Dr Yousuf al Sewaidi's presentation at KM Middle East 2014, Dubai, UAE, 12 March 2014

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Is
Knowledge
Management
one
of
the
Key
Compe��ve
Advantages
Towards
Excellence
in
the
Government
Sector
Dr.
Yousuf
Al
Suwaidi
2014
resources.
KM
process
capabilities
1. Identification
2.Acquisition/
generation
3.Organization
4.Storage
5.Distribution/
sharing
7.Measurement
KM
Enablers
2.Management
championship
1.IT
support
3.Organizational
culture
6.Application
KM system at Dubai Courts
resources.
KM
process
capabilities
1.identification
2. acquisition/
generation
3.organization
4.storage
5.distribution/
sharing
7.measurement
KM Enablers
2.Management
championship
1.IT
support
3.organizational
culture
6.application
KM system at Dubai Courts
1. Existing internal
knowledge to be selected
2. Determining the experience
to be ratified /converted to
be knowledge
3. External sources of
knowledge that can fulfill
knowledge gaps
4. Relative importance of
knowledge identified
Relative importance of
knowledge identified: S
1. Impacts achieving the
strategic goal
2. Improving the experience of
the customers and partners
3. Enhancing the effectiveness
and efficiency of the
provided services
4. Ease of implementation this
include: time +cost +Human
resources + degree of
complication
most important knowledge
asset is legal and judicial
knowledge embedded in high
qualified professionals
external knowledge that lies
in litigants and collaboration
with the other related
agencies
resources.
KM
process
capabilities
1.Identification
2.Acquisition /
Generation
‫وتوليد‬ ‫اكتساب‬
3.Organization
4.Storage
5.Distribution/
Sharing
7.Measuremen
t
KM
Enablers
Management championship
IT
support
3.Organizational
Culture
6.Application
KM system at Dubai Courts
creation, capturing or
collaboration Knowledge is
gained through a variety of
means, including publications,
conferences and meetings,
projects experiences, research,
and industry expertise.
DC develops a KM database to
consistently in a daily basis
gather the ruling of the judges
Appoint a knowledge
coordinator in each unit
DC library/ Emirates Identity
Card/ electronic data exchange
with other Gov agencies
resources.
KM
process
capabilities
1.Identification
2.Acquisition/
generation
2.Organization
‫والتبويب‬ ‫التنظيم‬
4.Storage
5.Distribution/
sharing
7.Measurement
KM
Enablers
2.Management
championship
2.IT
support
3.Organizational
culture
6.Application
KM system at Dubai Courtsclassification, indexing and
editing processes of the
acquired knowledge to enhance
efficiency/effectiveness of
knowledge repossession /
spreading
Major classification is made based on
DC organizational structure in order to
better serve each functional unit’s
need slide 6
An annual review through the internal
excellence program to edit whether
such information are updated
to avoid redundancies and
irrelevance, DC uses suitable
approach, by using the colors index to
indicate the status of documents
Slide 7

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resources.
KM
process
capabilities
1. Identification
2.Acquisition/
generation
3.Organization
4.Storage
‫وحفظ‬ ‫تخزين‬
5.Distribution/
sharing
7.Measurement
KM
Enablers
2.Management
championship
1.IT
support
3.Organizational
culture
6.Application
KM system at Dubai Courts
DC has established
centralized knowledge
storage by using database
and KM portal to reduce both
storage costs and space/ it
encompass security aspects
resources.
KM
process
capabilities
1.identification
2.Acquisition/
generation
3.Organization
4.Storage
5.Distribution/
Sharing
‫وتوصيل‬ ‫نشر‬
7.Measurement
KM
Enablers
2.Management
championship
1.IT
support
3.Organizational
culture 6.Application
KM system at Dubai Courts
1. One of the assessment criteria
in the DC Excellence Awards
which provides recognition
and financial incentives
awards
2. using a wide range of new
technologies and facilities, DC
manages to reduce the
difficulty in knowledge sharing
and to provide various options
for different users to access
the knowledge of their
relevance.
ensure all organizational
members are aware of the
availability of the tacit /
explicit knowledge on
hand. Distribution takes
place across individuals,
groups, departments or
organizations
1. Professionals are usually
reluctant to share tacit
knowledge which is more
valuable for organization.
2. Knowledge sharing or
distribution may not be
relevant to end users
resources.
KM
process
capabilities
1.identification
2.Acquisition/
generation
3.Organization
4.Storage
5.Distribution/
sharing
7.Measurement
KM
Enablers
2.Management
championship
1.IT
support
3.Organizational
culture
6.Application
‫تطبيقات‬
KM at Dubai Courts Knowledge must be utilized or
applied into practice to
improve organizational
performance. Slides 11.12.13
knowledge application can
also trigger knowledge
creation and initiate a new
knowledge generation cycle
Example of
Knowledge
Applications
Laws
publications
Knowledge
portal
Manual of
Services
Subscribed
E-Services

