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© Knowledgeable Ltd www.knowledgeableltd.com
Seminar: Assessing KM Capability, Understanding KM Tools
and Developing KM Strategy
KM Middle East
March 14th 2012
@chris_collison Knowledgeable Ltd www.chriscollison.com [email protected]
© Knowledgeable Ltd www.knowledgeableltd.com
Building on the examples from this morning
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Our agenda for this afternoon
• Organisational learning tools such as Peer Assist, After
Action Review and Project Review
• Knowledge Capture:
– Examples of how to build and maintain knowledge assets
around strategic topics
• Communities of Practice:
– Understanding the lifecycle of Communities and Networks,
– Practical case studies and tools such as a “Network Charter
Template”.
• Leadership actions and behaviours which reinforce
“asking”, “learning” and “capturing” in cultures which
are already good at sharing.
• Embedding in Strategy
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Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals Results
Using Knowledge
Learn during
Learn after
Learn before
BP’s original holistic knowledge management framework
£$
Leadership & Culture
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L E S S O N S L O S T Learning and transfer are leaky processes.
Thomas Saur
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There’s a hole in my bucket...
Project Review Meeting
Learning captured
in lessons learned report
Report stored... ...somewhere!
Project Completed!
Learning in the
heads of the team
Unasked questions
Loss of context, summarisation, loss of emotion, post-rationalisation, legal restrictions...
New Project
?
New project executes
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"...the politics accompanying hierarchies hampers the free exchange of knowledge. People are much more open with their peers. They are much more willing to share and to listen.” Lord Browne – BP CEO
Learning before doing – Peer Assists
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Peer Assist Animation from Bellanet/University of Ottowa
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Peer Assists - how they work
What I know
What you know
What’s
possible?
What we both know
Actions
“Group-think” restricts
possibilities
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An extreme Peer Assist!
Great Ormond St Hospital, London Ferrari F1 Pit Team
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Learning whilst doing - AARs
Conducted in a Rank-free environment…
10-15 minutes
Col. Ed Guthrie (retd.)
What was supposed to
happen?
What actually happened?
Include the unplanned.
Why was there a
difference?
What can we learn from
this?
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Learning after doing – BP’s Retrospect Process
• What was the objective of the project?
• What did we achieve?
• What were the successes? Why? How can we repeat the success?
• What were the disappointments? Why? How can we avoid them in future?
• ‘Marks out of 10’
Facilitated, forward looking team meeting, soon after the project has ended. Has a “customer” in mind…
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Asking the right questions…
What would your advice be to another team about to do
the same thing?
Why, why, why… What was the reason for that? What led to that?
What would someone have to do to ensure that they repeated your success?
Could you say a bit more about why you think that? Could you give an example
to illustrate?
What would you say to ensure that someone didn’t make the same mistake as
you?
How many marks out of ten would you give this?
What would make it a ten?
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C A P T U R E When you capture knowledge, you kill it.
Rupert Brun
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What is a “Knowledge Asset”?
• Creating a knowledge asset is a creative, value-adding
technique for capturing knowledge.
It provides a consistent way to succinctly answer the
question: “What does this organization know about
subject x…?”.
• The knowledge asset may contain guidelines, examples,
templates, documents, contacts and links to people,
distilled, structured and designed with an internal
customer in mind.
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Why create a Knowledge Asset?
• Some of the activities that we carry out are repeatable
processes, yet we often fail to learn from ourselves
because the learning has not been captured or
structured with an internal customer in mind.
• Having a well structured distillation of good practices
will increase the likelihood that we repeat and build
upon our successes, rather than investing time in
reinvention.
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A few more
What are the top ten things I need to know? Where can I get more detail?
What can I re-use? Who can I talk to?
Even more
Still More
More Lessons
More Lessons Lessons
Learned
The problem with lessons learned databases...
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BP’s Business Restructuring Knowledge Asset
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Knowledge asset in PowerPoint with embedded videos and stories
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Summary of steps in a building a knowledge asset (i)
1. Is there a customer for this learning? Have a clear customer - current or future - in mind when you build your knowledge asset. Without a customer, you may be creating a “knowledge graveyard”!
2. Are you clear about the scope of your knowledge asset? What is the scope of your activity? What will it be called? The resulting product needs to cover a specific area of repeatable business activity.
