Building Smarter Networks · 2020-04-08 · Building Smarter Networks: Knowledge Transfer During...

Building Smarter Networks: Knowledge Transfer During the Big Crew Change

Transfer Knowledge Accelerate Competency Increase Performance

Jeff Stemke KMWorld 2013 November 8, 2013 [email protected]

Business News “Wisdom of Crowds”

Replacing Company Experts; Corporate IQ Takes a Hit!

2 © 2013 Stemke Consulting Group All Rights Reserved

Knowledge and Experience Matters

• Business continuity • Designing and managing complex processes • Safe and reliable operations • Interpreting “Big Data” • Delivering high quality products and services • Solving tough problems • Innovation and continual improvement • Thought leadership and competitive advantage


Forces Shaping the “Too Big to Know” Workforce

Accelerating Performance Engaging

Millennials

Retiring Thought Leaders

Networked Knowledge

Developing Critical Thinking

Workforce Allegiance

Increasing Complexity

Closing Skill Gaps Demographic

Trends © 2013 Stemke Consulting Group All Rights Reserved 4

Emerging Viewpoints in the “Smarter Room”

• Contract workforce

• Millennials’ 2-3 year gigs

• Generational “common sense”

• Skill gaps: STEM, critical thinking, business behaviors

• Lack of clarity on the “big picture”

• Networked knowledge = information + context

• Low interest in spending 10-20 years in one discipline

• Knowledge transfer, retention and recovery


Big Crew Change

0

10

20

30

40

50

60

70

80

2010 2015 2020 2025

Wor

kfor

ce %

BoomerMillennial

6

?

© 2013 Stemke Consulting Group All Rights Reserved

Engaging Millennials… Not Business as Usual

• Changing the world (meaningful work > $$)

• Use my skills and help me develop more

• Communication, teaching, transparency

• Set expectations, more frequent feedback and recognition

• Flexibility (9 to 5? Flex time? Cubicles? Org charts? really??)

• Social technology, social workspaces and collaboration

• Mentoring and coaching (two-way)

• Gen Y councils (listen to our ideas)

• Can we be more entrepreneurial? Do we tolerate failure?


Can We Really Accelerate Competency?

8

0

4

8

12

16

Ye

ars

Capability: Execute assigned

tasks

Select among several standard

tasks

Make non- standard, original technical decisions

Make personnel decisions (hire,

transfer…)

6 y

ears

Source: Schlumberger, SPC 2006 Benchmark Survey, 20 companies

Point of Autonomy

Learning Philosophy

Conventional Innovative

“Innovative” Methods to Accelerate Expertise

• Teach functional knowledge (how we do things here)

• Participate in communities/networks

• Ask questions

• Share experiences

• Mentoring/coaching

• Master classes

• Create knowledge assets (processes, templates)

• Learn to think like an expert


How to Think Like an Expert

10

Mental Model

Chemical Manufacturing

Process

• The big picture • What is most important • Managing to constraints • Common situations • Achieving quality results • What can go wrong • Handling problems • Who to contact for help

Expert Knowledge


Smarter Network Learning and Performance Support

11

Experiences

Operating Parameters

Knowledge Assets Q&A

Mental Model

Expertise Location

Operational Know-How

Functional Knowledge


Smarter Network Mental Model


Mental Model Navigation


Knowledge Transfer Focus


Content Linked to Model’s Map

15

Linked to: Knowledge Transfer

Linked to: Elicitation


Elicitation Example


List Item “Tags” for Mental Model “Index”


Align Metrics with Your Business Strategies

18

Focus on KM or KT?


Build Metrics into Q&A Discussions


Demonstrating Business Value


Smarter Network Capabilities

• Content and Context ■ Mental models and navigation ■ Aligned with the big picture flow of work ■ Easily integrate new contributions in context ■ Member profiles / Expertise location ■ Q&A

• Business Value Metrics • Behaviors

■ Engagement – getting your work done ■ Recognition and Reputation


Shaping Knowledge Transfer Behaviors

• The Role of the Experienced Worker ■ Look for opportunities to teach, mentor or coach ■ Make introductions to customers, suppliers, colleagues ■ Update documentation (processes, job aids, checklists)

• The Role of Tomorrow’s Workforce (Millennials) ■ Ask questions. Ask to go along. Ask for details. Develop your network ■ Seek out temporary assignments and cross-training opportunities ■ Volunteer to write-up the procedures. Ask seasoned employees review ■ Have a written development plan with specific skills, and experiences

• The Role of Managers ■ Be accountable for developing people and transferring knowledge ■ Ensure development plans have specific objectives and measures ■ Provide time and tools to transfer knowledge (wikis, SharePoint) ■ Recognize and reward learning, sharing and teaching


Smarter Network Takeaways

• Business value is created mainly by workforce capabilities • Leveraging the collective expertise of the workforce to handle

complex issues will be increasingly important as experts retire • Mental models and operational know-how accelerate learning

by offering: Big-picture perspective Awareness of critical cues or symptoms Detailed guidance on common and unusual situations Pointers to others who can help

• Learning to think like an expert and participation in vibrant networks can reduce time to competency by 50%

• Knowledge transfer metrics can clearly demonstrate this value


Smarter Network Exercise


Questions? Your Takeaways?


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Building Smarter Networks · 2020-04-08 · Building Smarter Networks: Knowledge Transfer During...

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