Designing a successful km strategy - April 2015
-
Upload
stephanie-barnes -
Category
Business
-
view
232 -
download
1
Transcript of Designing a successful km strategy - April 2015
Designing a Successful KM
Strategy: A Guide for the Knowledge Management Professional
April 29, 2015
For the next 60 minutes . . .
• Feel free to ask quesIons at anyIme • Feel free to share stories at anyIme • InteracIve . . . • Just starIng a KM adventure? • Why create a KM Strategy? • What steps should be taken to creaIng a KM Strategy
• Examples and Stories
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 2
Meet Samantha . . .
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 3
Should Samantha Just Start?
• StarIng a KM program without a strategy?
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 4
Samantha’s early KM experience . . .
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 5
Samantha Makes a Case to Senior Management for CraWing a KM Strategy
• GeXng the Investment Promise
• Knowledge is an asset for the organizaIon • Knowledge is currently being managed sub-‐
opImally • The organizaIon needs a KM strategy
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 6
CreaIng a Strategy Document
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 7
10 KM Strategy Principles
1. KM implementaIon needs to be organizaIon-‐led; Ied to organizaIon strategy and to specific organizaIon issues
2. KM needs to be delivered where the criIcal knowledge lies, and where the high value decisions are made
3. KM implementaIon needs to be treated as a behavior change program 4. The endgame will be to introduce a complete management framework for
KM 5. This framework will need to be embedded into the organizaIon’s structures 6. The framework will need to include governance if it is to be sustainable 7. The framework will be structured, rather than emergent 8. A KM implementaIon should be a staged process, with regular decision
points 9. A KM implementaIon should contain a piloIng stage 10. A KM implementaIon should be run by an implementaIon team, reporIng
to a cross-‐organizaIonal steering group copyright: Missing Puzzle Piece ConsulIng,
2015 29/04/2015 8
What Samantha’s Strategy Document Needs
1. Strategic KM principles 2. The organizaIonal imperaIve and focus for KM 3. A KM vision for the organizaIon 4. CriIcal knowledge areas 5. Stakeholders 6. A KM Framework 7. InformaIon management 8. Change management 9. Business case 10. Recommended pilots 11. Next steps
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 9
OrganizaIon Learning ImperaIves and Drivers
OperaIonal Excellence
Improving internal processes through applicaIon of knowledge
Best pracIce development
Process innovaIon CommuniIes of
pracIce
Customer Knowledge
Building a beder understanding of
customers wants and needs and how to
saIsfy them
Customer knowledge Market knowledge Product knowledge
InnovaIon
CreaIng new and beder products
Knowledge acquisiIon Knowledge development
Reducing cycle Ime for new products
Growth and Change
ReplicaIng exisIng success in new
markets or with new staff
Defining and deploying good
pracIce Bringing new staff up to speed quickly
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 10
Knowledge Management Vision
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 11
Knowledge Management Vision
• CreaIng the Vision • Defining Scope
• “Every Ime we do something again, we should do it beder than the last Ime.”
• Lord Browne, BriIsh Petroleum
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 12
IdenIfying the Strategic Knowledge Areas
• Business Strategy
• Business acIviIes
• CriIcal knowledge
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 13
Samantha maps out the current state of KM in her organizaIon
• Why is this knowledge not being managed already?
• What is prevenIng knowledge from flowing from the people who have it to the people who need it?
• What is the most important thing we can do to unblock this flow of knowledge?
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 14
Defining the KM Framework
Knowledge Management Framework 91
elements that you can copy or adapt. Remember though that each organization must develop a framework that fits their context and their needs. Your framework will be unique to you.
Finally, talk with the people who own the internal processes and with people in the internal functions to get their opinions. Bounce your ideas off them, and listen to what they have to say. Talk to the people who own the project management framework, the opera-tional management framework, and the performance management framework to see how KM processes can be embedded, and where the accountabilities might lie. Talk to IT about technology; they may already have some strategic views you can align with. Reassure them that you are not asking them to commit to anything at this stage, you are just asking for their views.