3. Is there a community of practice or network relating to this subject? Knowledge Assets should ideally be owned by communities of practice who regularly refresh the content to keep it current. The community and their activities will be the source of the learning in the first place, the users of this knowledge in future, and the people who validate future additions to the product.
4. Is there existing material upon which you can base your knowledge asset? Often, someone in the company will have made efforts to record process steps, lessons or recommendations in some form - this will be important content to incorporate into your knowledge. Your first step will be to collate the existing material.
5. Look for the general guidelines. Provide some context so that people can understand the purpose and relevance of the knowledge asset. What was the business environment when this was created? Why was this seen as important at the time? Who brought this material together?
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Summary of steps in a building a knowledge asset (ii)
6. Build a checklist illustrated with examples and stories. The checklist should tell the user of the knowledge asset: “What are the questions I need to ask myself?” “What are the top ten things that I need to think about?” “What is the information that I need to gather?” “What are the steps that I need to take?”
7. Include links to people. Although the knowledge asset will include a lot of “explicit knowledge”, there will be far more knowledge still residing in the heads of the people as tacit knowledge. This knowledge is also a vital part of the knowledge asset and it is important to point to it wherever possible.
8. Validate the Guidelines. Having constructed a knowledge asset, with guidelines based on history and experience. The next step should be to circulate it around any relevant communities and ask: “Do the guidelines accurately reflect your knowledge and experience?” , “Do you have anything to add?” .
9. Publish the knowledge asset. You now need to make it widely available, so that the community or network can access it and add to it at any time.
10. Finally, keep it alive. Initiate a feedback and ownership process. Sustaining a knowledge asset is more difficult than creating it in the first place. When you publish and promote it, make sure there is an obvious feedback mechanism so that users can validate and improve it through use.
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C O M M U N I T I E S The heart of a KM Strategy
Rupert Brun
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Words you might encounter…
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Value from Communities? (Wenger)
Short Term
• Help with challenges • Access to expertise • Confidence • Fun with colleagues • Meaningful work
• Problem solving • Time saving • Knowledge sharing • Synergies across units • Reuse of resources
Long Term
• Professional Development
• Personal Reputation
• Professional identity
• Network
• Marketing
• Strategic capabilities
• Innovation
• Talent retention
• New strategies Org
aniz
atio
n
Ind
ivid
ual
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Example from International Gas Company
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Schlumberger
• 70+ Technical communities and “Special Interest
Groups” are actively managed and supported by a small
central team (3 people).
• Highly promoted on their intranet :
every community has its own
suite of collaboration tools
• Every year, leaders are democratically elected by
Community members.
• In order to become a Schlumberger Fellow, you have to
have led a Community.
• Knowledge loss is less of an issue to Schlumberger
because “ your entire career is your exit interview”.
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Communities in Oracle
• 80 “Professional Communities”
– Facing customer groups and product types
– Meet face-to-face annually
– Provide personal stability
• Community Self-assessment
– Communication
– Developing trust
– Virtual Leadership
– Cultural Understanding
– Sharing Good Practice
Communication Trust Leadership Culture Sharing
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Stages of Community Development
• Planning
• Getting Started
• Building Momentum
• Renewing Commitment
• “Sunsetting” or reinventing
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Exploring the Community Lifecycle
McCommunities? Community Paella?
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Hints and tips: Publicly welcome new members to the group
• When new members join, encourage them to complete their on-line profile first (photo are important), then send an email to the community to introduce them to the group, referencing a link to their profile.
• This will give a sense of momentum to the group, and give established members a sense of new thinking/experience being available
• Consider creating a “Community World Map”, showing the locations of all members (with photos?), and sharing this with the group electronically.
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Example of a community “world map” with expertise
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Hints and Tips: Stimulate demand by identifying some issues to work on…
• People respond best to a real need from a colleague –
but it can be tough to be the first to “ask for help”.
– Encourage members of the community to share a current
business challenge or problem – make some telephone calls if
you need to.
• Pursue responses behind the scenes
– Again, make telephone calls to people who might be able to
offer a solution, and encourage them to respond – it can be
daunting to be the first to offer a suggestion too…
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Hints and tips: Keep a steady rhythm of communication
• Consider a regular electronic newsletter, summarising
activity within the community.
– Incentivise people to complete their profiles, through informal
competition, recognition, peer pressures. Publicise progress (%
of community with profiles) and highlight good examples in the
newsletter.
• Consider a schedule of monthly or bi-monthly virtual
meetings or Webinars where community members or
external experts present on a topical issue.
