Ron Young 25 06 08 Bali Apo Learning Organizations

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Study Meeting on Learning Organizations

Ron Young, CKO, Knowledge Associates International24-27th June 2008, Bali, Indonesia

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Knowledge Asset Management

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BSI Guide to Good Practices

Common Approaches and KM Standards

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KM Consulting & Education

Cambridge, UK KA AcademyNr Toulouse, SW France

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www.knowledge-management-online.com

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http://km-consulting.blogspot.com

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“The most important, and indeed truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the manual worker in manufacturing.

The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker”

Peter F. Drucker

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Progress in 30 years?

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Learning Organizations, KM and Web 2.0?

http://www.google.com/

http://okd.okfn.org/

http://www.knowledge-management-online.com/Knowledge-Management.xml

http://www2.clustrmaps.com/counter/maps.php?url=http://www.knowledge-management-online.com

http://earth.google.com/

http://www.youtube.com/

http://www.myspace.com/

http://www.flickr.com/

http://creativecommons.org/licenses/by/3.0/

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Timeless Business Principles

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Productivity

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Productivity Relations

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Quality

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Quality

Learning & Knowledge

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Why?


Quality

Learning and Knowledge

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Increase Sales

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Increase Sales

Reduce Costs

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Increase Sales

Reduce Costs

IncreaseProfit/Value

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Increase Sales

Reduce Costs

IncreaseValue

Learning and Knowledge

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Timeless, Changeless Business Principles (Business Wisdom)

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+ application of the best of the emerging

and changing strategies, methods, tools and technologies

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+ application of the best of the emerging

and changing strategies, methods, tools and technologies

=extraordinary value

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APO KM Definition

KM is an integrated approach of creating, sharing and applying knowledge to enhance organizational productivity, profitability and growth.

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Competencies and Success Factors

1. What are the key competencies for the Organization that will deliver extraordinary value?

2. What are the risk factors (Critical success factors)?

3. How can we best develop these key competencies and continually innovate for the future?

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“A competence is the efficient, effective and proper application of

skills based on appropriate knowledge”

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The link between knowledge, skills, attitude and competencies

Knowledge Skills

Attitude

Academic Competencies

Management

Source: Upside Down managementLorriman, Young, Kalinauckas

McGraw Hill 1995

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Levels of Competence

Level 1: Is aware of the key competence standard required

Level 2: Can frequently achieve the required standard of key competence

Level 3: Can consistently achieve the required level of key competence

Level 4: Can develop others in the key competence

Level 5: Can take corrective action to redefine the key competence if necessary

Level 6: Can achieve World Class competence

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Learning Organizations and Knowledge Management?

Personal learning

Learning Organizations

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KM Solutions Overview

KM Executive Briefings, Master Classes and Workshops – Principles, Strategies, Processes,Practices, Methods, Tools and Technologies

Stage 1 - KM Strategy Planning & KM AuditStage 2 - Develop the K Based OrganisationStage 3 – Implement & Knowledge Asset Measurement System

High level Frameworks & Knowledge PortalsKM Process/Applications/Components Library Knowledge Server

KM Team Roles & ResponsibilitiesCritical K Worker skills

What?Why?

How?

How?

Who?Where?When?

KM Consulting

KM Systems & Tools

K Worker Training

KM Education

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Personal learning

Learning Organizations Organizational Knowledge Management

Personal learning

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Personal learning

Learning Organizations Organizational Knowledge Management

Personal learning

HR Driven IT Driven

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Cre

ateS

hare

Apply Identify

Store

OOUTCOMESUTCOMES

KNOWLEDGE KNOWLEDGE PPROCESSROCESS

AACCELERATORSCCELERATORS

People Processes

Leadership Technology

Quality

Profitability

ProductivityGrowth

TeamCapability

Org

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ab

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ivid

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Learn

ing Innovation

Learnin

gInnovation

Societal Capacity

APO KM Framework

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Cre

ateS

hare

Apply Identify

Store

Learn

ing Innovation

Learnin

gInnovation

Knowledge Process, Learning & Innovation

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Cre

ate

Sh

are

Apply Identify

Store

Knowledge Processes

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Knowledge Process

1. Identifying Learning & Knowledge 2. Create new Learning & Knowledge 3. Storing Learning & Knowledge 4. Share Learning & Knowledge 5. Apply Learning & Knowledge

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“What key areas of learning and knowledge, if they could be much better managed, would make a big

difference to achieving/exceeding our objectives over the next few years "

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Knowledge Process


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Knowledge Assets and IC

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Knowledge Asset Management

90m?

