Think you want to get into Knowledge Management? Don't buy an off the shelf solution. There are none. Start with an organizational diagnostic. Do it with your own people. Define the need(s) and build / buy it at home.
3. Workshop Plan
Introductions: participants /organization /role
Preliminary identification of issues / interests
Term definitions / concepts / models
A little history of IM/IT and now, “KM”
The issues of vocabulary and perception
Situation: IT – IM – KM
Projects and Problems
Where do we go from here?
4. Workshop Rules
Frankness and Confidentiality
Privacy (names of individuals)
Liability (names of companies)
Good ideas and Good Questions
Probing and Comprehension
Team approach and equality
Post Workshop
5. First Step: Start with an Org or Sector
Survey…..
And try to gather:
Personal functions
Elevator List of Views
Organization size, scope
IT sector role / performance
IM defined?
Any KM underway?
Leads, governance and checks / balance
Successes?
Are you in a “Continually learning organizations of excellence in a
knowledge-based global environment?” If not, what then?
6. Define the Business Outlook, Actual and Emerging
Issues
The Bottom Line (how important in relation to
other variables?)
Competing Interests for limited resources
Adaptability, competition and sustainability
New customers, new methods
Tracking (audit and performance measurement
and other related issues)
Benchmarking and “Best Practices”
7. Some things you can expect.
Today, organizations are be-devilled by discrete
function dysfunction
Information and knowledge technologies
Human Resources
Corporate Communications
Webmasters
Client Services
Employee Relations
Marketing
8. Management is troubled
by…….
Increasing isolation, division, gaps
Decreasing aptitude, commitment and energy
Increasing costs and decreasing returns
And burdened with “solutions”:
How-to tools, methods and processes
Metrics, benchmarks, “best” practices
Information and knowledge as product
9. Business-side Challenges
Unenthused about penetrating the complexity and
dedicating a lot of time to IT issues
Tends to view whole thing as “plumbing” – not as
business factor
Leery of costs, high risks (of doing and not doing),
profile, the unknown
Unable to respond quickly and effectively to
sector defined urgencies
10. Key Business – Tech Issues
Major trends, thrusts and initiatives
Organizational and issue complexity
Environments and Interfaces
Urgency
Integration (and the “alignment issue”
Comprehension – as in lack of same
11. State of the IT Industry &
Function
Products
Projects
Professionalism
Practice and Theory (architecture among
other things)
Process
Performance
12. Worldwide IT Trends and Benchmark Report:
85% of North American IT organizations are
failing to meet their organizations’ strategic
business needs. Only a fraction of companies
are seeing visible returns on their e-commerce
investments.
“IT departments need to be working hand in
glove with business units to achieve business
performance goals.”
13. Two hundred and five companies participated in ProSci's
benchmarking study on the future role of IT in business process
reengineering.
Current IT role and performance
In nearly 50% of reengineering projects, IT
managers or staff had conflicts with the
project team, and almost 80% of operational
managers and staff rated IT support and
performance as mediocre to poor. IT managers
gave themselves slightly higher performance
reviews, but still only 40% considered their
performance very good or excellent.
14. Participants stated that the primary contributor to IT's
poor reputation was their lack of operational knowledge
and understanding of business needs. In some cases, IT
failed to match technology to the desired business
processes, was unable to meet commitments, or was not
customer-service oriented.
IT managers and staff indicated that IT should be the driver
in reengineering. In strong disagreement, operational
managers and consultants stated that IT should be an
enabler, a team member and a partner in the reengineering
process.
15. Competing missions / functions?
Program Organization
Management and results
Information Infrastructure
Technology and process
Information Tools and
Management products
Knowledge Values, methods
Management and learning
16. Different Drivers…………..
IT – well, it just makes sense
IM – if you order it ………. you can
find it
KM – exactly what are we trying to
achieve here?
17. Project success depends on…. (besides
strict ROI)….
“impacts on customer
relationships, intellectual capital
growth, and organizational
learning and process improvement.”
Howard Rubin
18. Business - IT: An elusive alignment
Enablers Inhibitors
Senior exec support for IT IT/business lack close relationships
IT involved in strategic IT does not prioritize well
development
IT understands the business IT fails to meet its commitments
Business-IT partnership IT does not understand business
Well-prioritized IT projects Senior execs do not support IT
IT demonstrates leadership IT management lacks leadership
20. A KM Initiative Sampler
-Technical Base-
Information Knowledge
Document and records management On-line centres of expertise (loaded
Repositories i.e. static) and interactive (i.e.
