Practical KM Strategy And Tactics

Practical KM strategy and tactics Stephen Bounds [email_address] http://www.bounds.net.au

What is an organisation?

Nature of organisations
Superficially similar to each other
Partly a product of their environment
eg location, time, industry, culture
Not possible to force specific outcomes
Can encourage or retard growth

Situational context
What works in one organisation may not work in others
different environmental conditions
different internal predispositions
Role of KM is much closer to that of a gardener than an engineer
Work with what is available
Easy to disrupt, hard to foster growth

7 step strategic framework Where are we now? And where do we want to be? Goals Judging the quality of our results Responsibilities How do we make sure this works? Strategies How does this fit? Principles What will happen when we get there? Benefits How does this help the organisation? Objectives Why is this important? Background

Reasons for a KM strategy
the world is changing
our work is changing
our people are changing
habits prevent better results
need to learn more from each other

Objectives of KM
Make the most of your organisation’s collective intelligence
Not the sum total of each person’s intelligence
Key objectives:
distributed problem solving
knowledge integration

Benefits of KM
Greater adaptability
Attributes of adaptability:
resilient can survive internal & external changes
innovative can take advantage of opportunities presented

Knowledge Systems

Problem solving pattern

KM objectives chain Distributed Problem Solving Knowledge Integration Knowledge Distribution Individual Learning Collabor-ation Knowledge Codification Narrative Greater Adaptability (Resilience, Innovation, etc)

Governance
Strategy must link KM activities to business goals
Translate KM jargon into terms that make sense to your organisation
Think global and long term Plan and act local and short term

Tactics
Intelligence gathering
Audit knowledge practices & systems
Take responsibility for a whole-of-org service; use this to learn core business activities
Identify areas where productivity improvements can also yield better alignment with long-term KM goals

Tactics
Start with zero-net cost improvements
Build capabilities that target a specific need but also design for expansion
Gain trust of employees to deliver results while also planning long term
Seek to establish cycle of positive reinforcement from KM interventions

Questions?

Image credits
Flickr
Paulo Brandão - hdr tree
cybaea - Clockworks
Brenden Ashton – National Library of Australia, Canberra
Ben Smith – 160/365: Turing Complete

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Practical KM Strategy And Tactics

by Stephen Bounds

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