This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
Making KM Clickable: The Rapidly Changing State of Knowledge ManagementEnterprise Knowledge
Initially delivered for the Bangalore K-Community Zoom Meetup: “The Digital Edge: Tech Roadmaps and Impacts on KM on June 15th, this deck covers the key takeaways from the leading Knowledge Management book, 'Making Knowledge Management Clickable,' by Zach Wahl and Joe Hilger of Enterprise Knowledge. The presentation covers definitions and value of KM, offers best practices on KM systems, details key types of KM technologies, and discusses some of the common types of KM solutions such as KM Portals and Knowledge Graphs.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
Organizations across the world are grappling with how to maximize the knowledge that their employees have access to. They face similar core business challenges related to knowledge management (KM):
- Staff can’t easily find useful and relevant information, when they need it.
- There is a lack of trust that the information their staff come across is complete, up-to-date, and accurate.
- Collaboration is hindered by silos.
- Expertise, best practices, and lessons learned aren’t exchanged in a way that could drive innovation and creativity.
- Knowledge is “walking out the door” when people leave.
- Onboarding processes aren’t supporting new staff in getting acclimated effectively.
While many organizations face similar business challenges, how these challenges emerge and look within an organization vary based on its culture and operating environment. In this presentation, Mary Little, Practice Lead, and Kristin McNally, Senior Consultant, of Enterprise Knowledge, share methods and proven practices in assessing an organization’s KM maturity, surfacing their primary KM challenges, and defining a roadmap to their KM goals that is framed within the context of their business.
In EK CEO Zach Wahl's presentation from KMWorld Connect 2020, he discusses the importance of putting KM in terms of business value and ROI. The presentation details EK's Proprietary KM Maturity Benchmark, a process to understand your organization's current, and target state, and specific metrics regarding KM ROI and Business Value.
The 10-Step Knowledge Management Road map
They copied all that they could follow but they could not copy my mind, and I left 'em sweating and stealing and a year and half behind —Rudyard Kipling.
IN THIS CHAPTER
• Understand the 10-step knowledge management roadmap and how it applies to your company.
• Understand the four phases constituting these 10 steps: infrastructural evaluation; KM system analysis, design, and development; deployment; and evaluation.
• Understand where each step takes you.
• Articulate a clear link between KM and business strategy to maximize performance and impact on your company's bottom line.
• Learn how to prioritize KM processes to maximize business impact.
• Understand the key steps involved in knowledge auditing, knowledge mapping, strategic grounding, deployment methodology, teaming, change management, and ROI metrics formation.
Knowledge management is a complex activity, and like anything else that cannot deliver business impact without a concrete plan, it needs a perfect plan. This chapter introduces that plan: the 10-step knowledge management roadmap that will guide you through the entire process of creating a business-driven knowledge management strategy, designing, developing, and implementing a knowledge management system and effecting the soft changes that are required to make them work—with your company in mind. I chose to describe this plan as a roadmap rather than relegating it to the status of a methodology. A methodology undermines the level of complexity that is actually involved in managing knowledge and gives it a deceptive look of a cookie-cutter formulation.
May your competitors who thought that bleeding-edge technology was their nirvana rest in peace. For nothing—no technology, no market share, no product, and no monopoly— can ever provide a competitive advantage that is anything but temporary: They can all be copied, sometimes easily and sometimes with a little effort. Knowledge is the only resource that cannot be easily copied. Knowledge is much like copy protection: Even if your competitors get to it, they cannot apply it, for knowledge is protected by context in as copy-protected software is protected by encryption.
This strengthening idiosyncrasy of knowledge also has a negative implication for you: You cannot easily copy a competitor's knowledge management strategy and system.
Examples from your industry's leaders can be useful for understanding knowledge management, but they cannot show you the right way to do it. For these reasons, your
knowledge management system and knowledge management strategy will have to be unique to your company.
