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Relating (or Integrating) KM,          IM and IT   Suggested Enterprise or Sector            Workshop     David G. Jones, ...
Welcome! Let’s Talk……….
Workshop Plan   Introductions: participants /organization /role   Preliminary identification of issues / interests   Te...
Workshop Rules Frankness and Confidentiality Privacy (names of individuals) Liability (names of companies) Good ideas ...
First Step: Start with an Org or Sector    Survey…..    And try to gather:   Personal functions   Elevator List of Views...
Define the Business Outlook, Actual and EmergingIssues   The Bottom Line (how important in relation to    other variables...
Some things you can expect.   Today, organizations are be-devilled by discrete    function dysfunction      Information ...
Management is troubledby…….   Increasing isolation, division, gaps   Decreasing aptitude, commitment and energy   Increasi...
Business-side Challenges   Unenthused about penetrating the complexity and    dedicating a lot of time to IT issues   Te...
Key Business – Tech Issues Major trends, thrusts and initiatives Organizational and issue complexity Environments and I...
State of the IT Industry &Function Products Projects Professionalism Practice and Theory (architecture among  other th...
Worldwide IT Trends and Benchmark Report:   85% of North American IT organizations are   failing to meet their organizatio...
Two hundred and five companies participated in ProScisbenchmarking study on the future role of IT in business processreeng...
Participants stated that the primary contributor to ITspoor reputation was their lack of operational knowledgeand understa...
Competing missions / functions?        Program        Organization        Management     and results        Information   ...
Different Drivers…………..IT – well, it just makes senseIM – if you order it ………. you canfind itKM – exactly what are we tryi...
Project success depends on…. (besidesstrict ROI)….“impacts on customerrelationships, intellectual capitalgrowth, and organ...
Business - IT: An elusive alignment    Enablers                       Inhibitors    Senior exec support for IT     IT/busi...
Simplified Voltron Design
A KM Initiative Sampler-Technical Base-Information                             KnowledgeDocument and records management  ...
A KM Initiative Sampler    -Non Technical Base-         Information                            KnowledgeLibraries and lea...
AFM Is A Core Component of AKO                                                                           Army             ...
Contact Information   Shibumi.management@gmail.com   David G. Jones, Ottawa, Canada   @shibumimc   The roots of Knowle...
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Conducting a Knowledge - Business workshop

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Think you want to get into Knowledge Management? Don't buy an off the shelf solution. There are none. Start with an organizational diagnostic. Do it with your own people. Define the need(s) and build / buy it at home.

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Conducting a Knowledge - Business workshop