– A kind of virtual “brown bag lunch” to share case studies
– Ask community members which they would topics like to hear
more about during these events, and if they have any
recommendations for speakers.
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Hints and Tips: Promote success stories inside and outside the community
• Create “storyboards” or videos which summarise the
way the community operates to address a particular
issue or question.
– See the RioTinto “bulldozer” story for an online video example:
• Consider how community stories might be used
externally to promote the company, or as part of
induction and on-boarding.
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Example from Shell Brochure on Networks and KM
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Understanding Communities with SNA
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What networking measures matter to businesses?
• The previous football example showed the number of
passes of the ball.
• We need to select the ones which really matter.
– Levels of trust?
– Sources of advice and help?
– Communication types – email, telephone, face-to-face?
– Communication frequency? (daily, weekly, monthly etc.)
– Awareness of others’ expertise?
– Distribution of technical capability
by geography or team?
– How ideas get shared and innovation happens?
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Organisational Network Analysis – two key indicators
Nodes indicate people, arrows indicate a connection. Connections can be perceived as one-way or reciprocated. They are characterized by a reason for the connection Arrows can be colour-coded to indicate the strength of a connection.
Nodes with many connections are said to have high “centrality”. Nodes which bridge between groups are said to have high “betweenness”. Both of these are important characteristics for networking. ONA is often repeated after a period of time to demonstrate an improvement in connectedness.
Jassim Zaheer
seeks technical advice
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Brazil Switzerland
US
Island Groups – how can we connect these?
Key Connectors/Bridges How can we reinforce these?
“I go to these people for advice and support”
Organisational Network Analysis example
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Typical analysis topics
• Identifying the risks and vulnerabilities – Which individuals and groups are disconnected?
– Where is the integrity of the network in the hands of one individual?
– How effective is communication?
– What would happen if x, y and z left the company? (Network cohesion, key connectors)
• Identifying roles – Who would make a good leader of a Community?
– Who would make good regional representatives?
• Identifying preferences – Which communication method is most effective for cascades?
• Measuring trends – How much more connected are we in 2012 than we were in 2011?
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Using ONA to find silos, connectors and potential champions
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Learning in Communities (Wenger, White & Smith, 2009)
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L E A D E R S H I P Creating the Environment
Rupert Brun
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Knowledge-based Leadership Competencies
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Leadership Actions from Centrica
• When encountering a business problem, I reinforce the importance of learning from others - rather than simply providing an answer.
• I personally demonstrate that “asking for help” is a sign of strength rather than weakness.
• When reviewing a project proposal, I challenge to ensure that it brings to bear knowledge from other projects.
• I coach my team to network more effectively - internally and externally.
• My team see failure as something to learn from, not something to cover up.
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Leadership Recognition for Knowledge Management
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S T R A T E G Y Designing, Embedding, Measuring.
Rupert Brun
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Integrating Acquisitions
Launching Community Sustaining a Community
Information/Document Management Tools
Expertise Directory
Storytelling techniques
Collaborating with 3rd Parties
Collaborating Internally
Building a maturity model
Peer Assist
Knowledge Asset
Plan for Integration
Process
Identify Strengths
& Synergies
Design Organisation
Achieve Synergies
Implement New
Organisation
Manage Transformational and Cultural Change
Peer Assist Peer Assist Project Review
Capturing Personal Knowledge
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Choosing a supplier
Clarify Requirements
RFI RFP Assess
Proposals Supplier Selection
Contract
Peer Assist Retrospect
Knowledge Asset Finding Expertise
Project Review
Information/Document Management Tools
Collaborating internally and Collaborating with 3rd Parties
Peer Assist
Peer Assist
Expertise Diretory Knowledge Asset
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Recruitment
Induction
Training and Development
Promotion and Job change
Retirement
Knowledge-sharing embedded in recruitment criteria, selection processes and screening.
Receive details on knowledge-sharing approaches. Use of expertise directory. Connection to communities. Mentoring from Seniors?
Knowledge-sharing embedded in management and leadership development. Competencies include knowledge-sharing and learning Course delegates encouraged to form and use communities. KM toolkit integrated into most training programmes People encouraged to update expertise directory after training.
Access to lessons from previous job-holder. Rapid connection to new communities. Encouragement to learn from outside Company X. Link community leadership /participation to technical promotion ladder?
