Douglas Weidner's presentation at KM Middle East 2014, Dubai, UAE, 12 March 2014

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1
““Personal
Knowledge
Mgmt””
The
Secret
for
KM
Success
3
Rebuild Leprosarium,
destroyed by Viet Cong.
Hospital Wing with Lt Hue
Danang Orphanage Memorable Experience: K Nuggets
Story could be
about you.
Promoting KM

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At first, unclear. ““Personal
Knowledge
Mgmt””
The
Secret
for
KM
Success
Situation: Transformation already underway.
Complication: Will cause much workplace disruption.
Resolution: Personal KM (overlooked component of KM)
Outline
Before
-­‐
Knowledge
about
Projects
During
-­‐
Knowledge
in
Projects
A�er
-­‐
Knowledge
from
Projects
3. Process Management
“$85
Million
Annual
Savings”
Substantial savings from a low-cost investment
Knowledge-intensive Activities (Continues…)
Organizations are run based on their Processes
An efficient Organization understands that it is
Process oriented
Performance Improvement comes from focusing on
those Processes and making them more adaptable,
efficient, agile, etc. – “in the Knowledge Age”
Early Process KBases: US DoD, 1994
“If you don’t know what
you’re doing as a process,
you don’t know what you’re
doing.” W. Edwards Deming
TThhee SSiittuuaattiioonn:: Transformation already underway
9
Drucker – On Transformation*
“Every few hundred years in Western history
there occurs a sharp transformation.”
“…few short decades, society rearranges
itself…Fifty years later…a new world.
…We are currently living through just such a
transformation.”
*
Post-­‐Capitalist
Society,
Market Capitalization and Average Age
of the Largest Industrial Companies
Tech/Non-Trad’’l Ind’’l Firms
Apple - $478 (1) - 1976
Google - $328 (3) - 1998
Microsoft - $311 (4) - 1975
Total: $1,117
Founded (average age):
1984 (31 yrs old)
Traditional Industrial Firms
Exxon-Mobil - $398 (2) - 1882
Johnson&John - $261 (5) - 1886
General Electric - $257 (6) - 1892
Total: $916 (82%)
Founded (average age):
1876 (117 yrs old)
Organiza�on
for
Economic
Coopera�on
&
Development
*
*
Produc�vity
growth:
42
major
economies
–
Conference
Bd.
1950-­‐60
1960-­‐70
1970-­‐80
1980-­‐90
1990-­‐2000
2000-­‐2003
2020
5%
4%
3%
2%
1%
0%
Percentage
annual
average
growth

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From
Industrial-­‐Age
conveyer
belts
to
…
Post-­‐Industrial
Robo�cs
Post-­‐Industrial
Robo�cs
General
Purpose
Robo�cs
Before
-­‐
Knowledge
about
Projects
During
-­‐
Knowledge
in
Projects
A�er
-­‐
Knowledge
from
Projects
3. Process Management
“$85
Million
Annual
Savings”
Substantial savings from a low-cost investment
Knowledge-intensive Activities (Continues…)
Organizations are run based on their Processes
An efficient Organization understands that it is
Process oriented
Performance Improvement comes from focusing on
those Processes and making them more adaptable,
efficient, agile, etc. – “in the Knowledge Age”
Early Process KBases: US DoD, 1994
“If you don’t know what
you’re doing as a process,
you don’t know what you’re
doing.” W. Edwards Deming
TThhee CCoommpplliiccaattiioonn::
Transformation will cause much workplace disruption.
18
12 DisruptiveTechnologiesThat Are ChangingThe World
Clearly 5 Top
The
Rest
Automation
of K Work
Advanced
Robotics –
Automation of
Industrial Work
(McKinsey-2013)

