Knowledge Management Workshop

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This is a Lunch and Learn workshop presented in conjunction with Graceland University covering KM fundamentals.

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Knowledge Management Workshop

  1. 1. Presented by DRC in partnership with Graceland Institute for Professional Development 29 August 2012Large company practices. Small company responsiveness. Working for YOU.
  2. 2. Workshop Agenda Part 1 (30 minutes) ► 11:30 – 11:35 Around the table: name and company/organization ► 11:45 – 12:00 Introduction to Knowledge Management > Graceland University introduction > Who is DRC and why are they talking to me about KM? > What is KM? > KM and leadership (Graceland) Part 2: (30 minutes) Lunch Networking Case study discussion: KM in the real world : Client X KM program Part 3 (55 minutes) ► 12:30 – 1:25: KM problem solving exercise: mini-Kaizen > Workshop members discuss their perceived gaps in knowledge > Four groups with facilitated problem solving Wrap Up & Questions (5 minutes) Page 2 KM Workshop - August 29, 2012
  3. 3. Introduction Why is knowledge management a must? ► Knowledge and service-based economy ► Employees are most valuable asset ► Knowledge resides in employees ► Challenge: how to share that knowledge and collaborate Why now? ► Rapid influx of knowledge and technology ► A shift in workforce demographics ► Major changes in how we communicate Page 3 KM Workshop - August 29, 2012
  4. 4. Why Now? Rapid influx of knowledge and technology ► Half of what a college student learns today will be outdated in two years ► 48 million of the more than 137 million U.S. workers are knowledge workers ► 70% of all U.S. jobs created since 1998 require a set of conceptual tacit skills ► The amount of technical information doubles every two years ► 3 million books were published in 2011 – 15 million is the estimate for 2012, which will be 1/10 the number of all books in existence in 2010 The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow’s Employees Today (2010) by Jeanne Meister and Karie Willyerd http://ptbertram.wordpress.com retrieved 8/10/2012 Page 4 KM Workshop - August 29, 2012
  5. 5. Why Now? A shift in workforce demographics ► Never before has there been four generations in the workplace with vastly different values, beliefs and expectations > Traditionalists (1922-1944) > Boomers (1945-1964) > GenX (1965-1980) > GenY (1981-2000) ► Over 50% of the world’s population is under 30 ► Knowledge transfer – 76 million Boomers will be leaving the workforce over the next two decades ► The top 10 in-demand jobs listed for 2010 did not exist in 2004 ► 3.3 million white-collar jobs and $136 billion in wages will shift from the U.S. to lower-cost countries such as India and Russia by 2015 Ties to Tattoos: Turning Generational Differences into a Competitive Advantage (2011) by Sherri Elliott Managing the Multigenerational Workforce: From the GI Generation to the Millennials (2011) by Delcampo, Robert, et al Page 5 KM Workshop - August 29, 2012
  6. 6. Why Now? Major changes in how we communicate ► 39% of Americans spend more time socializing online compared to face-to-face ► 1 in 5 couples meet online ► 2 new members join LinkedIn every second ► On average 175 million tweets are sent each day ► 1.2 billion users worldwide -- 82% of the world’s Internet population over the age of 15 now log on to a social networks ► Global society where people can collaborate with anyone anywhere to seamlessly integrate talent from around the world The New Social Learning: A Guide to Transforming Organizations Through Social Media (2010) by Bingham, Tony and Marcia Conner http://cp.match.com/cppp/media/CMB_Study.pdf retrieved 8/10/2012 Page 6 KM Workshop - August 29, 2012
  7. 7. Who Are We? We Are … ► A leading provider of innovative management consulting, science, engineering, and information technology solutions ► Founded in 1955; 1,400 employees ► Based in Andover, MA Knowledge Services Program Office in Leavenworth, KS ► People. People centric approach to designing an integrated knowledge system. ► Process. Multi-disciplinary, fusing and integrating various methods and disciplines to improve organizational performance. ► Technology. Technology agnostic employing the best of breed technology tools to drive Processes that empower People. Page 7 KM Workshop - August 29, 2012
  8. 8. Part 1 Introduction to Knowledge Management Page 8 KM Workshop - August 29, 2012
