SlideShare ist ein Scribd-Unternehmen logo
1 von 8
Downloaden Sie, um offline zu lesen
© 2010 Working Knowledge CSP
Knowledge Showcase
Knowledge Loss Strategies
Thursday 18 November 2010
1330-1345
Bill Kaplan
Founder
© 2010 Working Knowledge CSP
The Knowledge Loss Challenge
• Change is part of an organization’s evolution
• Knowledge loss occurs in organizations at the leadership and
workforce level for many reasons
– Retirement
– Promotion
– Rotation
– Career Change
– Unforeseen Critical Events
• Organizations need to capture and retain critical and relevant
knowledge to maintain continuity of operations and performance
© 2010 Working Knowledge CSP
• Few organizations have consistent and disciplined processes for
capturing, retaining, and making their knowledge accessible for
reuse
– Must be part of the business and operational processes of the organization – not
an extra task
– Necessary to continually and successfully adapt to change and enable innovation
to address new challenges and situations
– Must focus on both critical and relevant leadership and workforce knowledge
• A consistent and disciplined process for capturing, adapting,
transferring, and reusing knowledge is essential for effective
continuity of operations and leadership transition programs
• Must be a multi-year focus and investment, not just one year at a
time!
The Knowledge Loss Challenge
© 2010 Working Knowledge CSP4
Understand Some Basics
• There is long term value in capturing and reusing knowledge and how and
where it can be applied – it’s about performance!
• Recognize that it is a long term commitment to build and sustain a
knowledge enabled organization
• Must make knowledge capture and reuse part of the way you work -- look
for a place to start where it will have a significant impact on performance
• Focus on the people and the processes necessary to move knowledge
across the workforce -- not the technology -- it’s about changing behavior!
• Understand the multi-generational nature of the workforce
© 2010 Working Knowledge CSP5
• Pick a place to start – at the leadership level or at the workforce level – and look
for the early adapters in your organization to begin to move your efforts forward
• Then, pick a pilot project to demonstrate the value of these efforts
and the investment in time and resources
• How you will measure or value the outcome of your efforts to
demonstrate success and to convince anyone that not doing this is a
risky alternative
• Find ways to maintain a dialogue with those who “know” who have left the
workforce
• Create a common approach for knowledge capture and reuse focused on
collaborative behavior—it does at its core require cultural change – it is not easy
Getting Started
© 2010 Working Knowledge CSP6
Do Right Now
• Mentoring and internships
• “Communities of Practice” can create an
ability for the workforce to share what they
know across boundaries enabled by
existing technology
• Learning Before, Learning During, Learning After
• Knowledge Repositories (Knowledge Assets) to store the “know
how and know why” of processes or methods
• Leadership and workforce expert knowledge
© 2010 Working Knowledge CSP
Example: Expert Knowledge Retention
& Transfer Process Overview
Step Objective
1. Identify Experts & Critical
Knowledge To Retain
• Identify experts and critical knowledge areas
OR
• Identify and prioritize knowledge areas for achieving future strategies
and mission-critical operations, then identify corresponding experts
THEN
• Assess risks and other vulnerabilities
• Prioritize knowledge retention opportunities
2. Identify Successor(s) or
other Learner(s)
• Determine who will receive what knowledge
• Understand learner(s)’ current capabilities
3. Determine Knowledge
Retention & Transfer
Objectives
• Define learner(s) expected capabilities and level of performance post-
transfer (e.g., competent versus SME).
4. Determine Knowledge
Transfer Method(s)
• Select methods for each knowledge item.
5. Develop/Execute
Knowledge Transfer Plan
• Identify specific knowledge items to transfer with timeframe and
measures of success or capability.
• Implement knowledge retention plan.
6. Monitor Expert And
Learner Results
• Manager tracks expert and learner progress against knowledge transfer
objectives and plans.
• Modify plans if needed.
• Provide resources & reinforcement. Source: NCMA World Congress 2009; Jeff Stemke
© 2010 Working Knowledge CSP
Contact
Bill Kaplan
571.934.7408 (o)
703.401.4198 (m)
bill@workingknowledge-csp.com
www.workingknowledge-csp.com

Weitere ähnliche Inhalte

Kürzlich hochgeladen

The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsEugene Lysak
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...raviapr7
 
Human-AI Co-Creation of Worked Examples for Programming Classes
Human-AI Co-Creation of Worked Examples for Programming ClassesHuman-AI Co-Creation of Worked Examples for Programming Classes
Human-AI Co-Creation of Worked Examples for Programming ClassesMohammad Hassany
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17Celine George
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17Celine George
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 
Practical Research 1 Lesson 9 Scope and delimitation.pptx
Practical Research 1 Lesson 9 Scope and delimitation.pptxPractical Research 1 Lesson 9 Scope and delimitation.pptx
Practical Research 1 Lesson 9 Scope and delimitation.pptxKatherine Villaluna
 
Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxraviapr7
 
Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.EnglishCEIPdeSigeiro
 
CAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxCAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxSaurabhParmar42
 
How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17Celine George
 
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfMaximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfTechSoup
 
How to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesHow to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesCeline George
 
How to Solve Singleton Error in the Odoo 17
How to Solve Singleton Error in the  Odoo 17How to Solve Singleton Error in the  Odoo 17
How to Solve Singleton Error in the Odoo 17Celine George
 
HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfMohonDas
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.raviapr7
 
In - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxIn - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxAditiChauhan701637
 
Patterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxPatterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxMYDA ANGELICA SUAN
 

Kürzlich hochgeladen (20)

The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George Wells
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...
 
