Knowledge Management Implementing a KM Strategy

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Knowledge ManagementImplementing a KM Strategy

• Mohamed F Bhyat and Ernest Rampete
• 14 / 15 February 2008

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Developing a KM strategy

• KM strategy is to help firm achieve its strategy
  and goals
• Must be rooted in the business context
• Successful program takes years
• Formulation of a vision and strategy important
• Market program internally
• Strong leadership supports essential
• Usually best to use multiple approaches and tools

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KM Strategy Development Process Scope of Work

• Understanding of organizational Strategic benefit
  of KM - Contextualize your organization
• Principles and Theory of KM
• What is KM
• Value of KM
• Methodology
• Role of technology
• Role of culture
• Role of the leadership
• User Requirements
• KM readiness
• Assessment of PNC Business Units
• Implementation plan
• Roadmap and Milestones
• Communication advocacy

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Have to ask some fundamental and questions before
embarking on KM initiative
Understanding of organizational Strategic
benefit of KM Contextualize in your
organization

• What is the problem or business issue?
• What will happen in or to your organization if a
  KM exercise is successful?
• What will your organization be able to do then
  that it is not doing now?
• What business problem or issue will it solve or
  begin to solve?

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Why do you want to undertake KM?

• If you feel your organization is not performing
  optimally is it because
• People leadership lacking at all levels,
• No shared vision and strategy or a poorly
  articulated one so even good people are kind of
  lost there is no shared mental picture of who
  we are, what do we want to become and how is
  leadership going to take us there
• Or they do understand but lack capacity
• if so what kind? Is it functional skills, or is
  it lack of confidence. Or is it poor attitude
• Processes
• Lacking all together poorly articulated and not
  understood, there but not easily accessible ,
  especially to new employees, not able to be
  measured?
• Systems
• Non existent, or legacy systems so really user
  unfriendly?
• People dont understand how to use information
  that is available and interpret the information
  that their systems provide?
• can't articulate what information they need?
• Can't create the demand side if you dont ask
  the right questions you don't get the right
  answers!
• Leadership at all levels?

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Why do you want to undertake KM?

• All of the preceding plus
• High churn rate, so institutional knowledge is
  lost - An issue of organizational forgetting!
• But is this because the organization is poorly
  managed and talented people (for whatever reason
  are leaving racial and political issues, poor
  management issues, poor pay issues, affirmative
  action issues)
• If so is it that you want to tap into the good
  institutional memory before it leaves
• But youd better get to the underlying causes
  because KM cant sort out structural problems -
  leadership, people processes and systems by
  itself)
• Or is it that ..
• A lot of Intellectual Property and intangible
  assets in your organization that are not being
  utilized effectively and that a KM exercise will
  uncover some or all of these invisible assets,
  experience and talent and make it available
  and so make your organization more effective than
  it is now and so impact on your bottom line?

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KM and Your Desired Outcome
Business Strategic Intent Vision
Effective, efficient driver of the use
of information and knowledge for
Development
BU 1
BU 2
BU n

• Innovation and Continuous Improvement
• Able to respond to changing environmental
  conditions.
• Deliver in line with mandate National
  Imperatives

Growing operational capability
Growing institutional
capability
Greater skills capacity
Leveraging technology
Organizational culture
Professionalism Learning integrity
Build, Acquire, Retain IP/IC
An Integrated Knowledge Management System. On
line access to continuously growing and
changing organizational knowledge
Enabling the change and managing the process via
a KMO
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KM is about how the value creation capacity of
the whole system be maximized
Enterprise Content Management (ECM) ties it all
together
Human Capital the skills, talent, and knowledge
that a companys employees possess Tacit
knowledge, less structured, answer varies with
context, takes form of wisdom, experience, stories
Individual Competence
External Structure
Internal Structure
Organizational Capital the companys culture,
its leadership, how aligned its people are with
its strategic goals, and employees ability to
share -Collaboration between people. Connecting
people to people - networks for learning. Limit
information to that which supports action
Information Capital the companys databases,
information systems, networks, and technology
infrastructure - Explicit (Rules) based
structured processes lead to answers can be
automated. Libraries Taxonomies. Make
everything explicit Control the informational
space
Cluster Provinces SALGA ICT suppliers
regional and international organizations.
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What Business Process Management and Workflow
and KM will Do
Knowledge Worker with Valuable Knowledge /
with inaccessible knowledge
Business Process Management and automate
via workflows
Visible, valuable accessible knowledge that
is context specific
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Project Phases

• Phase 1 Project mobilization
• Research on current material and strategy plans
• Selected interviews or workshops (with senior
  management) to make sure all in sync with stated
  vision, mission and objectives
• Understanding of the current situation vis a vis
  knowledge management
• Assessing the audit questionnaire.

