KM MIddle East 2012 - Collison Seminar

Seminar:
Assessing KM Capability, Understanding KM Tools
and Developing KM Strategy

KM Middle East
March 14th 2012

@chris_collison
Knowledgeable Ltd
www.chriscollison.com
chris@collison.com

© Knowledgeable Ltd www.knowledgeableltd.com

Building on the examples from this morning


Our agenda for this afternoon

• Organisational learning tools such as Peer Assist, After
Action Review and Project Review
• Knowledge Capture:
– Examples of how to build and maintain knowledge assets
around strategic topics
• Communities of Practice:
– Understanding the lifecycle of Communities and Networks,
– Practical case studies and tools such as a “Network Charter
Template”.
• Leadership actions and behaviours which reinforce
“asking”, “learning” and “capturing” in cultures which
are already good at sharing.
• Embedding in Strategy


www.km-me.com 1 info@km-me.com

BP’s original holistic knowledge management framework

Knowledge in people and networks
Captured
Knowledge

Learn
during

Using
Individuals
& Teams
Goals Knowledge Results £$
Learn Learn
before after
Leadership
& Culture


Thomas Saur

LESSONS LOST
Learning and transfer are leaky processes.

There’s a hole in my bucket...

New project executes

New Project
Project Completed!
? Project
Learning
Review Meeting
in the
heads of
the team

Unasked questions

Learning
captured
in lessons
learned report

Report stored... Loss of context, summarisation, loss of emotion,
...somewhere! post-rationalisation, legal restrictions...



Learning before doing – Peer Assists

"...the politics accompanying hierarchies hampers the free
exchange of knowledge. People are much more open with
their peers. They are much more willing to share and to
listen.” Lord Browne – BP CEO


Peer Assist Animation from Bellanet/University of Ottowa


Peer Assists - how they work

Actions

What’s
What you know possible?

What we
both know What I know

“Group-think”
restricts
possibilities



An extreme Peer Assist!

Great Ormond St Hospital, London Ferrari F1 Pit Team


Learning whilst doing - AARs

What was
What actually
supposed to
happen?
happened?
Include the unplanned.

Col. Ed Guthrie (retd.)

What can we
Why was learn from
there a this?
difference?

Conducted in a Rank-free
environment…
10-15 minutes





Learning after doing – BP’s Retrospect Process

• What was the objective
of the project?
• What did we achieve?
• What were the
successes? Why?
How can we repeat the
success?
• What were the
disappointments?
Facilitated, forward looking team Why? How can we avoid
meeting, soon after the project has them in future?
ended. • ‘Marks out of 10’
Has a “customer” in mind…


Asking the right questions…

Why, why, why…
What was the reason for that? What would someone have
What led to that? to do to ensure that they
repeated your success?

Could you say a bit more
about why you think that? What would you say to
Could you give an example ensure that someone didn’t
to illustrate? make the same mistake as
you?

How many marks out of ten
What would your advice be
would you give this?
to another team about to do
What would make it a ten?
the same thing?



Rupert Brun

CAPTUR E
When you capture knowledge, you kill it.

What is a “Knowledge Asset”?

• Creating a knowledge asset is a creative, value-adding
technique for capturing knowledge.
It provides a consistent way to succinctly answer the
question: “What does this organization know about
subject x…?”.

• The knowledge asset may contain guidelines, examples,
templates, documents, contacts and links to people,
distilled, structured and designed with an internal
customer in mind.


Why create a Knowledge Asset?

• Some of the activities that we carry out are repeatable
processes, yet we often fail to learn from ourselves
because the learning has not been captured or
structured with an internal customer in mind.

• Having a well structured distillation of good practices
will increase the likelihood that we repeat and build
upon our successes, rather than investing time in
reinvention.



The problem with lessons learned databases...

What are the top ten things I need to know?
Where can I get more detail?
What can I re-use?
Who can I talk to?

A few
Even
more Still
more More
More More
Lessons Lessons
Lessons
Learned


BP’s Business Restructuring Knowledge Asset


Knowledge asset in PowerPoint with embedded videos and stories



Summary of steps in a building a knowledge asset (i)

1. Is there a customer for this learning? Have a clear customer - current or future - in
mind when you build your knowledge asset. Without a customer, you may be creating a
“knowledge graveyard”!

2. Are you clear about the scope of your knowledge asset?
What is the scope of your activity? What will it be called?
The resulting product needs to cover a specific area of repeatable business activity.

