A practical and down-to-earth introduction to implementing KM in the workplace. A slideshow used in a Training session to Kowledge Workers.

1. KNOWLEDGE MANAGEMENT
AN OVERVIEW
Pieter Labuschagne
Tsunami Consulting Services CC

2. Objective
The main objective of this overview on
Knowledge Management is to
sensitise business
about the value of the knowledge “hidden” in
their business environment and how to
identify, retrieve and apply
this knowledge for
continuous business improvement.

3. Topics
- What is Knowledge Management ?
- Knowledge Management implementation
- Knowledge Management Tools & Techniques
- Knowledge Assets

4. KNOWLEDGE(Fri busy, Sky-trolley, etc)
Knowledge ?
WISDOM
DATA (Aeroplane, Pilot/s, Departure, Destination)
INFORMATION (Flight SA1107, Dep/Arr times, etc)

5. WHAT IS KNOWLEDGE ?
“Familiarity gained by experience”
Concise Oxford Dictionary
People often get confused by the terms
“Know-how” and “Knowledge”
Know-how is the processes, procedures, techniques and tools you
use to get the job done
Knowledge also consists of:
Know-why Know-what Know-who
Know-where Know-when

6. WHAT IS KNOWLEDGE ?
Knowledge also consists of:
Know-why Know-what Know-who
Know-where Know-when
Know-why
relates to strategic insight – understanding the context ofrelates to strategic insight – understanding the context of
your role, the value of your actions.your role, the value of your actions.
Getting the “bigger” pictureGetting the “bigger” picture
Know-what relates to the activities to complete a taskrelates to the activities to complete a task
Know-who
includes the knowledge about relationships, contacts,includes the knowledge about relationships, contacts,
networks, who to call for assistance/advicenetworks, who to call for assistance/advice
Know-where
relates to that uncanny ability to navigate through and findrelates to that uncanny ability to navigate through and find
information. Human search-enginesinformation. Human search-engines
Know-when
the sense of timing, knowing the best time to do something,the sense of timing, knowing the best time to do something,
to make a decision, to stop something.to make a decision, to stop something.

7. WHAT IS KNOWLEDGE MANAGEMENT ?
There's no universal definition of Knowledge Management,
just as there's no agreement as to what constitutes knowledge
in the first place.
For this reason, it's best to think of Knowledge Management in
the broadest context.
Knowledge Management is the process
through which organisations generate value
from their intellectual and knowledge-based
assets.

8. WHAT IS KNOWLEDGE MANAGEMENT ?
Most often, generating value from such assets
involves sharing them among employees,
departments, suppliers and even with other
companies in an effort to devise best practices.
It's important to note that the definition says nothing
about technology.
Knowledge Management is often facilitated by
Information Technology,
technology by itself is not Knowledge Management.

9. WHAT IS KNOWLEDGE MANAGEMENT ?
What are these intellectual and knowledge-based assets ?
Knowledge Management helps people to
learn through sharing knowledge, and
therefore expands a person's capacity to
contribute to the performance of the
organisation or company.
By capturing and recording the knowledge of
people and teams, an organisation is able to
carry learning forward and
continue to improve.

10. INTELLECTUAL & KNOWLEDGE-BASED
ASSETS
 NOT ALL INFORMATION IS VALUABLE !!NOT ALL INFORMATION IS VALUABLE !!
 We/Company must decide what information isWe/Company must decide what information is
valuable and qualify as intellectual assets.valuable and qualify as intellectual assets.
TYPES OF KNOWLEDGETYPES OF KNOWLEDGE
 Explicit knowledgeExplicit knowledge
 WrittenWritten, codified, stored, codified, stored
 Conscious tacit
 Things you know you know, things you might
tell others
 Unconscious tacit
 Deep knowledge you don’t know you know
 Instincts and “gut-feel”

11. INTELLECTUAL & KNOWLEDGE-BASED
ASSETS
The challenge inherent with tacit knowledge
is figuring out how to recognize, generate,
share and manage it.
While IT in the form of e-mail and related
technologies can help facilitate the
dissemination of tacit knowledge,
identifying tacit knowledge in the first place
is a major hurdle for most organizations.