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Project Phases

• Phase 2 Analysis of respective business units to
  determine KM readiness and maturity within the
  organization leading to the development of a KM
  Strategy and workplan. This will entail holding
  workshops and interviews which will cover some or
  all of the following
• KM principles and concepts
• KM is about effective management of corporate
  knowledge assets
• What are knowledge assets
• What is intellectual capital
• Invisible / intangible assets
• How Intangible assets are converted Into bottom
  line revenues
• Knowledge Continuity - between employee
  generations
• Institutional Memory - organizational forgetting
• Leadership issues
• Cultural issues
• Knowledge and Information as a commodity
• The Social Life of Information
• What types of knowledge to stock

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Project Phases

• Phase 2 continued
• KM diagnostics
• Current extent of knowledge planning
• Current extent of knowledge retention
• Current extent of knowledge tools
• Current extent of knowledge culture
• Current extent of knowledge processes
• Current extent of knowledge sharing re-use
• Current technology base
• The deliverable will be an as is analysis of
  the current state of KM in the organization and
  will form a basis to develop a KM strategy and
  workplan as well as the KM methodology that will
  be employed in the implementation

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Project Phases

• Phase 3 KM Strategy and Framework Implementation
  Plan
• Workshop strategy with clients
• Agreement and revision if required
• Way forward and after care.
• The deliverable will be a
• Work plan for an implementation strategy or
  roadmap for KM in the Competition Commission.
• Piloting selected KM projects using current
  Competition Commission initiatives may present
  opportunities for shared learning and the
  development of Communities of Practice (CoPs).

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The Methodology

• The methodology incorporates all the elements
  required for instilling and sharing knowledge by
• Capturing and reusing past experiences
• Embedding knowledge in product, services and
  processes
• Producing knowledge as a knowledge asset and
  product
• Driving knowledge generation for innovation
• Mapping networks of experts
• Building and mining knowledge bases
• Understanding and measuring the value of
  knowledge and
• Leveraging intellectual assets

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2. How can we improve the transfer of
competence between people in our organization
9. How can our people learn more from customers,
suppliers and stakeholders
10. How can we transfer some of our competence to
customers, suppliers and other stakeholders
8. How can we support our customers conversation
with their customers or host communities
Individual Competence
External Structure
3. How can we convert individually held
competence into systems tools and other templates
Internal Structure
7. How can we use competence from customers and
suppliers to add value to add value to our
systems, processes, services, practices and
products
4. How can we improve individuals competence by
using systems tools and templates
5. How do we integrate systems, tools and
processes and practices effectively internally
1. Strategic Purpose How can the value creation
capacity of the whole system be maximized
6. How can our customers, and suppliers learn by
accessing our systems, processes, services,
practices and products
Adapted from Sveiby
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Strategic collaboration
Organizational Development
Higher Levels of Investment and Return
Learning Before
Learning during
Learning after
Events
Getting conversations going
Infrastructure
Who Knows
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Communities of Practice
Strategy
Change management
Peer Assists
Shared Learnings
Project Retro- spectives
Communities of Interest
Expert Locator
Technology
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KM Model
Collect Organize maintain
Create Identify Make explicit
Share
Adapt Action Use
Feedback loop
Communities of Practice /

• Knowledge
• Best Practices
• BPM
• Bus Architectures
• IS / IT Architectures
• Resource Guides
• Maps
• Pointers
• GSSC Yellow
• Pages
• Discussion
• Shared learnings
• Databases
• Toolbox
• Links to Other Databases
• FAQs
• other

Regions
Knowledge Base
Peer Assists
Knowledge management

• Regions.
• Soc Dev
• Clusters
• Academia
• Citizens

Corporate Services
Story telling
Bench- marking
Expert Locators
Customer Services
Technical manuals
Research
Publications references
IS/IT
Literature
Conferences
Innovation
Adapted from APQC
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KM Portal Benefits

• HomeBase is a knowledge management tool designed
  to utilize powerful web technology in conjunction
  with defined collaboration principles in order to
  increase organizational effectiveness and
  productivity.
• With HomeBase an organization will be empowering
  employees by providing a personalized single
  point of access to all relevant information in a
  desktop environment.
• The organization is able to capture and leverage
  its intellectual assets by facilitating
  communities of interest, best practice and expert
  knowledge within a single, intuitive web-based
  interface.
• Increased operational efficiency
• Risk management store / keep knowledge and
  information of organization
• Trap knowledge within organization- enhance
  corporate memory
• Transform from information driven organization
  towards learning and knowledge management driven
  organization and promote delivery and longevity

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