  9. 9. Knowledge ManagementKnowledge Management is a deliberate approach to help organizationseffectively use and reuse what they know (both tacit and explicit) toimprove performance; gain efficiency; and gain/maintain a competitiveadvantage.Requires managing all aspects of People, Process, and Technology KM is not a software answer… …nor one person’s nor one department’s job. Page 9 KM Workshop - August 29, 2012
  10. 10. 2 Types of Knowledge 80% of what Tacit Knowledge people use on ► Personal the job is tacit ► Difficult to articulate knowledge. ► Stored in the heads of people ► Intuition ► Experience ► Judgment Explicit Knowledge ► Codified ► Transmitted in a systematic and formal language ► Documents, databases, webs, email, charts… SOPs/Policies/ Book Smarts Page 10 KM Workshop - August 29, 2012
  11. 11. Tacit vs. ExplicitDidn’t he read the manual?! Page 11 KM Workshop - August 29, 2012
  12. 12. The KM Framework People: People ► Leadership Process: ► Workers ► Workflow ► Culture ► Policies ► Procedures ► Training ► BPM ► Structure and Project communities ► KM Management ► Professional ► Process Development Improvement Process Technology Technology ► Computers The most elegant ► Applications KM system in the ► Control world is worthless ► Systems unless People use it! ► Communication ► Network Page 12 KM Workshop - August 29, 2012
  13. 13. Leadership Leadership is something that one experiences in an interaction with another human being. It is a relationship between those who aspire to lead and those who choose to follow. In order to voluntarily enlist in a common cause and willingly commit to taking action, people revealed that leaders must be the following: ► Honest ► Forward-looking ► Inspiring ► Competent Page 13 KM Workshop - August 29, 2012
  14. 14. Leadership Being a leader is about exhibiting behaviors that will inspire others and make them want to follow. Leadership is vital to the success of any organizational change – people need to be inspired, share the vision and follow the leader’s example. According to Kouzes and Posner, truly effective leaders need to: ► Model the Way ► Inspire a Shared Vision ► Challenge the Process ► Enable Others to Act ► Encourage the Heart Page 14 KM Workshop - August 29, 2012
  15. 15. Leadership Considerations for KM Establish and communicate a knowledge vision: make KM a top priority; be sure it’s on the agenda ► Build a guiding team ► Create an obligation to share ► Enable action: put tools in place ► Create momentum ► Lead by example Page 15 KM Workshop - August 29, 2012
  16. 16. Part 2 Networking Lunch & Case Study Discussion Page 16 KM Workshop - August 29, 2012
  17. 17. Applying KM in the Real World: Client X The problem statement: ► Multiple locations, geographically separated across the US. ► Currently, a large number of practices are undocumented. ► Existing business process documentation is outdated, in need of revisions, and available only in limited quantities in hard copy. ► A large number of employees are nearing retirement or eligible for early buy-outs. They have important tacit knowledge about critical processes. Our approach: People  Governance  Training  Strategy Knowledge processes KM  Knowledge repository Change management  Collaboration tools Process Technology Page 17 KM Workshop - August 29, 2012
  18. 18. Part 3 Mini-Kaizen Act Solve Evaluate Focus Page 18 KM Workshop - August 29, 2012
  19. 19. Practical Hands-On (55 minutes) Focus (20 min) ► Divide into teams (remember your number) ► Each team has 10 MINUTES to identify knowledge gaps. (10/5/2/2) > People > Process > Technology > Knowledge Leadership ► Field trip: After 5 minutes, rotate. Two minutes at each additional easel. Evaluate (15 min) Rank order Top 3 Gaps (10 min) Report (5 min) Solve – Brainstorm solutions to close Top 3 Gaps (15 min) ► Pick your favorite station ► Brainstorm solutions to close Top 3 Gaps (10 min) ► Report (5 min) Act - at your organization! Page 19 KM Workshop - August 29, 2012
  20. 20. Bridging the Gap Between the Current State and Future State Knowledge Management Technology Process PeopleToday… Tomorrow…what we what we needknow and do to know and do People What are you going to KM do now? Process Technology Page 20 KM Workshop - August 29, 2012
  21. 21. Points of Contact Barbara Weathers John Nelson ► Executive Director ► DRC Program Manager- ► Institute for Professional Knowledge Services Development ► jnelson@drc.com ► weathers@graceland.edu ► 913-828-5968 ► 816-423-4707 Linda McGurn Maria Minchew ► DRC Project Manager-Client X ► DRC Department Manager- KM Services Knowledge Services ► lmcgurn@drc.com ► mminchew@drc.com ► 913-828-5971 ► 913-828-5966 Mike Cyr ► DRC Project Manager & Knowledge Management Analyst ► mcyr@drc.com ► 913-828-5969 Page 21 KM Workshop - August 29, 2012

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