Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
ITIL® 4 will be hitting shelves in February 2019, but how is it different from ITIL V3? We joined forces with AXELOS in this webinar to break down what's changing with ITIL 4, how this can benefit you and your organisation, and how you can book onto a course.
History of IT Service Management Practices and StandardsRob Akershoek
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
ITIL® 4 will be hitting shelves in February 2019, but how is it different from ITIL V3? We joined forces with AXELOS in this webinar to break down what's changing with ITIL 4, how this can benefit you and your organisation, and how you can book onto a course.
History of IT Service Management Practices and StandardsRob Akershoek
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
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.
ISO 20000-1 has been updated to version 2018. Learn about common terms and definitions, tips on preparing a transition plan, and what to if you are already certified for ISO 20000-1
Presentación utilizada por Josefina Lindblom, Senior Policy Officer , de la Comisión Europea, en el ITeC Time: Jornada de difusión del sistema europeo de indicadores de sostenibilidad Level(s) del 23 de febrero de 2022. Patrocinado por EcoIntelligentGrowth y Construcía.
El objetivo de la jornada fue dar a conocer el sistema europeo de indicadores para evaluar y medir la sostenibilidad de los edificios que propone Level(s) y explicar claramente su uso y metodología.
Más info: https://itec.es/servicios/productos-sostenibles/levels
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.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
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.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
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
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.
Change is more difficult in today's environment. Companies are under great levels of inspection and have diverse generations of Milennials, Gen X and Boomers. This overview takes business leaders through key points that must be addressed by all stakeholders and staff.
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.
ISO 20000-1 has been updated to version 2018. Learn about common terms and definitions, tips on preparing a transition plan, and what to if you are already certified for ISO 20000-1
Presentación utilizada por Josefina Lindblom, Senior Policy Officer , de la Comisión Europea, en el ITeC Time: Jornada de difusión del sistema europeo de indicadores de sostenibilidad Level(s) del 23 de febrero de 2022. Patrocinado por EcoIntelligentGrowth y Construcía.
El objetivo de la jornada fue dar a conocer el sistema europeo de indicadores para evaluar y medir la sostenibilidad de los edificios que propone Level(s) y explicar claramente su uso y metodología.
Más info: https://itec.es/servicios/productos-sostenibles/levels
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.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
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.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
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
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.
Change is more difficult in today's environment. Companies are under great levels of inspection and have diverse generations of Milennials, Gen X and Boomers. This overview takes business leaders through key points that must be addressed by all stakeholders and staff.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Foundation Capacity: Preliminary Findings from FCCAT DataTCC Group
In Spring 2016, 54 diverse foundations took TCC Group’s Foundation Core Capacity Assessment Tool (FCCAT), assessing capacity strengths and challenges of their respective institutions. This slidedeck, for participants who took the FCCAT in 2016, shares the aggregate data. We’ll explore what we learned regarding strengths and challenges in five core arenas: leadership, management, adaptive, technical, and organizational culture capacity, probing interesting results across foundations of all types and sizes. The video of this webinar is available on TCC Group's YouTube page: https://youtu.be/FP3kFHQJd3g
Authors Ulla de Stricker, Cynthia (Cindy) Shamel, Connie Crosby, and Constance Ard presented this overview on February 25, 2014 to a Community of Practice via webinar. The slides summarize key points from the recently published book Knowledge Management Practice in Organizations: The View from Inside.
On May 31, 2012, Past-President Anne Caputo discussed SLA’s new strategic vision and how it is being implemented. This program provided an opportunity for all members to learn more about where SLA is headed and how they might be able to use SLA’s vision in their units’ strategic plans.
The design of data systems within education can be challenging due to a lack of easily accessible information and a large variety of stakeholders with differing needs. Architecting Academic Intelligence is the process of centralizing and making accessible the student administrative information to the every member of the administration, faculty and staff of the City Colleges of Chicago so as to more efficiently promote student success.
