Asla draft aug27


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  • The example I will be giving during this slide has to do with growing corn. So we probably should use the corn image on the left, although the other image is much more crisp. Could you tie this slide with the one that follows so that this slide with the title shows first. And then while the image of the corn field is still present, the text on the next slide appears, one bullet at a time.
  • Talking points – Layoffs – some firms are now half the size they were before the recession. This means that half the experience, institutional knowledge, client relationships are now gone.Demographics – as the baby boomer generation retires, we will lose half our employees again over the next ten years.
  • This slide is also illustrates Point #1 – Do less and do it better
  • The smallest amount of fissionable material needed to maintain a nuclear chain reaction
  • This slide also illustrates Point #4 – Reinforce Learning
  • This slide also illustrates Point #4 – Reinforce Learning
  • This slide also illustrates Point #5 – Measure, measure, measure
  • Asla draft aug27

    1. 1. Presentation  Introduction – Pam and Peter – What is KM (clarity) – Why is KM important (motivation) – KM model (organizing model for the „how to‟ part of presentation)  DW and KM case study (context) Greg – What was the „itch‟? – How did we scratch it?  How to design and implement KM (John, Pam, Peter) – Creating a culture of contribution – John – Leveraging knowledge acquisition, capture, storage/retrieval, use/sharing, application through people, process, and tools (P&P) – Designing a technology system for Knowledge Management – Measuring impact  Conclusion – how would we grade our effort/what would we do differently – Greg?
    2. 2. Institutional Knowledge Management: Leveraging Your Firm’s Most Valuable Asset ASLA Annual Conference - September 10, 2010
    3. 3. Objectives 1. Create a common understanding of the concept „knowledge management‟. 2. Communicate the importance and value of managing knowledge as an organizational asset. 3. Introduce a model that will help you address knowledge management in your firm. 4. Share some „lessons learned‟ from the KM efforts of other organizations.
    4. 4. What is Knowledge Management?
    5. 5. Knowledge has been managed since the dawn of man…
    6. 6. Environment
    7. 7. Discovery
    8. 8. Application
    9. 9. Sharing
    10. 10. Leveraging
    11. 11. Capturing
    12. 12. Capturing
    13. 13. Capturing
    14. 14. Knowledge Management is a Process Environment Capture Discovery Measure Leveraging Application Sharing
    15. 15. Why is Knowledge Management Important to Me?
    16. 16. KM Value Proposition  Knowledge Management is rooted in the idea that efficiency and effectiveness can be improved, resulting in a competitive advantage through leveraging the collective wisdom and experience or the organizational community.  Knowledge Management is a strategic approach for leveraging how an organization acquires, captures, stores/retrieves, shares, and benefits from its knowledge assets.
    17. 17. An acre of land… 1930‟s = 26 bushels of corn per acre 1990‟s = 125.5 bushels of corn per acre
    18. 18. Knowledge Management is a concern at this time because…  Firms compete on the basis of knowledge  Time lost to “reinventing the wheel  Knowledge loss due to attrition  Information explosion  Wasting time, wasting money
    19. 19. Reinventing the wheel
    20. 20. Knowledge is walking out the door
    21. 21. Information explosion
    22. 22. Wasting knowledge is wasting money
    23. 23. You may be wasting 70% or more of the money you spend on staff development
    24. 24. What was the itch?
    25. 25. The Dilemma  How to “Foster a Culture” that Leverages the Collective Knowledge, Wisdom and Experiences of the Firm  Knowledge Resources Were: – Non-Integrated and Disorganized – Unshared and Under Utilized – Not Strategically Driven – Not Practiced Systematically  30% of Project Time Spent Reinventing Existing Knowledge!
    26. 26. Rewards and Risks  Rewards: – On-Going Staff Growth and Leadership – Enhancement of Design Solutions – Sustainable Competitive Advantage – Increased Effectiveness and Efficiency  Risks: – High Cost / Low Return – Distraction from Core Business – Becomes the “end” not the “means” – Failure to Make it Stick
    27. 27. Marshalling Support  Investigation of Best Practices  Link KM to Firm‟s Core Values  Compelling Value Proposition  Support from Top Leadership  Communicate!
