Being "effective" in supporting national security and challenging terrorism means a whole new approach to managing information and knowledge

2. Intellectual Capital to Intellectual
Capitalism:
The Calm and the Storm

3. A CHALLENGE – ARISING FROM A REVIEW OF THE EVENTS OF 9/11
To speak to what was “normal” definition and process and
what appears to be the new norm since September 11;
To present illustrative models for managing intangibles;
To help position the individual within the context of his/her
work environments and new missions

4. THE SCOPE ISSUE
 “Enterprise” Knowledge Management
 “Community” of Practice
 “Corporate” information
 “Business” data
 Teams and groups

5. EVOLUTION IN THE INFORMATION AND KNOWLEDGE COMMUNITIES:
• New program delivery processes and objectives that build on quality,
continuous learning and continuous improvement
• Valuation for experience, understanding and competence as well as
achievement (visible results)
• Succinct, transparent and cooperative decision and delivery processes
• A new bottom line that includes economic and environmental
sustainability as well as profitability / performance
• Emerging appreciation of needs in the areas of horizontal and vertical
integration; or at the least, harmonization

6. THE “KM COMMUNITY” IS MOVING BEYOND SEEING IM SOLELY AS A
RECORDS FUNCTION:
“Intelligent organizations do „corporate think‟ - they
capitalize on making tacit knowledge part of their
infrastructure. They automatically process and deliver
information necessary for the achievement of objectives
across the entire organization. Combining raw data, facts
and figures with validating insights and making the
results available enterprise-wide enables an IM paradigm
shift.”

8. A POST 9 / 11 CALL TO ACTION
The events in North America should have caused us to embark on a major shift
in the way we work, with:
• new strategic frameworks
• new management structures
• new management approaches emphasizing “performance management”
• new models, tools, processes
But did that really happen? Or are we, organizationally and functionally, just
doing more of the same?

9. FOCUSING ON ONE OF THOSE TOOLS
In the information and knowledge age, should we not be exploring what
benefits can be derived from exploitation of information and knowledge
assets….. what is commonly known as “Knowledge Management”?
In my view, KM is the “enterprise-wide
definition, establishment, operation and continuous
improvement of the organization and its capability; its
information and knowledge; and its collaborative information
technologies – all directed towards ensuring the organization
remains firmly focused on operational effectiveness.”

10. I AM IN AGREEMENT WITH MARK ADDLESON’S VIEW:
˜ KM is embedded in (communities of) practice – It is the way we do
things. It is not an 'add-on'. You become a „knowledge centered‟
organization.
˜ Everyone does KM - from mail rooms to board rooms and police
officers to city hall.
˜ Much of what is important in KM cannot be measured and trying to
make it measurable means we pay attention to the wrong things
˜ We understand better what KM is not: it is neither simply „improved
communications‟, „better training‟, nor „new technology‟.

11. ICONS OF UNDERSTANDING

12. WTC – SEPTEMBER 11, 2001

13. ON SEPTEMBER 11,
The “Storm” did four things:
• It accelerated new trends already in process
• It established a new set of rules and requirements
• It placed heavy expectations on security and protective
services
• It brought forward new legislation

14. WE SAW NEW, IMPROVED, COMPREHENSIVE LEGISLATION ALLOWING
FOR:
 Reduced ambiguity and discontinuity between mission and
activity
Change in organization, in process, in practices
 New collaborative methodologies
 A whole lot more focus on Partnering / Performance / Program
scope
 Paradigm shifts in business, and function-specific information
models, to support:
 learning and “network-based, knowledge-intensive, global service
society.” (Skandia)
Initiative and intellectual entrepreneurship

15. BUT THERE ARE OTHER REQUIREMENTS
“National Security” needs to involve (among other
things)….
1. Establishing institutional and constituency objectives
2. Enterprise strategies for getting there – without delay…
3. And that involve shattering the stovepipes
4. Moving on from an historical focus to one that is adaptive and
responsive to need
5. Learning to use the tools, technologies, work and program development
and delivery practices that we have developed and acquired
Bottom Line: We don‟t need yet more linear, single process, non-
interoperable “solutions”

16. WE NEED AN INTELLECTUAL CAPITALISM” MENTALITY, THAT
……means Linking and Leveraging Intangible Assets
Information / Function Knowledge /
Mission
“New
intelligence”

17. PERHAPS WE HAVE TO BECOME …. ”INTELLECTUAL
CAPITALISTS”!
• Personal and group initiatives (risk taking)
• An enterprise view
• A focus on mission objectives
• Exploiting all resources
• Doing what pays off
• Managing for sustainability in a stakeholder context

18. GETTING THERE INVOLVES A LOT OF WORK
To become intellectual entrepreneurs (on the road to becoming an
intellectual capitalist), we need to do a whole lot of fundamental
work…….on the definition of good data (and getting rid of bad or
irrelevant data); structuring data and valued added data (or
information); and linking together that data and information with
business needs (preferred outcomes) to create a knowledge regime.
Following is a sample work template that illustrates what sort of
information organization needs to be worked through.

19. Element Application Context
Data Program prioritization / statistical Operations and reporting
output
Information and best Operations and administration Functional requirements / learning
practices and qualifications – working
smarter
Intelligence Mission Analysis, prevention, conviction,
correction
Intelligent operations Performance / quality Performance management and
measurement; risk and value
management
Knowledge Managing relations People, projects and information
Management flow
Intellectual property Asset management Business comptrollership
Enhanced sharing and Legal, security and international National and international security
standardization communities
IM/KM/IC Horizontal Axis

20. Level Activity Issues
Data Program prioritization / statistical Operations and reporting
output
Information and best Operations and administration Functional requirements / learning
practices and qualifications – working
smarter
Intelligence Mission Analysis, prevention, conviction,
correction
Intelligent operations Performance / quality Value and performance
management and measurement
Knowledge Managing relations People, projects and information
Management flow
Intellectual property Asset management Modern Comptrollership
Enhanced sharing and Justice, security and international National security
standardization communities
IM/KM/IC Vertical Axis

21. DAVID G. JONES
SHIBUMI.MANAGEMENT@GMAIL.COM