Paul Corney - KM Middle East 2011

www.kmmiddleeast.com [email protected] 1

a presentation to KM Mid East, Abu Dhabi

15 March 2011

using knowledge to gain and sustain business edge

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implementatio

n

diagnosis strategy awareness

measurement evaluation measurement implementatio

n

using knowledge to gain and sustain business edge I 15 March 2011


today‟s agenda

1 I awareness

illustrating knowledge at work

2 I diagnostics

working within a framework

3 I strategy and implementation

setting a vision and priorities

4 I measurement and evaluation

embedding and adjusting

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1 | awareness



using knowledge to gain and sustain business edge | 15 March

2011

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photo | tyrone warner - http://flic.kr/p/83z6Vh


I want you to see this…

The Treasurer asks me to wait.

„I want you to see this.‟

Four bankers enter, each introduce themselves. They are from different divisions of the same organization.

„Gentlemen, I am happy to deal with your bank but I only want to deal with one person. You each asked for an appointment so I gave you one.‟

And with that the Treasurer bids them farewell.


2011

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photo | jisc_infonet - http://flic.kr/p/rqRcY



2011



imagine an organization where…

…not just „I‟m taking it to senior management‟ but it

comes back from senior management.

…when I arrived I was helped to find my feet quickly and

supported in contributing to my full potential….

…I know when people are going on a business trip and

get the chance to chip in and help, and I hear all about it

when they get back….

……I know how to search for what I need and can find it

quickly in databases and save the harder questions to

approach colleagues about…..

…I am aware of what others in the company are doing and

how they have done it…


knowledge…

provides insight for decision making

is profoundly different from information, which is

ubiquitous and can be stored and transmitted at near zero

cost

is difficult to codify, contextual, mostly tacit, and often at

the core of social interaction

its characteristics are unique: it does not depreciate with

use;

it is intangible; and, although difficult to measure, requires

continuous feedback to ensure relevance, influence and

use.

source | World Bank Group



knowledge…

Business leaders, analysts and investors constantly ask:

„What are the economic and competitive advantages of

pursuing a business strategy based on knowledge

leadership‟

Based on the findings of the 2010 Global MAKE study, the

benefits of this approach are tangible and significant.

Successfully managing enterprise knowledge yields big

dividends. Source: MAKE awards 2010


knowledge…

Business leaders, analysts and investors constantly ask:

„What are the economic and competitive advantages of

pursuing a business strategy based on knowledge

leadership‟

Based on the findings of the 2010 Global MAKE study, the

benefits of this approach are tangible and significant.

Successfully managing enterprise knowledge yields big

dividends.


The 2010 Global MAKE Winners trading on the

NYSE/NASDAQ showed a Total Return to Shareholders

(TRS) for the ten-year period 2000-2009 of 11% – nearly

three times the average Fortune 500 company median. source | MAKE awards 2010


2 | diagnostics


a typical brief

conduct a business requirements analysis to

identify high-level business needs and priorities

benchmark against other organizations

prepare a diagnostic report outlining the business

case and value proposition of KM

prepare a knowledge management strategy and

implementation framework aligned to corporate

strategy with medium term priorities and

organisational structure



diagnostic framework

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strategy, policy and planning

leadership, engagement and communication

governance, measurement and other operational

processes

collaboration, networks and partnerships

learning, innovation and development

knowledge capture, retention and transfer

physical infrastructure and technology


diagnostic tools

quantitative qualitative

desk research

decision journals

online questionnaire

intranet evaluation

social media evaluation

mapping

benchmarking

interviews

cultural indicators

collaborative working

sessions

study tours

observational analysis

mystery shopper

a range


2011

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diagnostic tools I online

questionnaire

63% 11%

23%

3%

All knowledge managementinitiatives are clearly linked tooperational and strategic goals

The point of knowledgemanagement is to stimulate localdepartmental activity rather thanimpose central solutions

The coordination and distributionof learning will focus on enablingthe adoption of good practice in alocal context

The knowledge managementfunction is based on a small,centralised core team with a widerdistributed network



2011



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diagnostic tools I outputs




3 | strategy & implementation


implementation, my advice to you…

apply knowledge management where you want the

corporate strength to be KM head

never underestimate the importance of dialogue KM head

use km to put the whole practitioner knowledge of the

organization at the service of the individual KM head

use the unique insight of new joiners as they experience

knowledge flows for the first time author

don‟t boil the ocean, focus on two to three key business

issues former CKO



4 | measurement & evaluation


measuring results…

„Then they want metrics and then they want you to count stuff, and what can you count?

How can you really demonstrate that the person succeeded because of a thematic group or because of something they found on the website?

