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Knowledge Management Programs: Identifying Objectives and Obtaining Commitments Stan Garfield KM Chicago March 2010
KM Program Implementation Steps <ul><li>Create a  Top 3 Objectives List  of challenges and opportunities which your KM pro...
Goals of Knowledge Management <ul><li>Enabling better and faster  decision making </li></ul><ul><li>Making it easy to  fin...
Opportunities Survey <ul><li>Check all of the following challenges you are currently experiencing: </li></ul><ul><ul><ul><...
Opportunities Survey (continued) <ul><li>List any other challenges you regularly experience with sharing, innovating, reus...
Example of Top 3 Objectives <ul><li>Increase win rate by improving the proposal development process. </li></ul><ul><li>Low...
9 Questions to Answer <ul><li>People </li></ul><ul><li>Which  people  in your organization need to participate in the KM p...
Example: People <ul><li>Which job families in your organization need to participate in the KM program? </li></ul><ul><ul><...
Example: Process <ul><li>What existing processes need to be modified to incorporate KM activities?  </li></ul><ul><ul><li>...
Example: Technology <ul><li>What existing tools can be used in support of the new initiatives? </li></ul><ul><ul><li>Threa...
Knowledge Management Strategies <ul><li>Motivate : communicate, model, set goals, recognize, reward </li></ul><ul><li>Netw...
Example of a KM Strategy <ul><li>Motivate: measure and reward collaboration, sharing, capture, reuse. </li></ul><ul><li>Ne...
10 Commitments from Senior Executive <ul><li>Approve a  reasonable budget  for people and other KM expenses. </li></ul><ul...
Ensuring the 10 Commitments are Met <ul><li>Submit a reasonable budget for people and other KM expenses. </li></ul><ul><li...
Positive Culture: Ask your senior executive to endorse, communicate, and exemplify this credo: <ul><ul><ul><li>I will prac...
Example: MindTree Consulting Values <ul><li>Caring – requires empathy, trust; needed to enable sharing and individual push...
For additional information <ul><li>Visit my web site and follow me on Twitter @stangarfield </li></ul><ul><li>Read my book...
Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which...
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Identifying Objectives and Obtaining Executive Commitment for a KM Program

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Identifying KM objectives: Identifying the top-three objectives of a knowledge management program is a crucial prerequisite.

The objectives of any organization are normally abundantly clear – to make money or to fulfill a particular purpose. The same is true for many organizational activities. But knowledge management, by its very nature, is different. It is multi-faceted and, in many respects, conceptual so that practitioners need to have a clear picture of the results they wish to achieve first before starting a KM program.

The ten commitments: The importance of securing high-level support for knowledge management is widely acknowledged, but little discussed.

The importance of obtaining high-level commitment is referenced in all the best knowledge management guides, but few detail how it should be done. Yet such support is a vital part of KM. It will ensure that your organization thoroughly supports the KM program to be implemented – and a lack of support can defeat a KM initiative before it has even really started.

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Identifying Objectives and Obtaining Executive Commitment for a KM Program

