This document discusses knowledge management (KM) principles and strategies for the U.S. Army. It defines KM and explains its importance for military effectiveness. The Army's KM principles focus on people, processes, and technology, with goals of sharing knowledge across boundaries, embedding knowledge in standard processes, and using common collaborative tools and open architectures. Implementing these principles will create a collaborative culture where knowledge sharing is recognized and good ideas are valued regardless of source.

1. Knowledge Management (KM) Dr. Robert E. Neilson HQDA CIO/G-6 Knowledge Management Advisor [email_address] A Principles Based Approach KM Train and Educate Single Sign On Across the Enterprise Robust Search Capability Open Architectures Promoting KM Culture of Collaboration PEOPLE and CULTURE PROCESS TECHNOLOGY Protect Knowledge KM in Standard Business Processes Reward KM Efforts Embed KM Into Business Processes Standard Business Processes Standard Collaborative Tool Sets KM Doctrine of Collaboration Acquire and Share Knowledge

2. Purpose This Briefing will answer the following questions: What is KM and why should I care? Why KM now? What is the Army doing in the KM Arena?

3. The objective is to connect those who know with those who need to know by leveraging knowledge transfers from one-to-many across the enterprise. What is Knowledge Management? Knowledge management is a discipline that promotes an integrated approach to identifying, retrieving, evaluating, and sharing an enterprise’s tacit and explicit knowledge assets to meet mission objectives.

4. Sun Tzu Thoughts on the importance of Knowledge Management When a country has Generals that are thoroughly able and intelligent, then that country is safe and strong. This means that Generals have to be completely capable and completely knowledgeable in all operations. Chapter 3: Planning the Attack, Art of War

5. The Army KM Principles Principle 9 – Use standardized collaborative tools sets. Principle 10 – Use Open Architectures to permit access and searching across boundaries. Principle 11 – Use a robust search capability to access contextual knowledge and store content for discovery. Principle 12 – Use portals that permit single sign-on and authentication across the global enterprise including partners. Principle 7 – Embed knowledge assets (links, podcasts, videos, documents, simulations, wikis.....) in standard business processes and provide access to those who need to know. Principle 8 – Use legal and standard business rules and processes across the enterprise Principle 1 – Train and educate KM leaders, managers and champions Principle 2 - Reward knowledge sharing and make knowledge management career rewarding. Principle 3 – Establish a doctrine of collaboration. Principle 5 – Prevent knowledge loss. Principle 4 – Use every interaction whether face-to-face or virtual as an opportunity to acquire and share knowledge. Principle 6 – Protect and secure information and knowledge assets. PEOPLE PROCESS TECHNOLOGY

6. Dimensions of KM Information Creation Tables Speech Documents Data Management Corporate Individual Group Knowledge Management Decision Action Learn from Experience Add to the Collection INSIGHT Using the KM Process to move the individuals and organization up the KM Pyramid while meeting the mission objectives

7. Army KM End State Implementing the Army KM principles will create a culture of collaboration and knowledge sharing where knowledge is “pushed and pulled” from across the enterprise to meet mission objectives…an Army where good ideas are valued regardless of the source, the knowledge base is accessible without technological or structural barriers, and knowledge sharing is recognized and rewarded.

8. Why Should I Care? Because KM Makes the Army Stronger Organizational Effectiveness DATA Management INFORMATION Management KNOWLEDGE Management Current State of the Army Endstate of the KM Army TECHNOLOGY PROCESS PEOPLE / CULTURE Moving the Army toward the KM Endstate will require improvements to Technology, Process and People / Culture Industrial Age Information Age Digitized Force ‘ Doing more with Less’ GWOT shows without KM, information overload and situational awareness are not enough Combat Power is measured as only a physical capability

9. Why KM Now? To transform the Army We have to Transform Information into Knowledge

10. What’s the Army Doing Now? AKO KM Strategy Initiatives Social networking. Rapid training –eLearning. Best practices for retaining knowledge. Building a BI roadmap. Web. 2.0 in Govt.

11. AKS on AKO: Where to go for help AKO Home > Army Knowledge Strong (AKS) > Army Knowledge Strong (AKS) Home

12. KM Strategy Roadmap NEAR TERM 0-3 yrs MID TERM 3-7 yrs FAR TERM 7-15 yrs TECHNOLOGY PROCESS PEOPLE / CULTURE Army, ACOM, DRU and ASCC KM Plans WEB 2.0 KM Doctrine OPEN Architectures KM Principles practiced throughout the Army KM Unit and Individual Reward System Standard Collaboration Tools in full use throughout the Army IA and Standard Business Practices based on KM Principles

13. Way Ahead As you contemplate developing or engaging in some knowledge management efforts, think enterprise-wide. As professionals much of our respective jobs are to: Connect those who know with those who need to know and leverage knowledge transfers from one-to-many.

14. BACKUP

15. Dimensions of KM: Organizing Framework

16. Presentation will also address: (subplots) Social networking. Rapid training –eLearning. Best practices for retaining knowledge. Building a BI roadmap. Web. 2.0 in Govt.

