Practical KM Strategy And Tactics
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Practical KM Strategy And Tactics



Presentation given at the KM Australia conference held in Sydney, August 2009.

Presentation given at the KM Australia conference held in Sydney, August 2009.



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    Practical KM Strategy And Tactics Practical KM Strategy And Tactics Presentation Transcript

    • Practical KM strategy and tactics Stephen Bounds [email_address]
    • What is an organisation?
    • What is an organisation?
    • What is an organisation?
    • What is an organisation?
    • 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
    • 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