What follows in the next four sections of this book is an explication of the roadmap—not imitable methodology—that will help focus on your own company and develop a
knowledge strategy whose results are hard hitting, but one that no competitor can easily duplicate. They can co
How to develop a Knowledge Management Strategy for your Library Practical Pr...unulwbpartnership
In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
Making KM Clickable: The Rapidly Changing State of Knowledge ManagementEnterprise Knowledge
Initially delivered for the Bangalore K-Community Zoom Meetup: “The Digital Edge: Tech Roadmaps and Impacts on KM on June 15th, this deck covers the key takeaways from the leading Knowledge Management book, 'Making Knowledge Management Clickable,' by Zach Wahl and Joe Hilger of Enterprise Knowledge. The presentation covers definitions and value of KM, offers best practices on KM systems, details key types of KM technologies, and discusses some of the common types of KM solutions such as KM Portals and Knowledge Graphs.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
Organizations across the world are grappling with how to maximize the knowledge that their employees have access to. They face similar core business challenges related to knowledge management (KM):
- Staff can’t easily find useful and relevant information, when they need it.
- There is a lack of trust that the information their staff come across is complete, up-to-date, and accurate.
- Collaboration is hindered by silos.
- Expertise, best practices, and lessons learned aren’t exchanged in a way that could drive innovation and creativity.
- Knowledge is “walking out the door” when people leave.
- Onboarding processes aren’t supporting new staff in getting acclimated effectively.
While many organizations face similar business challenges, how these challenges emerge and look within an organization vary based on its culture and operating environment. In this presentation, Mary Little, Practice Lead, and Kristin McNally, Senior Consultant, of Enterprise Knowledge, share methods and proven practices in assessing an organization’s KM maturity, surfacing their primary KM challenges, and defining a roadmap to their KM goals that is framed within the context of their business.
In EK CEO Zach Wahl's presentation from KMWorld Connect 2020, he discusses the importance of putting KM in terms of business value and ROI. The presentation details EK's Proprietary KM Maturity Benchmark, a process to understand your organization's current, and target state, and specific metrics regarding KM ROI and Business Value.
The 10-Step Knowledge Management Road map
They copied all that they could follow but they could not copy my mind, and I left 'em sweating and stealing and a year and half behind —Rudyard Kipling.
IN THIS CHAPTER
• Understand the 10-step knowledge management roadmap and how it applies to your company.
• Understand the four phases constituting these 10 steps: infrastructural evaluation; KM system analysis, design, and development; deployment; and evaluation.
• Understand where each step takes you.
• Articulate a clear link between KM and business strategy to maximize performance and impact on your company's bottom line.
• Learn how to prioritize KM processes to maximize business impact.
• Understand the key steps involved in knowledge auditing, knowledge mapping, strategic grounding, deployment methodology, teaming, change management, and ROI metrics formation.
Knowledge management is a complex activity, and like anything else that cannot deliver business impact without a concrete plan, it needs a perfect plan. This chapter introduces that plan: the 10-step knowledge management roadmap that will guide you through the entire process of creating a business-driven knowledge management strategy, designing, developing, and implementing a knowledge management system and effecting the soft changes that are required to make them work—with your company in mind. I chose to describe this plan as a roadmap rather than relegating it to the status of a methodology. A methodology undermines the level of complexity that is actually involved in managing knowledge and gives it a deceptive look of a cookie-cutter formulation.
May your competitors who thought that bleeding-edge technology was their nirvana rest in peace. For nothing—no technology, no market share, no product, and no monopoly— can ever provide a competitive advantage that is anything but temporary: They can all be copied, sometimes easily and sometimes with a little effort. Knowledge is the only resource that cannot be easily copied. Knowledge is much like copy protection: Even if your competitors get to it, they cannot apply it, for knowledge is protected by context in as copy-protected software is protected by encryption.
This strengthening idiosyncrasy of knowledge also has a negative implication for you: You cannot easily copy a competitor's knowledge management strategy and system.
Examples from your industry's leaders can be useful for understanding knowledge management, but they cannot show you the right way to do it. For these reasons, your
knowledge management system and knowledge management strategy will have to be unique to your company.