3. Is there a community of practice or network relating to this subject?
Knowledge Assets should ideally be owned by communities of practice who regularly
refresh the content to keep it current. The community and their activities will be the
source of the learning in the first place, the users of this knowledge in future, and the
people who validate future additions to the product.

4. Is there existing material upon which you can base your knowledge asset?
Often, someone in the company will have made efforts to record process steps, lessons
or recommendations in some form - this will be important content to incorporate into
your knowledge. Your first step will be to collate the existing material.

5. Look for the general guidelines. Provide some context so that people can understand
the purpose and relevance of the knowledge asset. What was the business environment
when this was created? Why was this seen as important at the time? Who brought this
material together?


Summary of steps in a building a knowledge asset (ii)

6. Build a checklist illustrated with examples and stories.
The checklist should tell the user of the knowledge asset:
“What are the questions I need to ask myself?”
“What are the top ten things that I need to think about?”
“What is the information that I need to gather?”
“What are the steps that I need to take?”

7. Include links to people. Although the knowledge asset will include a lot of “explicit
knowledge”, there will be far more knowledge still residing in the heads of the people
as tacit knowledge. This knowledge is also a vital part of the knowledge asset and it is
important to point to it wherever possible.

8. Validate the Guidelines. Having constructed a knowledge asset, with guidelines based
on history and experience. The next step should be to circulate it around any relevant
communities and ask: “Do the guidelines accurately reflect your knowledge and
experience?” , “Do you have anything to add?” .

9. Publish the knowledge asset. You now need to make it widely available, so that the
community or network can access it and add to it at any time.

10. Finally, keep it alive. Initiate a feedback and ownership process.
Sustaining a knowledge asset is more difficult than creating it in the first place. When
you publish and promote it, make sure there is an obvious feedback mechanism so that
users can validate and improve it through use.


Rupert Brun

COMMUNITIES
The heart of a KM Strategy


Words you might encounter…





Value from Communities? (Wenger)

Short Term Long Term
• Help with challenges • Professional Development
Individual

• Access to expertise • Personal Reputation
• Confidence • Professional identity
• Fun with colleagues • Network
• Meaningful work
• Marketing
• Problem solving
Organization

• Time saving • Strategic capabilities
• Knowledge sharing • Innovation
• Synergies across units • Talent retention
• Reuse of resources • New strategies


Example from International Gas Company


Schlumberger

• 70+ Technical communities and “Special Interest
Groups” are actively managed and supported by a small
central team (3 people).
• Highly promoted on their intranet :
every community has its own
suite of collaboration tools
• Every year, leaders are democratically elected by
Community members.
• In order to become a Schlumberger Fellow, you have to
have led a Community.
• Knowledge loss is less of an issue to Schlumberger
because “ your entire career is your exit interview”.



Communities in Oracle

• 80 “Professional Communities”
– Facing customer groups and product types
– Meet face-to-face annually
– Provide personal stability
• Community Self-assessment
– Communication
– Developing trust
– Virtual Leadership
– Cultural Understanding
– Sharing Good Practice Communication Trust Leadership Culture Sharing


Stages of Community Development

• Planning
• Getting Started
• Building Momentum
• Renewing Commitment
• “Sunsetting” or reinventing


Exploring the Community Lifecycle

McCommunities? Community Paella?



Hints and tips: Publicly welcome new members to the group

• When new members join, encourage them to complete
their on-line profile first (photo are important), then
send an email to the community to introduce them to
the group, referencing a link to their profile.

• This will give a sense of momentum to the group, and
give established members a sense of new
thinking/experience being available

• Consider creating a “Community World Map”, showing
the locations of all members (with photos?), and
sharing this with the group electronically.


Example of a community “world map” with expertise


Hints and Tips: Stimulate demand by identifying some issues to work on…

• People respond best to a real need from a colleague –
but it can be tough to be the first to “ask for help”.
– Encourage members of the community to share a current
business challenge or problem – make some telephone calls if
you need to.

• Pursue responses behind the scenes
– Again, make telephone calls to people who might be able to
offer a solution, and encourage them to respond – it can be
daunting to be the first to offer a suggestion too…



Hints and tips: Keep a steady rhythm of communication

• Consider a regular electronic newsletter, summarising
activity within the community.
– Incentivise people to complete their profiles, through informal
competition, recognition, peer pressures. Publicise progress (%
of community with profiles) and highlight good examples in the
newsletter.
• Consider a schedule of monthly or bi-monthly virtual
meetings or Webinars where community members or
external experts present on a topical issue.
– A kind of virtual “brown bag lunch” to share case studies
– Ask community members which they would topics like to hear
more about during these events, and if they have any
recommendations for speakers.