10m

90m

10m

MA

SA

HA

FA

MA

SA

HA

FA

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4 Modes of Knowledge Transfer

Tacit to Explicit Explicit to Explicit

Explicit to Tacit Tacit to Tacit

Externalization

Internalization

Combination

Socialization

Source: The Knowledge Creating Company Nonaka & Takeuchi

Knowledge Amplification

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Creativity & Innovation

Ideas & InsightsIdeas & InsightsCreativityCreativity

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Ideas & InsightsIdeas & InsightsCreativityCreativity InnovationInnovationHarvestingHarvesting

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Ideas & InsightsIdeas & InsightsCreativityCreativity InnovationInnovationHarvestingHarvesting

DivergentDivergentProcessProcess

ConvergentConvergentProcessProcess

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Learning / After Action ReviewWhat were the Objectives?What did we actually achieve?Why were there differences?What can we learn from this?What can we do better next time?What actions could we take?Can we celebrate progress & successes?

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What new learnings, ideas, insights have we had today?

Is this critical new knowledge for the Organisation?

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From ‘episodic’ learning to ‘continuous learning’

From ‘episodic innovation’ to

‘continuous innovation’

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Knowledge Process


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“The Web has radically and fundamentally changed

the economics, processes and tools of knowledge"

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Knowledge Management and Web 2.0?

http://www.google.com/

http://okd.okfn.org/

http://www.knowledge-management-online.com/Knowledge-Management.xml

http://www2.clustrmaps.com/counter/maps.php?url=http://www.knowledge-management-online.com

http://earth.google.com/

http://www.youtube.com/

http://www.myspace.com/

http://www.flickr.com/

http://creativecommons.org/licenses/by/3.0/

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Knowledge Portal www.eol.org

http://www.eol.org/

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Knowledge Process


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People & Knowledge Sharing (70% of the KM effort)

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Fear vs Trust

Protective of ideas & knowledge Open and sharing ideas & knowledge

No Loyalty High LoyaltyShort Term & impatient Long Term & patientDisrespect & political Respect & supportive Individual & isolated Inter-connected by networks &

teamsIndependent Inter-dependentNon communicative Open, frequent communications- and 'one way' - and 'two way‘ feedbackUninformed InformedFeel no responsibility Feel responsibleDisempowered EmpoweredScarcity mentality Abundance mentality

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KM Principles - Trust

Trust

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"Trust is the lifeblood of an organization and is the highest form of

human motivation. People work together most effectively

when they trust each other"

Stephen Covey 'The Seven Habits of Highly Effective People'

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KM Principles - Communicate

Trust

Communicate

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"Open Communications increases confidence, builds Trust, and naturally leads to a desire to co-

operate and collaborate"

Communication - the exchange of informationCollaboration - creating synergy, shared understanding

and innovating together

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KM Principles - Learn

Trust

Communicate

Learn

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"Rapid Learning increases competence, builds greater Trust, and naturally leads to a desire to

share"

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KM Principles – Share Knowledge

Communicate

Learn

Share Knowledge

Trust

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KM Principles

Trust

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KM Principles

Communicate

Trust

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KM Principles

Communicate Learn

Trust

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KM Principles

Communicate Learn

Share Trust

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Knowledge Process


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Knowledge on the Web

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"Knowledge Management is the discipline of enabling individuals, teams and entire organisations

to collectively and systematically capture, store, create, share and apply knowledge, to better

achieve their objectives"