What follows in the next four sections of this book is an explication of the roadmap—not imitable methodology—that will help focus on your own company and develop a
knowledge strategy whose results are hard hitting, but one that no competitor can easily duplicate. They can co
How to develop a Knowledge Management Strategy for your Library Practical Pr...unulwbpartnership
In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.
For KM practitioners, Agile frameworks have long been important for optimizing stakeholder value and satisfaction in KM initiatives. Over 20 years ago, a group of software developers revolutionized their field by introducing the Agile Manifesto to guide their industry in adopting Agile values, frameworks, and practices. However, until now, KM practitioners have lacked a formal framework demonstrating how to apply Agility to KM. In short, it is time to codify these Agile principles in a manner suited for the KM profession. Leveraging the original Agile Manifesto for inspiration, Andrew Politi and Megan Salerno introduced “The Agile KM Manifesto” at KM World 2022. The presentation is designed to initiate a conversation amongst KM practitioners across the industry about this initial version of the Agile KM Manifesto (the 'AKM'), and solicit feedback on future iterations.
Next, the presenters walked through three EK case studies demonstrating how the application of its principles could have saved significant time in those initiatives.
First, we described how a global non-profit approached EK to address duplicate and outdated content, and the lack of content creation standards.
Applicable AKM principle: "Content should only be available to users if it is new, essential, reliable, dynamic, and reusable. If these criteria are not met, the content must be cleaned-up or archived accordingly.”"
Next was a discussion of how national nuclear research laboratory struggled to share and discover knowledge from retiring employees and compartmentalized silos.
Applicable AKM principle: “Tacit knowledge and expertise should be proactively and formally captured and stored in the same manner as explicit knowledge.”
Finally, the presenters described how one of the largest multinational athletic apparel companies struggled to help geographically separated teams collectively and collaboratively reuse knowledge and create content across the globe, even functionally similar focus roles.
Applicable AKM principle: “All KM efforts must leverage a common language. Develop, socialize, and employ a common KM language so stakeholders don't speak past each other and can maintain consensus throughout your KM effort.”
Ultimately, this presentation served to introduce The AKM to the broader community, demonstrate its value, and solicit input from across the industry.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
For KM practitioners, Agile frameworks have long been important for optimizing stakeholder value and satisfaction in KM initiatives. Over 20 years ago, a group of software developers revolutionized their field by introducing the Agile Manifesto to guide their industry in adopting Agile values, frameworks, and practices. However, until now, KM practitioners have lacked a formal framework demonstrating how to apply Agility to KM. In short, it is time to codify these Agile principles in a manner suited for the KM profession. Leveraging the original Agile Manifesto for inspiration, Andrew Politi and Megan Salerno introduced “The Agile KM Manifesto” at KM World 2022. The presentation is designed to initiate a conversation amongst KM practitioners across the industry about this initial version of the Agile KM Manifesto (the 'AKM'), and solicit feedback on future iterations.
Next, the presenters walked through three EK case studies demonstrating how the application of its principles could have saved significant time in those initiatives.
First, we described how a global non-profit approached EK to address duplicate and outdated content, and the lack of content creation standards.
Applicable AKM principle: "Content should only be available to users if it is new, essential, reliable, dynamic, and reusable. If these criteria are not met, the content must be cleaned-up or archived accordingly.”"
Next was a discussion of how national nuclear research laboratory struggled to share and discover knowledge from retiring employees and compartmentalized silos.
Applicable AKM principle: “Tacit knowledge and expertise should be proactively and formally captured and stored in the same manner as explicit knowledge.”
Finally, the presenters described how one of the largest multinational athletic apparel companies struggled to help geographically separated teams collectively and collaboratively reuse knowledge and create content across the globe, even functionally similar focus roles.
Applicable AKM principle: “All KM efforts must leverage a common language. Develop, socialize, and employ a common KM language so stakeholders don't speak past each other and can maintain consensus throughout your KM effort.”