  1. 1. Relating (or Integrating) KM, IM and IT Suggested Enterprise or Sector Workshop David G. Jones, Principal Shibumi Management Canada
  2. 2. Welcome! Let’s Talk……….
  3. 3. Workshop Plan Introductions: participants /organization /role Preliminary identification of issues / interests Term definitions / concepts / models A little history of IM/IT and now, “KM” The issues of vocabulary and perception Situation: IT – IM – KM Projects and Problems Where do we go from here?
  4. 4. Workshop Rules Frankness and Confidentiality Privacy (names of individuals) Liability (names of companies) Good ideas and Good Questions Probing and Comprehension Team approach and equality Post Workshop
  5. 5. First Step: Start with an Org or Sector Survey….. And try to gather: Personal functions Elevator List of Views Organization size, scope IT sector role / performance IM defined? Any KM underway? Leads, governance and checks / balance Successes? Are you in a “Continually learning organizations of excellence in a knowledge-based global environment?” If not, what then?
  6. 6. Define the Business Outlook, Actual and EmergingIssues The Bottom Line (how important in relation to other variables?) Competing Interests for limited resources Adaptability, competition and sustainability New customers, new methods Tracking (audit and performance measurement and other related issues) Benchmarking and “Best Practices”
  7. 7. Some things you can expect. Today, organizations are be-devilled by discrete function dysfunction  Information and knowledge technologies  Human Resources  Corporate Communications  Webmasters  Client Services  Employee Relations  Marketing
  8. 8. Management is troubledby……. Increasing isolation, division, gaps Decreasing aptitude, commitment and energy Increasing costs and decreasing returnsAnd burdened with “solutions”: How-to tools, methods and processes Metrics, benchmarks, “best” practices Information and knowledge as product
  9. 9. Business-side Challenges Unenthused about penetrating the complexity and dedicating a lot of time to IT issues Tends to view whole thing as “plumbing” – not as business factor Leery of costs, high risks (of doing and not doing), profile, the unknown Unable to respond quickly and effectively to sector defined urgencies
  10. 10. Key Business – Tech Issues Major trends, thrusts and initiatives Organizational and issue complexity Environments and Interfaces Urgency Integration (and the “alignment issue” Comprehension – as in lack of same
  11. 11. State of the IT Industry &Function Products Projects Professionalism Practice and Theory (architecture among other things) Process Performance
  12. 12. Worldwide IT Trends and Benchmark Report: 85% of North American IT organizations are failing to meet their organizations’ strategic business needs. Only a fraction of companies are seeing visible returns on their e-commerce investments. “IT departments need to be working hand in glove with business units to achieve business performance goals.”
  13. 13. Two hundred and five companies participated in ProScisbenchmarking study on the future role of IT in business processreengineering. Current IT role and performance In nearly 50% of reengineering projects, IT managers or staff had conflicts with the project team, and almost 80% of operational managers and staff rated IT support and performance as mediocre to poor. IT managers gave themselves slightly higher performance reviews, but still only 40% considered their performance very good or excellent.
  14. 14. Participants stated that the primary contributor to ITspoor reputation was their lack of operational knowledgeand understanding of business needs. In some cases, ITfailed to match technology to the desired businessprocesses, was unable to meet commitments, or was notcustomer-service oriented.IT managers and staff indicated that IT should be the driverin reengineering. In strong disagreement, operationalmanagers and consultants stated that IT should be anenabler, a team member and a partner in the reengineeringprocess.
  15. 15. Competing missions / functions? Program Organization Management and results Information Infrastructure Technology and process Information Tools and Management products Knowledge Values, methods Management and learning
  16. 16. Different Drivers…………..IT – well, it just makes senseIM – if you order it ………. you canfind itKM – exactly what are we trying toachieve here?
  17. 17. Project success depends on…. (besidesstrict ROI)….“impacts on customerrelationships, intellectual capitalgrowth, and organizationallearning and process improvement.”Howard Rubin
  18. 18. Business - IT: An elusive alignment Enablers Inhibitors Senior exec support for IT IT/business lack close relationships IT involved in strategic IT does not prioritize well development IT understands the business IT fails to meet its commitments Business-IT partnership IT does not understand business Well-prioritized IT projects Senior execs do not support IT IT demonstrates leadership IT management lacks leadership
  19. 19. Simplified Voltron Design
  20. 20. A KM Initiative Sampler-Technical Base-Information KnowledgeDocument and records management On-line centres of expertise (loadedRepositories i.e. static) and interactive (i.e.Mail management “virtual mentoring”) “knowledge tools” CIRLIB (eg.)Enterprise directories Workgroup computingArchitecture and standards INFOWEBPortals Employee skills and interestsMedia inter-operability database (with relationship toSearch engines and automatic succession planning)analysis tools Forums and E-POWPMsDatabases and business applications Conference debriefs Exit interviews
  21. 21. A KM Initiative Sampler -Non Technical Base- Information KnowledgeLibraries and learning centres Communities of PracticeVertical files Interactive PresentationsClassifications (Metadata, De-briefs (events, experiences,taxonomies, ontologies) situations, locations, etc. etc.)Meeting places Best practicesExperience sharing (interesting and “Explorations” (as in “what if”?)(aspotentially useful articles, books) in “what do we know, what don’t weInformation management including know, what do we need to know”?)sharing (e.g. roles and Clients, partners and relationshipresponsibilities) profiles) (Corporate intelligence)Clients and partners (who) Scenarios, models, frameworksEnterprise FAQs and templates
  22. 22. AFM Is A Core Component of AKO Army Knowledge AKO Vision Online • 27,000 + Users Transform the Institutional • The Army’s Intranet Army into an information-age, networked organization that leverages its intellectual capital Army • Averages to better organize, train, equip, 65,000 visits Home per day and maintain a strategic land Page • The Army’s combat Army Force. Public Website ArmyActionable Flow Model Decisions • In use at HQDA and the Army Force Decision Packaging Management School Knowledge HQDA Dat a S haring I nitiat ive Specialized Data Professional Judgment Sharing Integrated Data Business Views Operational Data (Synchronized Data) FORCES Intelligence Initiative Analysis / Inference • 37 Army databases Information consolidated by DISC4 SOURC Context E AKO Pilot Projects Data Staff Officer’s Personnel Finance PEO C3S Knowledge Tool
  23. 23. Contact Information Shibumi.management@gmail.com David G. Jones, Ottawa, Canada @shibumimc The roots of Knowledge Management and Strategic Planning are here: http://www.slideshare.net/ShibumiMC/a sst-press-release-01-2013

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