Framework Examples
Most of the public domain published KM strategies describe some sort of framework, though few of them describe it in much detail. Figure 10.1 depicts a framework presented by NASA in their 2002 Strategic Plan for Knowledge Management. It contains elements of people, pro-cess, technology, and supporting activities (some of which are govern-ance elements). Illustrating the framework with an image helps people to quickly understand how the various components and activities fit together to create a cohesive whole.1
People Process Technology
Enable remotecollaboration
Support communities ofpractice
Reward and recognizeknowledge sharing
Encourage storytelling
Enhance knowledgecapture
Manage information
Enhance systemintegration and datamining
Utilize intelligent agentsExploit expert systems
Sharing and Using Knowledge
Supporting Activities
Education andTraining
Integrated FinancialManagement
IT Infrastructure Human Resources Security
Figure 10.1 NASA KM Frameworkcopyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 15
InformaIon and Content Management Information and Content Management 99
Once the document/artifact is stored, it can be used for reference and information/knowledge purposes by staff. In the repository, the docu-ments are managed, making sure they remain current, and remain acces-sible when the taxonomy or metadata change. Documentation may be updated while it is housed in the repository. Ideally that means that the owner updates it (getting appropriate approvals, where necessary) and creates a new version rather than a whole new document, although this relies on the repository software to have versioning as one of its features.
Once a document/artifact is no longer useful it should be removed from the repository and archived and/or deleted according to your organization’s records retention policy.
In order to manage the repository/repositories, some metadata, reporting, and an escalation path are required. The metadata allow the reporting and include the following tags/flags:
Owner
Review date
Archive date
Creator
Review required (this should be a flag for users to indicate that they have found problems with the document)
Last accessed (this should be system generated)
nw
ng
n
:g
n
Figure 11.2 Documented knowledge lifecyclecopyright: Missing Puzzle Piece ConsulIng,
2015 29/04/2015 16
KM Technology
Collect • Business Processes • Knowledge Flows • OrganizaIon Strategy and Plan
• IT Strategy and Plan • Change Mgmt
Analyze • Compare current situaIon against best pracIces
• Change Mgmt
Resolve • Policies • Knowledge & process flows
• Metrics • Strategic Goals • Governance • Change Mgmt
Select technology • Change Mgmt
Design/ Develop/ Test • Change Mgmt
Implement • Change Mgmt • Processes • Metrics
Use • Change Mgmt
Evolve • Change Mgmt
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 17
IdenIfy Key Stakeholders
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 18
Add people and sIr: Change Management Requirements
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 19
Change Management Principles
• Create a case for change • Create a “Guiding CoaliIon” • Develop a Compelling Vision for Change • Develop a CommunicaIon Plan • Empower Broad-‐based AcIon • Create (and Communicate) Short Term Wins • Remove the Barriers to Change • Embed the Change
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 20
Determining your Pilot Projects
• Proof of Value • How does KM work in your business • Deliver Monetary Value • MarkeIng Support
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 21
Find a Pain Point
1. What are the things that you wish you knew, in order to solve your most pressing organizaIonal problems?
2. What are the knowledge intensive parts of your organizaIon, and which are the ones where beder management of knowledge would help you?
3. If teams and managers in your part of the organizaIon had perfect access to the knowledge from within the organizaIon, what problems might be solved?
4. What would it be worth to you and the organizaIon if these problems were to be solved?
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 22
Rank your projects
• OrganizaIon Support • Measurability • Scalability • Feasibility
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 23
The Business Case and ROI
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 24
But Ms Barnes!!!
But what if Samantha has no backing at all? What if there is nobody parIcularly interested in KM in her organizaIon? What if Samantha’s senior managers don’t care about the topic, aren’t interested in a strategy, and wouldn’t read it even if it were wriden?
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 25
Do you need to use a Guerilla Strategy?
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 26
Samantha gets ready to get down to work
Building the implementaIon team • Appoint the KM team leader • Appoint the KM team • Determine reporIng lines for the KM team • Appoint the steering team • Plan the implementaIon
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 27
Final Words
For all the tools and technologies and nuances, and all the things we do to complicate KM, at its heart, Knowledge Management is about making sure that the decision makers at all levels in the
organizaIon have access to the crucial knowledge they need to make the right
decisions.
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 28
QUESTIONS?
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 29
Thank You!
copyright: Missing Puzzle Piece ConsulIng, 2015 29/04/2015 30