Ultimately, this presentation served to introduce The AKM to the broader community, demonstrate its value, and solicit input from across the industry.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
Describes a link between KM technologies and business strategy through context-specific KM inititiatives. Paper presented at CATI 2005, Congresso Anual de Tecnologia de Informa��o, S�o Paulo, Brazil.
Designed for EDD executive directors—seasoned, new, or those on course to assume a leadership role—this interactive
session will focus on three key factors for assuring a strong EDD: an active and engaged board, a strong and committed
team of professionals, and a state association that advocates for EDDs at the state level and provides resources to EDDs
directly.
• Steve Etcher, Manager, MarksNelson, Kansas City, MO
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
Knowledge Management (KM) Strategy for Wipro ConsultingRagesh Nair
I put together this very high-level KM strategy deck for Wipro Consulting, as part of an interview assignment. This is purely my vision and thought process, and does not reflect Wipro's opinions or strategy in any way.
Strategy to Execution: Tips to Execute Your Strategy With Excellence.Avi Mizrahi, MBA, BBA.
Strategy is sexy. Execution is really difficult. Perhaps that's why so many strategic initiatives fail. I believe that transitioning from strategy to execution is the biggest challenge facing today's organizations. Execution is a leader's job and this presentation will lay out a practical approach to ensure your strategy is executed with excellence.
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
The Human Factor: Five Tips for Creating the Quintessential Hybrid IT Profess...BMC Software
Douglas Smith, a certified Organizational Development (OD) Practitioner, demonstrates how HCSC has applied OD principles to its Infrastructure department, bridging the gap between IT and the business. He shares five tips for creating a hybrid IT professional, someone who can interact seamlessly with both the business and IT. If you’ve been charged with helping your team reach its full potential, this presentation is not to be missed.
Understanding the importance of an organization’s vision, mission and strategic objectives are vital, contributing factors to the success of a project.
Project strategic alignment is a method which links an organization's vision, mission, strategic goals and objectives with those of project and program management. Projects are the means by which strategies are executed and enable higher performance.
Learn more about:
» Project Management Institute (PMI)® Talent Triangle
» Business Strategy
» Strategic Planning
» Portfolio Management
» Project Strategic Alignment
» Project Strategic Communication
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Global Interconnection Group Joint Venture[960] (1).pdf
UNDP Presentation: How to Develop a Successful KM Strategy
1. How to develop a successful
KM strategy
Johannes Schunter
Policy Specialist, Knowledge Services
United Nations Development Programme, New York
2. 2How to develop an (un)successful KM strategy
The UN Development Programme
• 7,500 staff members in 150 countries
• “UNDP focuses on helping countries build and share solutions in
Sustainable development, Democratic Governance and
Peacebuilding, and Climate and Disaster Resilience”
• KM programme since 1999
• First corporate KM Road Map in 2004 (20% funded)
• Second corporate KM Road Map in 2007 (20% funded)
• First official KM Strategy 2009-2011 (100% funded)
• New KM Strategy 2014-2017 (80% funded)
3. 3How to develop an (un)successful KM strategy
„Knowledge Management is like herding cats“
4. 4How to develop an (un)successful KM strategy
Learning Objectives
A. Why a KM strategy, and which road to choose
B. How to go about developing a KM strategy
C. How to determine success of your KM strategy
5. 5How to develop an (un)successful KM strategy
Learning Objectives
A. Why a KM strategy, and which road to choose
6. 6How to develop an (un)successful KM strategy
What is a strategy?
A strategy is an informed, measurable decision about the direction
you wish to take, and the measures you will pursue to get there.
You define a goal, a destination or end state, and the strategy
describes how you will achieve it.
7. 7How to develop an (un)successful KM strategy
A KM strategy
KM Strategy
• Formulated Strategy Document
• Defines destination for KM in
your organization
• Determines steps for getting
there
• Strong KM branding
• Promotion
• Plan for and allocate budget
and capacity
Who of you are
working in an
organization who has
such a KM strategy?
