WHAT DOES KM SUCCESS LOOK LIKE (Objective 5:Strong organizational…
WHAT DOES KM SUCCESS LOOK LIKE
Objective 3: Enable Growth through impact-focused organizational learning for strategic positioning
Portfolio growth in identified key thematic growth areas (WASH, Renewable Energy, Social Infrastructure, Peace and Security, Procurement)
Julia: Portfolio growth in management support services (see SP, paragraph 117(a)
Julia: My thinking here is, for the sake of focus, why not identify a small number of processes where we reckon knowledge management has the largest potential for impact (engagement acceptance/project design...?), due to the risks involved, and then think through targeted approaches from the angle of improving the decision made, while also maintaining the thematic focus?
Objective 5: Increased partner satisfaction
(Mercedes: it was decided not to include this, but please confirm)
(Julia) Partner Value and measurement/communication of results and contributions are the two key goals for knowledge management, as per SP2018-21 (e.g. para 82), so even if we at this point cannot create a tangible KPI-based link, I would maintain it
Objective 1: Effective mechanisms and systems for the development and use of information, knowledge
and experts to increase capabilities
Number of recorded knowledge sharing contributions
(Mercedes: this KPI seems off. Should we measure contribtions such as comments, blogposts? How about focusing on people and not conversations, like number of people who engage in conversations...)
Increased personnel satisfaction in organizational knowledge sharing
(Julia: taking inspiration from existing answer platforms, we could consider simple rating systems or Y/N (did this answer your question?) stats; e.g. if on the platform we have channels for specific questions like we see them on the COP.)
: a lesson learned repository
: Reduced write-offs
Objective 4: Improved efficiencies of an organization’s operating units and business processes and Promotion of innovation
Number of lessons documented and used to improve BAU
Julia: I see this more in the corner of innovation/continuous improvement; again, for the sake of focus, I would propose to stick with the more thematics-driven approach (see above under reduce risk/enable growth; and also my point under Improved decision-making).
Objective 5:Strong organizational knowledge sharing culture being measured and continuously improved
Number of ideas used to change process and policies
Changes in personnel narrative (Sebastian's suggestion)
Julia: IMHO, one of the main impediments we see for KM (and innovation) is a lack of time and prioritization following from the realities of the day-to-day grind; so, perhaps worth having a dedicated work package on incentive structure and implications for policies, processes (performance management?) etc.
Julia: SP2018021, para 36: "invest [in] and develop institutional capabilities for knowledge management based on [UNOPS] experience and anticipated future demand"
Transparency of sharing failures, lessons
Objective 2: Reduce Risk through integration of lessons learned and best practices into BAU and decision-making