Taking Knowledge Sharing to the Next Level

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Taking Knowledge Sharing to the Next Level

• Kathy Buckman Gibson
• ICKM Conference
• London, England
• August 1, 2006

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Who is Buckman Laboratories?

• Specialty Chemical Supplier Serving the Pulp and
  Paper, Water Treatment and Leather Markets
• 1,450 Associates
• 22 Offices in 19 Countries
• Operate in 90 Countries
• 464M Revenues

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Mission

• We, the associates ofBuckman Laboratories,
  will excel in providing measurable,cost-effectiv
  e improvementsin output and qualityfor our
  customersby delivering customer-specificservices
  and products,and the creative applicationof
  knowledge.

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Business Evolution
Knowledge Driven
Market Driven
Product Driven
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Take Responsibility

• An individual without informationcannot take
  responsibilityAn individual who is given
  information cannot help but take responsibility.
• Jan Carlson - Former Chairman, SAS
  Airlines

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Culture for Knowledge Sharing

• You have to be able to trust the information
  that you receive to be the best that can be sent
  to you, and those that send it to you have to be
  able to trust that you will use the information
  in an appropriate manner.

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Culture
Code of Ethics
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Knowledge Sharing
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Knowledge Sharing

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Community Of One
Associates within same operating unit
Associates within different operating units
Networks of People
Conferences
Training
Individual
Associates within same department
Data
BenchmarkingResources
Research
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Community Of One
Learning
Intranet
Internet
Individual
Communities Around Issues
Teams
Face to Face
Telephone
Communities of Practice
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Customer
G A P
Front Line
Entire organization is E.E.F.L.withthecustome
r
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Student
G A P
Faculty, Administration
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Academic Community
G A P
Researchers
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• Communication is human nature -Knowledge
  Sharing is human nurture!
• Alison Tucker

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Communication

• Key fundamentals
• Various Barriers to effective Communication
• Common values
• Protocalls based on common values
• Have to establish effective communication before
  you can advance to effective knowledge sharing

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Knowledge Sharing

• A willingness on the part of one individual to
  communicate information
• A willingness on the part of the receiver of the
  information to listen and learn
• Application of that learned information to create
  value

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Closing the Gap

• Harnessing the power of your entire organization
• Using that power create additional value
• By
• Enhancing communication with your audience
• Engaging in proactive knowledge sharing with your
  audience
• Using that knowledge to streamline and enhance
  your internal activities

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  The Requirement Alignment Tool (RAT)
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Requirement Alignment Tool
World Class System for Aligning Requirements and
Measurements
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  The Customer Satisfaction Survey
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Customer Satisfaction Survey
?

• How can we be sure we continually meet your needs?

?
?
Measuring how well we are meeting our customers
needs!
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  Buckmans TeamToolz
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Buckmans TeamToolz

• the Buckman Way of creating teams. Its a
  disciplined teaming process supported by
  training, materials, and performance support
  products.
• In other words, it is a complete tool kit for
  creating and sustaining successful teams.

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  The Buckman After Action Review (BAAR)
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Buckman After Action Review
Topic _____________ Date ____________
What was supposed tohappen?
What actually happened?
What did not go well that needsto be improved?
What worked well that needs to be sustained?
What to do next?
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Other Practices

• Training
• Performance Management
• Organizational Surveys
• Communities of Issues and Practice
• Open Dialogue
• Customer-Specific
• Industry-Specific
• Business Function-Specific
• Customer Interface Standards
• Defined Problem Solving Methodologies

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Student
G A P
Faculty, Administration
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Academic Community
G A P
Researchers
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Culture for Knowledge Sharing

• You have to be able to trust the information
  that you receive to be the best that can be sent
  to you, and those that send it to you have to be
  able to trust that you will use the information
  in an appropriate manner.

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Span of Communication

• Let every individual talk directly with those
  that have the latest and best knowledge in the
  organization
• Focus on changing the speed of response toward
  instantaneity

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Span of Influence

• As the Span of Influence of the individual
  expands, the power of the individual expands and
  their value increases
• As the power of the individual expands, the power
  of the organization expands

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• Questions and Discussion