Hints and Tips: Promote success stories inside and outside the community

• Create “storyboards” or videos which summarise the
way the community operates to address a particular
issue or question.
– See the RioTinto “bulldozer” story for an online video example:

• Consider how community stories might be used
externally to promote the company, or as part of
induction and on-boarding.


Example from Shell Brochure on Networks and KM



Understanding Communities with SNA


What networking measures matter to businesses?

• The previous football example showed the number of
passes of the ball.
• We need to select the ones which really matter.
– Levels of trust?
– Sources of advice and help?
– Communication types – email, telephone, face-to-face?
– Communication frequency? (daily, weekly, monthly etc.)
– Awareness of others’ expertise?
– Distribution of technical capability
by geography or team?
– How ideas get shared and innovation happens?


Organisational Network Analysis – two key indicators

Nodes indicate people, arrows indicate a connection.
seeks technical advice Connections can be perceived as one-way or
reciprocated.
Jassim Zaheer They are characterized by a reason for the connection
Arrows can be colour-coded to indicate the strength
of a connection.

Nodes with many connections are
said to have high “centrality”.
Nodes which bridge between groups
are said to have high “betweenness”.
Both of these are important
characteristics for networking.

ONA is often repeated after a period
of time to demonstrate an
improvement in connectedness.



Organisational Network Analysis example
“I go to these people for
advice and support”

Key
Connectors/Bridges
How can we
reinforce these?

Brazil
Switzerland
US

Island Groups –
how can we
connect these?

Typical analysis topics

• Identifying the risks and vulnerabilities
– Which individuals and groups are disconnected?
– Where is the integrity of the network in the hands of one
individual?
– How effective is communication?
– What would happen if x, y and z left the company? (Network
cohesion, key connectors)
• Identifying roles
– Who would make a good leader of a Community?
– Who would make good regional representatives?
• Identifying preferences
– Which communication method is most effective for cascades?
• Measuring trends
– How much more connected are we in 2012 than we were in 2011?


Using ONA to find silos, connectors and potential champions



Learning in Communities (Wenger, White & Smith, 2009)


Rupert Brun

LEAD E R SH I P
Creating the Environment

Knowledge-based Leadership Competencies



Leadership Actions from Centrica

• When encountering a business problem, I reinforce the
importance of learning from others - rather than simply
providing an answer.
• I personally demonstrate that “asking for help” is a sign
of strength rather than weakness.
• When reviewing a project proposal, I challenge to
ensure that it brings to bear knowledge from other
projects.
• I coach my team to network more
effectively - internally and externally.
• My team see failure as something to learn
from, not something to cover up.


Leadership Recognition for Knowledge Management


Rupert Brun

S T RAT E GY
Designing, Embedding, Measuring.


Integrating Acquisitions

Launching Community Sustaining a Community

Storytelling techniques Building a maturity model

Capturing Personal Knowledge

Peer Assist Peer Assist Peer Assist Project Review

Plan for Identify Implement
Strengths Design Achieve
Integration &
New
Organisation Synergies
Process Synergies Organisation

Manage Transformational and Cultural Change

Information/Document Management Tools Knowledge Asset

Expertise Directory

Collaborating Internally

Collaborating with 3rd Parties


Choosing a supplier

Peer Assist

Peer Assist Retrospect Project Review
Peer Assist

Clarify Assess Supplier
RFI RFP Contract
Requirements Proposals Selection

Finding Expertise Knowledge Asset Expertise Diretory Knowledge Asset

Collaborating internally and Collaborating with 3rd Parties

Information/Document Management Tools


The employee lifecycle
Link to Alumni network. Knowledge-sharing
(physical and virtual meetings) embedded in recruitment
Continue to participate in existing criteria, selection processes
communities. and screening.
Involvement in judging/connecting
entries for Company X awards? Recruitment Receive details on knowledge-
Knowledge capture/salvage on exit. sharing approaches.
Use of expertise directory.
Connection to communities.
Mentoring from Seniors?

