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KM Middle East 2012 - Collison Presentation
1. Implementing Knowledge
Management for Success
KM Middle East
March 14th 2012
@chris_collison
Knowledgeable Ltd
www.chriscollison.com
chris@collison.com
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Two stories of success to learn from...
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Learning on an Olympic Scale
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2. The Olympic Museum in Lausanne, Switzerland
W I N N I N G WAY S
Learning on an Olympic scale.
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Sharing the torch of knowledge?
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What if 2022 was also a Middle East Olympic year?
Now, imagine that you are the organizing committee.
What knowledge do you need?
Jacques Rogge, IOC
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3. If you were the IOC KM TeaM, what would you do?
7 years advanced warning of a $10Bn project!
2002 2006 2010 2014 2018
2000 2004 2008 2012 2016
⢠What processes and tools would you put in place to
maximise the knowledge transfer and learning from
one host city to another?
⢠Please discuss at your tables.
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Two stories of success to learn from...
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Syngenta â International Agri-business and âMAKEâ awards winner
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4. Growing a new Knowledge Management Strategy
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Definition and Vision for Knowledge Management
Definition:
Knowledge management is a set of processes,
tools and behaviours which connect and
motivate people to share expertise, insights,
good practices and learning.
Vision:
Syngenta will connect information, knowledge
and people better and faster than the
competition.
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Assessment of KM Capability (Learning to Fly. Collison & Parcell 2004)
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5. Looking at Knowledge Management through the WIKID Spiral
⢠Creating
⢠Wisdom ⢠Innovating
⢠Making Breakthroughs
⢠Deciding
⢠Discussing
⢠Insight ⢠Sharing
⢠Building
⢠Learning
⢠Knowledge ⢠Searching
⢠Finding
⢠Collating
⢠Interpreting
⢠Information
⢠Analysing
⢠Summarising
⢠Deducing
⢠Data ⢠Capturing
⢠Codifying
⢠Sharing
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Knowledge Sharing Toolkit
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Nurturing the right culture
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6. A focus on leadership
Leadership Behaviours
Leaders recognise the link between KM and performance.
The right attitudes exist at the top to share and use othersâ know-how.
5 Leaders reinforce the right behaviour and act as role models.
KM is everyoneâs responsibility; a few jobs are dedicated to managing
knowledge. âKnowledge sharing is power.â
4 Leaders set expectations by âasking the right questionsâ, and rewarding
the right behaviours.
KM is viewed as the responsibility of a specialist team.
3 Some leaders talk the talk, but don't always walk the walk!
Some managers give people the time to share and learn, but there is little
2 visible support from the top.
KM viewed as management fad. Leaders sceptical as to benefits.
1 Leaders think networking leads to lack of accountability.
Attitude of "Knowledge is power".
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7 behavioural barriers
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Tall Poppy Syndrome
⢠Iâll get cut down if I say
weâve got a good
practice to share
⢠I donât want to endure
the scrutiny of others
⢠And I donât want to be
inundated with
questionsâŚ
⢠âLetâs keep our heads
down â weâre busy!â
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7. Shrinking Violet Syndrome
⢠I donât think weâre doing
anything special
⢠Actually, Iâm not sure
what âspecialâ looks like
⢠Nobody would be
interested in what weâre
doingâŚ
⢠There are lots of real
experts out there..
⢠Ignorance is bliss!
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Not Invented Here
⢠Weâre different here
⢠Nobody else really
understands us
⢠We have unique problems
⢠And anyway, I like coming
up with unique answers!
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Real men donât ask directions (TomTom Syndrome)
⢠I didnât get where I was
today by asking for help!
⢠My colleagues might think
Iâm incompetent
⢠Success is all about self-
sufficiency
⢠Once Iâve solved my
problem, Iâll share what
Iâve done
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8. âDonât worry, itâs documentedâ Syndrome
⢠No time to talk, but let me
email you a document.
⢠Of course Iâll share my
knowledge with you â itâs
all in this reportâŚ
⢠Itâs all on the intranet
⢠Havenât you searched on
SmartDoc yet?
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âLock it awayâ Syndrome
⢠If I share this openly, it
might be taken out of
context.
⢠Someone might make a
decision without the full
knowledge.
⢠I know where it is â people
can always ask me.
⢠If I share this openly, it
might weaken my
position.
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Hamster-on-the-wheel Syndrome
⢠I just donât have the time
to learn-before-doing
⢠Iâd share, but Iâve got so
much on my plateâŚ
⢠I donât think itâs worth
waiting â I know what I
need to know.
⢠I know this knowledge-
sharing is important, but
my objectives are more
important!
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9. Syngentaâs TREE Awards
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Building Networks (Communities)
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LEAP Programme and Networks
8 Global Networks of Excellence in Manufacturing and Supply
Plus a Global Supply Academy
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10. Inspiration from other companies (Rio Tinto)
âCommunities of practice are groups of people who
share a concern or a passion for something they do and
learn how to do it better as they interact regularly.â
Etienne Wenger
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Getting the purpose of their networks clear
Innovation and
Ideas Generation
Building capability.
Delivery of outputs
Improvement and
(projects, products)
problem solving
together.
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Defining and supporting strategic networks
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11. Using Network Analysis to assess the risks and opportunities
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Assessment of KM Capability
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Ten Lessons from Successful Implementation
⢠Understand the supply and ⢠Benchmark capability
demand of knowledge
⢠Make it simple and
⢠Provide choices and options practical
⢠Get people talking ⢠Understand culture
⢠Focus knowledge capture on ⢠Recognise the right
repeatable activities behaviours
⢠Acknowledge that the cultural ⢠Sustain through networks
context changes
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