  1. 1. Knowledge Management Programs: Identifying Objectives and Obtaining Commitments Stan Garfield KM Chicago March 2010
  2. 2. KM Program Implementation Steps <ul><li>Create a Top 3 Objectives List of challenges and opportunities which your KM program will address. </li></ul><ul><li>Provide 9 Answers to questions about people, process, and technology. </li></ul><ul><li>Define the KM Strategy . </li></ul><ul><li>Gain the sponsorship of your senior executive through The 10 Commitments . </li></ul><ul><li>Create and execute the Implementation Plan . </li></ul>Objectives and Commitments
  3. 3. Goals of Knowledge Management <ul><li>Enabling better and faster decision making </li></ul><ul><li>Making it easy to find relevant information and resources </li></ul><ul><li>Reusing ideas, documents, and expertise </li></ul><ul><li>Avoiding redundant effort </li></ul><ul><li>Avoiding making the same mistakes twice </li></ul><ul><li>Taking advantage of existing experience </li></ul><ul><li>Communicating important information widely and quickly </li></ul><ul><li>Promoting standard, repeatable processes and procedures </li></ul><ul><li>Providing methods , tools, templates, techniques, and examples </li></ul><ul><li>Making scarce expertise widely available </li></ul><ul><li>Showing customers how knowledge is used for their benefit </li></ul><ul><li>Accelerating delivery to customers </li></ul><ul><li>Enabling the organization to leverage its size </li></ul><ul><li>Making the organization's best problem-solving experiences reusable </li></ul><ul><li>Stimulating innovation and growth </li></ul>Objectives and Commitments
  4. 4. Opportunities Survey <ul><li>Check all of the following challenges you are currently experiencing: </li></ul><ul><ul><ul><ul><li>It's difficult for my team to make decisions, and when we make them, they are bad. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>It's hard to find relevant information and resources at the time of need. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>We have to start from scratch each time we start a new project, and my team keeps reinventing the wheel. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>We repeat the same mistakes over and over. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>It's difficult to find out if anyone else has solved a similar problem before or already done similar work. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Information is poorly communicated to me, and I am unaware of what has been done, what is happening, and where the organization is heading. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>I can't find standard processes, procedures, methods, tools, templates, techniques, and examples. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>I can't get experts to help me, because they are scarce, in great demand, and unavailable when needed. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>We are unable to respond to customers who ask for proof that we know how to help them and that we have done similar work before. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>It takes too long to invent, design, manufacture, sell, and deliver products and services to our customers. </li></ul></ul></ul></ul>Objectives and Commitments
  5. 5. Opportunities Survey (continued) <ul><li>List any other challenges you regularly experience with sharing, innovating, reusing, collaboration, learning, and searching for knowledge. </li></ul><ul><li>From the challenges which you checked and the ones you listed, please rank the three most important in decreasing order of importance: </li></ul><ul><ul><ul><ul><li><fill in the most important challenge> </li></ul></ul></ul></ul><ul><ul><ul><ul><li><fill in the second most important challenge> </li></ul></ul></ul></ul><ul><ul><ul><ul><li><fill in the third most important challenge> </li></ul></ul></ul></ul><ul><li>What examples can you provide where sharing, innovating, reusing, collaboration, learning, and searching for knowledge are working well today? </li></ul><ul><li>What examples can you provide where sharing, innovating, reusing, collaboration, learning, and searching for knowledge worked well in the past? </li></ul><ul><li>What examples can you provide where sharing, innovating, reusing, collaboration, learning, and searching for knowledge worked well in the past or are working well today in other organizations? </li></ul><ul><li>What suggestions do you have for dealing with any of the challenges you identified? </li></ul><ul><li>What other needs do you have sharing, innovating, reusing, collaboration, learning, and searching for knowledge? </li></ul><ul><li>What suggestions do you have for meeting the needs you identified? </li></ul><ul><li>Describe how knowledge management would work ideally. </li></ul>Objectives and Commitments
  6. 6. Example of Top 3 Objectives <ul><li>Increase win rate by improving the proposal development process. </li></ul><ul><li>Lower sales and delivery costs by reusing proven practices. </li></ul><ul><li>Increase engagement quality by collaborating with customers and partners. </li></ul>Objectives and Commitments