12. KNOWLEDGE MANAGEMENT EXPLAINED
- When golf caddie carries bag and look for wayward balls, he is “only doing his
work”
- When asked, a good caddie will share knowledge about wind impact, lie of green,
hazards, etc
- Caddie has now become a Knowledge Worker
- Now the golfer (customer) has derived some benefit from this knowledge sharing
and, if knowledge is applied, he’ll find it easier to achieve the required score (KPI)
Knowledge Sharing in Action
- Caddie might get a bigger tip (incentive reward)
- Golfer comes back to play again (repeat business)
- Caddie might share benefits gained from Knowledge Sharing with other caddies
Knowledge Sharing outcomes

13. KNOWLEDGE MANAGEMENT EXPLAINED
- CaddieMaster might offer rewards (i.e. credits at the ProShop) to caddies for
sharing their advice/hints/tips on the course
- CaddieMaster will create an environment to make it easier to share the knowledge
- CaddieMaster will collect best advice and publish it to all caddies i.e booklets,
cards, noticeboard in CaddieShack (Knowledge Assets)
- Caddies get bigger tips and better deals at ProShop
- Golfer (customer) plays better with the resultant lower scores (achievement of KPIs
and “stretched targets”) and he enjoys his “work” !
- Golf course owner gets the repeat business because of the golfer’s better scores
and enjoyment while playing his round of golf (work).
How would Knowledge Management work to make this happen ?
Tne End Result – EVERYBODY WINS !

14. KNOWLEDGE MANAGEMENT STORIES
- British Petroleum (BP)
- Jwaneng Mine
- Combined Treatment Plant

15. British Petroleum (BP)
Cost
Asset A Well number
Cost
Cost
Asset B Well number
Asset A Well number
Two important dimensions
Accelerating learning
in a single business
Transfer & apply
learning
between businesses
.
Foinaven
Schiehallion
Cost
per
1000
feet

16. Jwaneng Mine
REPLACEMENTS OF SCREENS
JWANENG MINE - BOTSWANA
AFTER ACTION REVIEWS
MTP Screens; Planned vs Actual Lost Time
0
20
40
60
80
100
120
140
160
180
200
1 2 3 4 5 6 7 8
Screen
Hours
Actual loss Planned Loss

17. THROUGHPUT
w/ KNOWLEDGE MANAGEMENT INTERVENTIONS
0
50000
100000
150000
200000
250000
300000
350000
51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44
Shift Progressive
Ramp-up-
PA
DesignCriteria
–PeerAssist
Maintenance-AAR
Slimes-KC

18. KNOWLEDGE MANAGEMENT
Strategy and Implementation

19. IMPLEMENTATIO
N
• Levels of Readiness
- Organisation / Company
- Departments / Sections
- Management
• Tools
- Adizes life-cycle model
- KAP Organisational Readiness Framework

20. Organisational Life-cycle – Adizes model
Courtship
Aristocracy
Zenith
Prime
Adolescent
Early
bureaucracy
Source: Adizes (19999)

21. Organisational Life-cycle – Adizes model
Source: Adizes (19999)
•Courtship
• Entrepreneurial excitement
• focus on innovation, service improvement and service development
• exhibit emergent strategies, rather than fixed strategies
• passion and belief in organisation from staff
•Adolescence
• Expanding service lines to get better buy-in from public
• focus moves from external to internal (projects)
• “deliver through projects and services”
•Prime
• Efficient and effective organisation
• loyal public and citizen base
• focus is on developing new services and work processes
• new communication and marketing strategies being developed

22. Organisational Life-cycle – Adizes model
Source: Adizes (19999)
•Zenith
• Enjoying benefits of established organisation
• good reputation
• highly flexible and responsive to changes
• strategic focus is on continuous improvement
• systems, processes and infrastructure is in place
•Aristocracy
• now a dominant force
• complacency sets in, losing entrepreneurial edge
• systems becoming less flexible and responsive
• “red tape” strangling creativity and innovation
• strategic focus on maintaining “status quo” w/ defensive actions predominating
•Early Bureaucracy
• Rigid processes and unresponsive to environment
• Interactions, systems and process are too formalised
• increased levels of hierarchy and “empire building”

23. Organisational Life-cycle – Adizes model
Courtship
Aristocracy
Zenith
Prime
Adolescent
Early
bureaucracy
Source: Adizes (19999)

24. KAP Organisational Readiness Framework
• Developed by Julia Kukard, Kurt April and Colin Pinkham and
based on the Adizes model
• Is used to evaluate the “people readiness” of an organisation
for a knowledge management initiative
• A diagnostic tool, completed by employees
• Responses are plotted and spread is observed
• Output is a Knowledge Management Readiness Continuum
Curve
• Gives an indication on how to proceed to maximise the impact
of a Knowledge Management initiative

25. Getting started
“We think this is really good ! The only problem is that we don’t
have the time right now on top of everything else we have to
do.”
“What if we told you someone else has already done
the very task you are about to do.
We just need to find out who and what they learned.”