Similar to USAID Knowledge Management Building Blocks (20)
WordPress Websites for Engineers: Elevate Your Brandgvaughan
Presentation: Are you an engineer looking to enhance your professional brand? Join our insightful webinar where Gary Vaughan, a seasoned IT professional and WordPress expert, will unveil the power of WordPress websites in boosting your career and professional profile. Whether you're a consultant, volunteer, or aspiring employee, a well-crafted website can be a game-changer in showcasing your expertise.
Speaker Bio: Gary's long career spans from Project Manager and Foreign Service Officer to IT Contractor at the State Department's Office of eDiplomacy. With a profound focus on WordPress software support, he now dedicates his expertise to pro bono website design for DC area non-profits and offers web design resources at dcwebrevolution.com. Gary specializes in WordPress web consulting, business planning, website design, and social media management.
Presentation on Why a Blog, General Website Planning Steps, Other Social Media and Web builder options, Moving up to WordPress, WP.COM a user-friendly option, WP as a tool/community to "do good"
"Boost Your Online Branding with a WordPress Blog" by Gary Vaughan, Web Designer. Presentation for 40 Plus DC shows how a Blog can help a Job Seeker or Solopreneur. Special focus on a user-friendly WordPress.Com site.
A presentation about how WordPress.Com can provide a basic website for individuals or organizations, and step-by-step tips on how to plan and implement a WordPress.Com site.
A presentation on the value of WordPress, tips on the website design process, and how-tos on setting up a WP.COM site using as examples 3 common types of sites and related Theme options: Photo, Blog and Organization:
Why Social Media Matters to You and Your Agencygvaughan
A 2012 slide presentation for Brookings Digital Government seminar on how State Department and other agencies apply digital media. Also shows personal usage of LinkedIn, BlogTalkRadio, Box.net and others for professional networking and career development.
How to Manage Social Media for the Busy Professional - 40 Plus DC [long]gvaughan
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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.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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/
2. 2
Module Objectives
• To share knowledge about the ‘building
blocks’ and ‘stumbling blocks’ of Knowledge
Management
• USAID perspective
• New frameworks
• Participants’ perspective
3. 3
This morning’s activities…
Panel Presentation: short,
focused presentation of a
frameworks with implications for
KM
Small Group Discussion: how
applicable is the idea based on
your perspective and experience
Feedback: Collection and
presentation of your views
Voting: What’s most important,
collective recommendations
5. 5
• World wide deployment
• Knowledge in many places
• Workforce turnover
• Presidential Management Agenda
(PMA) Initiative
Why KfD for USAID?
The Right Knowledge to the Right Person at the Right Time
in support of the Agency Mission
6. 6
USAID has three “faces”:
The Field
– On the ground: Development assistance/Disaster
relief
– The “public” face
The Strategic
– Defining Agency policy, Bureau and Country
Strategies and Program Plans
– The “USG” face
The Operational
– Administrative organizations and processes
– Providing support functions of the Agency
– The “hidden” face
What we found….
Each person sees their role different depending on which “face” they represent!
7. 7
The Extended Enterprise
Knowledge for mission success is often not within USAID itself
NGOs, PVOs,
Think Tanks,
Universities,
Grantees Beneficiaries in
Developing
Countries
Congress,
State Dept.,
The Public,
OMB, NSC,
The President
Other Donors,
Co-Financers
Contractors in US &
Developing Countries
Technical & Sector
Councils.
Advisory Committees
DOD, HHS,
Commerce,
Treasury,
USDA,
etc.