  7. 7. 9 Questions to Answer <ul><li>People </li></ul><ul><li>Which people in your organization need to participate in the KM program? </li></ul><ul><li>What are the different roles that participants will need to play? </li></ul><ul><li>Who are the key stakeholders and leaders to line up in support of the new initiatives? </li></ul><ul><li>Process </li></ul><ul><li>What existing processes need to be modified to incorporate KM activities? </li></ul><ul><li>What new processes need to be created? </li></ul><ul><li>What policies will need to be changed or created to ensure desired behaviors? </li></ul><ul><li>Technology </li></ul><ul><li>What existing tools can be used in support of the new initiatives? </li></ul><ul><li>What new tools will need to be created or obtained? </li></ul><ul><li>What integration of tools and systems will be required? </li></ul>Objectives and Commitments
  8. 8. Example: People <ul><li>Which job families in your organization need to participate in the KM program? </li></ul><ul><ul><li>Consultants </li></ul></ul><ul><ul><li>Project managers </li></ul></ul><ul><ul><li>Managers </li></ul></ul><ul><li>What are the different roles that participants will need to play? </li></ul><ul><ul><li>Consultants: need to collaborate as members of project teams and communities of practice </li></ul></ul><ul><ul><li>Project managers: need to reuse content from previous projects an contribute details about new ones </li></ul></ul><ul><ul><li>Managers: need to ensure that consultants and project managers perform their expected roles </li></ul></ul><ul><ul><li>KM leaders: need to provide the required people, process, and technology components </li></ul></ul><ul><li>Who are the key stakeholders and leaders to line up in support of the new initiatives? </li></ul><ul><ul><li>Senior executive: sponsor program, provide funding, communicate regularly, establish goals, and inspect ongoing performance </li></ul></ul><ul><ul><li>Management team: lead by example, ensure goals are defined, and reward good performance </li></ul></ul><ul><ul><li>Thought leaders: lead communities, endorse processes, and use tools </li></ul></ul>Objectives and Commitments
  9. 9. Example: Process <ul><li>What existing processes need to be modified to incorporate KM activities? </li></ul><ul><ul><li>Project team collaboration: replace ad hoc email and file sharing with use of standard team spaces </li></ul></ul><ul><ul><li>Employee goal setting and reward: add KM-specific goals and rewards </li></ul></ul><ul><li>What new processes need to be created? </li></ul><ul><ul><li>Capture: collect project information and documents </li></ul></ul><ul><ul><li>Reuse: search for existing content and contacts from previous projects and employ as much as possible in new projects </li></ul></ul><ul><li>What policies will need to be changed or created to ensure desired behaviors? </li></ul><ul><ul><li>Collaboration: ensure that all project teams use standard team spaces </li></ul></ul><ul><ul><li>Capture and Reuse: ensure that the capture and reuse processes are followed </li></ul></ul>Objectives and Commitments
  10. 10. Example: Technology <ul><li>What existing tools can be used in support of the new initiatives? </li></ul><ul><ul><li>Threaded discussions </li></ul></ul><ul><ul><li>Virtual meeting rooms </li></ul></ul><ul><li>What new tools will need to be created or obtained? </li></ul><ul><ul><li>Collaborative team spaces </li></ul></ul><ul><ul><li>Structured repositories </li></ul></ul><ul><li>What integration of tools and systems will be required? </li></ul><ul><ul><li>Threaded discussions with email and search </li></ul></ul><ul><ul><li>Collaborative team spaces and structured repositories with email, search, and workflow </li></ul></ul>Objectives and Commitments
  11. 11. Knowledge Management Strategies <ul><li>Motivate : communicate, model, set goals, recognize, reward </li></ul><ul><li>Network : connect, cross organizational boundaries, collaborate, build communities, converse, tell stories, meet in person </li></ul><ul><li>Supply : databases, skills inventories, document repositories </li></ul><ul><li>Analyze : verification, distillation, harvesting, lessons learned, proven practices, sense-making, social network analysis, positive deviants </li></ul><ul><li>Codify : consolidate, collate, integrate, value, tag, refine, standardize </li></ul><ul><li>Disseminate : distribute, publish, syndicate, aggregate, personalize </li></ul><ul><li>Demand : just-in-time KM, expertise location, ask the expert, search, user assistance, e-learning, threaded discussions, appreciative inquiry </li></ul><ul><li>Act : decision making, proven practice replication, process improvement, embedding in workflow, responding, answering, reusing </li></ul><ul><li>Invent : create, develop, innovate, transform, stimulate, rethink, imagine </li></ul>Objectives and Commitments
