Conducting a Knowledge - Business workshop

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Think you want to get into Knowledge Management? Don't buy an off the shelf solution. There are none. Start with an organizational diagnostic. Do it with your own people. Define the need(s) and build / buy it at home.

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  • This workshop plan assumed that participants have a general familiarity with information and data management; though their knowledge of the business might be slight. So two of the planned outcomes of this exercise are a heightened understanding the the key driver – i..e. the business (NOT information or technology) and a tightened link between business and information
  • Whatever the rules of engagement, get them talked out and posted on the wall. You are seeking comprehension and commitment. That won’t come if you do not have a collective synergy right from the get-go
  • You need knowledge to talk about knowledge. So to start, your workshop group is going to undertake a team exercise. It’s going to do a survey….which you will consolidate, asses and discuss its implications.
  • Be prepared for some surprises. One surprise is the gap between first line workers and their supervisors and middle and upper management. And you will soon get an understanding that movement resistance is to a large extent driven by a simple failed ability to communicate. One critical issue is that technologists use terms that don’t mean a thing to non tech people; or worse, they mean something else altogether. The best example of this is the technical word “client” – which has a dazzling different meaning to a business manager.
  • This will assist you in getting a profile – but also an underlying understanding of the view, of the IT industry. Its role and rules are not at all well understood outside their business. IT professionals think they Are in the information business. General managers think IT professionals are in the storage and transmission business: like water, is information.
  • There is a discouraging (and disquieting) view of IT expressed by the industry itself.
  • Here is a crib note on what there is an IT – IM/KM credibility gap. Key organizational functions see themselves (and others) with quite different purpioses……..
  • Those purposes are articulated in value statements that can really, really get in the way of moving forward collaboratively.
  • Here is another framework for dissonance.
  • Another mental model. In the IT world cause = effect. Input = output. Beginning inevitably leads to an end. Control the variables and you control progress. “This makes sense!” In the business mind life is filled with options, opportunities and challenges, some of which are not made on mathematical formulae – but are the result of competent intuition. “I am convinced this is the way to go!”
  • IM and IT need to learn that there are no inherent technical solutions in the information and knowledge domains. And in fact, one does not move with a “solution” until; one knows with a high degree of certainty that the problem has been defined, and the outcomes are known.
  • KM is an integrated element in the management of the US Army. But sadly, they are still married to the quite silly “knowledge pyramid”
  • Conducting a Knowledge - Business workshop

