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Losing Your Minds:
Capturing, Retaining, and Leveraging
Organizational Knowledge
© Working KnowledgeCSP All Rights Reserved
One View of Knowledge
2
© Working KnowledgeCSP
Context
• Major Government Intelligence Agency
• Key Analyst with 40+years experience announces ret...
© Working KnowledgeCSP
• You can’t capture everything he knows and you wouldn’t want
to do this
• Determine what is the “c...
© Working KnowledgeCSP
Change Drives Knowledge Needs
An Operational Case for KM
• Determine kind of knowledge needed to mi...
© Working KnowledgeCSP
Workforce Turnover and Knowledge Loss
• People loss = knowledge loss
• Who: leadership and workforc...
© Working KnowledgeCSP
What are you doing to begin the conversation or
encourage a “sense of urgency” about workforce
turn...
© Working KnowledgeCSP
Operating Faster than “the Speed of Change”
Organizations that plan for and adapt to workforce
turn...
© Working KnowledgeCSP
Obvious – Intuitive
… so why is it still a big challenge!
• Lack of formal, consistent knowledge ca...
© Working KnowledgeCSP
Guide for Sharing Effective Practices
Descriptive Title
4 critical sections (on one page):
1. Busin...
© Working KnowledgeCSP
Document for Reuse
….with the reuser of the knowledge in mind!!
• The business context & relevant c...
Operationalizing Learning
© Working KnowledgeCSP
• What are some of the tools and techniques your
organizations are using for capturing and reusing
...
Bill Kaplan
Founder and Principal Consultant
www.workingknowledge-csp.com
bill@workingknowledge-csp.com
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Knowledge loss kaplan presentation_wednesday 24th july_1200pm – 1245pm_v3a

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Knowledge loss kaplan presentation_wednesday 24th july_1200pm – 1245pm_v3a

  1. 1. Losing Your Minds: Capturing, Retaining, and Leveraging Organizational Knowledge © Working KnowledgeCSP All Rights Reserved
  2. 2. One View of Knowledge 2
  3. 3. © Working KnowledgeCSP Context • Major Government Intelligence Agency • Key Analyst with 40+years experience announces retirement • Unique—considered a valuable national resource • 2 months to retirement Your Task • Capture his knowledge • What is your strategy? • I had a week - you have 5 minutes - but there are many of you  Solve the Knowledge Loss Problem
  4. 4. © Working KnowledgeCSP • You can’t capture everything he knows and you wouldn’t want to do this • Determine what is the “critical and relevant” knowledge • Critical and Relevant = top three most urgent problems upon which he is working that his successor will continue to address • Evaluate if one person can do what he did – they can’t • Broke into three positions • Captured knowledge used to determine job description to hire right resource – position had changed • Use successors to capture knowledge if time permits • Approach – Targeted Interview The Solution to this Knowledge Loss Problem
  5. 5. © Working KnowledgeCSP Change Drives Knowledge Needs An Operational Case for KM • Determine kind of knowledge needed to mitigate the impact of change on the normal operating performance of the organization • Organizations that can effectively leverage their knowledge will shorten not only the severity of the impact, but also the duration of the impact
  6. 6. © Working KnowledgeCSP Workforce Turnover and Knowledge Loss • People loss = knowledge loss • Who: leadership and workforce • An organizational change challenge • Causes: retirement + promotion + career change + job change + downsizing + dismissal • Potential Impacts o losses in critical core knowledge o losses in productivity o reduced quality o reduced consistency in practice o reduced ability to successfully adapt to change o loss of business or mission failure
  7. 7. © Working KnowledgeCSP What are you doing to begin the conversation or encourage a “sense of urgency” about workforce turnover challenges?
  8. 8. © Working KnowledgeCSP Operating Faster than “the Speed of Change” Organizations that plan for and adapt to workforce turnover: • routinely capture and retain critical and relevant knowledge • can access “the know how and know why” of the decisions they have made and how they addressed past operational challenges • have enabled an ability for their workforce and leadership to “connect, collect , and collaborate” in addressing both challenges and opportunities • possess the ability to respond quickly to “right the ship” or take advantage of an opportunity to drive a better outcome
  9. 9. © Working KnowledgeCSP Obvious – Intuitive … so why is it still a big challenge! • Lack of formal, consistent knowledge capture and reuse frameworks that are an integral part of organization operating or business processes - part of the way the organization works • Lack of broad senior leadership commitment to provide the necessary resources and take the necessary action to address knowledge capture and retention challenges • It is difficult and labor intensive (costly) to capture what is in people’s heads” • Requires a unique skill set that is both “art and craft” -- technology is not the answer • Knowledge and skills transfer is seen as “extra work” to be tackled “when we have time”
  10. 10. © Working KnowledgeCSP Guide for Sharing Effective Practices Descriptive Title 4 critical sections (on one page): 1. Business process (or other learning topic) and context within which it has been applied 1. What it is and what it’s used for 2. Results and experience from it’s use 3. Key learnings and advice Plus: • Contact information for the people who have used it • Where to find documents and other artifacts to help in it’s application • Date provided See Accompanying Template
  11. 11. © Working KnowledgeCSP Document for Reuse ….with the reuser of the knowledge in mind!! • The business context & relevant category in which the practice (or other learning subject) has been used & learning occurred. • Specific guidance on what needs to be addressed at each stage of the practice • Key process and procedure steps • Advice in the form of guidelines, checklists, stories and FAQs containing both local and validated common experience. • Links to people who have used the practice. • A reference library of artifacts and documents or links associated with the implementation of the practice. • Reference to the Function and/or Community who keeps the practice current and renewed with improvements from it’s continued use • Feedback from the end user to keep it relevant and alive. If you really want people to use a better practice, it needs to be documented in a manner that makes it easy to understand.
  12. 12. Operationalizing Learning
  13. 13. © Working KnowledgeCSP • What are some of the tools and techniques your organizations are using for capturing and reusing knowledge? • How well are they working?
  14. 14. Bill Kaplan Founder and Principal Consultant www.workingknowledge-csp.com bill@workingknowledge-csp.com

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