Mail management
“virtual mentoring”)
“knowledge tools” CIRLIB (eg.)
Enterprise directories
Workgroup computing
Architecture and standards
INFOWEB
Portals
Employee skills and interests
Media inter-operability
database (with relationship to
Search engines and automatic
succession planning)
analysis tools Forums and E-POWPMs
Databases and business applications
Conference debriefs
Exit interviews
21. A KM Initiative Sampler
-Non Technical Base-
Information Knowledge
Libraries and learning centres Communities of Practice
Vertical files Interactive Presentations
Classifications (Metadata, De-briefs (events, experiences,
taxonomies, ontologies) situations, locations, etc. etc.)
Meeting places Best practices
Experience sharing (interesting and “Explorations” (as in “what if”?)(as
potentially useful articles, books) in “what do we know, what don’t we
Information management including know, what do we need to know”?)
sharing (e.g. roles and Clients, partners and relationship
responsibilities) profiles) (Corporate intelligence)
Clients and partners (who) Scenarios, models, frameworks
Enterprise FAQs and templates
22. AFM Is A Core Component of AKO
Army
Knowledge
AKO Vision
Online
• 27,000 + Users Transform the Institutional
• The Army’s Intranet Army into an information-age,
networked organization that
leverages its intellectual capital
Army • Averages
to better organize, train, equip,
65,000 visits
Home per day and maintain a strategic land
Page • The Army’s
combat Army Force.
Public Website
Army
Actionable Flow Model
Decisions • In use at HQDA
and the Army Force
Decision Packaging
Management School
Knowledge HQDA Dat a S haring I nitiat ive
Specialized
Data
Professional Judgment
Sharing
Integrated Data Business Views
Operational Data (Synchronized Data)
FORCES
Intelligence
Initiative
Analysis / Inference • 37 Army databases
Information consolidated by DISC4
SOURC
Context
E
AKO Pilot Projects
Data Staff Officer’s
Personnel Finance PEO C3S
Knowledge
Tool
23. Contact Information
Shibumi.management@gmail.com
David G. Jones, Ottawa, Canada
@shibumimc
The roots of Knowledge Management
and Strategic Planning are here:
http://www.slideshare.net/ShibumiMC/a
sst-press-release-01-2013
Hinweis der Redaktion
This workshop plan assumed that participants have a general familiarity with information and data management; though their knowledge of the business might be slight. So two of the planned outcomes of this exercise are a heightened understanding the the key driver – i..e. the business (NOT information or technology) and a tightened link between business and information
Whatever the rules of engagement, get them talked out and posted on the wall. You are seeking comprehension and commitment. That won’t come if you do not have a collective synergy right from the get-go
You need knowledge to talk about knowledge. So to start, your workshop group is going to undertake a team exercise. It’s going to do a survey….which you will consolidate, asses and discuss its implications.
Be prepared for some surprises. One surprise is the gap between first line workers and their supervisors and middle and upper management. And you will soon get an understanding that movement resistance is to a large extent driven by a simple failed ability to communicate. One critical issue is that technologists use terms that don’t mean a thing to non tech people; or worse, they mean something else altogether. The best example of this is the technical word “client” – which has a dazzling different meaning to a business manager.
This will assist you in getting a profile – but also an underlying understanding of the view, of the IT industry. Its role and rules are not at all well understood outside their business. IT professionals think they Are in the information business. General managers think IT professionals are in the storage and transmission business: like water, is information.
There is a discouraging (and disquieting) view of IT expressed by the industry itself.
Here is a crib note on what there is an IT – IM/KM credibility gap. Key organizational functions see themselves (and others) with quite different purpioses……..
Those purposes are articulated in value statements that can really, really get in the way of moving forward collaboratively.
Here is another framework for dissonance.
Another mental model. In the IT world cause = effect. Input = output. Beginning inevitably leads to an end. Control the variables and you control progress. “This makes sense!” In the business mind life is filled with options, opportunities and challenges, some of which are not made on mathematical formulae – but are the result of competent intuition. “I am convinced this is the way to go!”
IM and IT need to learn that there are no inherent technical solutions in the information and knowledge domains. And in fact, one does not move with a “solution” until; one knows with a high degree of certainty that the problem has been defined, and the outcomes are known.
KM is an integrated element in the management of the US Army. But sadly, they are still married to the quite silly “knowledge pyramid”