Think you want to get into Knowledge Management? Don't buy an off the shelf solution. There are none. Start with an organizational diagnostic. Do it with your own people. Define the need(s) and build / buy it at home.

1. Relating (or Integrating) KM,
IM and IT
Suggested Enterprise or Sector
Workshop
David G. Jones, Principal
Shibumi Management Canada

2. Welcome! Let’s Talk……….

3. Workshop Plan
 Introductions: participants /organization /role
 Preliminary identification of issues / interests
 Term definitions / concepts / models
 A little history of IM/IT and now, “KM”
 The issues of vocabulary and perception
 Situation: IT – IM – KM
 Projects and Problems
 Where do we go from here?

4. Workshop Rules
 Frankness and Confidentiality
 Privacy (names of individuals)
 Liability (names of companies)
 Good ideas and Good Questions
 Probing and Comprehension
 Team approach and equality
 Post Workshop

5. First Step: Start with an Org or Sector
Survey…..
And try to gather:
 Personal functions
 Elevator List of Views
 Organization size, scope
 IT sector role / performance
 IM defined?
 Any KM underway?
 Leads, governance and checks / balance
 Successes?
 Are you in a “Continually learning organizations of excellence in a
knowledge-based global environment?” If not, what then?

6. Define the Business Outlook, Actual and Emerging
Issues
 The Bottom Line (how important in relation to
other variables?)
 Competing Interests for limited resources
 Adaptability, competition and sustainability
 New customers, new methods
 Tracking (audit and performance measurement
and other related issues)
 Benchmarking and “Best Practices”

7. Some things you can expect.
 Today, organizations are be-devilled by discrete
function dysfunction
 Information and knowledge technologies
 Human Resources
 Corporate Communications
 Webmasters
 Client Services
 Employee Relations
 Marketing

8. Management is troubled
by…….
Increasing isolation, division, gaps
Decreasing aptitude, commitment and energy
Increasing costs and decreasing returns
And burdened with “solutions”:
How-to tools, methods and processes
Metrics, benchmarks, “best” practices
Information and knowledge as product

9. Business-side Challenges
 Unenthused about penetrating the complexity and
dedicating a lot of time to IT issues
 Tends to view whole thing as “plumbing” – not as
business factor
 Leery of costs, high risks (of doing and not doing),
profile, the unknown
 Unable to respond quickly and effectively to
sector defined urgencies

10. Key Business – Tech Issues
 Major trends, thrusts and initiatives
 Organizational and issue complexity
 Environments and Interfaces
 Urgency
 Integration (and the “alignment issue”
 Comprehension – as in lack of same

11. State of the IT Industry &
Function
 Products
 Projects
 Professionalism
 Practice and Theory (architecture among
other things)
 Process
 Performance

12. Worldwide IT Trends and Benchmark Report:
85% of North American IT organizations are
failing to meet their organizations’ strategic
business needs. Only a fraction of companies
are seeing visible returns on their e-commerce
investments.
“IT departments need to be working hand in
glove with business units to achieve business
performance goals.”

13. Two hundred and five companies participated in ProSci's
benchmarking study on the future role of IT in business process
reengineering.
Current IT role and performance
In nearly 50% of reengineering projects, IT
managers or staff had conflicts with the
project team, and almost 80% of operational
managers and staff rated IT support and
performance as mediocre to poor. IT managers
gave themselves slightly higher performance
reviews, but still only 40% considered their
performance very good or excellent.

14. Participants stated that the primary contributor to IT's
poor reputation was their lack of operational knowledge
and understanding of business needs. In some cases, IT
failed to match technology to the desired business
processes, was unable to meet commitments, or was not
customer-service oriented.
IT managers and staff indicated that IT should be the driver
in reengineering. In strong disagreement, operational
managers and consultants stated that IT should be an
enabler, a team member and a partner in the reengineering
process.

15. Competing missions / functions?
Program Organization
Management and results
Information Infrastructure
Technology and process
Information Tools and
Management products
Knowledge Values, methods
Management and learning

16. Different Drivers…………..
IT – well, it just makes sense
IM – if you order it ………. you can
find it
KM – exactly what are we trying to
achieve here?

17. Project success depends on…. (besides
strict ROI)….
“impacts on customer
relationships, intellectual capital
growth, and organizational
learning and process improvement.”
Howard Rubin

18. Business - IT: An elusive alignment
Enablers Inhibitors
Senior exec support for IT IT/business lack close relationships
IT involved in strategic IT does not prioritize well
development
IT understands the business IT fails to meet its commitments
Business-IT partnership IT does not understand business
Well-prioritized IT projects Senior execs do not support IT
IT demonstrates leadership IT management lacks leadership

19. Simplified Voltron Design

20. A KM Initiative Sampler
-Technical Base-
Information Knowledge
Document and records management On-line centres of expertise (loaded
Repositories i.e. static) and interactive (i.e.
Mail management
“virtual mentoring”)
“knowledge tools” CIRLIB (eg.)
Enterprise directories
Workgroup computing
Architecture and standards
INFOWEB
Portals
Employee skills and interests
Media inter-operability
database (with relationship to
Search engines and automatic
succession planning)
analysis tools Forums and E-POWPMs
Databases and business applications
Conference debriefs
Exit interviews

21. A KM Initiative Sampler
-Non Technical Base-
Information Knowledge
Libraries and learning centres Communities of Practice
Vertical files Interactive Presentations
Classifications (Metadata, De-briefs (events, experiences,
taxonomies, ontologies) situations, locations, etc. etc.)
Meeting places Best practices
Experience sharing (interesting and “Explorations” (as in “what if”?)(as
potentially useful articles, books) in “what do we know, what don’t we
Information management including know, what do we need to know”?)
sharing (e.g. roles and Clients, partners and relationship
responsibilities) profiles) (Corporate intelligence)
Clients and partners (who) Scenarios, models, frameworks
Enterprise FAQs and templates

22. AFM Is A Core Component of AKO
Army
Knowledge
AKO Vision
Online
• 27,000 + Users Transform the Institutional
• The Army’s Intranet Army into an information-age,
networked organization that
leverages its intellectual capital
Army • Averages
to better organize, train, equip,
65,000 visits
Home per day and maintain a strategic land
Page • The Army’s
combat Army Force.
Public Website
Army
Actionable Flow Model
Decisions • In use at HQDA
and the Army Force
Decision Packaging
Management School
Knowledge HQDA Dat a S haring I nitiat ive
Specialized
Data
Professional Judgment
Sharing
Integrated Data Business Views
Operational Data (Synchronized Data)
FORCES
Intelligence
Initiative
Analysis / Inference • 37 Army databases
Information consolidated by DISC4
SOURC
Context
E
AKO Pilot Projects
Data Staff Officer’s
Personnel Finance PEO C3S
Knowledge
Tool

23. Contact Information
 Shibumi.management@gmail.com
 David G. Jones, Ottawa, Canada
 @shibumimc
 The roots of Knowledge Management
and Strategic Planning are here:
http://www.slideshare.net/ShibumiMC/a
sst-press-release-01-2013