Business Outlook The Bottom Line Competing Interests for limited resources The dreaded ROI Adaptability, competition and sustainability New customers, new methods Tracking (audit and performance measurement and other related issues) Benchmarking and “Best Practices” Continually learning organizations of excellence in a knowledge-based global environment
Business-side Challenges Unenthused about penetrating the complexity and dedicating a lot of time to IT issues Tends to view whole thing as “plumbing” – not as business factor Leery of costs, high risks (of doing and not doing), profile, the unknown Unable to respond quickly and effectively to sector defined urgencies
Management is troubled by: Increasing isolation, division, gaps Decreasing aptitude, commitment and energy Increasing costs and decreasing returnsAnd burdened with “solutions”: How-to tools, methods and processes Metrics, benchmarks, “best” practices Information and knowledge as product
Why a “Knowledge Audit”? Are you sure you know: What knowledge is needed what is the knowledge work of the organization Where they are gaps and redundancies All you need to know about planned and real work outcomes How activity relates to objectives
Why a knowledge audit? Are you sure you know: How things get done and if / how things could get done better Whether you have the responsibility and accountability right Whether you are getting better – or worse – at what you do How your clients / partners really view you The employee situation
If you have low certainty………. An examination is needed of: Your organization – mission, mandate, objectives Organizational structure, service distribution Business processes and evident (known) work issues Sensitivities Communication and decision challenges / issues Knowledge resource strengths and deficiencies. [Quantify expertise, not number of Web pages].
Who is going to deliver it? Only a few organizations in the realm, and they have only limited experience Tends to the tech side or to “information auditing” Corporate bias may be significant Can be expensive Control can be a challenge (ref: the alleged uncertainty of KM) Can take a lot of time May suffer from a need to meet “standards” The answer? That’s right – you have to do it
Audit Hints1. Go2. Consult, consult, consult3. Educate as you study4. Work on your objectivity and receptivity5. Bring out your own ideas when the conversation is stuck6. Track your consultation7. Deliver an audit and plan report to your supervisor
Methods, Validity and Reliability1. Aim for 80%2. On second thought, aim for 60%3. Use a mixed methodology: 1. Interviews and focus groups 2. Surveys 3. Observations4. Develop “findings” and test against various audiences (internal and external)5. Develop a draft plan and test6. Modify and re-legitimize
Personal Knowledge QuestionI am confident that I am adequately informed in themissions and mandates of our partners Personal Knowledge Question 25 20 15 10 5 0 1 2 3 4 5 Low High
Personal Knowledge QuestionI am sufficiently knowledgeable in finance and budgets Personal Knowledge Question 25 20 15 10 5 0 1 2 3 4 5 Low High
Personal Knowledge Employees confident of their knowledge levels (know what to do or know where to find out) Less strength in knowledge of gov’t laws and policies Uncertainty in partner missions and mandates Training needs in defined activity areas: e.g. how to operationalize something
Sources of Information andKnowledge (I&K) I&K flow varies by direction I&K availability and issue Info quality a concern Tools may be an issue Sharing not a universal organization value Gaps in policy comprehension
Relationship Issues Between people doing same function in different regions Between people doing different function in same region Chain of command, delegation, accountability Briefing, de-briefing, consultation, collaboration General communications (anecdotes around “now- hear-this e-mailing” Poor meeting practices
Planned Initiatives Knowledge Transfer and Leveraging Retention Deployment de-brief Infrastructure Internal Web Words of Wisdom (retirements, Employee Profiles departures) Knowledge Centre Just In Time KM Directories Interactive Forums Governance processes Info Management (shredding)
Planned Initiatives (2) Scope Determination Relationships (What it is) Internally - Conference between related feedback system functions Best or good Externally - with practices Web Portals and key communities interfaces
Final Words [Audit to plan toproject(s)] Use the language of Keep people informed – business of both successes and Speak of objectives and failures outcomes and leave the Work with an annual methods in the annex plan in your hand and a Be realistic – don’t make three year plan in your rash promises (culture head change takes time) Build bridges – including Believe in what you are and especially with the doing and communicate IT and IM support shops that Network with KM colleagues
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