26. KNOWLEDGE MANAGEMENT
Tools and Techniques

27. Process
The focus is on the practical implementation
of systematic processes to encourage
conversa-tion and learning
- before (Peer Assist) ,
- during (After Action Review) and
- after (Retrospect)
a project or activity to encourage the capture
and application of knowledge.

28. Process model
BUSINESS ACTION/
DECISION/PROJECT
LEARN BEFORE
KNOWLEDGE ASSET
BEST PRACTICES
LEARN DURING
LEARN AFTER
C
O
R
P
O
R
A
T
E
M
E
M
O
R
Y
C
O
R
P
O
R
A
T
E
M
E
M
O
R
Y
KNOWLEDGE BANK
KNOWLEDGE BANK
PEER
ASSIST
RETROSPECT
AFTER
ACTION
REVIEW

29. The Peer Assist
Face-to face
knowledge transfer
between teams

30. The Peer Assist
Assist = Help = Review
early enough for it to make a difference
“The politics accompanying hierarchies
hampers the free exchange of knowledge.
People are much more open with their
peers. They are much more willing to share
and to listen"

31. The Peer Assist
The visitors (Away-team) are here to help, not to criticise.
The project team (Home team) are here to learn, not to
defend.
“…both teams learn from the effort; the assisting team
(Away-team) returns home with a broader knowledge
base ……... and the inviting team (Home-team) is able
to use the lessons learned.”
Nancy Dixon,
George Washington University

32. The Peer Assist
What you
know in your
context
What I
know in my
context
What we
both know
Creating
what’s
possible
together
Actions
taken/
Lessons
learned

33. The Peer Assist
A Peer Assist (PA) is a meeting or workshop where people are invited
from other teams to share their experience, insights and knowledge
with a team that has requested some help.

34. The After Action Review
Short-term knowledge capture
for an operational team

35. The After Action Review
• Pen and paper exercise
• Immediate learning
• Openness, not hiding
• Leaders and led on equal footing
• Learning, not blame or performance evaluation
• Everyone involved takes part – for the team, by
the team
• No outsiders
• Real issues, not “the time the tea arrived”
Some Rules ………

36. The After Action Review
An After Action Review (AAR) is a professional discussion of an event,
focused on performance standards, that enables team members to
discover for themselves what happened, why it happened and how to
sustain strengths and improve on weaknesses.

37. The Retrospect
Team reflection and team
discussion to learn in a
non-judgemental manner from
a project to improve future
projects

38. The Retrospect
• Call the meeting at the end ofCall the meeting at the end of a significanta significant projectproject
• Before the team disbands, starts to forget or gets stuckBefore the team disbands, starts to forget or gets stuck
into something new.into something new.
• Project (team) Manager calls the meetingProject (team) Manager calls the meeting
• Make it part of a celebration?Make it part of a celebration?
• Invite the client/customer and other stakeholdersInvite the client/customer and other stakeholders
• Invite the teamInvite the team
• Use an experienced, external facilitatorUse an experienced, external facilitator

39. The Retrospect
• What was the objective?What was the objective?
• What did weWhat did we achieveachieve??
• What worked wellWhat worked well
-- and why?and why?
-- and how can we repeat this success?and how can we repeat this success?
• What did not work so wellWhat did not work so well ??
-- and why not?and why not?
-- and how do we avoid this next time?and how do we avoid this next time?
• Recording the outcome of the workshop as a KnowledgeRecording the outcome of the workshop as a Knowledge
AssetAsset

40. The Retrospect
A Retrospect (R) is a process of team reflection and team discussion,
which looks to learn from the past in a non-judgemental manner in
order to improve the future resulting in benefit to all stakeholders.