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resources.
KM
process
capabilities
identification
acquisition/
generation
organization
storage
distribution/
sharing
Measurement
‫وتقييم‬ ‫قياس‬
KM
Enablers
Management championship
IT
support
organizational
culture
application
KM system at Dubai Courts
2.DC is also pioneering in
measuring the organizational
impact of KM in terms of
efficiency and effectiveness
by contrasting the working
processes/activities before
and after KM projects. Slide 18
1. IT monitors actual use of KM
systems, especially in seeing
how regular people who use
them and whether they use
again Slide 16
3.DC annually measures user
opinions of the knowledge
sources by a KM survey .The
overall results indicated 82%
level of satisfaction in 2012
and 92% in 2013 slide 17
Example of
Knowledge
Applications
Laws
38939
publications
4735
Knowledge
portal
1255693
Manual of
Services
9050
Subscribed
E-Services
117518
2013
Availability of
knowledge and
information in
different
channels
Information
accuracy
Availability of
knowledge and
informationthat
meet your needs
and expectation
Ease of using
the sources of
knowledge and
information
knowledge and
information are
updated
Availability of
effective and
efficient sources
for knowledge
and information
33%29%29%35%32%35%
61%
61%61%
58%59%58%
5%9%8%5%7%5%
1%2%2%2%3%2%
Users satisfaction of the knowledge sources 2013
very satisfy Satisfy Dissatisfy strongly dissatisfy
1. registration
time for the
transaction 5
minutes
2. Percentage of
error 1%
1. registration time
for the transaction
7 second (1191
saved working
hours in 4 months
2. Percentage of
error .03%
Impact of
Using
Emirates
Identity
Authority
Before
After
Linkage
With other
Public
Agencies
1. Inquiry time about
the trade license
from 5 days
2. Inquiry time about
the cars and the
lands 10 days
3. Required
processes 8
1. Inquiry time about
the trade license 4
Minutes
2. Inquiry time about
the cars and the
lands one day
3. Required
processes 5
Before
After
resources.
KM
process
capabilities
1. Identification
2.Acquisition/
generation
3.Organization
4.Storage
5.Distribution/
sharing
7.Measurement
KM
Enablers
2.Management
championship
1.IT
support
3.Organizational
culture
6.Application
KM system at Dubai Courts
IT department serves the
primary role in securing the
system; while each
functional department is
responsible to ensure the
currency and accuracy of the
content
technologies enhance
knowledge accessibility
and the speed of
knowledge transfer .
Database and intranet, are
frequently employed in
KM activities to accelerate
the quality and speed of
knowledge creation and
distribution
of knowledge transfer

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resources.
KM
process
capabilities
identification
acquisition/
generation
organization
storage
distribution/
sharing
measurement
KM
Enablers
Management championship
‫مؤسسي‬ ‫عمل‬ ‫منظومة‬ ‫وجود‬
IT
support
organizational
culture
application
KM system at Dubai Courts
Due to fact the perfect
alignment of knowledge
management with the
business strategy is a clear
benchmark of success,
therefore DC knowledge
management strategy
2013-2015 was aligned with
the DC business strategy
2012-2015
High committee chaired by
Director General and Chief
Justice takes ownership of
KM in Dubai Courts
resources.
KM
process
capabilities
1.identification
2.Acquisition/
generation
3.Organization
4,.Storage
5.Distribution/
Sharing
7.Measurement
KM
Enablers
2.Management
Championship
1.IT
support
3.Organizational
Culture
‫مؤسسية‬ ‫ثقافه‬
‫داعمة‬
6.Application
KM system at Dubai Courts
Recognition & Financial
incentives played a major
factor in encouraging DC
staff to be involved in
knowledge sharing
DC focused on developing
consistent processes to
support best practice KM.
As the information system
help to revive and enrich
the data-base of the
judgments
DC staff have recognized
the value and importance
of KM in relation to their
work performance because
KM is part of the main
excellence criteria
1. Best approach to effective Km “centralized review with
decentralized deployment”
2. The latest KM researches in Dubai public sector shows
that trends towards gradual transfer the focus of KM
programs from IT to HR, In my opinion to empower the KM
to play a major role in public sector, then the KM focus
must be strategically driven.
3. Despite the fact that many experts support the view that
KM effectiveness is one of the key competitive
advantages towards excellence in the Government
Sector/ the answer to this will be hold until we have a
solid linkage between the impact of the KM applications
and the results of strategic performance indicators of the
government sector
Recommendations
Constitution Laws
Federal & Local Laws
Civil Procedures Law
Criminal Procedures Law
Best
Practices
Internal
Publications
Internal Law Library
Statistics and
Key performance
Indicators
Smart Phones
I Pad, I phones,
Blackberry...
International
Treaties
High Court Judicial Precedence
Judge Verdict Records
Case
Management
Systems
Document
Management
System
Judicial Training

