Knowledge for Performance Imporvement Presented at the International Society for Performance Improvement 2008 Based on the two books by Arthur Shelley: Being a Successful Knowledge Leader and The Organizational Zoo

1. Managing Knowledge to Maximise Performance Arthur Shelley International Society for Performance Improvement Melbourne Chapter 24 September, 2008

3. Performance Improvement Here is Edward Bear, coming downstairs now, bump, bump, bump on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels there is really another way, if only he could stop bumping for a moment and think of it. And then he feels that perhaps there isn’t.

4. Behaviour drives Performance Performance = Capability * Motivation * Influence * Role Skills, Training, Behaviour Network and Relationship Management Limitation of Resources * Risk Attitude, Behaviours, Values, Incentives, Environment Clarity, Fit, Role definition, Matched behaviour Adapted from David Clancy and Robert Webber (1999) Roses and Rust: Redefining the Essence of Leadership in a New Age

5. Knowledge Framework Leverage Outcomes Review Confirm Benefits Deliver Develop Refine Assess feasibility Define Plan from known foundation. Behaviours: Collaboration leadership, Knowledge capture & sharing, Attitude biased towards leverage, Seek before reinvent, Participative learning, Support for development programs Networks and Communities: Connect, Dialogue, Relationships, Peer Assist, Profiles, Regular Interactions Roles, Purpose, Development, Succession plans, Benefit focused Processes: Knowledge activities embedded into normal operations and used routinely “ KM Supports”: Discovery, Benefits definition, Measures, Capture, Transfer & Capability build Tools: Knowledgebase, Functions for capture, classification, search, storage, retrieval and communication Infrastructure: Intranet, Connectivity, Reliability, Performance, Security, Measures Foundations Knowledge Projects Discovery Search, Develop. Leverage Search, Adopt, Adapt. Learning: Learn Before, During and After. Knowledge: Capture and Sharing Communication: Cyclic at all stages New opportunities or extensions

6. Turn the strategy chart sideways Increasing maturity & benefits Initial KM Strategy. Connect up & leverage informal activities, develop basic tools. Find passionate collaborators to lead communities. Implement foundations. Pilot community. Increase use of tools. Several Networks and Communities operating . Some self managing, with good use of support tools. Success stories being published . Self supporting communities actively collaborating and with on-line presence. Structured, well understood and widely used tools. Knowledge processes embedded in business activity. Clear benefits from ongoing collaboration. Lead by example and encourage others with positive reinforcement. Each year new priority areas are added, building on the earlier foundations and leverage them. Focus and persistence!

7. Performance Improvement Challenge Managing the existing business Implement Improvements and handover ownership Envision Win Support For Change Implement Changes Build Engagement Value what you have Manage process change Sustain & Improve Deliver benefits Optimise use Communicate Benefits Transfer Ownership Understand opportunities Ongoing Knowledge Transfer Assess cultural and business fit

8. Foundations for Performance Strategic Framework People and Behaviours Networks and Communities Processes Tools Infrastructure Knowledge Foundations Business-goal aligned knowledge vision, strategy & roadmap Communities are groups of people who proactively interact and collaborate on projects. They may be temporary or ongoing. Networks are loose associations of people with common interests who are aware of each other and occasionally interact informally. Projects are specific time bound activities with a discrete set of outcomes in a discrete timeframe. Systems Thinking Personal Mastery Shared Vision Mental Models Team Learning Learning Organisation

9. Mental Models Detached SURVIVOR Available VOLUNTEER Stuck PRISONER Avoiding WHINGER Open Positive Closed Negative

10. Understand your Knowledge Networks

11. Know WHY and with whom Purpose Core participants and sponsor Interested parties and stakeholders Extended network and beneficiaries Benefits Reasons Outcomes Why?

12. Performance Cycles Connect Collaborate Capitalise Ideas Opportunities Issues Potential Value Knowledge Learning Experience Information Processes Tools & Systems Results Relationships, Trust Enthusiasm, Passion Understanding Teamwork Leadership Adaptation, Adoption Ownership, Identity Innovation, Creativity Financial Benefits Continuous Improvement Enhanced Capabilities Facilitated interactions

13. Replicating Knowledge Performance Connect Collaborate Capitalise Communicate Connect Collaborate Capitalise Communicate

14. Stories to motivate performance Canadian development team asked international colleagues’ advice on new product development resulting in faster time to market. Lessons shared on portal have helped South Africa learn from their findings. Mexico, Turkey, France and US joint workshop generates 20% increase in capacity. Product was launched in Europe as direct result from Australia sharing their learning . Australian & USA co-develop new technology. India accelerated a product through development from several interactions on network teleconferences. High potential recruit gained secondment to Australia via portal.

15. Behavioural diversity and Matching

16. Improving Performance Yesterday June Team meeting DD/MM/YY Thurs By When ‘ cause I’m good! Improve alignment with business goals Productivity Help Mary achieve WHY What benefit Focus on Small SMART Objectives and early wins for credibility Mary Share concepts of this presentation Save the planet Create a risk register for the business change initiatives Facilitate potential improvements dialogue Do What? By myself Margaret (for the CHRO) Fred With Whom

17. Getting Started with Knowledge Growth Efficiencies Talent Attraction Talent Retention Continuous improvement Discovery (new K) Relationships, Partnerships Leverage assets Performance improvement Culture, Trust, Loyalty Benefits Wider community Consumers Shareholders Business Partners Clients Groups or functions Employees Individual or teams Leadership Beneficiaries Products Projects Human Interactions Services Programmes Processes Communications Teams and Communities Tools Objects Outputs Productivity Sustainability Innovation Competitive Advantage Creativity Cultural Adaptability Reputation Capability Outcomes What wish to achieve? Business continuity Strategic alignment

18. Contact Arthur Shelley [email_address] [email_address] +61 413 047 408