41. Knowledge Interview

42. Glossary
KM TOOLS &KM TOOLS &
PROCESSESPROCESSES
DESCRIPTIONDESCRIPTION
Peer AssistPeer Assist A conversational tool for teams to learn from “Before” a process or projectA conversational tool for teams to learn from “Before” a process or project
After ActionAfter Action An interactive tool for teams to learn from “During” a process or ReviewAn interactive tool for teams to learn from “During” a process or Review projectproject
RetrospectRetrospect A conversational tool for teams to learn from “After” a process or projectA conversational tool for teams to learn from “After” a process or project
K-InterviewK-Interview A conversational tool for capturing knowledge from “People on the Move”A conversational tool for capturing knowledge from “People on the Move”
K-CaféK-Café A conversational tool used to extract and transfer knowledge between large groupsA conversational tool used to extract and transfer knowledge between large groups
Site VisitsSite Visits An inter-site face-2-face visit to capture learning and experience from other teamsAn inter-site face-2-face visit to capture learning and experience from other teams
Best PracticesBest Practices The result of the majority of our learningThe result of the majority of our learning
Communities ofCommunities of An informal knowledge and experience sharing tool for “interest” groupsAn informal knowledge and experience sharing tool for “interest” groups
Practice (CoP)Practice (CoP)

43. KNOWLEDGE MANAGEMENT
Knowledge Assets

44. Knowledge Assets
Notes
• Flipcharts
• Written notes
• Typed notes
Recordings (Video, Audio)
• Keep audio recording as back-up only to verify comments/quotes
• Video recordings regarding advice on some of the key issues can be made after the process
• Edit video clips down to +/- 1 to 2 minutes of valuable advice/lessons learnt
• Transcribe video clips into word documents
Participants’ Profiles
• Include electronic thumbnail photographs of participants - available from Group Security
• Include contact details from each participant
• Include participant’s involvement in the process in 2-3 lines
Background presentations/documentation
• Include ALL documentation into “file-pack” submitted to KM for publishing
RAW INPUTS

45. KA Process Flow
BU prepares
for K-Tool
BU prepares
for K-Tool
BU implements
K-Tool
(Peer Assist
or Retrospect)
BU implements
K-Tool
(Peer Assist
or Retrospect)
Raw Output
(Notes,
Recordings,
Profiles,
PowerPoint
Presentations)
Raw Output
(Notes,
Recordings,
Profiles,
PowerPoint
Presentations)
Consolidate ALL
written notes into
ONE Master
doc in
Microsoft Word
Consolidate ALL
written notes into
ONE Master
doc in
Microsoft Word
Send Master
Doc to ALL
participants
for editing/
checking
Send Master
Doc to ALL
participants
for editing/
checking
Receive ALL
changes from
participants
& update
Master doc
Receive ALL
changes from
participants
& update
Master doc
Confirm key
learning
issues/themes
Confirm key
learning
issues/themes
Match issues/themes
to relevant content
from Master doc into
a separate doc
per issue/theme
Match issues/themes
to relevant content
from Master doc into
a separate doc
per issue/theme
Ensure doc reflects
forward-looking
advice for
the future
Ensure doc reflects
forward-looking
advice for
the future
BU identifies
Key Learning
Issues
BU identifies
Key Learning
Issues
RETROSPECT
Define Questions that BUs and users of the K-Asset
must ask themselves in future regarding each Issue, i.e.
The lessons/advice around each issue/theme
RETROSPECT
Define Questions that BUs and users of the K-Asset
must ask themselves in future regarding each Issue, i.e.
The lessons/advice around each issue/theme
PEER ASSIST
• Extract Home Team’s background to key learning issue
• List Away Team’s advice to Home Team with key
learning issues attached
• One Doc!
PEER ASSIST
• Extract Home Team’s background to key learning issue
• List Away Team’s advice to Home Team with key
learning issues attached
• One Doc!
OR
File-pack containing:
• Issues (.doc)
• Questions (.doc)
• Quotes (.doc)
• Profiles & Photos
(.doc & .jpg)
• Video clips (.mpg)
• Related docs
(.ppt, .doc etc)
File-pack containing:
• Issues (.doc)
• Questions (.doc)
• Quotes (.doc)
• Profiles & Photos
(.doc & .jpg)
• Video clips (.mpg)
• Related docs
(.ppt, .doc etc)
Send to
Group KM
for publishing
and
dissemination
Send to
Group KM
for publishing
and
dissemination
*(Keep quotes attached
to person’s name.
This is used to
validate the comments to
the Questions)

