Npc case studies

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  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages These are the objectives of the session.   By end of the briefing/seminar/workshop you should have a better understanding of KM and ability to consider implementation of KM within your own organisations.     Transition Before we start I would like to learn a bit more about you all and also to tell you a bit more about myself and the company I work for. These are the objectives. By end of the briefing/seminar and workshop you should have a better understanding of KM and ability to consider the implementation
  • Key Messages 7 steps to successful implementation of KM.       Transition First, lets look at developing the KM vision.
  • Key Messages KM started in mid 90’s as a technology driven initiative, it rapidly developed into a people driven initiative.   6 generations of KM so far. Transition
  • Key Messages KM started in mid 90’s as a technology driven initiative, it rapidly developed into a people driven initiative.   6 generations of KM so far. Transition
  • Key Messages KM started in mid 90’s as a technology driven initiative, it rapidly developed into a people driven initiative.   6 generations of KM so far. Transition
  • Key Messages Keywords here are collectively and systematically. KM is about Creating, Sharing and applying Knowledge KM must be linked to the Business Objectives   Transition
  • Key Messages Measure progress of the 9 steps of the KM process, using KM Maturity Model.     Transition
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Key Messages The day is split into 5 modules.   Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
  • Npc case studies

    1. 1. Knowledge in Healthcare <ul><li>&quot; Knowledge is the enemy of disease, the application of what we know will have a bigger impact than any drug or technology likely to be introduced in the next decade. I’m talking about three types of knowledge here: Statistics, Evidence and Mistakes - we need to be able to deliver these as simply and abundantly as we deliver clean water .&quot; </li></ul><ul><li>Sir Muir Gray </li></ul><ul><li>NHS Chief Knowledge Officer </li></ul>© Knowledge Associates International Ltd. 2009
    2. 2. CSIP, Birmingham, UK © Knowledge Associates International Ltd. 2009
    3. 3. Care Services Improvement Partnership CSIP <ul><li>Organization Profile </li></ul><ul><li>Why KM? </li></ul><ul><li>Identifying Knowledge Needs </li></ul><ul><li>KM Strategy </li></ul><ul><li>KM Implementation Plan </li></ul><ul><li>Key Results </li></ul><ul><li>Key Lessons Learned </li></ul>© Knowledge Associates International Ltd. 2009
    4. 4. CSIP Organization <ul><li>70 Professionals </li></ul><ul><li>UK Healthcare services to children, adults, older people, mental distress, physical disability, learning disability, prison health, local government </li></ul><ul><li>Support to Local Authorities, regional agencies, voluntary and private organisations </li></ul><ul><li>Draw from clinicians, practitioners, senior managers, specialists, networks of people </li></ul>© Knowledge Associates International Ltd. 2009
    5. 5. © Knowledge Associates International Ltd. 2009 Will CSIP survive for another 12 months?
    6. 6. 2006 Starting to investigate KM © Knowledge Associates International Ltd. 2009 Alastair McIntyre                          Associate Director Martin Fisher                                           KM Lead
    7. 7. How to Implement KM – 7 Generic Steps <ul><li>1. KM Vision Development </li></ul><ul><li>2. Knowledge Assessment </li></ul><ul><li>3. KM Strategy and Framework Development </li></ul><ul><li>4. Compelling KM Business Case Support </li></ul><ul><li>5. New KM roles and responsibilities </li></ul><ul><li>6. Implement KM Processes & Technologies </li></ul><ul><li>7. Measure and Improve (K Asset Accounting) </li></ul>© Knowledge Associates International Ltd. 2009
    8. 8. Summary of Specific KM Actions <ul><li>KM Awareness and education across whole organization </li></ul><ul><li>Establishing a KM Working Group </li></ul><ul><li>KM Assessment surveys to determine levels of maturity </li></ul><ul><li>Identification of Key Knowledge Areas </li></ul><ul><li>Development of a KM Strategy </li></ul><ul><li>Training people in knowledge-working skills & tools </li></ul><ul><li>Creating Knowledge Roles across the organization </li></ul><ul><li>A formal KM Process to collectively, systematically and continually manage knowledge </li></ul><ul><li>Linking roles with organizational framework for personal knowledge & skills development </li></ul>© Knowledge Associates International Ltd. 2009
    9. 9. CSIP KM Assessment Survey © Knowledge Associates International Ltd. 2009
    10. 10. KM Strategy to create value by <ul><li>Capturing, storing and sharing knowledge more effectively </li></ul><ul><li>Not repeatedly ‘re-inventing the wheel’ </li></ul><ul><li>Collaborating naturally </li></ul><ul><li>‘ Knowing what we know’ </li></ul><ul><li>‘ Know who knows what’ – expert directory </li></ul><ul><li>Reducing isolation and improving integration within our Team </li></ul><ul><li>Improving cooperation with our regional stakeholders </li></ul><ul><li>Continually improving and measuring our progress </li></ul><ul><li>Maintaining our systems </li></ul>© Knowledge Associates International Ltd. 2009
