interesting
(Group & External)
• Research Institutions
• Knowledge Managers / Officers
• Learning Institutions
• Technical Partners
• Benchmarks & Best Practices
(Internal & External)
• Competitors
• Experts / R & D / Consultants
• WWW
• KSF Members / Tech-Know Link
• Publications
©Knowledge Management International
Knowledge Sharing Communities
Community of Interest
Community of Practice
• Bound by common interests or special interests
• This is normally a “by invitation only” grouping
• May not be business output specific
• Has a defined structure, roles & responsibilities and
usually consists of an Active Core, an Active Involved
group, a Passive Informed & Interested / Interesting group
• Improves “team-ness” & morale
• Usually no budget & informal leadership
• Not time or output bound
• Usually is an on-going community
• New members can come & go as they please
• Normally unprotected – extended community
• Often only enabled / facilitated virtually
• Set up to design, develop, deploy or distribute
a new or improved policy, procedure, practice,
process or product
• It is not a Project Team although it has many
similar attributes – a CoP may have several Project
Teams within it to operationalise the CoP outputs
• Has a specific purpose with defined result and is
usually established to identify issues & solve problems
• Has formal leadership, budget, resources & timing
• May use rituals, icons to give a unique identity or theme
There is often a “blurring of the boundaries” and
the CoP Leader should take care to ensure that the
roles, responsibilities and objectives are clearly
understood
• Engagements should aim to be fast, focused and fun
• Usually has cross-functional composition & usually
includes globally situated experts which may be “external”
• Member involvement & commitment is essential
• Normally a protected environment with defined levels of
access & permissions
©Knowledge Management International
Organisational
Knowledge
LOST
Knowledge
Assets
Team / Community
Knowledge
Individual
Knowledge
LEVERAGED
Knowledge
Assets
CoP’s
LOW LEVEL
Knowledge
Assets
“The fundamental
TACIT
objective of a CoP
Individualised &
is to get the Knowledge captive knowledge,
from those who HAVE it, experiences &
learnings
to those who NEED it !”
LOCALISED
Knowledge
Assets
EXPLICIT
Group sharing,
story telling & focused
knowledge exchanges
in line with agreed goals
IMPLICIT
Outputs & innovations
incorporated into new
procedures, practices &
transferred to corporate
memory
“Process
of Knowledge Flow”
©Knowledge Management International
Knowledge Sharing
as a driver for Continuous Business Improvement (CBI)
Embedded Value Add
BDA
Reviews
BDA Reviews
• Learning Before – Peer Assist
• Learning During – After Action Reviews (interim)
• Learning After – Retrospective Analysis
Project 3
Project 2
Project 1
Project Implementation Phasing
©Knowledge Management International
Organisational
KNOWLEDGE FLOW
Higher In – Higher Out
• Group, Government etc
• Operating Divisions
2
1
External In / Out
Community
of
Practice
• Research
• Universities
• Benchmarks
• Experts
3
1 = Tacit Knowledge
Captive, Individual or unreferenced knowledge
2 = Explicit Knowledge
Stories, discussions & cross-referencing
3 = Implicit Knowledge
Knowledge is codified, filed & kept in a taxonomy
structure for re-use
Lower In – Lower Out
• Departments
• Managers, Teams, Individuals
©Knowledge
Management International
• Subsidiaries
Internal In / Out
• Business Units
• Shared Services
• Project Teams
• Experts
Typical After Action Review
- embedding learning 1. What did we do Right
2. What did we do Wrong
3. Why & How did we get it Right
4. Why & How did we get it Wrong
5. What will we do differently next time
6. Who needs to know this
7. How will we manage this Knowledge
©Knowledge Management International
KNOWLEDGE MAPPING
Random &
Disparate
“Data”
“Information” produced
in form of letters, reports,
faxes, graphs, emails etc
“Knowledge
Objects” in defined
Taxonomy Structure
“Knowledge
Repositories” in defined
Taxonomy Structure
“Knowledge Banks”
enabled by a “Knowledge
Base” form “Bodies of
Knowledge” eg ATD
1
Specifications
