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Making knowledge capturing & sharing work

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Making knowledge capturing & sharing work

  1. 1. KNOWLEDGE CAPTURING & SHARING Niklas Sinander Enterprise Information Manager www.eumetsat.int niklas.sinander@eumetsat.int
  2. 2. Knowledge Capturing & Sharing EUMETSAT • Enterprise Information Manager • Previous Intranet and Web manager • Speaker at conferences • Initiated Information Management Community of Practice with ESOC 2 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  3. 3. Knowledge Capturing & Sharing EUMETSAT Enterprise Information Management -Governance - Policies, Processes, Procedures - Tools – Document Management, Intranet, Web Site Information Management Community of Practice in 2011 ESOC Knowledge Management -Governance - Policies, Processes, Procedures - Tools – Enterprise Search, Knowledge repositories 3 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013 Knowledge Capturing & Sharing Toolkit
  4. 4. Agenda • Knowledge Capturing & Sharing (KC&S) Concepts • Tools, Processes and Practises • Exercise #1 – Analyse a KC&S method • Challenges • Guidelines for starting a KC&S initiative • Exercise #2 - Build your own KC&S action plan • Wrap Up 4 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  5. 5. Knowledge Capturing & Sharing Concepts Types of knowledge • Explicit – knowledge that can be codified • Information • E.g wikipedia, a map • Tacit – knowledge that is difficult/impossible to codify • In addition to explicit knowledge (information) needs experience and thinking skills • E.g recognising a face, riding a bike • Walk from the UN headquarter to Grand Central station on Manhattan 5 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  6. 6. Knowledge Capturing & Sharing Concepts 6 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  7. 7. Tools, Processes and Practices • Tools • • • • • Processes Wiki Blogs Streams Instant Messenger • Webinars • Expert Directory • Search Engines … 7 • Lesson Learned • Exit interview • Tagging Guidelines • Taxonomies • … EUM/GES/VWG/13/728066 Issue 1, 5 November 2013 • Practises • Community of Practice • Knowledge Café • Mentoring • …
  8. 8. Exercise #1 – Analyse a KC&S method • Analyse one of the following KC&S Processes/Practises • Lessons Learned • Exit interview • Community of Practice • Different method for each group • Consider different aspects: • • • • • In which context/when would it be effective Advantages/disadvantages with the method Any particular challenges by using the method What impact may the culture in the company have on using this method Etc • Each group to present a main finding for the other groups 8 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  9. 9. KS&C Challenges Culture and Mindset (1) • Unwillingness to share • What • People are hired for their skills and knowledge and are in many cases not willing to share their knowledge and risk losing their competitive edge. • What to do about it • Promote a culture of sharing • Lead by example • Create incentives for sharing knowledge • Confidence to share • What • Users might not feel confident enough to share if they believe others are more knowledgeable • What to do about it • Create a safe environment where people feel confident to share. Start in smaller groups and expand to larger groups once confidence is high in the smaller group • Build a culture of trust between people in the organisation 9 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  10. 10. KS&C Challenges Culture and Mindset (2) • Capturing and sharing takes time • What • Even if people are willing to share their knowledge they might feel that they do not have the time or other tasks have higher priority. • What to do about it • Allow people to set aside time to share their knowledge • Integrate knowledge sharing in the daily tasks • Distance • What • Distance between people makes it difficult to interact and share. Note that distance can be geographical, be due to language barriers and different cultures • What to do about it • Geographical distance: Unit or company wide physical meetings, video or phone conferences • Language barriers: Promote a common company language and use it frequently allowing people to be comfortable using it. Use simpler language, allow enough time for questions, speak slower • Cultural barriers: Use people with experience from different cultures to moderate meeting. Educate about differences in cultures 10 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  11. 11. KS&C Challenges Management resistance • Not enough support from management • What • Middle management do not demonstrate support for knowledge sharing, do not allocate time for it and do not lead by example so employees will neither • What can be done about it • Convince senior management to lead by example • Create incentives for middle management for information sharing Information & technology related • Usability of Tools, Processes and Practices • What • All methods used for knowledge capturing and sharing need to be non intrusive and easy to use • What can be done about it • Processes and Practices need to be integrated in the day to day work • Activities for sharing should not be perceived as additional tasks to perform • Any tool used need to intuitive to use 11 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  12. 12. Short break or shore break … 12 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  13. 13. Guidelines for starting a KC&S initiative Use Case for KC&S • List different areas where there might be a problem with how knowledge is managed • Are these real problems for the company? • Would solving these problems have a real impact on the company? • Could a KC&S initiative solve the problems? How? • Would your management understand the problem and be willing to act? 13 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  14. 14. Guidelines for starting a KC&S initiative Get buy in from management • What is the problem • Describe the problem in terms that your management will understand • Provide concrete examples, e.g long time to market, takes too much effort, high cost or risk, people retiring, etc • How can KC&S solve the problem • • • • Present a solution that is realistic to achieve Outline additional benefits if any How soon could the solution deliver positive results Again real life examples from other companies may be useful • What would the solution require from the company • What would the cost and effort be • How would employees be impacted • Any other impact • In the end, you need to convince management that the benefits by solving the problem out weights the cost/impact on the company 14 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  15. 15. Guidelines for starting a KC&S initiative Start the KC&S initiative (1) • Set up a project/activity • Define what shall be achieved and by when • Define concrete objectives • • • • • Specific Measureable Accountable Realistic Time bound • Define a scope for the project • Define how to meet the objectives • Tools, Processes and Practices 15 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  16. 16. Guidelines for starting a KC&S initiative Example Objective: By June 2014 the Product Delivery Unit shall reduce the amount of changes needed after customer Acceptance Test to be less than 5% of the cost of development. Activities to meet the objective Same mistakes repeated over and over again :: Lessons Learned :: Community of Practice 16 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  17. 17. Guidelines for starting a KC&S initiative Start the KC&S initiative (2) • Consider challenges in your company and how they should be addressed • Define the activities needed • For each activity define who shall perform it and how much effort is needed. • Consider Change Management • Order the activities in a logical order to form a project plan • Get sign off for the project and start executing! 17 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  18. 18. Exercise #2 – Build your own action plan • Groups of 3 – 4 people • Three building blocks for creating the action plan a) Use Case for KC&S ~10 min b) Get buy in from management ~ 20 min c) Start the KC&S initiative ~ 20 min • Material • Templates for a), b), and c) above plus for Activities • Lists of Tools, Processes and Practices, Challenges 18 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  19. 19. Template – Use Case 19 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  20. 20. Template – Get Buy In 20 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  21. 21. Template – Start KC&S Initiative 21 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  22. 22. Template – Challenges 22 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  23. 23. Template - Activities 23 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013
  24. 24. Wrap Up • What have we learned today? • A lot of theory • We have applied this on real life problems • You leave this workshop with an action plan ready to execute • Feedback round • Share one take way from this workshop 24 EUM/GES/VWG/13/728066 Issue 1, 5 November 2013

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