    28. 28. Aligning the Effort  Strategic Objectives – Maximize the value we deliver to our clients. – Attract and retain the best people. – Develop practices that increase our ability to deliver quality design.
    29. 29. Aligning the Effort  Measures of Success – More time on design / less reinventing the wheel – Better leverage of talent between offices – Increased staff retention – Attract the best clients / project opportunities – Proprietary knowledge is more evident in our projects Don‟t confuse action with progress.
    30. 30. Building the Team  Executive Sponsor  Stakeholder Engagement – Practitioners – Technical Experts  Small Steps  Celebrate Success
    31. 31. Strategy and Priorities  Multi-Year Implementation Plan – Low Cost / High Reward  Build on Existing Assets – Create of KM Leadership Team – Complete GAP Analysis (annually) – Assess Current Tools and Technologies  Focus on People and Process – Implement Practice Forums – Promote a “Culture of Contribution”  Invest in Tools and Resources – Implement Knowledge “Portal” – Hire Digital Librarian – Invest in “Stand Alone” Learning Capabilities  Measure Results and Adjust
    32. 32. Monitoring the Effort  Establish Clear Metrics  Assess Progress Regularly – Quarterly Reports  Adjust Course as Required – Annual Gap Analysis – KM Leadership Team  Measure Again
    33. 33. The Staff’s View of Knowledge Management How DW Successfully Changed Organizational Culture
    34. 34. A Leaders Guide The genie and the three wishes The boss needs to go first
    35. 35. The Staff’s View Part Why? What? How? My Role WIIFM • Why KM? Remedy what? What is the risk? • Where do you want us to be? • What initiatives will help us get there? • Is the „load‟ of change reasonable & within capabilities? • How will you lessen the „friction‟? • What projects do we need to know about? • What‟s in it for me?
    36. 36. Where Change Starts  Oh Sh** – things are not working, the world has changed, we‟re toast, expectations are not being met creates…  Survival anxiety - Fear, shame, loathing and guilt associated with status quo. Challenge of change creates…  Learning anxiety - Inability/unwillingness to change because (1) it requires unlearning and temporary incompetence, (2) loss of power or status, (3) loss of group membership, (4) loss of identity.  Hence potential resistance to change.
    37. 37. Change Risks  Change risk is a function of: – Poor sponsor involvement – Project objectives not clearly defined – Ineffective communications to stakeholders – Lack of perceived/real support from key stakeholders – Project benefits not understood – Lack of patience
    38. 38. What People Pay Attention To: 1. Leader attention, measurement, rewards and controls 2. Leader reaction to critical incidents 80-90% is determined 3. Leader role modelling, coaching by the first three points 4. Criteria for recruitment, promotion, and termination 5. Formal and informal teams/groups 6. Systems and procedures 7. Organization authority design and structure 8. Stories and myths about key people and events 9. Formal statements, charters, creeds, codes of ethics
    39. 39. Creating the Blueprint  Change behavior = change environment – Means & ends  Address Capability gaps  Align expectations and recognition Customers Stakeholders Expectations “Begin the day with a sense Vision Strategic Direction Tactical Plans SMART Goals of purpose, end the day with Capabilities Process Design a sense of accomplishment.” Recognition Use of Technology Income & Security Training Challenge & Growth Structure Participation Mgmt Process Retention Incentives & Rewards
    40. 40. Barriers to Change Acceptance Designed in a vacuum Weak leader commitment Too much to do No Compelling message Conflicting priorities Distance & No D.O.V. or success metrics Lack of diversity issues patience No HIKIWI Non- Limited involvement & SI Cultural Issues contribution compelling No HIKIWISI Message R&R conflict Weak link to strategy
