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How to keep the knowledge when the guru leaves
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How to keep the knowledge when the guru leaves

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Your guru leaves for a new job and the knowledge walks out of the door with him. Sadly this is the reality and there in not much to do about it. …

Your guru leaves for a new job and the knowledge walks out of the door with him. Sadly this is the reality and there in not much to do about it.
Not really!
This workshop provides a methodology for keeping the knowledge in the organisation when people leave.
Concepts of knowledge capturing and sharing are discussed and why it is necessary.
A framework for knowledge capturing and sharing is introduced and dissected. What are the methods and tools that can be used, what are the challenges and how to overcome them?
All this is put together and a number of activities emerge which are compiled into an action plan.

Published in Business , Education
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  • 1. KNOWLEDGE CAPTURING & SHARING Niklas Sinander Enterprise Information Manager www.eumetsat.int niklas.sinander@eumetsat.int
  • 2. Knowledge Capturing & Sharing EUMETSAT • Enterprise Information Manager • Previous Intranet and Web manager • Speaker at conferences • Initiated Information Management Community of Practice with ESOC 2 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 3. Knowledge Capturing & Sharing EUMETSAT Enterprise Information Management -Governance - Policies, Processes, Procedures - Tools – Document Management, Intranet, Web Site Information Management Community of Practice in 2011 ESOC Knowledge Management -Governance - Policies, Processes, Procedures - Tools – Enterprise Search, Knowledge repositories 3 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013 Knowledge Capturing & Sharing Toolkit
  • 4. Agenda • Knowledge Capturing & Sharing (KC&S) Concepts • Tools, Processes and Practises • Exercise #1 – Analyse a KC&S method • Challenges • Guidelines for starting a KC&S initiative • Exercise #2 - Build your own KC&S action plan • Wrap Up 4 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 5. Knowledge Capturing & Sharing Concepts Types of knowledge • Explicit – knowledge that can be codified • Information • E.g wikipedia, a map • Tacit – knowledge that is difficult/impossible to codify • In addition to explicit knowledge (information) needs experience and thinking skills • E.g recognising a face, riding a bike • Example: Walk from the UN headquarter to Grand Central station on Manhattan 5 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 6. Knowledge Capturing & Sharing Concepts 6 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 7. Tools, Processes and Practices • Tools • • • • • Processes Wiki Blogs Streams Instant Messenger • Webinars • Expert Directory • Search Engines … 7 • Lesson Learned • Exit interview • Tagging Guidelines • Taxonomies • … EUM/GES/VWG/13/728066 Issue 1, 5 November 2013 • Practises • Community of Practice • Knowledge Café • Mentoring • …
  • 8. Exercise #1 – Analyse a KC&S method • Analyse one of the following KC&S Processes/Practises • Lessons Learned • Exit interview • Community of Practice • Different method for each group • Consider different aspects: • • • • • In which context/when would it be effective Advantages/disadvantages with the method Any particular challenges by using the method What impact may the culture in the company have on using this method Etc • Each group to present a main finding for the other groups 8 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 9. Where are we? • Challenges • Guidelines for starting a KC&S initiative • Exercise #2 - Build your own KC&S action plan • Wrap Up 9 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 10. KS&C Challenges Culture and Mindset (1) • Unwillingness to share • What • People are hired for their skills and knowledge and are in many cases not willing to share their knowledge and risk losing their competitive edge. • What to do about it • Promote a culture of sharing • Lead by example • Create incentives for sharing knowledge • Confidence to share • What • Users might not feel confident enough to share if they believe others are more knowledgeable • What to do about it • Create a safe environment where people feel confident to share. Start in smaller groups and expand to larger groups once confidence is high in the smaller group • Build a culture of trust between people in the organisation 10 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 11. KS&C Challenges Culture and Mindset (2) • Capturing and sharing takes time • What • Even if people are willing to share their knowledge they might feel that they do not have the time or other tasks have higher priority. • What to do about it • Allow people to set aside time to share their knowledge • Integrate knowledge sharing in the daily tasks • Distance • What • Distance between people makes it difficult to interact and share. Note that distance can be geographical, be due to language barriers and different cultures • What to do about it • Geographical distance: Unit or company wide physical meetings, video or phone conferences • Language barriers: Promote a common company language and use it frequently allowing people to be comfortable using it. Use simpler language, allow enough time for questions, speak slower • Cultural barriers: Use people with experience from different cultures to moderate meeting. Educate about differences in cultures 11 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 12. KS&C Challenges Management resistance • Not enough support from management • What • Middle management do not demonstrate support for knowledge sharing, do not allocate time for it and do not lead by example so employees will neither • What can be done about it • Convince senior management to lead by example • Create incentives for middle management for information sharing Information & technology related • Usability of Tools, Processes and Practices • What • All methods used for knowledge capturing and sharing need to be non intrusive and easy to use • What can be done about it • Processes and Practices need to be integrated in the day to day work • Activities for sharing should not be perceived as additional tasks to perform • Any tool used need to intuitive to use 12 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 13. Short break or shore break … 13 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 14. Guidelines for starting a KC&S initiative Use Case for KC&S • List different areas where there might be a problem with how knowledge is managed • Are these real problems for the company? • Would solving these problems have a real impact on the company? • Could a KC&S initiative solve the problems? How? • Would your management understand the problem and be willing to act? 14 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 15. Guidelines for starting a KC&S initiative Get buy in from management • What is the problem • Describe the problem in terms that your management will understand • Provide concrete examples, e.g long time to market, takes too much effort, high cost or risk, people retiring, etc • How can KC&S solve the problem • • • • Present a solution that is realistic to achieve Outline additional benefits if any How soon could the solution deliver positive results Again real life examples from other companies may be useful • What would the solution require from the company • What would the cost and effort be • How would employees be impacted • Any other impact • In the end, you need to convince management that the benefits by solving the problem out weights the cost/impact on the company 15 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 16. Guidelines for starting a KC&S initiative Start the KC&S initiative (1) • Set up a project/activity • Define what shall be achieved and by when • Define concrete objectives • • • • • Specific Measureable Accountable Realistic Time bound • Define a scope for the project • Define how to meet the objectives • Tools, Processes and Practices 16 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 17. Guidelines for starting a KC&S initiative Example Objective: By June 2014 the Product Delivery Unit shall reduce the amount of changes needed after customer Acceptance Test to be less than 5% of the cost of development. Activities to meet the objective Same mistakes repeated over and over again -> Lessons Learned -> Community of Practice 17 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 18. Guidelines for starting a KC&S initiative Start the KC&S initiative (2) • Consider challenges in your company and how they should be addressed • Define the activities needed • For each activity define who shall perform it and how much effort is needed. • Consider Change Management • Order the activities in a logical order to form a project plan • Get sign off for the project and start executing! 18 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 19. Now, where are we? • Exercise #2 - Build your own KC&S action plan • Wrap Up 19 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 20. Exercise #2 – Build your own action plan • Groups of 3 – 4 people • Three building blocks for creating the action plan a) Use Case for KC&S ~10 min b) Get buy in from management ~ 20 min c) Start the KC&S initiative ~ 20 min • Material • Templates for a), b), and c) above plus for Activities • Lists of Tools, Processes and Practices, Challenges 20 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 21. Template – Use Case 21 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 22. Template – Get Buy In 22 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 23. Template – Start KC&S Initiative 23 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 24. Template – Challenges 24 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 25. Template - Activities 25 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  • 26. Wrap Up • What have we learned today? • A lot of theory • We have applied this on real life problems • You leave this workshop with an action plan ready to execute • Feedback round • Share one take way from this workshop 26 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013