Stakeholders
Federal Leads,
Partners
Implementing
Partners, Suppliers
Ultimate
Customers
Funding Partners
USAID
FS, GS
Retirees
8. 8
The KfD Strategy Strategic ObjectivesThe KfD Strategy Strategic Objectives
• SO1 – Knowledge accessed and
leveraged across the extended
enterprise
• SO2 – Strengthened strategic
operations of the Agency
• SO3 – Knowledge-based high
performing workforce achieved
11. 11
USAID Knowledge for Development
Program Architecture
People
Technology
Process
Change Management
Assessments Interventions Communications Training
Program Management
KfD Project
Planning,
Tracking,
Reporting
KfD Metrics
and
Performance
Monitoring
Knowledge Mapping
Process
Analysis
Explicit
Knowledge
Identification
Tacit
Knowledge
Identification
AAL
Learn
Before
Learn
During
Learn
After
Meta Data
Subject
Taxonomy
Enterprise
Taxonomy
Development
Marketplace
Portal
CoP
Community
Support
- Facilitation
- Web
Services
- Advisory
Services
Community
Development
- Planning
- Facilitation
myknowledge
@USAID
Yellow
Pages
Explicit
Knowledge
Resources
Tacit
Knowledge
Resources
Expertise
USAID
Documents
and Websites
Partner
Documents
and Websites
Activity
Documents
and Websites
USAID Extranet
Enterprise Content Management - Records Management
Collaboration Software
KfD
Strategy
Refinement
External Information Access
Information Access
Search
Lessons
Learned
Database
USAID KfD
Building Blocks
Change
Management
• Culture
• Leadership
• Incentives
• Communication
Program
Management
• Governance
• Measurement
12. 12
Building blocks
• At its core,
development is all
about knowledge
sharing
• Severe constraints
force focus on
knowledge
• New structures
(strategic programs,
peer relationships,
teams) should put
premium on knowledge
sharing
13. 13
Stumbling blocks
• Cross-
organizational
constraints more
limiting than
expected
• The personal
characteristics
that are attracted
to change, and to
knowledge sharing,
are not necessarily
those promoted in
organizations
14. 14
Panel Introduction
• Culture – Social Capital
– Joe Rabenstine and Omar Azfar
• Change Management – Politics
– Gary Vaughan and Tony Pryor
• Governance – KM Org Models
– John Crager
• Measurement – Strategy Maps
– Jeff Malick and Joe Rabenstine
15. 15
Panel Presentations - Culture
A Development Framework for Social Capital
– Joe Rabenstine
– Omar Azfar
• Social Capital in KM/KS
• Azfar and Subrick Model
• Implications for KM/KS
16. 16
“Social capital trumps all”, Larry Prusak
Knowledge management is
heavily dependent on an
organization’s ability to
build social capital
among its employees
Social capital is the
(economic) value
created by maintaining
and sustaining
relationships inside and
outside the organization
Connections – the ties
between people
Relations
- the interpersonal
dynamics between
individuals
Shared Context
- common
understanding of
language and events
17. 17
The issue…
• How can we measure and assess social
capital?
• What are its dimensions?
• What frameworks can be used beyond
the organizational boundaries?
• How does social capital impact the core
processes of our organizations?
18. 18
A Framework From Development
“Social capital, governance and growth:
Results from a Cross-Country Panel
Dataset on Six Dimensions of Social
Capital”, Omar Azafar and Robert Subrick
– IRIS Center University of Maryland, 2004
– Notice of EGAT presentation shared by DIS
colleague (a ‘knowledge accident’)
– Definition and measurement and impact on
behaviors
19. 19
“In this paper we try to measure* some of
the individual components of social
capital…”
“Levels of trust and trustworthiness vary
greatly across countries.”
