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Knowledge Management in a Combined/Joint Environment

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My Presentation to the 2018 Midwest KM Symposium held in Cleveland, OH 10 AUG 2018

Published in: Leadership & Management
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Knowledge Management in a Combined/Joint Environment

  1. 1. KNOWLEDGE MANAGEMENT IN A COMBINED/JOINT ENVIRONMENT by Cory L. Cannon, CKM United Nations Command/ Combined Forces Command/ United States Forces Korea #MidwestKM
  2. 2. Contents  About the presenter  Knowledge Management Defined  Knowledge Management in Middle East Operations  Knowledge Management in Far East Operations  Failures of Knowledge Management programs  Recommendations  Command Decision-Cycle  Building the Information Flow  Questions #MidwestKM
  3. 3. About the Presenter 20 years in United States military (United States Marine Corps & United States Army Reserves) Veteran of Operation Iraqi Freedom, Operation New Dawn, Operation Inherent Resolve Has stood up 6 Knowledge Management Offices within the United States Army, Army Reserves and Combined Joint Task Force. Has worked with militaries from over 70 nations in Combined/Joint Environments Currently working as a Knowledge Management Specialist at United Nations Command/ Combined Forces Command/ United States Forces Korea #MidwestKM
  4. 4. Knowledge Management Defined within the DoD  Knowledge Management being defined within the U.S. Department of Defense as a discipline focused on integrating people and processes enabled by tools throughout the information lifecycle in order to create shared understanding and increase organizational performance and decision-making.  Four Components  Organization  People  Process  Tools #MidwestKM
  5. 5. Knowledge Management in Middle East Operations  Knowledge Management Office is three years old.  Common Operating Picture (COP) focused – where are the friendlies and where are the enemies.  Signification Actions Reporting – maintained in a structured database that is easily quarriable.  Able to make quick, accurate decision – can we hit that facility, what are the second and third order effects.  Build coalition integration into the process – what expertise can our partners contribute to the fight.  Battle Rhythm preformed properly maximizes staff time to work prior to presenting it to a decision maker. If the meeting does not need to be conducted it is cancelled.  Process and Tools focused.  Looking at Lessons Identified to incorporate into future planning efforts #MidwestKM
  6. 6. Knowledge Management in Far East Operations  Knowledge Management Office is just over three years in operation.  Command is agile in nature, adopted a Battle Rhythm and working on establishing/chartering appropriate meetings to fit both the decision makers and the action officers.  Staff sections not embracing KM entirely. Command team (C level executives) have embraced concept not understanding execution.  Common Operation Picture does not include all staff equities.  Started off tools focused (SharePoint) just starting to get the staff to understand the process improvement portion of Knowledge Management  Lessons identified is only done for military exercises currently  Just starting to integrate the Korean military and the coalition into the Knowledge Management processes and policies. #MidwestKM
  7. 7. Failures of Knowledge Management programs  No Measurable Results  No Meeting Management  No Lessons Identified System  Organizational Culture not considered or willing to change  No Support from Leadership  Common Operation Pictures does not include all equities  Being tool centric  Lack of KM Strategy #MidwestKM
  8. 8. Recommendations Take a Knowledge Assessment of the OrganizationAssess Develop a Knowledge Management Strategy Include a representation from the entire coalition when developing strategy Develop Create a Lessons Identified System to include SME locatorLearn Make Knowledge Measurable - equate to either work hours or return on investmentMeasure Look at the short term projects and how they achieve the overall goal for the organizationAchieve #MidwestKM
  9. 9. Commander Decision-Cycle Command Board Functional Integration Board Functional Board Functional Board Functional Board Commander Deputy Commander Chief of Staff Deputy Chief of Staff Directors General Officers Division Chiefs Field Grade Officers • Decision • Information / Coordination • Guidance / Direction Planning Teams Work Groups Functional Board 8/43/2 5/3 CoS/5 CoS
  10. 10. 7 Minute Drill Format #MidwestKM
  11. 11. Information Flow Diagram
  12. 12. Battle Rhythm Example Notes HHQ Event J-Staff C-Staff U-Staff HHQ Meeting J Command Board C Command Board J Situational Awareness Brief J Functional Board Functional Integrating Board J Working Group - Command Board: Up to 3 topics at 20 minutes per topics. U Command Board J Functional Board J Functional Board J Functional Board J Functional Board J Working Group J Planning Team C Situational Awareness Brief U Functional Board J Working Group J Working Group U Working GroupC Working Group U Planning Team C Planning Team U Situational Awareness Brief U Planning Team U Planning Team C Planning Team C Working Group J Planning Team
  13. 13. QUESTIONS

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