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The United States Army
SOLDIERS ON POINT
ExecutiveInformationBriefing

• Using Army Knowledge Onlinefor Mission Success

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The AKO Vision

• Army - Transform the Army into an
  intellectually agile force that organizes and
  shares knowledge to be strategically responsive
  and dominant at every point on the spectrum of
  operations.
• HQDA - Headquarters, Department of the Army
  will become a collaborative environment that
  dissolves organizational barriers in order to
  increase the ability of leaders to rapidly make
  informed decisions in support of Army
  objectives.

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Knowledge Management

• "They copied all that they could follow but they
  couldn't copy my mind, and I left 'em sweating
  and stealing a year and a half behind."
• -Rudyard Kipling

• The notion of putting the combined knowledge of
  the firm at an employee's fingertips is the
  essence of knowledge management. The basic goal
  to take key pieces of data from various sources,
  such as groupware, databases, applications and
  people's minds, and make them readily available
  to users in an organized, logical form that
  represents knowledge.
• -Getting to AHA!, Sharon Watson, Computerworld,
  01/26/98

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Army Knowledge Management

• Defense Planning Guidance FY02-07, Page 102,
  April 2000
• (U) Promote the development of a
  knowledge-based work force. The ability to
  achieve and sustain information superiority
  depends, in large measure, upon the creation and
  maintenance of reusable knowledge bases the
  ability to attract, train, and retain a highly
  skilled work force proficient in utilizing these
  knowledge bases and the development of core
  business processes designed to capitalize upon
  these assets.

• Central to this effort is the employment of a
  number of strategies aimed at optimizing
  information sharing, consistent access to valid
  record information, collaboration, and reuse.
  Components will specifically address knowledge
  management and personnel strategies as part of
  their C4ISR and information technology (IT)
  training.

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Why The Army Needs Knowledge Management
1950-1989 10 Major Deployments
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AKOSpectrum of Operations
AKO On the SIPRnet

• Highly restricted access
• Content is Secret and below
• In development for VCSA

AKOOn the NIPRnet

• Restricted access
• The Armys private Web site
• Content is sensitive (but Unclassified)
• Portal to other Army private sites

Covering The Range Of Knowledge from Secret to
Public Information
The Army Homepage

• Unrestricted access
• The Armys public Web site
• Content updated daily by Army Public Affairs
  Office

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Knowledge Management in the Federal Government
Donald C. Brasek Program Expert - Mkt Rsch /
KM Federal Technology Service don.brasek_at_gsa.gov
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What Is Was Going On Here?
Reality
The Federal Government
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Managing vs. Control

• Governments and its agencies can sometimes assume
  that management and control are the same,
  However
• Management encourages and harnesses abilities
  leading to self control
• Control limits management to fit into a box -
  legislation quite often connotes inflexibility

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Effects of Government Adjustments

• People leave -- quite often the best people
• Temporary or contract workers fill the gap
• Stresses on procurement processes
• Duplication - every man for himself
• Apathy and lack of motivation
• Tendency to add more controls

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Typical Reactions to This - I

• Outside Culture informal, fear, suspicion
• Inside Culture face-to-face, void of
  documentation
• Reaction in the trenches to a KM initiative
• Engineers are treated like a commodity
• They will use it to crucify people
• Why should I communicate my wisdom, when the
  senior people dont even communicate facts to us
• This company is run by who you know, not what

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Typical Reactions to This - II

• Outside Culture Apathetic and bureaucratic
• Inside Culture Willingness to share any info
  externally voice mail preferred!
• Reaction in the trenches to a KM initiative
• If you ask someone about us in the head office,
  we do not even exist anymore. No one visits us
  and we have no travel budget. We are merely
  virtual robots writing tech reports. And now they
  want the customers to do our job.

