Corporate Amnesia, Discipline,

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Copyright © Graham Durant
-
Law 2006

Corporate Amnesia, Discipline,
and Knowledge Management

A presentation to the

KM Singapore 2006 Conference.

Graham Durant
-
Law

BSc, MHA, MKM, Grad Dip Def, Grad Dip Mngt, Grad Cert Hlth Fin, psc.




The University of Canberra and

HolisTech
® Pty Ltd, Australia

Copyright © Graham Durant
-
Law 2006

2

Outline of Presentation


Some Background


The Problem
-

Corporate Amnesia


The Knowledge Management Journey


The Major Lesson


Discipline!


Some Conclusions


Questions

Copyright © Graham Durant
-
Law 2006

Some Background

Copyright © Graham Durant
-
Law 2006

4

Mission and Scope

Requirements

Acquisition

In
-
Service

Disposal

About 200 Major Projects

>$20m Managed

About 200 Major

Projects

>$20m Monitored

100+ Minor Projects

<$20m Managed and Monitored

Government


Approval

AUD$50bn worth of
projects in pipeline.

Copyright © Graham Durant
-
Law 2006

5

The Business Process

0

-

5

-

4

-

3

-

2

-

1

Copyright © Graham Durant
-
Law 2006

6

Organisation

300 staff, 80%
military, and
mainly males

Copyright © Graham Durant
-
Law 2006

The Problem:

Corporate Amnesia

‘An immense and ever
-
increasing wealth of knowledge is
scattered around the world today; knowledge that would
probably suffice to solve all the mighty difficulties of our age,
but it is dispersed and unorganised. We need a sort of mental
clearing house for the mind: a depot where knowledge and
ideas are received, sorted, summarized, digested, clarified and
compared.’


H.G.Wells, Novelist, 1938

Copyright © Graham Durant
-
Law 2006

8

Corporate Amnesia

Results from Capability Systems Division Survey 2003, N=191, n = 106


More than 45% have spent less than 12 months in their job.

Length of Time
11%
35%
7%
25%
22%
less than 12 months
6 to 12 months
12 to 18 months
18 to 24 months
more than 24 months
Copyright © Graham Durant
-
Law 2006

The Knowledge Management
Journey

‘The science of knowledge management is not mature. It is
exceedingly difficult, not technically, but with respect to
achieving desired organisational goals. The phrase “not
rocket science” has been frequently used in relation to
TARDIS, meaning that the approach being taken is not
technically difficult. However, we believe that solving the
larger management problem is another matter. It is much
harder than rocket science’.




Goodburn & Webb, Defence Scientists, 2004.

Copyright © Graham Durant
-
Law 2006

10

Where They Began

Performance

Schedule

Cost

Capabilities

Projects


Information management approach


No new software


No coding beyond application


CDE staff to manage

Copyright © Graham Durant
-
Law 2006

11

Where They Are Now

Overall Satisfaction
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2003
2006
Very Unsatisfied
Unsatisfied
Somewhat Satisfied
Satisfied
Very Satisfied
Component Satisfaction
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
DOORS Database
DRN Files
DSN Files
PDF Rollups
Operation Budget Rollups
Schedule Tool
CDG DRN Intranet
TARDIS Training
TARDIS Meeting Support
TARDIS Help Desk
Very Unsatisfied
Unsatisfied
Neutral
Satisfied
Very Satisfied
Results from

Capability Development Executive Survey 2006,
N=291, n = 114



Copyright © Graham Durant
-
Law 2006

The Major Lesson:

Discipline!


Very much and very stupid comment has been made upon the
discipline of the Australian soldier. That was because the very
conception and purpose of discipline have been misunderstood.

It is, after all, only a means to an end, and that end is the power to
secure co
-
ordinated action among a large number of individuals

for the achievement of a definite purpose. It does not mean lip
service, nor obsequious homage to superiors, nor servile
observance of forms and customs, nor a suppression of
individuality.’


Lieutenant General Sir John Monash, 1918

Copyright © Graham Durant
-
Law 2006

13

Types of Discipline



People


Culture


Process


Technology


Content


Corporal

Copyright © Graham Durant
-
Law 2006

Some Conclusions

‘Knowledge management is an ongoing, evolutionary process.
Once it’s part of your business model, it will always be part of
your business model.’


David Keller, Marketing Vice President Zoneworx Inc., 2003


Copyright © Graham Durant
-
Law 2006

15

The Lessons


Knowledge management is about people


Knowledge management is process


It is a change management journey


Begin the journey from a firm base and work with
what you have


Take one step at a time and always have a foot
on the ground


Don’t expect instant results


it takes time


Discipline is required at every step!


The journey never ends!



Copyright © Graham Durant
-
Law 2006

Questions

‘The real questions refuse to be placated… They are
the questions asked most frequently and answered
most inadequately, the ones that reveal their true
natures slowly, reluctantly, most often against your
will’.




Ingrid Bengis, Author, 1973