The document discusses knowledge management (KM) and its importance for organizations, especially in national security. It provides recommendations for establishing KM practices such as systematically involving those with relevant expertise in decisions, establishing processes for knowledge sharing, and ensuring accessible institutional learning. The document emphasizes that KM is about relationships and decision-making, not just tools, and stresses the need for integrated and interoperable systems between agencies to better share information and "connect the dots".

3. Two New York City police
officers help an injured woman
away from the lobby at the
World Trade Center after the
February 26, 1993 terrorist
bombing (AP Photo)

4. “Security experts admit the US disaster
could have occurred because of a lack
of technology needed to analyse and
integrate data from disparate sources.
Federal officials are now investigating
the future use of business intelligence
and enterprise application integration
(EIA) technologies”
INFOWORLD 13
September 2001

5. Columbia’s Lesson
"The findings of the commission were quite
clear and symptomatic of what happens in
organizations."
Jorge Lopez, VP of cross-industry research at GartnerG2.
Columbia Accident Investigation Board

6. Recommendations from the Gartner G2
• Executives: Be humble. Face difficult situations with
candor. Seek and listen to input, test assumptions,
objectively assess situations and develop scenarios.
• Use proven criteria for systematically involving those with
the relevant information, expertise, and perspective in
decisions, with disciplined problem solving.
• Establish a process, culture and system for knowledge
management to insure usable and accessible institutional
learning and memory to support crucial decisions.

7. MIT Technology Review (March 2003) says the CIA, FBI
and other intelligence agencies can’t “connect the dots”
because of their:
• well known inability to communicate
• analysts’ out of date tool kits
• insistence on obtaining their own intelligence and buying their
own technology.
As a result:
• Not a significant fraction of the $38 billion annual budget for
homeland defense goes toward building information sharing
capacity or analysis integration.
• We have not yet begun to mobilize our society’s strengths in
information, intelligence and technology.

10. If only we had
this…
And we started We could
doing this…. achieve this…

11. An effective national security program may demand
at a shared level:
1. Establishing institutional and constituency objectives.
2. Enterprise strategies for getting there – without delay…
3. …..shattering the stovepipes.
4. Learning to use the tools, technologies, work and program development and
delivery practices that we have developed and acquired.
5. Becoming more adaptive and responsive to need.
Bottom Line: We don’t need yet more linear, single process, non-interoperable
“solutions” that deal only with what has been

12. What shared and integrated policing
looks like, and demands
• Shared purposes
n Business structure and
• Linked or aligned missions, mandates
and programs function
• Common and compatible business /
operational models and processes
• Defined relationships (who works with n Relationship
whom, and how)
Management
• Shared information and knowledge,
with rules to govern that sharing n Knowledge Management
• Common or compatible methods and
the systems supporting those n Methods
methods
• Shared standards in technology,
equipment and data n Systems and data

13. IT - nuts, bolts, plastic and pipes that - in
the hands of people - and well managed -
can be useful in helping operations and
program delivery.
IM - useful information products gathered
and shared to help support operations, or
gathered as a result of operations.
KM - managing personal and organizational
know-how so that relationships (of all
kinds) get identified, and used so that the
quality of decision-making goes up.

14. KM beyond tools and artifacts
Simply stated, Knowledge Management is
about what needs to be known to achieve
organizational objectives, and the
relationships and decision-making that go
into realizing those objectives.
KM is not about product management, tools and
transport. That is the domain of IM/IT.

15. Potential Finding: Personal
Knowledge
n Issue: significant level of uncertainty around risk
management, liabilities, potential consequences
n Solution:
u Institute a risk management system
u Create a form
u Give everyone a set of manuals. Punish the unknowing,
the uncaring and those who fail
u Institute regular lectures, CBTs, training and
certification, conference attendance
u Encourage people to talk about the issues: reward
individual enquiry and learning, success stories

16. Potential Finding: Organizational
Knowledge
n Issue: don’t know who does what, who is related
to whom
n Solution:
u Build a portal
u Buy an expertise locator system
u Publish an employee newsletter
u Give everyone an org chart
u Turn Intranet into a chat forum
u Have people introduce themselves

17. KM’s Key Stakeholders
n The data, information, and technology functions;
Human Resources, training and OD.
u Functions that have a real strategic need to
know and are striving for business alignment
and responsiveness
n Governance. The structures and processes related
to organizational decision-making.
n Ethics and Transparency. Managing the
organization in a manner consistent with legal
requirements, good management practices and in a
manner that is open to partners and stakeholders.

18. Knowledge
What one has, when information, people
and process are brought together for
effective application in helping achieve
results.

19. Knowledge Management should
be seen as….
The enterprise-wide definition, establishment, operation
and continuous improvement of the organization and its
capability; its information and knowledge; and its
collaborative information technologies – all directed
towards ensuring the organization remains firmly
focused on operational effectiveness.

20. KPMG’s 2002/03 European KM Survey
(top 500 orgs in UK, France, Germany,
Netherlands)
• KM is used by these organizations to:
• Realize synergies between units (83%)
• Accelerate innovation (63%)
• Achieve higher customer added value (74%)
• Reduce costs (67%)
• Improve quality (70%)
• Reduce risk exposure (26%)
• 50% report clear financial benefits

21. KPMG’s 2002/03 European KM Survey
(top 500 orgs in UK, France, Germany,
Netherlands)
• 50% of these companies spend up to 2%
of their budget on Knowledge
Management.
• 6% spend between 4% and 8% of their
budget on KM
• 78% believe they are currently missing
out on business opportunities by failing to
successfully exploit available knowledge.

22. Some KM practitioners feel that,
˜˜ KM is embedded in (communities of) practice – It is the
way we do things. It is not an 'add-on'. You become a
‘knowledge centered’ organization.
˜˜ Everyone does KM - from mail rooms to board rooms and
police officers to city hall.
˜˜ Much of what is important in KM cannot be measured and
trying to make it measurable means we pay attention to the
wrong things
˜˜ We understand better what KM is not: it is neither simply
‘improved communications’, ‘better training’, nor ‘new
technology’.

23. 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 Data Sharing Initiative
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
SOURCE
Context AKO Pilot Projects
Data Staff Officer’s
Personnel Finance Knowledge PEO C3S
Tool

24. U.S. Government KM Spending is
increasing……………
….investment spending on KM at annual rate of 9%
from 2003 to 2008. (From initial investment of $820
million to $1.3 billion).
At the time of 9/11, information sharing among federal
agencies was limited.
Department of Homeland Security charged with
changing that.
Significant investments expected in Departments of
Homeland Security, State, and Justice

25. Goals for boosting spending in the KM area
include:
‑ More efficient distribution of information
among federal agencies
‑ Administration's push to consolidate
redundant systems for e‑government.
‑ Mining of the massive amounts of data from
agencies' data warehouses and getting it to
the relevant parties who can then extract
actionable information.

26. Coordinates