– Trust
– Spiritual capital
– Rule compliance
– Membership in organizations
– Activism
– Confidence in public institutions
*Data from the World Values Survey and the European Values Survey
“different aspects of social capital can affect
economic activity in different ways”
20. 20
Assumptions
• Identification of factors likely to affect behavior
• Questions chosen to construct the social capital
indicators
• Investigate correlations across the six dimensions
• Comparison of effects of social capital by country
• Effects on economic growth and changes in
government
• Changes in social capital over time
• Correlations across the six dimensions
Analysis
21. 21
Findings…
• Large and significant correlations on specific
questions
• These components are a coherent measure
of a kind of social capital
• Different components do not appear closely
related
• Regional differences exist
And considerations…
• Dimensions of social capital that are
relevant to KM/KS behaviors
• Measurement and validation
• Social capital within organizations/within
client countries
22. 22
Panel Presentation – Incentives,
Leadership and Communications
A Perspective on Change Management
– Gary Vaughan
– Tony Pryor
• Politics
• Politics
• More Politics
23. 23
Building Blocks of Knowledge-Sharing: A
Political Perspective by Gary Vaughan
The Political Context…
• Government is all about power/politics
• Mix of Electoral, bureaucratic, professional
competition
• Result: a frenzied, volatile environment
• Challenge: how to focus, progress with KM
• Metaphor: “seals in a shark tank”
24. 24
The Thesis
• KM is like “running for office”
• You need to “win votes for change”
• KM strategies and concepts are
secondary to coping with organizational
politics
• Implications for KM: opportunism,
momentum, “popular” results
• Metaphor: Apply KM in a competitive
“jungle”
25. 25
Need for Traction, Momentum
• Majority of staff need to support KM
(“without realizing it!”)
• Group activities crucial (need a “stage”)
• Need broad results vs. isolated
successes (to “stoke” organizational
momentum)
• Measurement? Simple! KM succeeds
when a lot of people say so!
26. 26
KM Professional’s Role
• What you’re not:
– “Knowledge doctor”
– Senior Technocrat
– Joan of Arc! (“crash
and burn”)
• What you are:
– Spark Plug
– Broker
– Thomas Edison!
(“trial and error”…
but looking for that
popular ‘light bulb’
result!)
27. 27
Panel Presentation – Governance
The Basics of KM Governance and Structure
– John Crager
• Steering Committee
• Advisory Board
• Central Support
• Design Teams
29. 29
Panel Presentation – Measurement
Strategy Maps – Objectives, Performance
and Accountability
– Jeff Malick
– Joe Rabenstine
• Mapping objectives to the Balanced
Scorecard
• Linking objectives to projects and processes
• Using existing measures of projects and
processes to measure KM performance
31. 31
What to map?
• Enterprise Business strategy / objectives
• Business unit strategy / objectives
• Program strategy / objectives
– E.g., Knowledge management program
• Focus on objectives and how they relate to each
other – the specifics of what you want to
accomplish
Why map?
• Strategy drives performance
• Monitor the progress of what matters
• Understand the ‘why’ behind performance to
make best decisions to put strategy in action
32. 32
Linkage to projects and processes
• Objectives map to projects
• Projects map to processes
What to measure
• Use current process metrics
• Don’t create new measures and mechanisms for
recording them
Considerations…
• Measurement of KM programs/projects
• Attribution / cause and effect
34. 34
Small Group Discussion Tasks
After your break…
• Re-group at your assigned tables
– Two tables per panel topic
• Consider and discuss the ideas shared by the panelists
– Identify someone to capture ideas on flip charts
– All ideas are good ideas!
• Your facilitator will lead discussions on the topic assigned
to your table
– Building Blocks (2 – 4)
– Stumbling Blocks (1-3)
– Next steps and implications
• Develop summary for plenary presentation (3 – 5 minutes)
– Building Blocks (2)
– Stumbling Blocks (1)
– Next steps and implications
Editor's Notes
In their 2001 book The Strategy-Focused Organization, Kaplan and Norton transformed their Balanced Scorecard, introduced in 1992 in the Harvard Business Review as a performance measurement system, to a strategic management system. A Strategy Map is a diagram that describes how an organization creates value by connecting strategic objectives in explicit cause-and-effect relationship with each other in the four BSC objectives (financial, customer, processes, learning and growth).
