The document discusses the author's experience with knowledge management (KM) over 8 years at SRA and outlines some of the challenges they observed. Key points include: 1) KM involves not just information but how people learn and apply knowledge within an organizational culture. 2) Many organizations struggle with information sharing and lack focused efforts to improve interagency situational awareness. 3) Applying KM practices in the public sector faces additional challenges due to its extended enterprise of citizens, government agencies, and regulatory bodies.

2. In retrospect, I really should have seen the layoff coming

3. SOME OF WHAT I SAID.

6. Define KM? Tag cloud based on 43 definitions for Knowledge Management

7. Knowledge Management refers to the management of the components and enabling of relationships from which knowledge emerges: used to enhance decision making, spark innovation, and comprehend weak signals in the information environment.

8. “ Very few people understand the need (requirement) for KM. They do understand barriers, non-sharing, poor training, awful deployments with no attention to human factors, atrocious documentation, and the lack of information while drowning in data.” – CKO of a U.S. government agency

9. Related Question – Where to Give Attention? Volume Time Data, Information, Knowledge Information Processing Technology Access Network Bandwidth Attention Davenport, T. H. and J. C. Beck (2001). The Attention Economy: Understanding the New Currency of Business. Cambridge, MA, Harvard Business School Press.

12. Fannie Mae subprime cautions date to 1999 Can an increased ability to detect and comprehend weak signals prepare us for economic recovery, war on cities, pandemic? Mumbai under siege, any early indicators? Struggle to understand initial SARS outbreak

13. Doing KM in the Public Sector? Clients find themselves in a ‘forced’ extended enterprise Citizen Congress Exec Agency LOB Regulatory Agencies OMB Press Executive sets Vision, every 4-8 years Regulatory agencies establish compliance targets Citizens demand services Press amplifies failures, strategic effects reached quickly Lines of Business require sub-optimization of Agency requirements for USG efficiency OMB assesses processes and management of IT portfolio Congress controls appropriations, and monitors actions (My Clients)

14. Consider the Individual Instruction COPs / social networks Know how, why Info Mgmt Info Sharing Tacit Knowledge Know what Explicit / Implicit Knowledge

15. Consider the Organization Enterprise Integration Extended Enterprise Integration Isolated Functions Continual Functional Improvement Cross Functional Process Improvement Organization as Complex Adaptive System

16. SOME OF WHAT I DID.

18. KM Practice, 2000-2007 Missile Defense Agency Veterans Administration Health and Human Services Defense Information Systems Agency USAID American Red Cross US Navy ES/FAM US Navy NPDC/CIT US Marine Corps National Geospatial Intelligence Agency National Security Agency SIGDEV US Air Force COOP USAID ASD/NII (DoD CIO) Army Medical Command Health and Human Services Missile Defense Agency Department of Homeland Security OGC Health and Human Services Missile Defense Agency Defense Intelligence Agency Association of State and Territory Health Officials White House Military Office US Senate Transition capabilities and skill sets to business units as appropriate through training, brown bags, etc