8. 8How to develop an (un)successful KM strategy
5 reasons to develop a KM strategy
• Overall guidance, direction, and filter for decision making
• Legitimacy through management approval of strategy
• Legitimacy through staff involvement in strategy development
• Clarification of roles and responsibilities, strengthening position
of KM actors
• Easier to benchmark and measure KM efforts
9. 9How to develop an (un)successful KM strategy
5 reasons NOT to develop a KM strategy
• Proposing a big KM strategy implies a big budget
• Some things are easier to achieve when you are working under the
radar (“Stealth KM”)
• Proposing a big KM strategy will create change resistance
• Having a KM Strategy creates expectations that you cannot
possibly fulfil
• Having a KM Strategy in place makes you less flexible to react to
emerging needs
10. 10How to develop an (un)successful KM strategy
KM strategy vs. Stealth KM
KM Strategy Stealth KM
• Formulated Strategy Document
• Defines destination for KM in
your organization
• Determines steps for getting
there
• Strong KM branding
• Promotion
• Plan for and allocate budget
and capacity
• Do KM without calling it that
• No formal corporate strategy
document
• Use available budget and
capacity
• Identify opportunities for small,
low-budget catalytic initiatives
• Collect good examples and
stories to demonstrate the value
of KM and scale up
11. 11How to develop an (un)successful KM strategy
When to go for a Stealth KM approach
• When the term knowledge management is ‘burnt’ in your
organization
• When there are no senior management sponsor/champions for a
KM strategy
• When you are not ready to raise too many expectations (because
you’re new to the job, because of lacking capacity, or internal
politics)
• When a strategy would be unlikely to be funded
• When there are existing strategies or initiatives that you can build
on and improve, rather than creating new initiatives
• When there is goodwill and energy among individual staff to
experiment and try out new things
• When there are no corporate performance measures that hold the
organization accountable for KM outcomes
12. 12
A. Why a KM strategy, and which road to choose
B. How to go about developing a KM strategy
(in 9 steps)
How to develop an (un)successful KM strategy
Learning Objectives
13. 13How to develop an (un)successful KM strategy
STEP 1: Establish the KM Imperative
• What is the organization’s core mandate?
• What kind of organization does it want to be?
• Where does it want to be in 2, 5, 10 years?
• What kind of products, services and employees do we need
to fulfil our mission?
What is KM’s role in that?
Why do you need KM for that?
How does our KM have to
look like to support that?
14. 14How to develop an (un)successful KM strategy
STEP 2: KM needs assessment
• Existing processes for
Identifying knowledge content and people
Discussing and exchanging knowledge
Aggregating, consolidating, sharing and promoting knowledge content
Learning and applying knowledge
• Knowledge mapping of
Actors, networks, partners, focal points
Past and planned knowledge
products and services
15. 15How to develop an (un)successful KM strategy
STEP 2: KM needs assessment
• Focus Group Discussions and Interviews to identify
Understand their knowledge-related challenges and needs around
specific key areas of work
• Online Survey to assess
Satisfaction with existing services, products and tools
Understand challenges and needs of staff
• Assessment of IT Infrastructure
Needs/gaps analysis for online
content management,
document storage, internal
communication, collaboration
and knowledge networking
16. 16How to develop an (un)successful KM strategy
STEP 2: KM needs assessment
Start working on buy-in now!
•With managers: Make the issues visible
•With staff: Listen to concerns and understand obstacles
•With KM staff: Take into account their experience
•With partners: Show you are pursuing a KM agenda
17. 17How to develop an (un)successful KM strategy
STEP 3: Identify the KM challenges
“Where does it hurt the most?”
