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Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
Bf Top Level Findings
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Bf Top Level Findings

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  • 1. ICT 18 Month Primary Findings Presented by Marc Osten to the BKN Team and SMT (October 2008)
  • 2. Data Reviewed
  • 3. Knowledge Agenda <ul><li>There is continued strong support for the foundation’s commitment to the ‘knowledge agenda’ – to radically improve the foundation’s ability to build, manage and share knowledge with all relevant stakeholders. </li></ul>
  • 4. A Big Undertaking <ul><li>There is virtually universal agreement that the agenda and effort needed to work more collaboratively , to be more intentional about knowledge building and sharing and to view and work with grantees, alumni and others through a network-centric lens is a very big undertaking and will evolve over time . </li></ul>
  • 5. Staff Enthusiasm <ul><li>Despite capacity stress and other challenges, staff is enthusiastic about building off the work they’ve done over the past year and a half to work in new ways to improve efficiency and impact. </li></ul>
  • 6. Stuck in the Toolbox <ul><li>Staff emphasized that they themselves and their colleagues are often limited by their technology tool-based view of things and therefore do not spend enough time thinking about strategic uses of the tools and attending to learning how to use them to their full potential. </li></ul>
  • 7. Training Gaps <ul><li>There is serious concern about training related to ICT tools , particularly SKIP but also came up in regard to tools in general. In addition, there is a desire for more time set aside to learn about how to strategically apply tools via non-tool related competencies (e.g. network building strategy/tactics, data analysis) tied to the foundations push towards knowledge building and sharing. </li></ul>
  • 8. Online Engagement <ul><li>There is strong support for continued experimentation and institutionalization of online engagement with external audiences in creative ways to forward building of the Blandin Knowledge Network. </li></ul>
  • 9. Knowledge Experiments <ul><li>There is an interest in conducting more intentional and specific experiments within the organization related to knowledge building and sharing. </li></ul>
  • 10. Human Investment <ul><li>Staff feels that there is a disparity between the investments being made financially as compared to the investments in human capital . Inadequate time for training and experimentation with new tools and approaches to working internally and with external stakeholders were noted as examples. Staff wants more of a green light from management to invest the necessary time to do this. </li></ul>
  • 11. Culture <ul><li>A shift in organizational culture to use more collaborative, inclusive and transparent approaches, especially among all senior management, was noted as an essential ingredient to foster systemic change within the foundation. There is general agreement that change is emerging but that there must be a more intentional and assertive demonstration (walking the talk) by all senior staff and within departments. </li></ul>

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