    1. 1. Relating (or Integrating) KM, IM and IT Suggested Enterprise or Sector Workshop David G. Jones, Principal Shibumi Management Canada
    2. 2. Welcome! Let’s Talk……….
    3. 3. Workshop Plan Introductions: participants /organization /role Preliminary identification of issues / interests Term definitions / concepts / models A little history of IM/IT and now, “KM” The issues of vocabulary and perception Situation: IT – IM – KM Projects and Problems Where do we go from here?
    4. 4. Workshop Rules Frankness and Confidentiality Privacy (names of individuals) Liability (names of companies) Good ideas and Good Questions Probing and Comprehension Team approach and equality Post Workshop
    5. 5. First Step: Start with an Org or Sector Survey….. And try to gather: Personal functions Elevator List of Views Organization size, scope IT sector role / performance IM defined? Any KM underway? Leads, governance and checks / balance Successes? Are you in a “Continually learning organizations of excellence in a knowledge-based global environment?” If not, what then?
    6. 6. Define the Business Outlook, Actual and EmergingIssues The Bottom Line (how important in relation to other variables?) Competing Interests for limited resources Adaptability, competition and sustainability New customers, new methods Tracking (audit and performance measurement and other related issues) Benchmarking and “Best Practices”
    7. 7. Some things you can expect. Today, organizations are be-devilled by discrete function dysfunction  Information and knowledge technologies  Human Resources  Corporate Communications  Webmasters  Client Services  Employee Relations  Marketing
    8. 8. Management is troubledby……. 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
    9. 9. 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
    10. 10. Key Business – Tech Issues Major trends, thrusts and initiatives Organizational and issue complexity Environments and Interfaces Urgency Integration (and the “alignment issue” Comprehension – as in lack of same
    11. 11. State of the IT Industry &Function Products Projects Professionalism Practice and Theory (architecture among other things) Process Performance
    12. 12. Worldwide IT Trends and Benchmark Report: 85% of North American IT organizations are failing to meet their organizations’ strategic business needs. Only a fraction of companies are seeing visible returns on their e-commerce investments. “IT departments need to be working hand in glove with business units to achieve business performance goals.”
    13. 13. Two hundred and five companies participated in ProScisbenchmarking study on the future role of IT in business processreengineering. Current IT role and performance In nearly 50% of reengineering projects, IT managers or staff had conflicts with the project team, and almost 80% of operational managers and staff rated IT support and performance as mediocre to poor. IT managers gave themselves slightly higher performance reviews, but still only 40% considered their performance very good or excellent.
    14. 14. Participants stated that the primary contributor to ITspoor reputation was their lack of operational knowledgeand understanding of business needs. In some cases, ITfailed to match technology to the desired businessprocesses, was unable to meet commitments, or was notcustomer-service oriented.IT managers and staff indicated that IT should be the driverin reengineering. In strong disagreement, operationalmanagers and consultants stated that IT should be anenabler, a team member and a partner in the reengineeringprocess.
    15. 15. Competing missions / functions? Program Organization Management and results Information Infrastructure Technology and process Information Tools and Management products Knowledge Values, methods Management and learning
    16. 16. Different Drivers…………..IT – well, it just makes senseIM – if you order it ………. you canfind itKM – exactly what are we trying toachieve here?
    17. 17. Project success depends on…. (besidesstrict ROI)….“impacts on customerrelationships, intellectual capitalgrowth, and organizationallearning and process improvement.”Howard Rubin
    18. 18. Business - IT: An elusive alignment Enablers Inhibitors Senior exec support for IT IT/business lack close relationships IT involved in strategic IT does not prioritize well development IT understands the business IT fails to meet its commitments Business-IT partnership IT does not understand business Well-prioritized IT projects Senior execs do not support IT IT demonstrates leadership IT management lacks leadership
    19. 19. Simplified Voltron Design
    20. 20. A KM Initiative Sampler-Technical Base-Information KnowledgeDocument and records management On-line centres of expertise (loadedRepositories i.e. static) and interactive (i.e.Mail management “virtual mentoring”) “knowledge tools” CIRLIB (eg.)Enterprise directories Workgroup computingArchitecture and standards INFOWEBPortals Employee skills and interestsMedia inter-operability database (with relationship toSearch engines and automatic succession planning)analysis tools Forums and E-POWPMsDatabases and business applications Conference debriefs Exit interviews
    21. 21. A KM Initiative Sampler -Non Technical Base- Information KnowledgeLibraries and learning centres Communities of PracticeVertical files Interactive PresentationsClassifications (Metadata, De-briefs (events, experiences,taxonomies, ontologies) situations, locations, etc. etc.)Meeting places Best practicesExperience sharing (interesting and “Explorations” (as in “what if”?)(aspotentially useful articles, books) in “what do we know, what don’t weInformation management including know, what do we need to know”?)sharing (e.g. roles and Clients, partners and relationshipresponsibilities) profiles) (Corporate intelligence)Clients and partners (who) Scenarios, models, frameworksEnterprise FAQs and templates
    22. 22. AFM Is A Core Component of AKO Army Knowledge AKO Vision Online • 27,000 + Users Transform the Institutional • The Army’s Intranet Army into an information-age, networked organization that leverages its intellectual capital Army • Averages to better organize, train, equip, 65,000 visits Home per day and maintain a strategic land Page • The Army’s combat Army Force. Public Website ArmyActionable Flow Model Decisions • In use at HQDA and the Army Force Decision Packaging Management School Knowledge HQDA Dat a S haring I nitiat ive Specialized Data Professional Judgment Sharing Integrated Data Business Views Operational Data (Synchronized Data) FORCES Intelligence Initiative Analysis / Inference • 37 Army databases Information consolidated by DISC4 SOURC Context E AKO Pilot Projects Data Staff Officer’s Personnel Finance PEO C3S Knowledge Tool
    23. 23. Contact Information Shibumi.management@gmail.com David G. Jones, Ottawa, Canada @shibumimc The roots of Knowledge Management and Strategic Planning are here: http://www.slideshare.net/ShibumiMC/a sst-press-release-01-2013

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