Asla draft aug27
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The document provides an outline for a presentation on knowledge management. It introduces the concepts of KM and discusses why it is important for organizations. It then presents a KM model and shares a case study of how one organization successfully implemented KM. The presentation outlines how to design and implement KM, including creating a culture of contribution and leveraging knowledge through technology and processes. It concludes by discussing measuring the impact of KM efforts.
Asla draft aug27
- 1. Presentation Introduction – Pam and Peter – What is KM (clarity) – Why is KM important (motivation) – KM model (organizing model for the „how to‟ part of presentation) DW and KM case study (context) Greg – What was the „itch‟? – How did we scratch it? How to design and implement KM (John, Pam, Peter) – Creating a culture of contribution – John – Leveraging knowledge acquisition, capture, storage/retrieval, use/sharing, application through people, process, and tools (P&P) – Designing a technology system for Knowledge Management – Measuring impact Conclusion – how would we grade our effort/what would we do differently – Greg?
- 2. Institutional Knowledge Management: Leveraging Your Firm’s Most Valuable Asset ASLA Annual Conference - September 10, 2010
- 3. Objectives 1. Create a common understanding of the concept „knowledge management‟. 2. Communicate the importance and value of managing knowledge as an organizational asset. 3. Introduce a model that will help you address knowledge management in your firm. 4. Share some „lessons learned‟ from the KM efforts of other organizations.
- 4. What is Knowledge Management?
- 5. Knowledge has been managed since the dawn of man…
- 6. Environment
- 7. Discovery
- 8. Application
- 9. Sharing
- 10. Leveraging
- 11. Capturing
- 12. Capturing
- 13. Capturing
- 14. Knowledge Management is a Process Environment Capture Discovery Measure Leveraging Application Sharing
- 15. Why is Knowledge Management Important to Me?
- 16. KM Value Proposition Knowledge Management is rooted in the idea that efficiency and effectiveness can be improved, resulting in a competitive advantage through leveraging the collective wisdom and experience or the organizational community. Knowledge Management is a strategic approach for leveraging how an organization acquires, captures, stores/retrieves, shares, and benefits from its knowledge assets.
- 17. An acre of land… 1930‟s = 26 bushels of corn per acre 1990‟s = 125.5 bushels of corn per acre
- 18. Knowledge Management is a concern at this time because… Firms compete on the basis of knowledge Time lost to “reinventing the wheel Knowledge loss due to attrition Information explosion Wasting time, wasting money
- 20. Knowledge is walking out the door
- 22. Wasting knowledge is wasting money
- 23. You may be wasting 70% or more of the money you spend on staff development
- 24. What was the itch?
- 25. The Dilemma How to “Foster a Culture” that Leverages the Collective Knowledge, Wisdom and Experiences of the Firm Knowledge Resources Were: – Non-Integrated and Disorganized – Unshared and Under Utilized – Not Strategically Driven – Not Practiced Systematically 30% of Project Time Spent Reinventing Existing Knowledge!
- 26. Rewards and Risks Rewards: – On-Going Staff Growth and Leadership – Enhancement of Design Solutions – Sustainable Competitive Advantage – Increased Effectiveness and Efficiency Risks: – High Cost / Low Return – Distraction from Core Business – Becomes the “end” not the “means” – Failure to Make it Stick
- 27. Marshalling Support Investigation of Best Practices Link KM to Firm‟s Core Values Compelling Value Proposition Support from Top Leadership Communicate!
- 28. Aligning the Effort Strategic Objectives – Maximize the value we deliver to our clients. – Attract and retain the best people. – Develop practices that increase our ability to deliver quality design.
- 29. Aligning the Effort Measures of Success – More time on design / less reinventing the wheel – Better leverage of talent between offices – Increased staff retention – Attract the best clients / project opportunities – Proprietary knowledge is more evident in our projects Don‟t confuse action with progress.
- 30. Building the Team Executive Sponsor Stakeholder Engagement – Practitioners – Technical Experts Small Steps Celebrate Success
- 31. Strategy and Priorities Multi-Year Implementation Plan – Low Cost / High Reward Build on Existing Assets – Create of KM Leadership Team – Complete GAP Analysis (annually) – Assess Current Tools and Technologies Focus on People and Process – Implement Practice Forums – Promote a “Culture of Contribution” Invest in Tools and Resources – Implement Knowledge “Portal” – Hire Digital Librarian – Invest in “Stand Alone” Learning Capabilities Measure Results and Adjust
- 32. Monitoring the Effort Establish Clear Metrics Assess Progress Regularly – Quarterly Reports Adjust Course as Required – Annual Gap Analysis – KM Leadership Team Measure Again
- 33. The Staff’s View of Knowledge Management How DW Successfully Changed Organizational Culture
- 34. A Leaders Guide The genie and the three wishes The boss needs to go first
- 35. The Staff’s View Part Why? What? How? My Role WIIFM • Why KM? Remedy what? What is the risk? • Where do you want us to be? • What initiatives will help us get there? • Is the „load‟ of change reasonable & within capabilities? • How will you lessen the „friction‟? • What projects do we need to know about? • What‟s in it for me?
- 36. Where Change Starts Oh Sh** – things are not working, the world has changed, we‟re toast, expectations are not being met creates… Survival anxiety - Fear, shame, loathing and guilt associated with status quo. Challenge of change creates… Learning anxiety - Inability/unwillingness to change because (1) it requires unlearning and temporary incompetence, (2) loss of power or status, (3) loss of group membership, (4) loss of identity. Hence potential resistance to change.