2
HR
Vendors
Emails
3
Trainers
Balanced
Scorecard
Venues
Sales &
Marketing
Letters
Research
Graphs
Budgets
Compliance
Finance &
Admin
5
IT
Report
2nd
Grouping
3rd
Grouping
©Knowledge Management International
Meta Data
Added
Storage &
Retrieval
application
Knowledge Banks
4
1st
Grouping
Knowledge Banks
SETA
Process
Engineering
AAplc: GROUP
Group “Strategic Intent”
The “Knowledge Worker” Corporate
Strategy Cascade
Knowledge Sharing Roles
• Business / Executive Sponsor
• Chief Knowledge Architect
In support of
DIVISIONS / BUSINESS UNITS (BU)
Divisions / Business Units
“Strategic Intent”
Knowledge Sharing Roles
• Knowledge Managers / Officers
• Knowledge Specialists / Experts
In support of
RESOURCE CENTRES (RC)
Resource Centres’ “Strategic Intent”
Knowledge Sharing Roles
• Knowledge Specialists / Experts
• Knowledge Brokers
In support of
KNOWLEDGE USERS
Knowledge Users’ “Strategic Intent”
Knowledge Sharing Roles
• Knowledge Users
• Knowledge Contributors
©Knowledge Management International
Knowledge Sharing
Roles & Responsibilities of Knowledge Workers
Roles
Responsibilities
Business / Executive Sponsor
Is endowed with an Executive Mandate & reports directly to
Board on KM issues, targets and drives KS as a form of
competitive advantage
Chief Knowledge Architect
Usually a senior director or strategist who assumes a coordinating role & who establishes & heads the KM Forum
Knowledge Managers / Officers
Senior managers within Business Units or Support
Functions who provide metrics & manage the on-going
extraction of tacit to explicit knowledge in line with requests
Knowledge Champions
Similar to above but may have a more strategic and
motivational role as opposed to an operational role –
essential stakeholders in the KS Cultural Alignment drive &
is often a specialist external resource
Knowledge Specialists / Experts
Individuals with specialised skills, knowledge or interests
who will often be located in an ad hoc distribution both
within an organisation as well as external to it
Knowledge Brokers
These individuals play a similar role to a “team leader”
within business functions but with a responsibility for KS
related communications and co-ordination
Knowledge Users / Contributors
These are represented by all those individuals who
develop, acquire, manipulate, harness and generally use
knowledge as a source of intellectual capital
©Knowledge Management International
©Knowledge Value Life Cycle
Creation
&
Collection
• Structured, Unstructured
• Letters, faxes, emails, scan
• Reports, documents, notices
• Data, SMS, Voice, Text, 3G, GPRS
• Tenders, Codes, Spec’s
• Observations, Lessons, Feedback
• Articles, video, audio,
• www, inter / intranet, photo
• Imaging, Storage, Mailshots
• Spam, viruses, security
• Protocols, rules, disciplines
Collation
&
Connection
Communication
&
Collaboration
KM / KS Functions
• Taxonomy Structures, Networks • Intelligent Search, Retrieval
• Tagging, Versioning, Templates • Expert Directories, Calenders
• Workflow & Process Maps
• Real Time, Recorded,
• Bodies & Knowledge repositories • Knowledge Events, Reminders
• Objects, Brokers, Specialists
• Embedded learning, messaging
• Sponsors, Managers, Users
• Whiteboarding, Threaded Chat
• Document Management
• Cognitive discovery, PeerAssist
• Security, auto-alert, protection
• Content dev. & management
• Directory services, Know-Who
• CoP’s, Netmeeting, Teleconf.
• Methodologies, systems
• Project Management
• Benchmarks, Libraries
• Best Practice, Renewal
Confirmation
&
Celebration
• BDA Reviews, Replication
• Appreciative Discovery
• Archiving, As Built, Codifying
• Updates & Lessons
• Performance Management
• Publishing, broadcasting
• Video conferencing
• Story Telling, Transfer & Retention
• Knowledge & Skills transfer
• Announcements, awards
• Benefits Realisation, validation
Enablers
IT, Tools
& Culture
IT, Tools
& Culture
IT, Tools
& Culture
©Knowledge Management International
IT, Tools
& Culture
CoP – Culture Change Matrix
Individual Development
TRUST IT
TEST IT
TRY IT
Awareness
Participation
“USE”
Preference
©Knowledge Management International
Loyalty
©Knowledge Management International