Some brief highlights from KM Australia 2009 conference August 2009

Strategic Knowledge Mapping An approach that 3M use to assess knowledge gaps, vulnerabilities and over-supply Could provide a more complete view for leaders trying to build capabilities in growth areas E.g. knowing what (and where) our knowledge base of clients and services relevant to the development of a specific area of business can help make decisions such as the client relationships that need development. Basic approach: Define key questions to tool needs to help answer knowledge areas and assessment scales Survey relevant staff Map results and make sense of them (eg. on next slide)

An approach that 3M use to assess knowledge gaps, vulnerabilities and over-supply

Could provide a more complete view for leaders trying to build capabilities in growth areas

E.g. knowing what (and where) our knowledge base of clients and services relevant to the development of a specific area of business can help make decisions such as the client relationships that need development.

Basic approach:

Define key questions to tool needs to help answer

knowledge areas and assessment scales

Survey relevant staff

Map results and make sense of them (eg. on next slide)

Example of Strategic Knowledge Mapping as applied to staff development Credit: J. Roberto Evarstio, PhD., 3M

Enterprise 2.0 a.k.a. Intranet 2.0 Organisations are using ‘web 2.0’ tools internally to build staff relationships and knowledge flows. Helping people to work together increases organisational flexibility and resilience Use of the tools helps create the knowledge sharing behaviours Intranet 2.0 approaches take a mix of features from the likes of blogs, wikis, taggers, link sharers and more to provide an internal platform that people want to use Presentation on AMP strategy and implementation (by e8 consulting) The move to Internet 2.0 is well supported by findings of 2009 Intranet Global review survey

Organisations are using ‘web 2.0’ tools internally to build staff relationships and knowledge flows. Helping people to work together increases organisational flexibility and resilience

Use of the tools helps create the knowledge sharing behaviours

Intranet 2.0 approaches take a mix of features from the likes of blogs, wikis, taggers, link sharers and more to provide an internal platform that people want to use

Presentation on AMP strategy and implementation (by e8 consulting)

The move to Internet 2.0 is well supported by findings of 2009 Intranet Global review survey

Credit: Leanne Fry, e8 consulting

Online Meeting Tool Subscription tool (from Citrix) that allows scheduled or immediate on-line meetings with features such as screen sharing Opportunities: Delivery of online training between office locations e.g., assisting Dubai with Viztopia, help with Project Finder, and demonstrating information resources Support internal collaborative tasks such as design reviews Facilitate external support for applications Would usually be used in conjunction with teleconference or one to one phone call. But may also use voice over the IP network (VoIP). We do some of this now but it has to be set up by the IT team and so is not as widely used as it should be

Subscription tool (from Citrix) that allows scheduled or immediate on-line meetings with features such as screen sharing

Opportunities:

Delivery of online training between office locations e.g., assisting Dubai with Viztopia, help with Project Finder, and demonstrating information resources

Support internal collaborative tasks such as design reviews

Facilitate external support for applications

Would usually be used in conjunction with teleconference or one to one phone call. But may also use voice over the IP network (VoIP).

We do some of this now but it has to be set up by the IT team and so is not as widely used as it should be

Sample screen from Citrix’ Go To Meeting tool Credit: Citrix Online

Change Management and Communication The crucial importance of strong change management effort and communication came through as a strong theme in several presentations Woods Baggot implementation of “PUBLIC” their international research knowledge based branding effort supported by new intranet used change management framework that extended Kotter’s model FKP’s implementation of national document management system to provide ‘single point of truth’ for all company documents Australian Bureau of Statistics example of (in my view) change management failure of professional community implementation due to being driven by external consultants rather than internal

The crucial importance of strong change management effort and communication came through as a strong theme in several presentations

Woods Baggot implementation of “PUBLIC” their international research knowledge based branding effort supported by new intranet used change management framework that extended Kotter’s model

FKP’s implementation of national document management system to provide ‘single point of truth’ for all company documents

Australian Bureau of Statistics example of (in my view) change management failure of professional community implementation due to being driven by external consultants rather than internal

Credit: Felicity McNish

Business strategies and knowledge strategies Knowledge management strategies: Insolvency and Trustee Service Australia – organisations work using formal and informal knowledge systems, need to harness and guide these (gardening metaphor) while understanding how specific knowledge initiatives relate to business outcomes (see first and second slides subsequent to this) Victorian Public Service Continuous Improvement Network – importance of the basics of good conversations, effective meetings, seeking alternative perspectives and harnessing the collective knowledge (see third slide subsequent to this)

Knowledge management strategies:

Insolvency and Trustee Service Australia – organisations work using formal and informal knowledge systems, need to harness and guide these (gardening metaphor) while understanding how specific knowledge initiatives relate to business outcomes (see first and second slides subsequent to this)

Victorian Public Service Continuous Improvement Network – importance of the basics of good conversations, effective meetings, seeking alternative perspectives and harnessing the collective knowledge (see third slide subsequent to this)

Organisation as complicated knowledge system Credit: Stephen Bounds, bounds.net.au

Understand how your knowledge strategies relate to business outcomes Credit: Stephen Bounds, bounds.net.au

Importance of harnessing collective knowledge from middle of organisation Credit: Frank Connolly, Victoria Police