- 37. Change Risks Change risk is a function of: – Poor sponsor involvement – Project objectives not clearly defined – Ineffective communications to stakeholders – Lack of perceived/real support from key stakeholders – Project benefits not understood – Lack of patience
- 38. What People Pay Attention To: 1. Leader attention, measurement, rewards and controls 2. Leader reaction to critical incidents 80-90% is determined 3. Leader role modelling, coaching by the first three points 4. Criteria for recruitment, promotion, and termination 5. Formal and informal teams/groups 6. Systems and procedures 7. Organization authority design and structure 8. Stories and myths about key people and events 9. Formal statements, charters, creeds, codes of ethics
- 39. Creating the Blueprint Change behavior = change environment – Means & ends Address Capability gaps Align expectations and recognition Customers Stakeholders Expectations “Begin the day with a sense Vision Strategic Direction Tactical Plans SMART Goals of purpose, end the day with Capabilities Process Design a sense of accomplishment.” Recognition Use of Technology Income & Security Training Challenge & Growth Structure Participation Mgmt Process Retention Incentives & Rewards
- 40. Barriers to Change Acceptance Designed in a vacuum Weak leader commitment Too much to do No Compelling message Conflicting priorities Distance & No D.O.V. or success metrics Lack of diversity issues patience No HIKIWI Non- Limited involvement & SI Cultural Issues contribution compelling No HIKIWISI Message R&R conflict Weak link to strategy
- 41. Building Commitment “This is the way we do things here” Stages of Individual Behavior Change & Commitment Internalization “OK, I‟m ready to do it of new behaviour the new way” Commitment “I know how we need to to personal change do our jobs differently” Translation to the work setting Significant “I understand where we need to go” involvement needed Understanding of change direction “Yeah, I saw the memo” Information with some Awareness involvement sufficient here of desired change
- 42. Plotting Shifts in Commitment Key Players No Let It Happen Help It Happen Make It Happ Commitmen t Project Sponsor O X Senior Team X O Managers X O HR XO Employees X O Key: X = Starting Point O = Minimum req‟d commitment
- 43. The Transition Curve “This way is more effective” “I‟m not sure I know Confidence what‟s going on” “This could be a better way of doing it” “I can handle this” “Actually, things might get better” “I feel overwhelmed” “We can‟t do this. It won‟t work. We‟re not allowed” Time
- 44. Communication Tools Ownership/ Working sessions, 1-to-1 Engagement conversations, workshops, coaching Acceptance/ Level of change Alignment COPs, working parties, involvement schemes, individual pages Understanding (and Action) Booklets, planning sessions, presentations, videos, intranets Newsletters, emails, memos, Awareness letters, notices Tell Sell Consult Join Leader involvement
- 45. DW – Doing it Right 1. Met regularly to discuss the why and what of org changes 2. Employees got open and honest communication 3. Constantly reinforced goals and vision of KM 4. Found „bright spots”, built on positives 5. Established KM Metrics 6. Fostered culture of contribution 7. Regular meetings to discuss progress 8. Involved employees in decisions about what‟s best for them 9. Insured training was available for needed new skills
- 47. Knowledge is an organizational resource
- 48. Not all knowledge is created equal: Don’t dilute the important with the trivial
- 49. Don’t dilute the important with the trivial
- 51. Create ‘Tipping Points’ “… the levels at which the momentum for change becomes unstoppable.”
- 52. Critical Mass Critical Mass = a point, amount, or situation at which change occurs
- 53. Create Momentum
- 54. Get ‘buy-in’ Buy in = commitment to achieving a shared goal
- 55. Reinforce Learning 70% of all learning transfer fails due to lack of reinforcement.
- 56. Don’t spend a red cent…
- 58. Directed Learning Guided Practice
- 60. Technology: Do you have a KM system?
- 61. This is a Knowledge Management system.
- 62. Typical Situation: Knowledge is in Silos
- 63. Strategy #1 = Consolidate your Resources
- 64. Balance structured vs. freeform data
- 65. Create a Wiki
- 70. Focus your Knowledge Environment Strategy
- 71. Choosing a Portal ? 1. High End Systems 1. Oracle 2. IBM Websphere 3. SAP 2. Open Source Systems 1. Apache Jetspeed 2. iPorta 3. Liferay 4. Redhad CCM 3. Mid-Range Systems 1. Microsoft Sharepoint 1. MOSS 2. SPS
- 72. Criteria to look for 1. Single sign on 2. Integration of multiple functions 3. Ease of setup 4. Documentation 5. Out of the box featuers 6. Portlet API 7. Customization 8. Personalization 9. Access Control 10. Federation from multiple data sources 11. Licensing: server, database, portal 12. Hosted vs. Servers in-house
- 73. Technology is less than HALF the solution!
- 74. Prepopulate to reach a Tipping Point
- 77. Have SME’s Take Ownership
- 78. Capture Information in the Project Process
Editor's Notes
- #18: The example I will be giving during this slide has to do with growing corn. So we probably should use the corn image on the left, although the other image is much more crisp. Could you tie this slide with the one that follows so that this slide with the title shows first. And then while the image of the corn field is still present, the text on the next slide appears, one bullet at a time.
- #21: Talking points – Layoffs – some firms are now half the size they were before the recession. This means that half the experience, institutional knowledge, client relationships are now gone.Demographics – as the baby boomer generation retires, we will lose half our employees again over the next ten years.
- #50: This slide is also illustrates Point #1 – Do less and do it better
- #53: The smallest amount of fissionable material needed to maintain a nuclear chain reaction
- #58: This slide also illustrates Point #4 – Reinforce Learning
- #60: This slide also illustrates Point #4 – Reinforce Learning
- #80: This slide also illustrates Point #5 – Measure, measure, measure