It‟s just part of the work and the more you embed it the harder it is to prove any links, and yet obviously the more you embed it the more it works.‟



measuring & evaluation

questionnaires, surveys and baselining

levels of activity and quantities of things made

stories and anecdotes

initiative & balance

changing daily practices

training programme assessment

knowledge transfer, innovation, accreditation and

citation

future story comparisons

ideas

using knowledge to gain and sustain business edge |15 March

2011

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2011



Paul J Corney [email protected]

thank you

support slides


mailto:[email protected]

mailto:[email protected]



2011


diagnostic tools I online

questionnaire


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real-time current content

tagging and comment

location-independent any time, anywhere

mobile access

people-focused connecting people

respecting culture

task-based supports business tasks

customised for roles

team-oriented communities

collaboration

open-door easy to use

single point of entry

diagnostic tools I intranet evaluation



diagnostic tools I benchmarking ADB publishing, libraries space,

communities of practice, the

„Beyond‟ project, RMF

PIT, LEC, KRT, LID

CNP, GMO

DBSA lessons learned, brokerage hub LID, CNP

IDB personal knowledge plans, lessons

learned, a three year strategy,

review by the evaluation department

LEC, LID, KRT

ISDB story & knowledge management LEC, KRT

NE a knowledge charter, virtual

meetings

LID, GMO

SDC no strategy, capitalisation of

knowledge, networks

CNP, KRT

WBG knowledge sharing, social

collaboration, global expertise teams

CNP, KRT


diagnostic tools I working sessions



SUBJECT: Knowledge Framework: starting points and strategic purpose “… intends to be the leading catalyst for development resources into the Region, working in an efficient, responsive and collaborative manner with our

BMCs and other development partners, towards the systematic reduction of poverty in their countries through social and economic development.”

Start by spending 10 minutes sharing your own recent experiences of the Mission Statement in action. Pick one to explore and write it in the box in the

middle, then work your way round the questions. (There‟s no need to spend too long picking, the conversation about the example is the most important

part.)

AN EXAMPLE OF THE MISSION

STATEMENT IN ACTION

WHAT DO YOU THINK MIGHT BE GOOD STARTING POINTS FOR BUILDING A KNOWLEDGE FRAMEWORK? IT COULD BE ANYTHING FROM

TINY IDEAS TO A HUGE ONE. ALL IDEAS ARE WELCOME

What kinds of knowledge were needed to put the

Mission Statement into action in this example?

Where would you find the knowledge to put the

Mission Statement into action in this example?

How would you go about finding out about other examples like this to see what you could learn from

them?

What‟s a surprising aspect of this example that you think would be interesting and useful for others to

know about?

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diagnostic tools I observational

analysis


implementation I living archive

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1. Identify themes and areas of enquiry

2. Find Interviewees & invite them

3. Conduct Interviews

4. Debrief Interviews & send for transcription

5. Drop Interviews into narrative database, index & keyword,

extract and catalogue fragments

• Identify possible gaps, people to interview and repeat

• Identify found sounds & images from missions that can

extend collection

6. Synthesise fragments into textured collections, write field

notes that shape collection

7. Identify areas of work the collection can do (Teaching PPT,

Photo essay, Essay, Pod cast etc) & whether you can use a

template

8. Create “wrapped” mini-collections including book using knowledge to gain and sustain business edge I 15 March 2011



„As we build for the future, we can

also reflect on, and learn from, the

past. …. has captured the

memories and unique experiences

of senior and younger staff

members, both past and present,

and compiled them in the book

ADB: Reflections and Beyond. It

provides a very personal

perspective on dealing with the

challenges of the development

world, and enriches our

institutional memory. I hope that it

will inspire you, just as it has

inspired me, to approach our task

with humility and enthusiasm.‟

Haruhiko Kuroda | ADB President slide 37 of 44 slide 37 of 44 using knowledge to gain and sustain business edge I 15 March 2011




RECRUITING

Definitions and awareness

raising meetings

Bank staff invited to

submit “burning

questions”

Preparation of information

pack on „what is oral

history?‟

Recruitment of team of

Oral History volunteers –

the “core team”

PREPARING

Design of approach and

interview question

framework

2 observed test interviews

Solicitation letter and

briefing note sent to 11

senior officials

Preliminary research on

interviewees

Interview scheduling

Technical training in use

of recording equipment

INTERVIEWING

“Break the ice” session

with interviewees

11 semi-structured

recorded interviews (2 – 5

hours each)

After Action Review

sessions

Production of audio file

Transcription and

translation of audio file

into text

Verification and approval

of transcript

ANALYSING

Each interview listened to

and “good bits” sifted out

Segmentation and

cataloguing of key clips

(keywords, time coding,

naming, quality control)

Mapping connections

between segments

Building searchable

archive of interviews and

segments (audio + text)

VISUALISING

Reorganisation by topics,

date, keywords

Building presentation

layers for the online

collection

Facilitating user choice

and exploration within the

collection by adding

sophisticated search aids

Creation of display

materials for the June

showcase

February March April May June

LEARNING

A core team of 5 volunteers participated in each stage including:

design of approach and questions

technical training including recording equipment

observation of process and interview skills practice

After Action Review and lessons learned

segmentation and cataloguing of audio

mapping connections

design principles and user requirements for online collection

This team will be ready to act as a central resource as the collection is

extended.

RE-USEABLE TOOLS and ASSETS

Information pack” „What is Oral History?‟

Solicitation letter and briefing note for interviewees

Interview approach and question framework

Recording equipment and skills training

„Tips for Interviewers‟ document

Documentation of key lessons and insights to inform future action

Segmentation and cataloguing templates

Documentation for how to build and extend the database

Open source software for handling audio and text

implementation I oral histories

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implementation I oral histories




2011


implementation I anecdote circle



2011


source | Brian Solis and JESS3

implementation I social media



measurement & evaluation I reading

http://www.sparknow.net/kmpubs.html

http://www.adb.org/Knowledge-Management/results-

framework.asp


http://www.sparknow.net/kmpubs.html

http://www.adb.org/Knowledge-Management/results-framework.asp





Paul Corney - KM Middle East 2011

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