I did this presentation some years ago but I still think it is relevant and despite the passing of some of these concepts, most organizations have not really made a great deal of progress in these areas. There is a still much that organizations can implement which will help their productivity and competitive advantage.
Value Proposition canvas- Customer needs and pains
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Knowledge management presentation1 (3)
1. Using Knowledge Management
and Competitive Intelligence
Techniques in a Public Sector
Organization
Presented by Dr. John Persico Jr.
ASQ Conference
Minneapolis, Minnesota
2. Thoughts about Knowledge
•Know thyself: -Socrates
•Understand your abilities, win 1/2 your battles,
understand your opponents, win 1/2 your battles,
understand both yourself and your opponent, win
all your battles: -Sun Tzu
•Successful organizations have a theory of the
business: -P. Drucker
•We don’t have time to think in our organization,
we are too busy fighting fires. We frown on
people doing nothing: - A. Manager
4. Search Harvest Compile Organize Index
Categorize Summarize Relate Associate
Distribute
Most Knowledge Management tools and software
address the above components.
5. Model Metaphor Build Hypothesize Test
Theory Construct Fantasize Dream Question
Play
Few if any tools address Knowledge Creation
6. Maybe Knowledge Management
is the biggest Oxymoron of all
time?
•Do we really suppose that anyone is intelligent
enough to manage knowledge?
•If knowledge is only thought of as “Business
Information” we leave out entire domains of thought
and feelings that are germane, if not essential, to
Wisdom.
9. What wisdom can you find that is
greater than kindness? Rousseau
10. So for us, Knowledge Management is
only a convention that allows us to speak
to others with some degree of mutual
understanding.
Our Goal: To facilitate an open system that finds,
creates and allows the maximum transfer and
understanding of data, information, knowledge and
ideas into, between and out of our organization, with an
end result of optimized value for our customers and
stakeholders.
11. Seven Key Principles of
Knowledge Management
Leverage
Balance
Dynamism
Vision
Focus/Integration
Shared Meaning
Risk
12. Five Primary Strategies of
Competitive Intelligence
Professionals
1 Benchmarking
2 Internet/Documentation
3 Insider Information
4 Networking/Shows/Associations
5 Gaming/Modeling/Fantasy
13. Systems
Thinking
Total
Quality
Knowledge
Management
Galaxies, black holes,
universes.
The world is a very
small place.
The world is beyond
our management.
The world is very
simple.
Good is as important
as Big.
Big is most important.
We learn by theory and
experience
We can learn by
experience.
Complexity
Theory
New Views Old Views
Leverage at MCES is using tools, technology and teams smarter.
We are trying to go from a vertical organization to a horizontally based organization. Cross functional teams provide the horsepower in our strategic development process to help create the transformation. Teams are being given training in MS Project, Front Page and Process Mapping techniques as well as many other tools and methodologies.
Balance is a focus on insuring that we meet the needs of all stakeholders and customers.
We recently conducted focus groups with two major customer groups and one major set of stakeholders. We annually participate in the U of M Omnibus Survey that addresses issues of the General Public. In 1999, we want to move to anticipation and prediction of customer needs and expectations.
Dynamism is generated by emphasizing competition and entrepreneurism.
The legislature recently past a bill allowing us to implement a gainsharing program for all employees. We want to encourage more risk taking and creativity and movement away from slow ponderous steps to “Think Big, Start Small and Deliver Quick.”
Vision sustains and focuses all our efforts.
Our Director emphasizes our vision and mission at every opportunity. Our new strategic plan is simple and to the point. It clearly focuses our efforts and activities. See example.
Integration is essential to process thinking and breaking down artificial silos.
We are attempting to integrate not only water treatment with water planning, but also transit, community development and water management. Systems thinking, scenarios and process mapping is helping us to see the possibilities in such integration.
Shared meaning is achieved by our use of the Internet, teams, lowering of bureaucracy.
Risk is something we must create an awareness of and build into our culture.
Benchmarking: At MCES we are actively involved in State, National and Local benchmarking efforts.
Internet: Is a vital part of our effort to gather and share information that will help us to achieve our vision and mission.
Insider information: We regularly meet with people from other organizations both private and public to discuss better ways of doing things.
Networking/Shows/Associations: The MCES is active in many different Environmental and Water Management organizations and supports some through research and funding.
Gaming/Modeling/Fantasy: We are beginning to look at alternate ways of visualizing possibilities through modeling and scenarios. We still need to generate a culture where gaming and even fantasy can be used to generate possibilities.