    11. 11. Compelling KM Business Case <ul><li>What knowledge areas, if we could </li></ul><ul><li>really manage them better, would make a big difference to our value? </li></ul>© Knowledge Associates International Ltd. 2009
    12. 12. Compelling KM Business Case <ul><li>Personal KM </li></ul><ul><li>Team KM </li></ul><ul><li>Organizational KM </li></ul><ul><li>Inter-Organizational KM </li></ul>© Knowledge Associates International Ltd. 2009
    13. 13. New Roles & Responsibilities <ul><li>Associate Director (Chief Knowledge Officer) </li></ul><ul><li>Business Manager </li></ul><ul><li>Head and one other member of IT Services </li></ul><ul><li>One representative Consultant </li></ul><ul><li>Knowledge Management Lead </li></ul>© Knowledge Associates International Ltd. 2009
    14. 14. Personal responsibility for KM <ul><li>“ As we all need to be better knowledge </li></ul><ul><li>managers, we must all be supported </li></ul><ul><li>with training and ongoing assistance with </li></ul><ul><li>knowledge-related skills and competencies </li></ul><ul><li>appropriate to our roles” </li></ul>© Knowledge Associates International Ltd. 2009
    15. 15. CSIP Knowledge Community © Knowledge Associates International Ltd. 2009
    16. 16. Share © Knowledge Associates International Ltd. 2009 start conversations ask questions and provide answers work together in groups share your latest news and events share useful resources
    17. 17. Find © Knowledge Associates International Ltd. 2009 find people and groups join conversations read the latest news find forthcoming events find useful resources
    18. 18. Support © Knowledge Associates International Ltd. 2009 read answers to common questions get help from other users offer support and guidance personalise this website change your profile
    19. 19. “ We have identified levels of Knowledge Worker skills that are commensurate with newly created Knowledge Roles within the team, and have aligned these skills with each post’s profiles within the NHS Knowledge & Skills Framework. This ties KM skills and competencies to each member’s personal development ” © Knowledge Associates International Ltd. 2009
    20. 20. KM Maturity Model © Knowledge Associates International Ltd. 2009 Question Score XYZ 1. Am I effectively capturing information about new people/experts, project work, new learnings, new ideas, insights? 15 2. Am I effectively storing new people/experts, project work, new learnings, new ideas, Insights? 5 3. Am I effectively sharing/applying new people/experts, project work, new learnings, new ideas, insights? 15 4. Am I effectively collaborating and discussing problems, issues, new ideas, learnings insights? 30 5. Am I effectively harvesting new learnings, new ideas, insights? 20 6. Am I effectively developing shared best practices and applying best eKnowledge ? 30 7. Am I effectively developing best experts and leveraging on Communities ? 50 8. Am I effectively measuring the above KM activities? 25 9. Am I effectively maintaining my KM system? 10 200
    21. 21. Knowledge Competencies © Knowledge Associates International Ltd. 2009
    22. 22. Key Challenges <ul><li>Convincing colleagues of the relevance of KM to their everyday work </li></ul><ul><li>Making a convincing link between theory of KM and effort and personal responsibility </li></ul><ul><li>Identifying work improvement areas without being critical of people’s work practices </li></ul><ul><li>Perception the ‘doing KM’ is extra work </li></ul><ul><li>Overcoming the attitude ‘Why should I share?’ </li></ul>© Knowledge Associates International Ltd. 2009
    23. 23. Key Results <ul><li>Increased team wide collective and systematic KM </li></ul><ul><li>Better management of critical knowledge bases </li></ul><ul><li>A natural Community of Practitioners </li></ul><ul><li>Greater collaboration </li></ul><ul><li>Building an asset of ‘Learning Logs’ from projects </li></ul><ul><li>Positive measures of continuous improvement </li></ul>© Knowledge Associates International Ltd. 2009
    24. 24. Greatest Result © Knowledge Associates International Ltd. 2009 Established recognition for the value CSIP deliver to the NHS Group
    25. 25. © Knowledge Associates International Ltd. 2009
    26. 26. © Knowledge Associates International Ltd. 2009
    27. 27. © Knowledge Associates International Ltd. 2009
    28. 28. Key Lessons Learned <ul><li>Demonstrate what you preach – be practical </li></ul><ul><li>Needing to work in a new way doesn’t automatically make people good at doing it </li></ul><ul><li>Never underestimate personal support, especially new tools </li></ul><ul><li>Tie your KM based objectives to </li></ul><ul><ul><li>Organisational objectives </li></ul></ul><ul><ul><li>Personal development </li></ul></ul><ul><li>Keep an eye on the big picture AND recognise the importance of individual elements of the programme </li></ul>© Knowledge Associates International Ltd. 2009
    29. 29. © Knowledge Associates International Ltd. 2009 BBC
    30. 30. © Knowledge Associates International Ltd. 2009 Step 1 Get people talking
    31. 31. © Knowledge Associates International Ltd. 2009 Step 2 People Finder
    32. 32. © Knowledge Associates International Ltd. 2009 Step 3 Get Blogging
    33. 33. © Knowledge Associates International Ltd. 2009 Step 4 Use Wiki’s

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