17. People Dimension Rationale : To create a culture of collaboration, the Army needs to educate the next generation KM change agents who understand KM principles and technologies and can effect change to accelerate meeting mission objectives. Implications : Curriculum development and instructional delivery methods identified to train and educate the Force in KM competency at all levels of the Army (soldiers and civilians). Principle 1 – Train and educate KM leaders, managers and champions Social Networking Rapid Training Web 2.0

18. People Dimension Rationale : What gets rewarded in organizations gets done. Reward structures guide organizational and individual behavior. Implications : Establish KM careers fields, where appropriate, and insert performance elements into NSPS, OERs and NCOERs to evaluate knowledge sharing contributions . Principle 2 - Reward knowledge sharing and make knowledge management career rewarding.

19. Rationale : A collaborative environment fosters new ideas, understanding and ways to execute the commander’s intent. Implications : Leaders need to incorporate the Core Principles of Collaboration into their business procedures and human resources practices. Core Principles of Collaboration Responsibility for Provide - “need-to-share” should be replaced by “responsibility to provide”. Empowered to Participate - Soldiers and civilians are empowered to participate and share insight in virtual collaborative communities without seeking prior permission. User-driven - Collaborative communities are self-defining, self creating and adaptable. Users own the collaborative community not IT providers. People Dimension Principle 3 – Establish a doctrine of collaboration. Social Networking Web 2.0

20. Rationale : Continuous learning is an expected day-to-day activity. Learning faster than adversaries or competitors yields short and long-term results. Implications : Leaders need to frame day-to-day activities as learning opportunities to accelerate knowledge acquisition and transfer. People Dimension Principle 4 – Use every interaction whether face-to-face or virtual as an opportunity to acquire and share knowledge. Rapid Learning

21. People Dimension Rationale : Knowledge is perishable. It has a life cycle. The life cycle can’t begin until it is documented and assessed for its value. Implications : Assess what is valuable from past activity, document it, and share with those who need to know. Principle 5 – Prevent knowledge loss. BP for Retaining Knowledge

22. Rationale : Denying adversaries’ access to key information and knowledge assets gives US Forces decisive advantage to securely communicate and collaborate across geographic and organizational boundaries. Implications : Requires leaders of knowledge communities to comply with relevant information assurance regulations and policies. Process Dimension Principle 6 – Protect and secure information and knowledge assets.

23. Rationale : Leverage digital media to add context, understanding, and situational awareness to operations and business activities. Implications : It is incumbent on leaders to creatively embed and use digital media (podcasts, videos, simulations, wikis….) in training routines and operations to add to or leverage the existing knowledge assets of the Army. Convert intellectual capital (ideas, best known practices) to structural capital (anything that is digitized and accessible and searchable by others). Process Dimension Principle 7 – Embed knowledge assets (links, podcasts, videos, documents, simulations, wikis.....) in standard business processes and provide access to those who need to know. Social Networking Web 2.0 BP for Retaining Knowledge

24. Rationale : Established business rules and processes are repeatable thereby reducing learning curves and promoting consistent quality products and services. Implications : Follow standard business rules and processes set by the Army and the Department of Defense. Modify and evolve business rules to meet the commander’s intent and quickly adapt business processes to meet or anticipate emerging threats or business opportunities (situational awareness). Lean Six Sigma and continuous process improvement principles apply. Process Dimension Principle 8 – Use legal and standard business rules and processes across the enterprise

25. Technology Dimension Rationale : Training on and using common collaborative software tool sets reduces training and maintenance costs while more importantly creating a common platform for data, information and knowledge exchange in theatres to accelerate meeting tactical and strategic objectives. It reduces impediments to searching for relevant knowledge across the enterprise. Implications : Use approved Army and DoD collaborative tools sets. Train and deploy with them. Provide access to structural capital to accelerate learning curves and adopt/modify best known practices. Principle 9 – Use standardized collaborative tools sets. Web 2.0 Rapid Learning

26. Rationale : Create seamless and ubiquitous service-on-demand when one client application requests one or more services for another application which provides complimentary services. Implications : KM applications need to be designed and operate with an enterprise focus, thereby permitting access searching across systems and organizations without technical or structural impediments. Technology Dimension Principle 10 – Use Open Architectures to permit access and searching across boundaries.

27. Rationale : With the exception of classified information, knowledge bases should be accessible and searchable with search engines that deliver contextual knowledge and information. Implications : In the design and operation of KM systems, leaders need to ensure that there are no organizational or technical barriers blocking access to digital media residing in knowledge bases. Technology Dimension Principle 11 – Use a robust search capability to access contextual knowledge and store content for discovery. Web 2.0

28. Rationale : Using the Army’s portal as a standard access and authentication point lessens confusion for users and provides a standard process for accessing enterprise knowledge assets while reducing total cost of ownership of other portals, websites or knowledge networks. Implications : Use AKO/DKO as your portal of first choice. AKO is paid for by the HQDA CIO/G-6 and therefore is available to Army Commands and organizations at no additional cost. Technology Dimension Principle 12 – Use portals that permit single sign-on and authentication across the global enterprise including partners.