  12. 12. Example of a KM Strategy <ul><li>Motivate: measure and reward collaboration, sharing, capture, reuse. </li></ul><ul><li>Network: get all consultants and project managers to collaborate on projects, actively participate in communities of practice </li></ul><ul><li>Supply: capture proposals and other project documents for all projects. </li></ul><ul><li>Analyze: select proven practices from contributed project documents. </li></ul><ul><li>Codify: ensure metadata is attached to submitted documents, and cleanse proposals to use as standard templates. </li></ul><ul><li>Disseminate: make it easy for everyone to find reusable content, methods, tools, templates, techniques, and examples. </li></ul><ul><li>Demand: search for proven practices and proposal templates for each new project. </li></ul><ul><li>Act: reuse proven practices and proposal templates on each new project, and employ customer and partner feedback to improve project quality. </li></ul><ul><li>Invent: use customer and partner feedback to improve existing services and create new service offerings. </li></ul>Objectives and Commitments
  13. 13. 10 Commitments from Senior Executive <ul><li>Approve a reasonable budget for people and other KM expenses. </li></ul><ul><li>Ensure that all KM leaders have the time to do a good job in the role and are allowed to meet in person once a year. </li></ul><ul><li>Learn how to give a KM program overview presentation . </li></ul><ul><li>Learn how to use KM tools and use them to lead by example. </li></ul><ul><li>Communicate regularly about how the organization is doing in KM. </li></ul><ul><li>Provide time during leadership team meetings and employee communication events for KM messages. </li></ul><ul><li>Ensure that KM goals are really set for all employees, and are enforced. </li></ul><ul><li>Inspect compliance to KM goals with the same fervor as for other key performance indicators. </li></ul><ul><li>Reward employees who share, innovate, reuse, collaborate and learn. </li></ul><ul><li>Ensure that time is allowed for sharing, innovating, reusing, collaborating, and learning. </li></ul>Objectives and Commitments
  14. 14. Ensuring the 10 Commitments are Met <ul><li>Submit a reasonable budget for people and other KM expenses. </li></ul><ul><li>Submit a proposal for the first annual meeting. </li></ul><ul><li>Schedule an event at which the senior executive will give the KM program overview presentation. </li></ul><ul><li>Subscribe the senior executive to an appropriate threaded discussion, and ask them to post or reply to a question. </li></ul><ul><li>Prepare a communication to be distributed to all members of the organization. </li></ul><ul><li>Request time during a leadership team meeting and the next employee communication event for a KM message to be presented. </li></ul><ul><li>Prepare a communication setting KM goals for all employees. </li></ul><ul><li>Request that the organization's balanced scorecard or equivalent performance indicator reporting be updated to include compliance to KM goals. </li></ul><ul><li>Submit a proposal for a recognition program to reward employees who share, innovate, reuse, collaborate, and learn. </li></ul><ul><li>Prepare a document defining how time is allowed and can be reported for sharing, innovating, reusing, collaborating, and learning. </li></ul>Objectives and Commitments
  15. 15. Positive Culture: Ask your senior executive to endorse, communicate, and exemplify this credo: <ul><ul><ul><li>I will practice and reward caring, sharing, and daring – caring for others, sharing what I know, and daring to try new ideas. </li></ul></ul></ul><ul><ul><ul><li>I will insist on trust, truth, and transparency in all dealings – earning and respecting the trust of others, communicating truthfully and openly, and demonstrating and expecting accountability. </li></ul></ul></ul><ul><ul><ul><li>I will look for opportunities to help, thank, and praise others. </li></ul></ul></ul><ul><ul><ul><li>I will eliminate criticism, blame, and ridicule in all interactions with others. </li></ul></ul></ul>Objectives and Commitments
  16. 16. Example: MindTree Consulting Values <ul><li>Caring – requires empathy, trust; needed to enable sharing and individual push of knowledge </li></ul><ul><li>Learning – required for individual pull of knowledge </li></ul><ul><li>Achieving – high performance requires resourcefulness and heavy reliance on knowledge </li></ul><ul><li>Sharing – active cooperation; requires fair process, openness, transparency. </li></ul><ul><li>Social Responsibility – an outward extension of all the above values </li></ul>Objectives and Commitments
  17. 17. For additional information <ul><li>Visit my web site and follow me on Twitter @stangarfield </li></ul><ul><li>Read my book and my blog archives </li></ul><ul><li>Join the SIKM Leaders CoP and the Midwest KM CoP </li></ul>Stan Garfield http://sites.google.com/site/stangarfield/home Objectives and Commitments
  18. 18. Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its member firms.

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