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1.
Mobile
Internet
2.
Automa�on
of
K
Work
3.
Internet
of
Things
4.
Cloud
technology
5.
Advanced
Robo�cs
6.
Autonomous
Vehicles
7.
Next
Gen
Genomics
8.
Energy
Storage
9.
3D
Prin�ng
10.
Advanced
materials
11.
Adv
Oil/Gas
Explora�on/
Recovery
12.
Renewable
Energy
12
Disrup�ve
Technologies
–
Changing
the
World
Technology
Affects
Changes
nature
of
work
Changes
organiz’’l
structures
Drives
econ
growth/produc�vity
Changes
nat’l
compara�ve
advantage
Employment
Changes
nature
of
work
Changes
quality
of
life
Creates
new
products/services
Drives
econ
growth/produc�vity
Changes
nat’l
compara�ve
advantage
Employment
Two
Key
Transforma�on
Drivers
McKinsey's
Global
Ins�tute:
“Disrup�ve
Technologies:
Advances
that
will
Transform
Life,
Business
and
the
Global
Economy,
2013.
Powerful Industrial Age Examples
Two
Drivers
of
Post-­‐Industrial,
K
Age
Poten�al
One Warehouse Robot =
1.5 laborers
What about
General-Purpose
Robots?
Robot
Cost/Hr
($)
What
do
you
think
is
the
present,
average
cost
per
hour
(USD)
for
a
general,
mul�-­‐purpose
robot,
which
is
able
to
replicate
most
human
(assembly-­‐line)
labor
func�ons?
a) $25
b) $20
c) $15
d) $10
e) $5
Hint: US labor costs range from $13 to $27.
Powerful Industrial Age Examples
Two
Drivers
of
Post-­‐Industrial,
K
Age
Poten�al
Implica�ons?
$22,000 cost = $3.40/
hr.
Modern, post-industrial robots
are already competitive with cheap
labor costs in developing countries.
What about service work?
Customer Delivery by Drone
Dominoes Pizza - UK Amazon Packages – US (trials)
What about service work?
Construction
Disruptive Technology:
Robots – Automation
of most Industrial Work

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Computeriza�on
to
Replace
Jobs?
According
to
a
2013
Oxford
University
study
on
job
replacement
by
Computeriza�on,
what
are
the
top
jobs,
of
702
categories,
that
risk
replacement?
1. Telemarketers
2. Title
examiners,
abstractors
and
searchers
3. Mathema�cal
technicians
4. Insurance
underwriters
5. Cargo
and
freight
agents
6. Tax
preparers
7. New
Accounts
clerks
8. Library
technicians
9. Insurance
claims
and
policy
processing
clerks
10. Brokerage
clerks
11. Order
clerks
12. Loan
officers
13. Insurance
appraisers
(auto
damage)
14. Umpires,
referees
and
other
sports
officials
“FUTURE
OF
EMPLOYMENT:
HOW
SUSCEPTIBLE
ARE
JOBS
TO
COMPUTERISATION?”
All
these
jobs
are
at
high
risk
(98
–
99%)
of
replacement!
Complication Conclusion:
In 2 – 3 generations, most all industrial and much
existing knowledge and service work –
Replaced by robots and computerization.
Formal
Organiza�onal
Structure
Evolu�on
Ind’’l
Age
(Mid
1900s)
Span
of
Control:
Depth:
5
10
Organiza�onal
Structures
–
K
Age
(2000s)
Span
of
Control:
10
Depth: 5
Implica�ons:
Managers
–
From
managing
the
performance
of
the
line
(early
1900s),
then
people
(late
1900s),
to
managing
applica�on/performance
of
Knowledge
by
KWers
(2000s).
K
Workers
–
From
close
supervision
to
autonomy,
personal
purpose
and
mastery
(untapped
human
poten�al).
Not
Just
Span
vs.
Depth,
but
Networks
Implica�ons:
For
tradi�onal
career
tracks,
behavioral
skills
will
become
cri�cal.
Before
-­‐
Knowledge
about
Projects
During
-­‐
Knowledge
in
Projects
A�er
-­‐
Knowledge
from
Projects
3. Process Management
“$85
Million
Annual
Savings”
Substantial savings from a low-cost investment
Knowledge-intensive Activities (Continues…)
Organizations are run based on their Processes
An efficient Organization understands that it is
Process oriented
Performance Improvement comes from focusing on
those Processes and making them more adaptable,
efficient, agile, etc. – “in the Knowledge Age”
Early Process KBases: US DoD, 1994
“If you don’t know what
you’re doing as a process,
you don’t know what you’re
doing.” W. Edwards Deming
TThhee RReessoolluuttiioonn::
Personal Knowledge Management
31

