Intro to knowledge management
Published on May 06, 2014
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PRESENTATION OUTLINE
Who AM I?
PAIRS
AN EXERCISE
Write down 3 things that come in pairs. Some examples: scissors, pants, socks, shoes, skis, ears, boots, oars, tweezers, glasses.
We know more as a group, than as an individual. Each of us has a piece of knowledge that we all need.
Are there any card players here? What about a pair of jacks? We all have different perspectives and that's valuable when we share knowledge with a group, but can be a constraint if we're working alone.
We know more as a group, than as an individual. Each of us has a piece of knowledge that we all need.
Are there any card players here? What about a pair of jacks? We all have different perspectives and that's valuable when we share knowledge with a group, but can be a constraint if we're working alone.
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INFORMATION MANAGEMENT
Information management gets the right information to the right people at the right time.
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KNOWLEDGE MANAGEMENT
Knowledge management is the systematic use of organisational knowledge to achieve business outcomes. It's the know-how and the know-what that is typically locked away in our heads.
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SPECIFIC ORGANISATIONAL GOALS
Knowledge management applies collective knowledge to achieve specific organisational goals. If it's not aligned with a particular business outcome, it's just another expense.
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CONSIDER VALUE INSTEAD OF ROI
It's hard to calculate the ROI of knowledge management programmes and practices, so consider value instead. What's the value to your business of quicker on-boarding, better decision-making, no repetition of mistakes, and the greater opportunities for innovation?
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START WITH A PILOT
Run a pilot programme in a single department. Aim to solve a single pain point with an appropriate knowledge management practice. Monitor the outcome.
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AFTER ACTION REVIEWS
There's a range of KM practices that can be employed in an organisation.
After action reviews—what did work? what didn't work? how can we do it next time? The Army is fantastic at this. All blame is dispensed with and everyone's perspective is valuable.
After action reviews—what did work? what didn't work? how can we do it next time? The Army is fantastic at this. All blame is dispensed with and everyone's perspective is valuable.
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COMMUNITY OF PRACTICE
Communities of practice — this isn't about just simply working for the same organisation.
These are groups of people interacting over a common interest or passion to share and develop that knowledge further. They are voluntary and not connected with deliverables.
These are groups of people interacting over a common interest or passion to share and develop that knowledge further. They are voluntary and not connected with deliverables.
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KNOWLEDGE AUDIT
A knowledge audit is a qualitative evaluation of organisational knowledge.
What are the knowledge needs of the business, and what are the gaps? What assets exist and what is the knowledge flow like?
What are the knowledge needs of the business, and what are the gaps? What assets exist and what is the knowledge flow like?
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SOCIAL NETWORK MAPPING
What are the social connections that have formed organically in the organisation? Knowledge is like water in this respect; it'll follow the path of least resistance.
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MENTORING
Mentoring is an effective way to transfer tacit knowledge. It's also great for people to learn specific skills that aren't available in conventional training programmes, such as how to be a parliamentary clerk.
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STORYTELLING
Storytelling is a powerful communication tool. A compelling story can make a complex concept easier to understand and remember.
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CHANGE ROLES
Walk a mile in someone else's shoes to see how they get their job done.
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EXIT INTERVIEWS
Develop a process for interviewing those employees who are about to leave. Learn what they liked and didn't like about the organisation and what they think could have been done differently.
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KNOWLEDGE CAFÉS
Knowledge cafés are an organised learning event that brings people together to share knowledge around a particular topic. They are purposefully casual, in a comfortable environment and without agenda or deliverables.
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WHITE PAGES
Expertise location could simply mean encouraging everyone to fill out their active directory profiles, for example.
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SITE VISITS
Take the whole department out on site to see how the other guys do it. A fresh perspective can bring new learning and new ideas.
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TECHNOLOGY
While technology can help, certainly in the cases of distributed workforce and multiple languages, it's not the be-all and end-all.
Knowledge management is largely about people and the processes we use to make KM easier.
Knowledge management is largely about people and the processes we use to make KM easier.
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GOVERNANCE
A knowledge management initiative can start anywhere within an organisation but without everyone getting behind it, it'll go nowhere. Good governance promotes sharing and re-use of knowledge.
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KCS
KNOWLEDGE CENTRED SERVICE
A rich methodology where knowledge becomes the way people solve problems and it is created as a byproduct of the support process.
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The Consortium for Service Innovation is a non-profit organisation with member companies including Cisco, Microsoft, HP, Oracle and more.
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KCS knows knowledge is not 100% accurate and is never complete. It is constantly changing and is validated through reuse.
KCS turns knowledge into a team sport. It becomes an asset that's owned and managed by the team.
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BENEFITS
- Solve issues faster – TTR improved by 50-60%
- Optimise resources – 70% improvement in time to proficiency
- Enable online self-help – Up to 50% ticket deflection
- Organisational learning – 10% issue reduction from root cause removal
- Scale and extend support capabilities without huge budget increases
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10 MINUTE TAKEAWAY
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