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"Knowledge Management is the discipline of enabling individuals, teams and entire organisations

to collectively and systematically capture, store, create, share and apply knowledge, to better

achieve their objectives"

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Knowledge Asset Framework

Developed by the Know-Net Consortium 1998 – 2000

Enhanced by Knowledge Associates 2001

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Study Meeting on Learning Organizations

Ron Young, CKO, Knowledge Associates International24-27th June 2008, Bali, Indonesia

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Cre

ateS

hare

Apply Identify

Store

OOUTCOMESUTCOMES



People Processes


Quality

Profitability

ProductivityGrowth

TeamCapability

Org

an

iza

tio

na

l C

ap

ab

ilit

y Ind

ivid

ua

lC

ap

ab

ility

Learn

ing Innovation

Learnin

gInnovation

Societal Capacity

APO KM Framework

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4 Dimensions of a Learning and Knowledge Based Organization

1. Individual Capability 2. Team Capability 3. Organizational Capability 4. Societal Capacity

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Integrating Distributed Knowledge

• Adaptive knowledge infrastructure is in place

• Knowledge resources identified and shared appropriately

• Timely knowledge gets to the right person to make decisions

• Intelligent tools for authoring through archiving

• Cohesive knowledge development between JPL, its partners, and customers

NASA Knowledge Management Roadmap

• Instrument design is semi-automatic based on knowledge repositories

• Mission software auto-instantiates based on unique mission parameters

• KM principles are part of culture• KM practices are supported by layered

COTS products• Remote data management allows

spacecraft to self-command

• Knowledge gathered any place from hand-held devices using standard formats on interplanetary Internet

• Expert systems on spacecraft analyze and upload data

• Autonomous agents operate across existing sensor and telemetry products

• Industry and academia supply spacecraft parts based on collaborative designs derived from NASA’s knowledge system

Capturing KnowledgeSharing Knowledge

• MarsNet• Mars Exploration Rovers• Space Interferometry Mission

Enables capture of knowledge at the point of origin, human or robotic, without invasive technology

Enables seamless integration of systems throughout the world and with robotic spacecraft

Enables sharing of essential knowledge to complete Agency tasks

Modeling Expert Knowledge

• Systems model experts’ patterns and behaviors to gather knowledge implicitly

• Seamless knowledge exchange with robotic explorers

• Planetary explorers contribute to their successor’s design from experience and synthesis

• Knowledge systems collaborate with experts for new research

• Interstellar missions• Permanent lunar and

Martian colonies

• Europa Lander/Submersible• Titan Organics: Lander/Aerobot• Neptune Orbiter/Triton Observer

• Mars robotic outposts• Comet Nucleus Sample Return• Saturn Ring Observer• Terrestrial Planet Finder

2003 2007 2010 2025

Enables real-time capture of tacit knowledge from experts on

Earth and in permanent outposts

http://km.nasa.govJeanne Holm, Chief Knowledge ArchitectJeanne Holm, Chief Knowledge Architect

NASA/Jet Propulsion LaboratoryNASA/Jet Propulsion Laboratory

http://km.nasa.gov/

http://km.nasa.gov/

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Cre

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hare

Apply Identify

Store

OOUTCOMESUTCOMES



People Processes


Quality

Profitability

ProductivityGrowth

TeamCapability

Org

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tio

na

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ap

ab

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ivid

ua

lC

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Learn

ing Innovation

Learnin

gInnovation

Societal Capacity

APO KM Framework

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The Next Ten Years - Key Challenges

substantially increase the productivity of knowledge working, at least, 50 fold exponentially develop global knowledge sharing networks & relationsdramatically improve qualityContinuous radical knowledge creation and innovation leadership aligned to the timeless principlesApplying the best strategies, tools and technologies

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http://km-consulting.blogspot.com

[email protected]

Ron Young 25 06 08 Bali Apo Learning Organizations

Education

key messageska

key messagesvirtuous

storing learning

identifying

apply learning

highly effective

knowledge

applying knowledge