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The Bottom Line KM Need Not Apply

• Getting results from investing in knowledge
  requires a corporate culture that allows it to
  flow freely, which means breaking down
  hierarchies and scrapping rules that stifle
  ideas.
• You cant just take a stodgy organization, hire
  smart guys, and expect good things to happen.
  Julio Rotemberg

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Myths That Legacy Thinking Believed

• Knowledge Management is the same as Information
  Management
• Information Technology IS Knowledge Management
• All knowledge should be saved
• KM can be done on the cheap
• KM can be instituted by bureaucratic edict

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NOW What Is Going On Here?
Reality
The Federal Government
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How Our Customers Are Changing

• Most have Web access
• A growing number have Web savvy and know how
  things could be
• Both internal and external to the Government, the
  light is dawning
• Legislation is trying to respond to the
  challenges of eBusiness (or, in our case,
  eGovernment), thus paralleling stakeholders
  increasing sophistication

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Web Effect on Knowledge
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We Used to Know What Knowledge means . . .

• Justified true belief
• The difference between mere opinion and something
  worth believing
• Apparently, we no longer care
• In KM, K valuable, stable, strategic, true

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The Web Effect

• Too much info
• The old authorities are gone
• too slow
• too safe
• too boring
• Information is not longer just gray text
• You cant step into the same stream twice
  (Heraclitus) . . . Now You cant get buried by
  the same (info) avalanche twice.

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Future Pull

• Total Quality Management
• Japanese Competition
• Quality, Error-Free
• Benchmarking
• Retooling

• Business Process Reengineering
• Global Competition
• Efficiency, Cost Cuts
• IT Replaces Workers
• Restructuring

• Knowledge Management
• Knowledge Assets
• Innovation, Growth
• IT Supports K-Workers
• Revitalization

1980
1990
2000
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Forces for Change vs. Responses

• National Performance Review
• Stakeholder Sophistication
• eEverything

• Stakeholder-Focused Value Propositions
• Globalization
• Knowledge Management
• More Productive Employees
• Reengineering
• ERP

Public-Sector Forces
Possible Responses
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A Short List of Barriers

• Stakeholder-Focused Value Propositions
• Globalization
• Knowledge Management
• More Productive Employees
• Reengineering
• ERP

• Limited Understanding of Stakeholder Needs
• Politics, Politics, Politics, etc.
• No Time and/or Desire to Share Knowledge
• Contrived Work to Appear Busy
• Culture Clash
• Process/Culture Complexity

Possible Responses
Barriers
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Attention K-Mart Shoppers

• Limited Understanding of Stakeholder Needs
• Politics, Politics, Politics, etc.
• No Time and/or Desire to Share Knowledge
• Contrived Work to Appear Busy
• Culture Clash
• Process/Culture Complexity

Barriers
K-Solutions

• Collaborative Work Environment
• Formalize Value Chain with Stakeholders
• Politics, Politics, Politics, etc.
• Communities of Practice
• Infusion of Less-Old Personnel
• Best Practices
• Communicate and Share Knowledge
• Continuous Improvement
• An Idea Whose Time Has Come

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What Is Going On Here
NPR
Lets Go Out There and Win One for the GPRA!!!
Reality
The Federal Government
Stakeholder Sophistication
eEverything
The Web Effect
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Timing Is Everything (Unless Its Not)

• Knowledge Management Is Now Positioned to Move
  Ahead with Alacrity in the Government
• The Technology Is Rapidly Maturing
• Knowledge Management Itself Has Achieved a
  Sharper Focus
• The Federal Government Is culturally,
  politically, legislatively, technically, and
  strategically more ready for KM than it ever has
  been
• Your very presence at this eGov Conference Is
  Powerful Testimony to the above

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Some Favorite Quotes

• The real danger is not that computers will begin
  to think like men, but that men will begin to
  think like computers. Sydney J. Harris
• The greatest difficulty lies not in persuading
  people to accept new ideas, but in persuading
  them to abandon old ones. John Maynard Keynes
• I not only use all the brains that I have, but
  all that I can borrow. Woodrow Wilson

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Finally, Remember . . . .
To leverage knowledge, you cant focus on the
knowledge itself.You need to focus on the
communities that own it and the people that use
it. As Quoted by Richard McDermott
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