Transcript
Presentation
Introduction – Pam and Peter– What is KM (clarity)– Why is KM important (motivation)– KM model (organizing model for the ‘how to’ part of presentation)
DW and KM case study (context) Greg– What was the ‘itch’?– How did we scratch it?
How to design and implement KM (John, Pam, Peter)– Creating a culture of contribution – John– Leveraging knowledge acquisition, capture, storage/retrieval, use/sharing, application through
people, process, and tools (P&P)– Designing a technology system for Knowledge Management– Measuring impact
Conclusion – how would we grade our effort/what would we do differently – Greg?
Institutional Knowledge Management:
Leveraging Your Firm’s Most Valuable Asset
ASLA Annual Conference - September 10, 2010
Objectives
1. Create a common understanding of the concept
‘knowledge management’.
2. Communicate the importance and value of
managing knowledge as an organizational asset.
3. Introduce a model that will help you address knowledge
management in your firm.
4. Share some ‘lessons learned’ from the KM efforts
of other organizations.
?What is Knowledge Management?
Knowledge has been managed since the dawn of man…
Environment
Discovery
Application
Sharing
Leveraging
Capturing
Capturing
Capturing
Knowledge Management is a Process
Environment
Discovery
Application
Sharing
Leveraging
Capture
Measure
?Why is Knowledge Management Important to Me?
KM Value Proposition
Knowledge Management is rooted in the idea that efficiency
and effectiveness can be improved, resulting in a competitive
advantage through leveraging the collective wisdom and
experience or the organizational community.
Knowledge Management is a strategic approach for
leveraging how an organization acquires, captures,
stores/retrieves, shares, and benefits from its knowledge assets.
An acre of land…
1930’s = 26 bushels of corn per acre
1990’s = 125.5 bushels of corn per acre
Knowledge Management is a concern at this time because…
Firms compete on the basis of knowledge
Time lost to “reinventing the wheel
Knowledge loss due to attrition
Information explosion
Wasting time, wasting money
Reinventing the wheel
Knowledge is walking out the door
Information explosion
Wasting knowledge is wasting money
You may be wasting 70% or more of the money you spend on staff development
What was the itch?
The Dilemma
How to “Foster a Culture” that Leverages the Collective
Knowledge, Wisdom and Experiences of the Firm
Knowledge Resources Were:
– Non-Integrated and Disorganized
– Unshared and Under Utilized
– Not Strategically Driven
– Not Practiced Systematically
30% of Project Time Spent Reinventing Existing Knowledge!
Rewards and Risks
Rewards:
– On-Going Staff Growth and Leadership
– Enhancement of Design Solutions
– Sustainable Competitive Advantage
– Increased Effectiveness and Efficiency
Risks:
– High Cost / Low Return
– Distraction from Core Business
– Becomes the “end” not the “means”
– Failure to Make it Stick
Marshalling Support
Investigation of Best Practices
Link KM to Firm’s Core Values
Compelling Value Proposition
Support from Top Leadership
Communicate!
Aligning the Effort
Strategic Objectives– Maximize the value we deliver to our clients.– Attract and retain the best people.– Develop practices that increase our ability to deliver quality design.
Don’t confuse action with progress.
Aligning the Effort
Measures of Success– More time on design / less reinventing the wheel– Better leverage of talent between offices– Increased staff retention– Attract the best clients / project opportunities– Proprietary knowledge is more evident in our projects
Building the Team
Executive Sponsor Stakeholder Engagement
– Practitioners– Technical Experts
Small Steps Celebrate Success
Strategy and Priorities
Multi-Year Implementation Plan– Low Cost / High Reward
Build on Existing Assets– Create of KM Leadership Team– Complete GAP Analysis (annually)– Assess Current Tools and Technologies
Focus on People and Process– Implement Practice Forums– Promote a “Culture of Contribution”
Invest in Tools and Resources– Implement Knowledge “Portal”– Hire Digital Librarian– Invest in “Stand Alone” Learning Capabilities
Measure Results and Adjust
Monitoring the Effort
Establish Clear Metrics
Assess Progress Regularly
– Quarterly Reports
Adjust Course as Required
– Annual Gap Analysis
– KM Leadership Team
Measure Again
The Staff’s View of Knowledge Management
How DW Successfully Changed Organizational Culture
A Leaders Guide
The genie and the three wishes
The boss needs to go first
The Staff’s View
• Why KM? Remedy what? What is the risk?
• Where do you want us to be?
• What initiatives will help us get there?
• Is the ‘load’ of change reasonable & within capabilities?
• How will you lessen the ‘friction’?
• What projects do we need to know about?
• What’s in it for me?
PartWhy? What? How? My Role WIIFM
Where Change Starts
Oh Sh** – things are not working, the world has changed, we’re toast, expectations are not being met creates…
Survival anxiety - Fear, shame, loathing and guilt associated with status quo. Challenge of change creates…
Learning anxiety - Inability/unwillingness to change because (1) it requires unlearning and temporary incompetence, (2) loss of power or status, (3) loss of group membership, (4) loss of identity.