The case of UNDP
a)“It is difficult to reliably find a universal compendium of UNDP’s activities and
projects”
b)“Open knowledge sharing is not institutionalized as a natural exercise”
c)“The current process of knowledge product development and dissemination
does not yield the quality, reach and impact that’s needed”
d)“Thematic silos prevent cross-practice sharing”
e)“There is lacking reward for the sharing of knowledge and for support to
colleagues in other units”
f)“Internal hierarchies and politics favor private knowledge sharing”
g)“UNDP needs to do more to tap the knowledge of its external audiences and
beneficiaries”
h)“The potential of KM for identification and management of talent and expertise
is underutilized”
18. 18How to develop an (un)successful KM strategy
STEP 4: Define the ideal KM state
For your organization, what would the promised land
of KM look like?
19. 19How to develop an (un)successful KM strategy
STEP 4: Define the ideal KM state
The case of UNDP
1.“UNDP’s k-products are relevant, of high quality, and widely accessed”
2.“UNDP’s knowledge services are easily accessible, of high quality, and in sustained
demand”
3.“Members have easy access to knowledge and information they need, and find what
they are looking for quickly”
4.“UNDP’s knowledge processes, services, products, and experts contribute to
informing and influencing our policy, partners’ policies and public knowledge”
5.“UNDP acts as convener and facilitator of policy dialogue and knowledge “
6.“Lessons from projects and programmes are captured and used to improve the
design and quality of new projects and programmes”
7.“Staff members are well connected across the organization, interact frequently and
work collaboratively”
8.“KM is integrated in UNDP HR procedures and performance systems”
20. 20How to develop an (un)successful KM strategy
Your KM focus
Nick Milton and Stephanie Barnes:
• Operational excellence focus: Improve internal practices and
processes so that the org operates better/faster/cheaper/safer/etc.
• Customer knowledge focus: Improve delivery of knowledge to the
people who work with your customers on a day-to-day basis to
improve services
• Innovation focus: Generate new knowledge in order to create new
products and services
• Growth and change focus: Replicate existing success in new
markets or with new staff by learning from lessons learned and
scaling up good practices
[KM World Magazine, 2015, Issue 4]
21. 21How to develop an (un)successful KM strategy
STEP 4: Define the ideal KM state
The case of Hewlett-Packard Consulting
1.“Our staff feel and act as if they have the knowledge of the entire organization at their fingertips when they consult
with customers”
2.“Our staff know exactly where to go to find information”
3.“Our staff are eager to share knowledge as well as leverage other’s experience in order to deliver more value to
customers”
4.“We will recognize staff that share and those that leverage other’s knowledge and experience as the most valuable
members of the HP consulting team”
[KM Institute Washington D.C.]
Customer knowledge focus
22. 22How to develop an (un)successful KM strategy
STEP 5: Telling a story with your
KM strategy
• What will your KM enable the organization to do that it couldn’t before,
and why?
• What will it allow staff to do better than before, and why?
Theory of Change
Based on assumptions about our organization and the
environment it finds itself in, it explains how we expect that our
KM activities will affect change, and how that change will help
the organization fulfil its mission.
23. 23How to develop an (un)successful KM strategy
STEP 5: Telling a story with your
KM strategy
UNDP’s Theory of Change for KM
Public development discourse and
partners’ actions are informed and
influenced by UNDP’s knowledge
products, services, experts, and
leadership
UNDP is a more open organization,
engaged in networking, knowledge
exchanges and collaboration with
development partners
UNDP programmes and projects
create and leverage knowledge to
improve their performance
Knowledge management and
learning are made part of UNDP
culture, behaviors & performance
K-products are relevant, of high quality, and widely accessed
K-services are easily accessible, of high quality, and in demand
K-processes, services, products, and experts contribute to
informing and influencing policy, partners and public opinion
UNDP acts as convener and facilitator of policy dialogue and
knowledge exchanges which otherwise would not take place
External k-exchanges generate partnerships and opportunities
Lessons from projects and programmes are captured and used to
improve design and quality of new projects and programmes
UNDP staff members are well connected across the organization,
interact frequently and work collaboratively
Staff members have easy access to knowledge and information
they need, and find what they are looking for quickly
KM is integrated in UNDP HR procedures and performance
systems
• KM Initiative 1
• KM Initiative 2
• KM Initiative 3
• KM Initiative 4
• KM Initiative 5
• KM Initiative 6
• KM Initiative 7
• KM Initiative 8
• KM Initiative 9
• KM Initiative 10
• KM Initiative 11
• KM Initiative 12
• KM Initiative 13
• KM Initiative 14
Activities/Outputs Immediate Outcomes Long-term Outcomes
24. 24How to develop an (un)successful KM strategy
STEP 6: Linking the story of your
KM strategy with corporate objectives
• Scan your multi-year strategy, your annual business plan, your key
units’ work plans, etc. and reference where and how your ideal KM
state will add value
• Quote from the board papers, corporate strategy paper, media
announcements and from speeches/statements of the CEO, board
members, senior managers and partners
Use the links and references to demonstrate the
relevance of your KM strategy to get buy-in
25. 25How to develop an (un)successful KM strategy
STEP 7: Design your KM initiatives
Can you find the common pattern?