46. Process in a nutshell
• RRaw transcriptaw transcript (150,000 words)(150,000 words)
• Extract the key quotesExtract the key quotes ((30,000 words30,000 words))
• Get approvalGet approval
• Sort into themesSort into themes /issues/issues
• Sort into “questions”Sort into “questions”
• Select video/audio clipsSelect video/audio clips
• Package into a single reference productPackage into a single reference product

47. Formats
• Word document/sWord document/s
• PowerPoint presentation/sPowerPoint presentation/s
• Web documentsWeb documents
• Procedures (new/changed)Procedures (new/changed)
• Diagnostic sheetsDiagnostic sheets
• 3D model/s3D model/s
• Video – and/or audio recordingVideo – and/or audio recording

48. KNOWLEDGE MANAGEMENT
Communities of Practice

49. Definition
A group of professionals within a corporation who
are informally bound to one another through their
exposure to a common class of problems and
common pursuit of solutions.
Members within the Community of Practice freely
exchange knowledge which creates an even greater
resource base of knowledge.
- Xerox Corporation

50. What are CoP’s
♦ Informal networks of relationships based on proximity, personal
attraction and common backgrounds
♦ These networks often develop across functions, departments or
“silos”
♦ People who regularly share information and knowledge
♦ They emerge from the desire to work more effectively and
understand work more deeply among the members
♦ They may be, but not necessarily, part of formal teams or units
♦ “Peers in the execution of real work”
♦ They are held together by shared goals and a need to learn from
each other
♦ Within De Beers: Block Caving & Diamond Value Management

51. Community Types
CommitmentCommitment
• CommittedCommitted
to a sharedto a shared
goalgoal
• WorkWork
togethertogether
• Pool skills,Pool skills,
time, efforttime, effort
• DeliverDeliver
collectivelycollectively
• AssignedAssigned
membershipmembership
• FormalFormal
managementmanagement
PracticePractice
• CommonCommon
issuesissues
• WorkWork
individuallyindividually
• PoolPool
knowledgeknowledge
• DeliverDeliver
separatelyseparately
• FreeFree
membershipmembership
• InformalInformal
managementmanagement
InterestInterest
• CommonCommon
interestinterest
• May not workMay not work
the topicthe topic
• PoolPool
informationinformation
• May notMay not
deliverdeliver
• FreeFree
membershipmembership
• NoNo
managementmanagement

52. Communities of
Practice
A MODEL FOR CROSS-SILO SHARING
CENTRALISED MODEL
BU2 BU3BU1
DISPERSED MODEL
BU3
BU6BU5
BU4
BU1
BU7
BU2

53. Communities of Practice
The
Expert
The user community
Centralised model
The
community
IS the expert
Dispersed Model

54. Enabling the CoP
• An identityAn identity
• A moderatorA moderator
• A way to find each otherA way to find each other
• A way to talk - ask questions and give answersA way to talk - ask questions and give answers
• A place to store common propertyA place to store common property
• A terms of referenceA terms of reference
• AimsAims
• ObjectivesObjectives
• PrinciplesPrinciples
• ProcessesProcesses

55. Enabling the CoP
• Managing the discussions in the forumManaging the discussions in the forum
• Setting up the network meetingsSetting up the network meetings
• Contact brokeringContact brokering
• Maintaining the distribution listsMaintaining the distribution lists
• LiaisonLiaison with management teamswith management teams
The Moderator:

56. Networking a CoP

57. Networking a CoP

58. KNOWLEDGE MANAGEMENT
BRE
A
K
!

59. KNOWLEDGE MANAGEMENT
Measuring Knowledge Management

60. Measuring Techniques
Awareness; Training;Awareness; Training;
Resources; Leadership;Resources; Leadership;
Application; Value;Application; Value;
Strategic DirectionStrategic Direction
Awareness; Training;Awareness; Training;
Resources; Leadership;Resources; Leadership;
Application; Value;Application; Value;
Strategic DirectionStrategic Direction
KM MATURITYKM MATURITY
MODELMODEL
KM MATURITYKM MATURITY
MODELMODEL
BUSINESSBUSINESS
UNITSUNITS
BUSINESSBUSINESS
UNITSUNITS
BALANCEDBALANCED
SCORE CARDSCORE CARD
BALANCEDBALANCED
SCORE CARDSCORE CARD
BUSINESSBUSINESS
UNITSUNITS
BUSINESSBUSINESS
UNITSUNITS
Learning and GrowthLearning and Growth
Internal Business ProcessesInternal Business Processes
CustomerCustomer
Financial/Valua AddFinancial/Valua Add
Learning and GrowthLearning and Growth
Internal Business ProcessesInternal Business Processes
CustomerCustomer
Financial/Valua AddFinancial/Valua Add
Delivery of the bestDelivery of the best
possible performancepossible performance
by a team using theby a team using the
best people, planning,best people, planning,
technology andtechnology and
equipmentequipment
Delivery of the bestDelivery of the best
possible performancepossible performance
by a team using theby a team using the
best people, planning,best people, planning,
technology andtechnology and
equipmentequipment
TECHNICALTECHNICAL
LIMITLIMIT
TECHNICALTECHNICAL
LIMITLIMIT
BUSINESSBUSINESS
UNITSUNITS
BUSINESSBUSINESS
UNITSUNITS

61. Maturity Model

62. Maturity Model
Areas of Impact
• Awareness
• Training
• Resources
• Leadership
• Application
• Value
• Strategic Direction

63. Maturity Model

64. A Domain ScoreCard
• Multi Stakeholder Group
• Accountable for developing Strategy and establishing
delivery processes within their respective areas of
responsibility
• Team that will deliver on own accountabilities and oversee
the processes of delivery.
• Similar to a Strategic Initiative but with an extended period of
operation/delivery
• Guided by a Mission, Vision & Measurement (ScoreCard)
A Domain defined ……..

65. Customers and Stakeholders
• DE BEERS GROUP
• KIMBERLEY MINES EXCO
• PROJECT TEAMS (KIMBERLEY MINES)
• BUSINESS OPTIMISATION TEAMS
• EXTERNAL STAKEHOLDERS
• CONTRACTORS/JOINT VENTURES/SUPPLIERS
• GOVERNMENT DEPARTMENTS
• PCA
• BENEFIT SOCIETY/ECOLOGY/HEAD OFFICE
• OTHER DE BEERS OPERATIONS
Who are the stakeholders ……..

66. Customers and
Stakeholders
• DE BEERS GROUP-
• Packaged Knowledge Assets (Quality)
• KIMBERLEY MINES EXCO –
• Knowledge Assets (Cost and Revenue),
• Application of Knowledge Management through value growth projects
(additional R1 billion on NPV (increased revenue/cost reduction/cost of
application),
• overarching strategy to create knowledge sharing culture.
• PROJECT TEAMS-
• Successful projects (through the provision of expertise, resources and
infrastructure).
• BUSINESS OPTIMISATION TEAMS
• Toolkit for processes, opportunities to participate, creation of a knowledge
sharing reinforced by rewards and recognition strategies.
What do we need to supply ………………..

67. Balanced ScoreCard – Strategic Intents
“To
achieve our
vision, how
will our
people
be?”
Learning and Growth
“To succeed
how should
we appear
financially?”
Value Add
“To satisfy
our
shareholder
s and
customers,
how must
our
business
processes
be?”
Internal Business Process
Added value
through sharing
and applying
knowledge
Skilled and credible
people supporting
knowledge
management
Embedded simple,
efficient, integrated,
knowledge capture,
retrieval and transfer
processes, supported
by appropriate
infrastructure
Vision
A knowledge
sharing
environment which
achieves the
stated growth
strategy
Customer /
Stakeholders
Passionate about
knowledge
management and
enabled to deliver
value
“To achieve
our vision,
how should
we appear to
our
customers?”

68. Balanced ScoreCard – Strategy Map
Customer/
Stakehold
er
Value Add
Internal
Processes
Learning &
Growth
Service
Delivery
Value
Contribution
Sustainability
Best practice

69. Critical Success Factors
VALUE
ADD
To deliver tangible business value through sharing and applying
knowledge across Kimberley Mines
Value AddValue Add To measure the tangibleTo measure the tangible
Knowledge ManagementKnowledge Management
contribution to the Kimberleycontribution to the Kimberley
Mines Value Growth targetsMines Value Growth targets
Actual monetaryActual monetary
value contribution tovalue contribution to
NPV+NPV+
– Develop a mechanism toDevelop a mechanism to
calculate value and/orcalculate value and/or
contribution to Valuecontribution to Value
GrowthGrowth
– Develop KnowledgeDevelop Knowledge
Management databaseManagement database
To measure the intangibleTo measure the intangible
Knowledge ManagementKnowledge Management
contributionscontributions
Measurement to beMeasurement to be
developeddeveloped
– Develops a process toDevelops a process to
record/promote intangiblerecord/promote intangible
benefits as “marketing”benefits as “marketing”
aids.aids.

