1. Paulette Paterson
Digital Engagement & Innovation
Institute of Public Administration, ACT.
@PauletteP
Adapting knowledge
management
environments:
the KM evolution
imperative
2. My presentation
• Thepast10years–publicsectordreams
• KMandbusinessagility
• Adaptingtonewenvironments–frompublic
sectorjuggernauttosmallnon-profit
• Makinguseofintellectualcapital
• Reasonstobecheerful
@Paulette
P
3. 2005: newly minted Masters in KM
through the
trough of
disillusionment
@Paulette
P
4. The peak & slow decline
Clutter
Lazy
Clutter
Griffiths, David (2015) "Breaking old news! Knowledge Management is dead!,” LinkedIn
https://www.linkedin.com/pulse/breaking-old-news-knowledge-management-dead-david
<accessed 5 July 2015>
@Paulette
5. Trough of disillusionment
Milton, Nick (2015),Davenport - "KM not dead but gasping for breath”, Knoco stories blog 26
June 2015,< http://www.nickmilton.com/2015/06/davenport-km-not-dead-but-gasping-
for.html >, accessed 9 July 2015
@Paulette
6. 2015Global KnowledgeManagement
ObservatoryReport
Griffiths, David, Jenkins, Abi & Kingston-Griffiths, Zoe (2015) The 2015 Global Knowledge Management Observatory Report, 2nd ed,
alkAme https://juranbenchmarking.com/wp-content/uploads/2015/03/KMO-2015-Report.pdf, accessed 14 July 2015
• KM function in many organisations in general decline
• Satisfaction in KM contribution to strategic and operational
objectives often poor
• KM usually lacks maturity and integration within organisations.
• KM predominantly seen as technology-led
• Satisfaction with technology-led KM solutions not improving
• Many KM professionals do not appear to have necessary awareness
and/or permissions to respond to unmet demand
• KM as a field or area of practice seen to be suffering from lack of
specialist practitioners
• Value &/or significance of KM activities still not appropriately
recognised/reported
@Paulette
9. “…drinking
the digital
kool-aid…”?
Martin Stewart-Weeks in
response to remarks from his
colleague Tom Burton marking
the arrival of the new head of
the Digital Transformation
Office, Paul Shetler
The Mandarin 10 July 2015
@Paulette
11. “Agile is the word on everyone’s
lips…” Andrew Pellow, Deloitte
Consulting,
How to set strategy in the face of rapid change (2014) BusinessThink blog, Oct
15 2014 <businessthink.unsw.edu.au>, accessed 13 July 2015 @Paulette
12. Is this the learning organisation?
“…an organization skilled
at creating, acquiring,
and transferring
knowledge, and at
modifying its behaviour
to reflect new knowledge
and insights” Peter
Drucker, 1993
“The only long-term
sustainable competitive
advantage is to learn
faster than your
competitors”. (Arie de
Geus, Royal Dutch Shell)
@Paulette
P
18. - embedded in the way we work
www.nickmilton.com @Paulette
P
19. Where normal = change
2022
2025
2015 Guardian Australia: The post-capitalist
sharing economy
Forrester Research: 70% of Fortune 1000
companies from 2005 no longer exist
IBM: 75% of workforce
will be Millennials
PWC: Chinese doctor carries out
remote surgery on patient
PWC: Fully automated
robot -served hotel
opens
2021
2022
2015
@Paulette
P
20. Is this succession planning?
The Canberra Times 6 July 2015, p 5
@Paulette
21. Or can we better capitalise on our
intellectual capital?
@Paulette
P
22. eg CBR x PS Pathways
http://cbrxps.cofluence.co
@Paulette
P
In the blog post, also reposted in LinkedIn, Tom cites the following evidence for the "gasping for breath" diagnosis
"Google Trends suggests that “knowledge management” is a term rarely searched for anymore.
"Bain’s Management Tools and Trends survey doesn’t list it in the top 25 tools for the 2015 or 2013 surveys; it was included before that.