Link to Alumni network. (physical and virtual meetings) Continue to participate in existing communities. Involvement in judging/connecting entries for Company X awards? Knowledge capture/salvage on exit.
The employee lifecycle
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Recruitment, Development & Training
Communities accelerating time-to-competence
Value
Cost
Increased value through Connection to a community
Ongoing Access via
Alumni Programme
Time Breakeven Point
Value from applying know-how to individual high-performance business delivery
Retirement
Community involvement
“post-retirement”
Knowledge “salvage” on exit
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Assessment of KM Capability (Learning to Fly. Collison & Parcell 2004)
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BP’s KM Strategy
• Look for what’s already going on inside the company.
Find some heroes.
• Check the external world for good practices and test
them inside the organisation.
• Focus on a few key tools and promote them. Make it
simple and avoid creating a new language.
• Work in depth in a few critical areas to prove the
value.
• Look to the existing company processes and ‘infect
them’ with KM principles.
• Build a community of KM Practitioners and Champions
who can generate sustainability.
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Thinking about sustainability…
Training and support
Emb
edd
ing in
pro
cess
Ch
alle
nge
an
d e
du
cati
on
conscious incompetence
unconscious incompetence
unconscious competence
conscious competence
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KM Strategy – Options for Implementation
Top-down, Big Bang
Stealth
Slipstream
Pilot
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End H1 2012 2011/H2 2011/H1 2010/H2
TECHNOLOGY + CONTENT PEOPLE CAPABILITY
PRO
CES
S C
ULT
UR
E &
LEA
DER
SHIP
Current Position
• Fragmented approach to information and records management
• Technology changes fraught with difficulty • Poor directory capability makes it hard to
find people • Library is viewed as a reactive service • People have nowhere to store lessons
learned • Lack of learning rigour in Project
management means that we reinvent the wheel
• Complexity and politics makes it hard to get any traction. Large programmes vacuum up the funding.
Expertise Directory
Project Mgt Lessons Learned
“Knowledge Space”
Intranet access for all
Internet access to deliver external
content
Video stream AV Output
Collaborative Tools
Departmental Metadata Scheme
Departmental Taxonomy
Single Library Management
System
Wider use of Search Tools
Information Centre
Software tool for managing
gateway coordination
Competence framework by level for everyone
in KR (to reflect specialisms)
Management Framework
Role Profiles
Other Priority BU Knowledge
Capability
100 Day plans
Capturing Experience
Toolkit
KM Checklist
Captured Experience Knowledge
Asset Network of Knowledge Facilitators
Spreadsheet of Legal
Gateways
“Front door” Legal Gateway Coordination
Internet Access for
All
Text Mining Capability
Intranet Content
Management
Departmental Metadata
in Use
Wider use of EDRM
Enterprise Content
Management
Cross-Dept. Databases
Centrally managed budget
for external content used across Dept. E.g. Company info.
Departmental Methodologies for
Identifying high value data
Knowledge Capability Definition
FOI
DPA
RM Guidance
Public Records Access
Managing (Getting)
Resources
Risk Mgt DRO ,Law
Monitoring Prioritising
Influencing Decisions
Flying the Flag
Promoting Services
Guidance Improvement
Copyright/PSI Guidance
Cross KAI Projects
Leadership Development
PIU Continuous
Improvement
LEAN Management
Company Museum
Seamless Flow TNA
Initial Prototype methodology for high Value Data
Internal Guidance
in BG Format
Facilitating learning Events
Retention periods
established for Customer Records
Virtual Knowledge
Space
EDRM Pilot
Standardisation of Business
Area Intranet Sites
Automated Internet Searching for info briefings in order
to deliver to greater audience
TS Info Brefings
Vision for KM in Company
• Maximum use of the most profitable sources of accurate, quality data • People understand rights and responsibilities to departmental information • Manage electronic content effectively in line with corporate standards • Tools for knowledge sharing supported by
Culture for knowledge sharing • Ability to find info easily, use networks, communities and systems • Embedded culture of learning lessons and continuous improvement • Distilling, Refining, Enhancing, Advising and Learning – Actionable for the
business to create value. • KM Team seen as playing a critical supporting role in a successful
organisation
Funded Project
Existing Service
Unresourced Idea
Complementary
Pilot
Information Centre
Information Centre
Information Centre
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Thank You!
@chris_collison Knowledgeable Ltd www.chriscollison.com [email protected]