70. Critical Success Factors
CUSTOME
R
To provide our customers with the appropriate tools and skills to
capitalise on the knowledge available from ALL sources in order
to radically improve business performance
SustainabilitySustainability Use of KnowledgeUse of Knowledge
ManagementManagement
techniques, tools andtechniques, tools and
servicesservices
Number ofNumber of
interventions perinterventions per
Department andDepartment and
intervention typeintervention type
Number of K-Number of K-
Specialists andSpecialists and
customers trainedcustomers trained
and inducted viaand inducted via
related functionsrelated functions
– Develop a KnowledgeDevelop a Knowledge
Management trackingManagement tracking
systemsystem
– Application of MaturityApplication of Maturity
ModelModel
– Skilling K-Specialists inSkilling K-Specialists in
facilitation of KM processesfacilitation of KM processes
– Develop PDPS moduleDevelop PDPS module
– Employee inductionEmployee induction
Service DeliveryService Delivery Process After ActionProcess After Action
ReviewsReviews
Rating per KMRating per KM
intervention typeintervention type
– Develop standardisedDevelop standardised
process to evaluate KMprocess to evaluate KM
interventionintervention

71. Critical Success Factors
INTERNAL
BUSINESS
PROCESSES
To culturally embed simple, efficient, integrated
knowledge capture, retrieval and transfer processes,
supported by an appropriate Knowledge Management
infrastructure
Develop and
maintain Knowledge
Assets
Number of Knowledge
Assets published
Number of
Knowledge
Assets per
intervention type
– Develop a Knowledge
Asset creation
infrastructure
– Develop skills to create
Knowledge Assets

72. KNOWLEDGE MANAGEMENT
Knowledge Management
in the workplace

73. Application/s
• Search techniques (Internet, Intranet, others)
• Knowledge Repositories
• Application of Knowledge Assets
• Suggestions and Proposals
• Knowledge Maps
• Storytelling

74. KNOWLEDGE MANAGEMENT
Another tool in my toolkit

75. Tools
• Tools of the trade
• Policies & Procedures
• Manuals
• Balanced ScoreCard
• Code/s of Practice
• Virtual Library
• Meetings
• etcetera ……..
Some tools available to make my job easier …..
….. and Knowledge Management processes !

76. Hare and Tortoise
Once upon a time a tortoise and a hare had anOnce upon a time a tortoise and a hare had an
argument about who was faster. They decided toargument about who was faster. They decided to
settle the argument with a race. They agreed on asettle the argument with a race. They agreed on a
route and started off the race.route and started off the race.
The hare shot ahead and ran briskly for someThe hare shot ahead and ran briskly for some
time. Then seeing that he was far ahead of thetime. Then seeing that he was far ahead of the
tortoise, he thought he'd sit under a tree for sometortoise, he thought he'd sit under a tree for some
time and relax before continuing the race.time and relax before continuing the race.

77. Hare and Tortoise
He sat under the tree and soon fell asleep.He sat under the tree and soon fell asleep.
The tortoise plodding on overtook him andThe tortoise plodding on overtook him and
soon finished the race, emerging as thesoon finished the race, emerging as the
undisputed champ.undisputed champ.
The hare woke up and realised that he'd lostThe hare woke up and realised that he'd lost
the race.the race.
The moral of the story is thatThe moral of the story is that
slow and steady wins the raceslow and steady wins the race ..

78. Hare and Tortoise
The hare was disappointed at losing the race andThe hare was disappointed at losing the race and
he did some Defect Prevention (he did some Defect Prevention ( After Action ReviewAfter Action Review).).
He realised that he'd lost the race only because heHe realised that he'd lost the race only because he
had been overconfident, careless and lax.had been overconfident, careless and lax.
If he had not taken things for granted, there's noIf he had not taken things for granted, there's no
way the tortoise could have beaten him. So heway the tortoise could have beaten him. So he
challenged the tortoise to another race.challenged the tortoise to another race.
The tortoise agreed.The tortoise agreed.