•APQC: “Critical success factors for continuing the KM journey include […]
developing an evolutionary process, not a ‘big bang’ approach”
•NHS UK: “Whether you choose to create a formal knowledge management
strategy or not, a large-scale, high-cost, ‘big bang’ roll-out is not recommended”
•Oracle: “Avoid ‘big bang’ implementation in favor of a phased approach”
•Kana: “An effective implementation strategy requires […] a realistic roll-out plan
that eliminates the risks of a ‘big bang’ implementation approach”
•Askmecorp.com: “'Grandiose' KM projects that
take more than nine months to implement and
deliver business value are considered to be
extremely risky and end up being the
excellent candidate for dissolution.
The Big Bang approach as a part
of a KM strategy spells trouble.”
26. 26How to develop an (un)successful KM strategy
STEP 7: Design your KM initiatives
• Avoid a big bang approach, instead go for “squirrels”
(KM Institute Washington): Agile small initiatives that fill niches to
address a specific need
• Try out different approaches, create prototype initiatives, test and learn,
then repeat
• Scale up those initiatives that prove valuable
27. 27How to develop an (un)successful KM strategy
STEP 7: Design your KM initiatives
• For pointers to different KM methodologies and tools check out the
Knowledge Sharing Toolkit at http://www.kstoolkit.org
28. 28How to develop an (un)successful KM strategy
STEP 8: Broad Consultation
• Time to present your draft strategy document to a wider audience:
Senior management
Staff
Beneficiaries/Clients/Partners
Peer KM staff in other organizations
30. 30How to develop an (un)successful KM strategy
Learning Objectives
A. How to go about developing a KM strategy
B. How to determine success of your KM strategy
C. How to determine success of your KM strategy
31. 31How to develop an (un)successful KM strategy
STEP 9: Establish a Performance
Measurement Framework
Why are we measuring our strategy?