Human-AI Co-Creation of Worked Examples for Programming Classes
Human-AI Co-Creation of Worked Examples for Programming ClassesHuman-AI Co-Creation of Worked Examples for Programming Classes
Human-AI Co-Creation of Worked Examples for Programming Classes
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17
 
How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17How to Make a Field read-only in Odoo 17
How to Make a Field read-only in Odoo 17
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 
Practical Research 1 Lesson 9 Scope and delimitation.pptx
Practical Research 1 Lesson 9 Scope and delimitation.pptxPractical Research 1 Lesson 9 Scope and delimitation.pptx
Practical Research 1 Lesson 9 Scope and delimitation.pptx
 
Prescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptxPrescribed medication order and communication skills.pptx
Prescribed medication order and communication skills.pptx
 
Prelims of Kant get Marx 2.0: a general politics quiz
Prelims of Kant get Marx 2.0: a general politics quizPrelims of Kant get Marx 2.0: a general politics quiz
Prelims of Kant get Marx 2.0: a general politics quiz
 
Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.
 
CAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxCAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptx
 
How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17How to Add Existing Field in One2Many Tree View in Odoo 17
How to Add Existing Field in One2Many Tree View in Odoo 17
 
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfMaximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
 
How to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 SalesHow to Manage Cross-Selling in Odoo 17 Sales
How to Manage Cross-Selling in Odoo 17 Sales
 
How to Solve Singleton Error in the Odoo 17
How to Solve Singleton Error in the  Odoo 17How to Solve Singleton Error in the  Odoo 17
How to Solve Singleton Error in the Odoo 17
 
HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdf
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.
 
In - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxIn - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptx
 
Finals of Kant get Marx 2.0 : a general politics quiz
Finals of Kant get Marx 2.0 : a general politics quizFinals of Kant get Marx 2.0 : a general politics quiz
Finals of Kant get Marx 2.0 : a general politics quiz
 
Patterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxPatterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptx
 

Knowledge Loss Strategies Knowledge Showcase 18 Nov 1330 Kaplan

  • 1. © 2010 Working Knowledge CSP Knowledge Showcase Knowledge Loss Strategies Thursday 18 November 2010 1330-1345 Bill Kaplan Founder
  • 2. © 2010 Working Knowledge CSP The Knowledge Loss Challenge • Change is part of an organization’s evolution • Knowledge loss occurs in organizations at the leadership and workforce level for many reasons – Retirement – Promotion – Rotation – Career Change – Unforeseen Critical Events • Organizations need to capture and retain critical and relevant knowledge to maintain continuity of operations and performance
  • 3. © 2010 Working Knowledge CSP • Few organizations have consistent and disciplined processes for capturing, retaining, and making their knowledge accessible for reuse – Must be part of the business and operational processes of the organization – not an extra task – Necessary to continually and successfully adapt to change and enable innovation to address new challenges and situations – Must focus on both critical and relevant leadership and workforce knowledge • A consistent and disciplined process for capturing, adapting, transferring, and reusing knowledge is essential for effective continuity of operations and leadership transition programs • Must be a multi-year focus and investment, not just one year at a time! The Knowledge Loss Challenge
  • 4. © 2010 Working Knowledge CSP4 Understand Some Basics • There is long term value in capturing and reusing knowledge and how and where it can be applied – it’s about performance! • Recognize that it is a long term commitment to build and sustain a knowledge enabled organization • Must make knowledge capture and reuse part of the way you work -- look for a place to start where it will have a significant impact on performance • Focus on the people and the processes necessary to move knowledge across the workforce -- not the technology -- it’s about changing behavior! • Understand the multi-generational nature of the workforce
  • 5. © 2010 Working Knowledge CSP5 • Pick a place to start – at the leadership level or at the workforce level – and look for the early adapters in your organization to begin to move your efforts forward • Then, pick a pilot project to demonstrate the value of these efforts and the investment in time and resources • How you will measure or value the outcome of your efforts to demonstrate success and to convince anyone that not doing this is a risky alternative • Find ways to maintain a dialogue with those who “know” who have left the workforce • Create a common approach for knowledge capture and reuse focused on collaborative behavior—it does at its core require cultural change – it is not easy Getting Started
  • 6. © 2010 Working Knowledge CSP6 Do Right Now • Mentoring and internships • “Communities of Practice” can create an ability for the workforce to share what they know across boundaries enabled by existing technology • Learning Before, Learning During, Learning After • Knowledge Repositories (Knowledge Assets) to store the “know how and know why” of processes or methods • Leadership and workforce expert knowledge
  • 7. © 2010 Working Knowledge CSP Example: Expert Knowledge Retention & Transfer Process Overview Step Objective 1. Identify Experts & Critical Knowledge To Retain • Identify experts and critical knowledge areas OR • Identify and prioritize knowledge areas for achieving future strategies and mission-critical operations, then identify corresponding experts THEN • Assess risks and other vulnerabilities • Prioritize knowledge retention opportunities 2. Identify Successor(s) or other Learner(s) • Determine who will receive what knowledge • Understand learner(s)’ current capabilities 3. Determine Knowledge Retention & Transfer Objectives • Define learner(s) expected capabilities and level of performance post- transfer (e.g., competent versus SME). 4. Determine Knowledge Transfer Method(s) • Select methods for each knowledge item. 5. Develop/Execute Knowledge Transfer Plan • Identify specific knowledge items to transfer with timeframe and measures of success or capability. • Implement knowledge retention plan. 6. Monitor Expert And Learner Results • Manager tracks expert and learner progress against knowledge transfer objectives and plans. • Modify plans if needed. • Provide resources & reinforcement. Source: NCMA World Congress 2009; Jeff Stemke
  • 8. © 2010 Working Knowledge CSP Contact Bill Kaplan 571.934.7408 (o) 703.401.4198 (m) bill@workingknowledge-csp.com www.workingknowledge-csp.com

Hinweis der Redaktion

  1. 4
  2. 5
  3. 6