Hence potential resistance to change.
Change risk is a function of:
– Poor sponsor involvement
– Project objectives not clearly defined
– Ineffective communications to stakeholders
– Lack of perceived/real support from key stakeholders
– Project benefits not understood
– Lack of patience
Change Risks
What People Pay Attention To:
1. Leader attention, measurement, rewards and controls
2. Leader reaction to critical incidents
3. Leader role modelling, coaching
4. Criteria for recruitment, promotion, and termination
5. Formal and informal teams/groups
6. Systems and procedures
7. Organization authority design and structure
8. Stories and myths about key people and events
9. Formal statements, charters, creeds, codes of ethics
80-90% is determined by the first
three points
Creating the Blueprint
Change behavior = change environment
– Means & ends
Address Capability gaps
Align expectations and recognition
Expectations
VisionStrategic Direction
Tactical PlansSMART Goals
Capabilities
Process DesignUse of Technology
TrainingStructure
Mgmt Process
Income & SecurityChallenge & Growth
ParticipationRetention
Incentives & Rewards
CustomersStakeholders
Recognition
“Begin the day with a sense
of purpose, end the day with
a sense of accomplishment.”
Barriers to Change Acceptance
Non-compelling Message
No HIKIWI
SILimited involvement & contribution
Conflicting priorities
Distance & diversity issues
No HIKIWISI
No Compelling message
No D.O.V. or success metrics
Weak link to strategyR&R conflict
Too much to do
Cultural Issues
Designed in a vacuum Weak leader commitment
Lack of patience
Building Commitment
Awarenessof desired change
“Yeah, I saw the memo”
Commitmentto personal change
“OK, I’m ready to do it the new way”
Internalizationof new behaviour
“This is the way we do things here”Stages of Individual Behavior
Change & Commitment
Understandingof change direction
“I understand where we need to go”
Information with some involvement sufficient here
Translationto the work setting
“I know how we need to do our jobs differently”
Significant involvement needed
Plotting Shifts in Commitment
Managers
Senior Team
HR
Employees
Project Sponsor
Key Players No Commitment
Let It HappenHelp It HappenMake It Happen
XO
X O
X O
X O
XO
Key:
X = Starting Point O = Minimum req’d commitment
The Transition Curve
Con
fiden
ce
Time
“I’m not sure I know what’s going on”
“I feel overwhelmed”
“I can handle this”
“We can’t do this. It won’t work. We’re not allowed”
“Actually, things might get better”
“This could be a better way of doing it”
“This way is more effective”
Communication ToolsL
eve
l of c
han
ge
Leader involvement
Tell Sell Consult Join
Awareness
Understanding(and Action)
Acceptance/Alignment
Ownership/Engagement
Newsletters, emails, memos, letters, notices
Booklets, planning sessions, presentations,
videos, intranets
COPs, working parties, involvement schemes,
individual pages
Working sessions, 1-to-1 conversations,
workshops, coaching
DW – Doing it Right
1. Met regularly to discuss the why and what of org changes
2. Employees got open and honest communication
3. Constantly reinforced goals and vision of KM
4. Found ‘bright spots”, built on positives
5. Established KM Metrics
6. Fostered culture of contribution
7. Regular meetings to discuss progress
8. Involved employees in decisions about what’s best for them
9. Insured training was available for needed new skills
Tolerate Customization
Knowledge is an organizational resource
Not all knowledge is created equal: Don’t dilute the important with the trivial
Don’t dilute the important with the trivial
Create Knowledge Connections
Create ‘Tipping Points’
“… the levels at which the momentum for change becomes unstoppable.”
Critical Mass
Critical Mass = a point, amount, or situation at which change occurs
Create Momentum
Buy in = commitment to achieving a shared goal
Get ‘buy-in’
Reinforce Learning
70% of all learning transfer fails due to lack of reinforcement.
Don’t spend a red cent…
Make concepts ‘sticky’
Guided Practice
Directed Learning
Reinforcement tools
Technology: Do you have a KM system?
This is a Knowledge Management system.
Typical Situation: Knowledge is in Silos
Strategy #1 = Consolidate your Resources
Balance structured vs. freeform data
Create a Wiki
Enterprise Search
Paper File Management
Learning Management System
Microsoft Sharepoint Portal
Focus your Knowledge Environment Strategy
Choosing a Portal
1. High End Systems1. Oracle2. IBM Websphere3. SAP
2. Open Source Systems1. Apache Jetspeed2. iPorta3. Liferay4. Redhad CCM
3. Mid-Range Systems 1. Microsoft Sharepoint
1. MOSS2. SPS
?
Criteria to look for
1. Single sign on2. Integration of multiple functions3. Ease of setup4. Documentation5. Out of the box featuers6. Portlet API7. Customization8. Personalization9. Access Control10. Federation from multiple data sources11. Licensing: server, database, portal12. Hosted vs. Servers in-house
Technology is less than HALF the solution!
Prepopulate to reach a Tipping Point
Reward Contribution
Communicate Updates
Have SME’s Take Ownership
Capture Information in the Project Process
Measurable Results
top related