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Robots to Replace Jobs – Way Forward
Research Says:
1. Robots can’t do ‘creative’ and ‘social’ skills.
2. Low-skilled workers – must be reallocated.
3. To win – humans must acquire creative/social skills,
become Personal K Managers.
Definitions:
Personal K Management (PKMgmt) – a major KM Initiative,
run by the KM Team.
Personal K Manager (PKM)™ – a designation for K-Age
achievers, who are not on KM Team.
Some
Key
PKM™
Asser�ons
Humans have notoriously underestimated
their own physical potential – think 1950s four-
minute mile (1999 – 3:43).
We are only just beginning to realize our
untapped intellectual potential
Mastery and Engagement.
Key drivers: Mindsets, Motivation, PKMer Strengths,
with resultant Passion.
Result: Deliver substantial organizational performance
improvement thru the personal excellence and
engagement of Personal Knowledge Managers
(PKM)™
Key Drivers for Personal K Management (PKMgmt)
and Personal K Managers (PKMers)™
Emerging Neuroscience
Advances in research psychology
Changes in business structure, nature of K-Age work
Result: PKMer Autonomy, Mastery, Passion.
Opportunity: untapped human potential
The
Amazing
Brain
Modern
neuro-­‐
and
cogni�ve-­‐science,
and
research
psychology
have
uncovered
many
insights
about
brain
func�on
that
can
inform
the
post-­‐industrial,
K
Age,
especially
at
the
K
Worker
level.
Anatomy
of
the
Brain
–
Quick
Primer
Basis
for
K
Age
understanding
about
Learning/Human
Poten�al
Func�onal
MRI
(fMRI)
–
Measures
brain
ac�vity
by
detec�ng
associated
changes
in
blood
flow.[1]
This
technique
relies
on
the
fact
that
cerebral
blood
flow
and
neuronal
ac�va�on
are
coupled.
Now
know
what
different
parts
of
brain
do
what
–
e.g.,
linear,
analy�cal
work
vs.
metaphorical,
crea�ve
work;
introvert
vs.
extrovert
traits,
etc.
Brain
Technology
–
Quick
Primer
K
Age
understanding
of
Brain
uncovered
by
Technology

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The
Amazing
Brain
–
Quick
Primer
Some
Examples
of
Human
Intellectual
Poten�al
(4
min
mile)
Ability
to
recall
Everything?
What
%
recall?
Two
weeks
old!
Non-­‐Nutri�ve
Sucker
(aka
‘pacifier’),
as
remote
controller.
What
age?
Superior
Autobiographical
Recall
(SAR)
Pre-­‐Natal
Recall?
EEG
-­‐
Recall
of
last
trimester.
(Nov,
2013.)
Career
Life
Cycle
First
‘Technical’
Job
Supervisory/Mgmt
Jobs
Re�rement
Technical
–
Hard
Skills
(Techne
–
Discipline/Specialty)
Behavioral
Skills
–
So�
Skills
(Interpersonal,
Mgmt,
Leadership)
*
Skills
&
Competencies
K-­‐Age
Poten�al
–
Mastery
&
Engagement
(Mindset,
Mo�va�on,
Passion)
Role*
Untapped
K-­‐Age
Poten�al
(Tradi�onal
Management
Track)
Personal
K
Manager
(PKM)™
Career
Life
Cycle
Final Reflections
Disturbing trends – robots, computerization – major workplace
transformation.
KM not a tool – it’s a discipline, enabling transformation.
Must shephard Personal Knowledge Managers (PKM)™,
who will be an essential key to success.
Today’s
PKM
Journey
As we close, here’s some key points for reflection:
Situation: Some points made have been interesting,
but also quite disturbing.
World is transforming – robots and computerization
are disruptive technologies.
Complication: Robots to replace industrial jobs,
computerization to replace non-industrial jobs.
What are humans going to do?
Resolution: ‘‘Untapped Human Potential’’.
Don’t just take my word for it.
Your KM focus must shift from just traditional KM – Portals,
CoPs, etc., to focus on PKMers and untapped human potential
in the post-industrial, Knowledge Age.
Most Important:
How are you going to leverage
untapped human potential?
““Personal
Knowledge
Mgmt””
The
Secret
for
KM
Success
douglas.weidner@kminstitute.org
Robotics/Computerization –
totally disrupting the world.
60% of the best jobs in the
next ten years haven’t even
been invented yet.
No longer linear, careers will
be fragmented, specialized,
collaborative, ever evolving,
portfolio of micro-careers.
““One More Thing You Need to Know””
A Metaphor for PKM™
Based on two decades of extensive Gallup Organization research.
See book: “The One Thing You Need to Know”, by Marcus Buckingham, 2005.

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