• At the output level, to understand which elements/activities of our
KM strategy are working, which aren’t, and how to improve them
• At the immediate outcome level, to monitor existing and ongoing
pain points regarding KM, understand how well the organization is
doing in KM, and where to focus further efforts
• At the long-term outcome level,
to be able to demonstrate to management
and donors KM value/impact
and return on investment
32. 32How to develop an (un)successful KM strategy
STEP 9: Establish a Performance
Measurement Framework
UNDP’s Theory of Change for KM
Public development discourse and
partners’ actions are informed and
influenced by UNDP’s knowledge
products, services, experts, and
leadership
UNDP is a more open organization,
engaged in networking, knowledge
exchanges and collaboration with
development partners
UNDP programmes and projects
create and leverage knowledge to
improve their performance
Knowledge management and
learning are made part of UNDP
culture, behaviors & performance
K-products are relevant, of high quality, and widely accessed
K-services are easily accessible, of high quality, and in demand
K-processes, services, products, and experts contribute to
informing and influencing policy, partners and public opinion
UNDP acts as convener and facilitator of policy dialogue and
knowledge exchanges which otherwise would not take place
External k-exchanges generate partnerships and opportunities
Lessons from projects and programmes are captured and used to
improve design and quality of new projects and programmes
UNDP staff members are well connected across the organization,
interact frequently and work collaboratively
Staff members have easy access to knowledge and information
they need, and find what they are looking for quickly
KM is integrated in UNDP HR procedures and performance
systems
• KM Initiative 1
• KM Initiative 2
• KM Initiative 3
• KM Initiative 4
• KM Initiative 5
• KM Initiative 6
• KM Initiative 7
• KM Initiative 8
• KM Initiative 9
• KM Initiative 10
• KM Initiative 11
• KM Initiative 12
• KM Initiative 13
• KM Initiative 14
Activities/Outputs Immediate Outcomes Intermediate Outcomes
33. 33How to develop an (un)successful KM strategy
STEP 9: Establish a Performance
Measurement Framework
Output level:
•Collecting data on activities/outputs (e.g. #of k-products produced, #of trainings held,
# of workshop participants, # of staff exchanges, # of roster entries, web hits,
downloads, discussion comments, likes, shares)
Immediate Outcome level:
•Staff perception surveys (e.g. satisfaction with Communities of Practice or onboarding
procedures, percentage of staff who they think documents are easy to find, etc.)
•Client feedback surveys (e.g. satisfaction with quality and relevance of knowledge
products or advisory services, rating of products, etc.)
34. 34How to develop an (un)successful KM strategy
STEP 9: Establish a Performance
Measurement Framework
Long-term Outcome level:
•Collecting data on uptake/results (e.g. # of new partnerships following an event, # of
citations of UNDP products in government documents, # of backlinks to a UNDP project
website, percentage of staff retention, strength of social networking links between
business units)
•Impact stories (e.g. how client used a k-product to effect change, how a tool helped staff
achieve a goal, how an event helped advance agenda)
•Correlation analysis (e.g. correlation between use of corporate tool and achievement of
results, or number of knowledge products in a country and perception of UNDP as a good
partner in that country)
35. 35How to develop an (un)successful KM strategy
STEP 9: Establish a Performance
Measurement Framework
Report on your results
•Annual KM report
•Communicate impact stories
•Talk about successes (webinars, e-discussions, posters)
•Be honest about failures (they are there to learn from them)
•Adjust your goals if they turn out to be too unrealistic
36. 36How to develop an (un)successful KM strategy
Learning Objectives
A. Why a KM strategy, and which road to choose
B. How to go about developing a KM strategy
C. How to determine success of your KM strategy
37. 37How to develop a successful KM strategy
A. Why a KM strategy and
which road to choose
• Guidance, direction, and filter for decision making
• Legitimacy
• Clarification of roles and responsibilities
• Benchmark and measuring
Decide whether an official KM strategy is right for you
vs. a stealth KM approach
38. 38How to develop an (un)successful KM strategy
B. How to go about developing a
KM strategy (in 9 steps)
• STEP 1: Establish the KM Imperative
• STEP 2: Do a KM needs assessment
• STEP 3: Identify the KM challenges
• STEP 4: Define the ideal KM state
• STEP 5: Tell a story with your KM strategy (Theory of Change)
• STEP 6: Linking the KM strategy with corporate objectives
• STEP 7: Design your KM initiatives
• STEP 8: Conduct a broad consultation
• STEP 9: Establish a Performance Measurement Framework
39. 39How to develop an (un)successful KM strategy
C. How to determine success of your
KM strategy
1. Collecting data on activities/outputs
2. Staff perception surveys
3. Client feedback surveys
4. Collecting data on uptake/results
5. Impact stories
6. Correlation analysis
40. 40How to develop an (un)successful KM strategy
Final Comments
1. Relentlessly communicate your KM strategy
2. Control the KM narrative in your organization
(by generating hard evidence and debunking rumors)
3. Avoid the myth of the one overarching KM system
(remember the “squirrels”)