Knowledge Management - actKM

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6 Νοε 2013 (πριν από 3 χρόνια και 7 μήνες)

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KNOWLEDGE
MANAGEMENT


“If only we knew what we know”
C O’Dell

Nelson/Smith/Rooney/Ellis

Knowledge Management



What?



Why?



How?

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
What?





provides the competitive edge



information and communication
technology advances



drivers and enablers

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
What?



understanding, capturing and
leveraging



range of information, experiences,
skills and abilities



available to you as leaders


assist to deliver your organisational
objectives

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
Why?


Silo Syndrome



People




Stakeholders

Structures

Mission

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
Why?


Business Case
-

using your intangible
assets

Stakeholders

Structures

People

Mission

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
Why?





Surviving in a contestable environment


external policy debate and advise


improve organisational productivity


removing silos/barriers to communication


achieve core business objective across the
organisation

Nelson/Smith/Rooney/Ellis

Knowledge Management
-

How?






The APS has at its fingertips the tools
and knowledge to provide a whole of
government approach

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
How?




Commitment at the top


Start small


Market success

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
How?


Leader’s commitment


latitude


small risk/big gain


opportunity, support and
environment


Core business

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
How?


Pilot Project


critical to core business


with clear boundaries


an issue not an area


pick your people


consultants

Nelson/Smith/Rooney/Ellis

Knowledge Management
-
How?


Market success


use pilot project


debriefing


storytelling


use those affected


formal evaluation


Nelson/Smith/Rooney/Ellis

Knowledge Infrastructure



people
-

capabilities


technical
-

process


operational
-

measures and rewards


encourage flexible knowledge teams

Nelson/Smith/Rooney/Ellis

People
-

capabilities


Nelson/Smith/Rooney/Ellis

People
-

capabilities


identified in Leadership Capabilities
Framework


harnesses information and opportunities


marshals professional expertise


nurtures internal and external
relationships


builds organisational capability and
responsiveness

Nelson/Smith/Rooney/Ellis

Technical
-

processes


Nelson/Smith/Rooney/Ellis

Technical
-

processes



IT is the tool not the answer


investment in technology should be small
but catalytic


KM is 1/3 technology
-

2/3 change
management (EDS)


right technology at the right time
(Coleman)

Nelson/Smith/Rooney/Ellis

Operational
-

rewards and
measures


Rewards

Measures

Nelson/Smith/Rooney/Ellis

Operational
-

rewards and
measures



rewards


need to shift from individual to team


develop meaningful
productivity/performance measures


what isn’t measured isn’t managed

Nelson/Smith/Rooney/Ellis

Rewards


rewards can be small and occasional


symbolic and backed with sanctions

Based on getting

information into

the system

Based on getting

people to share


information


Nelson/Smith/Rooney/Ellis

Rewards for knowledge
sharing


Development opportunities


participation in taskforces


High level mentoring/shadowing scheme


professional recognition
-

Secretary medals etc


Remuneration/ Higher Duties/ Promotion


Social events/happy hours


International/domestic trips


attendance at conferences

Nelson/Smith/Rooney/Ellis

Measures


Four categories of core intellectual
capital measures


Human capital


Innovation capital


Process capital


Customer capital


Van Buren

Nelson/Smith/Rooney/Ellis

Measures


Human capital


Ability to attract and retain talented people


Innovation Capital


%age of workforce involved in innovation


Process Capital


Processes documented and mapped


Customer Capital


client satisfaction

Nelson/Smith/Rooney/Ellis

Not a quick fix


not a quick fix



cultural change



vested interests



make sure you have a big win

Nelson/Smith/Rooney/Ellis

Conclusion


‘The only thing that gives an
organisation a competitive edge
-

the
only thing that is sustainable
-

is what
it knows; how it uses what it knows;
and how fast it can know something
now’


Prusak