    41. 41. Building Commitment “This is the way we do things here” Stages of Individual Behavior Change & Commitment Internalization “OK, I‟m ready to do it of new behaviour the new way” Commitment “I know how we need to to personal change do our jobs differently” Translation to the work setting Significant “I understand where we need to go” involvement needed Understanding of change direction “Yeah, I saw the memo” Information with some Awareness involvement sufficient here of desired change
    42. 42. Plotting Shifts in Commitment Key Players No Let It Happen Help It Happen Make It Happ Commitmen t Project Sponsor O X Senior Team X O Managers X O HR XO Employees X O Key: X = Starting Point O = Minimum req‟d commitment
    43. 43. The Transition Curve “This way is more effective” “I‟m not sure I know Confidence what‟s going on” “This could be a better way of doing it” “I can handle this” “Actually, things might get better” “I feel overwhelmed” “We can‟t do this. It won‟t work. We‟re not allowed” Time
    44. 44. Communication Tools Ownership/ Working sessions, 1-to-1 Engagement conversations, workshops, coaching Acceptance/ Level of change Alignment COPs, working parties, involvement schemes, individual pages Understanding (and Action) Booklets, planning sessions, presentations, videos, intranets Newsletters, emails, memos, Awareness letters, notices Tell Sell Consult Join Leader involvement
    45. 45. DW – Doing it Right 1. Met regularly to discuss the why and what of org changes 2. Employees got open and honest communication 3. Constantly reinforced goals and vision of KM 4. Found „bright spots”, built on positives 5. Established KM Metrics 6. Fostered culture of contribution 7. Regular meetings to discuss progress 8. Involved employees in decisions about what‟s best for them 9. Insured training was available for needed new skills
    46. 46. Tolerate Customization
    47. 47. Knowledge is an organizational resource
    48. 48. Not all knowledge is created equal: Don’t dilute the important with the trivial
    49. 49. Don’t dilute the important with the trivial
    50. 50. Create Knowledge Connections
    51. 51. Create ‘Tipping Points’ “… the levels at which the momentum for change becomes unstoppable.”
    52. 52. Critical Mass Critical Mass = a point, amount, or situation at which change occurs
    53. 53. Create Momentum
    54. 54. Get ‘buy-in’ Buy in = commitment to achieving a shared goal
    55. 55. Reinforce Learning 70% of all learning transfer fails due to lack of reinforcement.
    56. 56. Don’t spend a red cent…
    57. 57. Make concepts ‘sticky’
    58. 58. Directed Learning Guided Practice
    59. 59. Reinforcement tools
    60. 60. Technology: Do you have a KM system?
    61. 61. This is a Knowledge Management system.
    62. 62. Typical Situation: Knowledge is in Silos
    63. 63. Strategy #1 = Consolidate your Resources
    64. 64. Balance structured vs. freeform data
    65. 65. Create a Wiki
    66. 66. Enterprise Search
    67. 67. Paper File Management
    68. 68. Learning Management System
    69. 69. Microsoft Sharepoint Portal
    70. 70. Focus your Knowledge Environment Strategy
    71. 71. Choosing a Portal ? 1. High End Systems 1. Oracle 2. IBM Websphere 3. SAP 2. Open Source Systems 1. Apache Jetspeed 2. iPorta 3. Liferay 4. Redhad CCM 3. Mid-Range Systems 1. Microsoft Sharepoint 1. MOSS 2. SPS
    72. 72. Criteria to look for 1. Single sign on 2. Integration of multiple functions 3. Ease of setup 4. Documentation 5. Out of the box featuers 6. Portlet API 7. Customization 8. Personalization 9. Access Control 10. Federation from multiple data sources 11. Licensing: server, database, portal 12. Hosted vs. Servers in-house
    73. 73. Technology is less than HALF the solution!
    74. 74. Prepopulate to reach a Tipping Point
    75. 75. Reward Contribution
    76. 76. Communicate Updates
    77. 77. Have SME’s Take Ownership
    78. 78. Capture Information in the Project Process
    79. 79. Measurable Results