"More subjectively, although I am supposedly an expert on the topic, hardly anybody ever asks me to speak or consult about it".
I think we can discount the Google Trends argument. The decrease in searches for "knowledge management" mirrors the decrease in searches for "project management" and "risk management", as shown in the picture below, and nobody would claim that either of these disciplines are "gasping for breath". This is something to do with changes in the use of Google, I suggest, rather than a global decline in all forms of management
The Bain result is more interesting, and could show that KM has fallen off the Hype Hump, but I am not sure that even I (a professional KM practitioner) would put KM in the top 25 tools.
However Tom's declining KM consultancy business, and a few other trends such as the decline of KM conferences and flattening in the growth of readership of this blog, among others, suggest that KM is not yet mainstream.
So where is KM on the hype cycle, and why is it not in better health?
I would suggest we are perhaps at different stages depending on different approaches to KM. Maybe we are (rightly) in the trough of disillusionment with KM as a technology-only solution, but on the slope of enlightenment with KM as a holistic and strategic approach built on behaviour change.
Tom accounts for the perceived ill health of KM as due to the following factors -
It was too hard to change behaviour.
Everything devolved to technology.
The technology that organizations wanted to employ was Microsoft’s SharePoint.
It was too time-consuming to search for and digest stored knowledge ... the greater the amount of knowledge, the more difficult it was to find and use.
Google also helped kill KM.
KM never incorporated knowledge derived from data and analytics.
I would suggest that all these reasons other than the last are based on misapprehensions of KM - that it is a technology, that behaviour change can be ignored (or is easy), that the more knowledge you have the better, and that technology (Google or SharePoint) will solve everything.
These misapprehensions are the ones that drive the disillusionment, as they dispel the illusion that you can just buy technology (even SharePoint) and behaviours will change, and knowledge will be both plentiful and used.
Hopefully once we are beyond those illusions we can start up the hill of enlightenment, where we realise that KM is possible, is valuable, is hard work, and will take many years of behaviour and culture change to reach the productivity plateau.
Read more: http://www.nickmilton.com/2015/06/davenport-km-not-dead-but-gasping-for.html#ixzz3fS0zrHvV
The Bain result is more interesting, and could show that KM has fallen off the Hype Hump, but I am not sure that even I (a professional KM practitioner) would put KM in the top 25 tools.
However Tom's declining KM consultancy business, and a few other trends such as the decline of KM conferences and flattening in the growth of readership of this blog, among others, suggest that KM is not yet mainstream.
So where is KM on the hype cycle, and why is it not in better health?
I would suggest we are perhaps at different stages depending on different approaches to KM. Maybe we are (rightly) in the trough of disillusionment with KM as a technology-only solution, but on the slope of enlightenment with KM as a holistic and strategic approach built on behaviour change.
Tom accounts for the perceived ill health of KM as due to the following factors -
It was too hard to change behaviour.
Everything devolved to technology.
The technology that organizations wanted to employ was Microsoft’s SharePoint.
It was too time-consuming to search for and digest stored knowledge ... the greater the amount of knowledge, the more difficult it was to find and use.
Google also helped kill KM.
KM never incorporated knowledge derived from data and analytics.
I would suggest that all these reasons other than the last are based on misapprehensions of KM - that it is a technology, that behaviour change can be ignored (or is easy), that the more knowledge you have the better, and that technology (Google or SharePoint) will solve everything.
These misapprehensions are the ones that drive the disillusionment, as they dispel the illusion that you can just buy technology (even SharePoint) and behaviours will change, and knowledge will be both plentiful and used.
Hopefully once we are beyond those illusions we can start up the hill of enlightenment, where we realise that KM is possible, is valuable, is hard work, and will take many years of behaviour and culture change to reach the productivity plateau.
Read more: http://www.nickmilton.com/2015/06/davenport-km-not-dead-but-gasping-for.html#ixzz3fS0zrHvV