79. Hare and Tortoise
This time, the hare went all out and ran withoutThis time, the hare went all out and ran without
stopping from start to finish.stopping from start to finish.
He won by several miles.He won by several miles.
The moral of the story:The moral of the story:
Fast and consistent will always beatFast and consistent will always beat
the slow and steady.the slow and steady.

80. Hare and Tortoise
But the story doesn't end here. The tortoise didBut the story doesn't end here. The tortoise did
some thinking this time, and realised that there's nosome thinking this time, and realised that there's no
way he can beat the hare in a race the way it wasway he can beat the hare in a race the way it was
currently formatted.currently formatted.
He thought for a while, and then challenged the hareHe thought for a while, and then challenged the hare
to another race, but on a slightly different route.to another race, but on a slightly different route.

81. Hare and Tortoise
The hare agreed. They started off.
In keeping with his self-made commitment to be
consistently fast, the hare took off and ran at top
speed until he came to a broad river.
The finishing line was a couple of kilometers on the
other side of the river.
The hare sat there wondering what to do.
In the meantime the tortoise trundled along, got into
the river, swam to the opposite bank, continued
walking and finished the race.

82. Hare and Tortoise
The moral of the story ?
First identify your core competency
and then change the playing field
to suit your core competency.

83. Hare and Tortoise
The hare and the tortoise, by this time, hadThe hare and the tortoise, by this time, had
become pretty good friends and they did somebecome pretty good friends and they did some
thinking together.thinking together.
Both realised that the last race could have beenBoth realised that the last race could have been
run much better.run much better.
So they decided to do the last race again, but toSo they decided to do the last race again, but to
run as a team this time.run as a team this time.

84. Hare and Tortoise
They started off, and this time the hare carried theThey started off, and this time the hare carried the
tortoise till the riverbank.tortoise till the riverbank.
There, the tortoise took over and swam across withThere, the tortoise took over and swam across with
the hare on his back.the hare on his back.
On the opposite bank, the hare again carried theOn the opposite bank, the hare again carried the
tortoise and they reached the finishing linetortoise and they reached the finishing line
together.together.
They both felt a greater sense of satisfaction thanThey both felt a greater sense of satisfaction than
they'd felt earlier.they'd felt earlier.

85. Hare and Tortoise
The moral of the story?The moral of the story?
It's good to be individually brilliantIt's good to be individually brilliant
and to have strong coreand to have strong core
competencies; but unless you're ablecompetencies; but unless you're able
to work in a team and harness eachto work in a team and harness each
other's core competencies, you'llother's core competencies, you'll
always perform below par becausealways perform below par because
there will always be situations atthere will always be situations at
which you'll do poorly and someonewhich you'll do poorly and someone
else does well.else does well.

86. Hare and Tortoise
To sum up, the story of the hare and tortoiseTo sum up, the story of the hare and tortoise
teaches us many things.teaches us many things.
Important lessons are:Important lessons are:
• that fast and consistent will always beat slowthat fast and consistent will always beat slow
andand steady;steady;
• work to your competencies;work to your competencies;
• pooling resources and working as a team willpooling resources and working as a team will
always beat individual performers;always beat individual performers;
• never give up when faced with failure;never give up when faced with failure;
• and finally, compete against the situation. Notand finally, compete against the situation. Not
against a rival.against a rival.

87. Next Steps
Do I want my next project/activity completedDo I want my next project/activity completed
quicker, cheaper and better ?quicker, cheaper and better ?
Do I want a culture of knowledge sharingDo I want a culture of knowledge sharing
and innovation in my business ?and innovation in my business ?
Can my business benefit from continuousCan my business benefit from continuous
improvement & learning ?improvement & learning ?
Can my high-frequency activities beCan my high-frequency activities be
optimised by implementing KM ?optimised by implementing KM ?

88. Contact details
T s u n a m i C o n s u l t i n g S e r v i c e s C C
P.O. Box 2165
KIMBERLEY, 8300
Northern Cape, RSA
Phone: +27 (0) 53 842 1463
Fax: +27 (0) 53 842 1406
Cell: +27 (0) 83 456 5653
e-mail: tsunami@intekom.co.za
Consultant
Pieter Labuschagne
• Intellectual Capital
• Knowledge Management
• Process Facilitation
• Group Process Consultation
Reg No: 2004/011193/23