Retirement Induction

Knowledge-sharing embedded in
Access to lessons from previous job- management and leadership
holder. development.
Rapid connection to new Promotion Competencies include knowledge-
Training and
communities. and Job sharing and learning
Encouragement to learn from Development
change Course delegates encouraged to
outside Company X. form and use communities.
Link community leadership KM toolkit integrated into most
/participation to technical promotion training programmes
ladder? People encouraged to update
expertise directory after training.



Communities accelerating time-to-competence

Knowledge
“salvage”
on exit

Value Community
involvement
Increased value through “post-retirement”
Connection to a community

Ongoing
Access via
Recruitment, Alumni
Value from applying
Development Programme
know-how to individual
& Training
high-performance
business delivery

Breakeven Retirement Time
Point

Cost


Assessment of KM Capability (Learning to Fly. Collison & Parcell 2004)


BP’s KM Strategy

• Look for what’s already going on inside the company.
Find some heroes.
• Check the external world for good practices and test
them inside the organisation.
• Focus on a few key tools and promote them. Make it
simple and avoid creating a new language.
• Work in depth in a few critical areas to prove the
value.
• Look to the existing company processes and ‘infect
them’ with KM principles.
• Build a community of KM Practitioners and Champions
who can generate sustainability.



Thinking about sustainability…

Training and support

Embedding in process
conscious conscious
Challenge and education

incompetence competence

unconscious unconscious
incompetence competence


KM Strategy – Options for Implementation

Top-down, Big Bang Slipstream

Pilot
Stealth


2010/H2 2011/H1 2011/H2 End H1 2012

Managing Vision for KM in Company
(Getting)
Knowledge Resources Leadership
CULTURE & LEADERSHIP

Capability Flying the Development Information • Maximum use of the most profitable sources of accurate, quality data
Definition Flag Centre • People understand rights and responsibilities to departmental information
Risk Mgt Promoting • Manage electronic content effectively in line with corporate standards
DRO ,Law Services Cross KAI • Tools for knowledge sharing supported by
FOI
Projects
Monitoring Culture for knowledge sharing
DPA Prioritising • Ability to find info easily, use networks, communities and systems
Guidance
RM Influencing Improvement • Embedded culture of learning lessons and continuous improvement
Guidance Decisions • Distilling, Refining, Enhancing, Advising and Learning – Actionable for the
Information
Public Centre Departmental business to create value.
Records Copyright/PSI Methodologies for • KM Team seen as playing a critical supporting role in a successful
Access Guidance Identifying high organisation
Seamless
PIU
Flow TNA value data
Continuous
Improvement Enterprise
Competence framework Content
Company by level for everyone Management
Museum Wider use
in KR (to reflect of EDRM
LEAN specialisms)
“Front door” Management Departmental
Legal Gateway Initial Prototype Cross-Dept.
Metadata Databases
Coordination methodology for in Use
Facilitating
high Value Data
learning Intranet
Events Internal Information Content
Guidance Centre Management
100 Day Text Mining
in BG Format Capability
plans
Retention Spreadsheet
periods of Legal Centrally
established for Gateways managed budget
for external content
PROCESS

Customer Records
used across Dept.
Software tool E.g. Company info.
Capturing for managing
Experience gateway
Toolkit Internet
coordination Access for
Role Profiles Information
All
Centre

Wider use of
Other Priority Project Mgt Search Tools
BU Knowledge Lessons Learned
KM
Checklist Capability
Collaborative
Current Position Management Tools Departmental
Framework Taxonomy
• Fragmented approach to information and Captured
Experience
records management Knowledge
• Technology changes fraught with difficulty Departmental
Asset Network of Video stream
Intranet Metadata
• Poor directory capability makes it hard to Knowledge
Scheme
AV Output
Facilitators access for all
find people
• Library is viewed as a reactive service Pilot Single Library
Internet access to
• People have nowhere to store lessons Expertise deliver external Management
Funded Project Directory
learned Automated Internet content System
• Lack of learning rigour in Project Existing Service Searching for info EDRM
management means that we reinvent the briefings in order Pilot “Knowledge
Unresourced Idea to deliver to greater Virtual Standardisation
wheel Space”
audience Knowledge of Business
• Complexity and politics makes it hard to Complementary
Space Area Intranet Sites
get any traction. Large programmes TS Info
Brefings
vacuum up the funding.
PEOPLE CAPABILITY TECHNOLOGY + CONTENT


Thank You!

@chris_collison
Knowledgeable Ltd
www.chriscollison.com
chris@collison.com



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