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‫التميز‬ ‫حتقيق‬ ‫فئة‬
‫دبي‬ ‫مبحاكم‬ ‫السنوية‬
‫املعرفة‬ ‫ادارة‬ ‫معيار‬
‫لألداء‬ ‫دبي‬ ‫ببرنامج‬
‫ز‬‫املتمي‬ ‫احلكومي‬
‫إدارة‬ ‫مجال‬ ‫في‬ ‫جهود‬ ‫للقاضي‬
‫األداء‬ ‫على‬ ‫ذلك‬ ‫وأثرها‬ ‫املعرفة‬
، ‫املؤلفات‬ :‫املثال‬ ‫سبيل‬ ‫)على‬
‫في‬ ‫املشاركات‬ ، ‫الورش‬ ‫تقدمي‬
‫على‬ ‫املشاركات‬ ، ‫املؤمترات‬
‫املنتديات‬ ‫على‬ ‫أو‬ ‫املعرفة‬ ‫بوابة‬
‫فئة‬ (‫إلخ‬ .. ‫املتخصصة‬ ‫واملواقع‬
‫اخلامس‬ ‫املعيار‬ ‫املتميز‬ ‫القاضي‬
‫املعرفة‬ ‫ادارة‬ ‫معيار‬
‫الوظيفي‬ ‫التفوق‬ ‫بفئات‬
‫باجلائزة‬ ‫واالداري‬
‫الداخلية‬ ‫السنوية‬
‫ة‬‫املعرف‬ ‫ادارة‬ ‫تطبيقات‬ ‫تعزيز‬ ‫معايير‬
‫دبي‬ ‫محاكم‬ ‫في‬ ‫املعرفة‬ ‫إدارة‬ ‫تطور‬
‫ة‬‫املعرف‬ ‫إدارة‬ ‫مهام‬ ‫تنظيم‬
‫ة‬‫املعرف‬ ‫إدارة‬ ‫قسم‬ ‫إنشاء‬
‫املعرفة‬ ‫إدارة‬ ‫بوابة‬ ‫إطالق‬
‫ة‬‫اإللكتروني‬
‫ومجموعة‬ ‫السنوي‬ ‫الكتاب‬ ‫تدشني‬
‫ت‬‫االصدارا‬ ‫من‬
2006 - 2008
‫ة‬‫املعرف‬ ‫إدارة‬ ‫ربط‬
‫ة‬‫االستراتيجي‬ ‫باخلطة‬
‫اخلطة‬ ‫ضمن‬ ‫كهدف‬ ‫ارتباطا‬
2011-2009 ‫االستراتيجية‬
‫من‬ ‫مجموعة‬ ‫وتطبيق‬ ‫استحداث‬
‫ة‬‫املعرفي‬ ‫واخلدمات‬ ‫املبادرات‬
‫ة‬‫املعرف‬ ‫اسبوع‬ ‫إطالق‬
‫املعرفة‬ ‫إدارة‬ ‫بوابة‬ ‫ إطالق‬
(‫الثانية‬ ‫)املرحلة‬ ‫اإللكترونية‬
‫إلكترونية‬ ‫تطبيقات‬ ‫ تدشني‬
‫ة‬‫املعرف‬ ‫إدارة‬ ‫تدعم‬
‫ة‬‫املعرف‬ ‫إدارة‬ ‫مجلس‬ ‫ إنشاء‬
‫االستراتيجية‬ ‫اخلطة‬ ‫ اعداد‬
‫املعرفة‬ ‫الدارة‬
2015-2012
‫ ادراج‬‫مبادرات‬‫اخلطة‬ ‫ضمن‬
‫ة‬‫التشغيلي‬
‫إبداعية‬ ‫مبادرات‬ ‫تطوير‬
‫املعرفة‬ ‫إلدارة‬
‫ج‬‫النتائ‬ ‫ومتابعة‬
2009 - 20102011 - 2012
0
2
4
6
8
10
12
P1
P2
P3
P4
P5
P6
P7
P8
P9
P10
P11
P12
P13
P14
P15
P16
P17
P18
P19
P20
P21
Points
Relative importance of knowledge sources identified