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UNIT 2: PREPARATION AND RESOURCES - Coggle Diagram
UNIT 2: PREPARATION AND RESOURCES
Chapter 04: KNOWLEDGE MANAGEMENT STRATEGY
Components of a good KM strategy
FIRST PHASE
DECIDING THE STRATEGIC
PRINCIPLES
Decide with your team. Some that they recommend us are these:
KM implementation should be led by the organization and should support the organizational strategy
KM needs to be delivered where the critical knowledge lies and where the high-value decisions are made
KM implementation should be treated as a behavior change- management exercise
The endgame will be to introduce a complete management framework for KM
The framework must be embedded into the organizational structures
The framework will need to include governance if its to be sustainable
The framework will be structured rather than emergent
A KM implementation should be staged process with regular decisions points
A KM implementation should contain a piloting stage
A KM implementation should be run as a project
IDENTIFYING THE BUSINESS DRIVERS (like
VALUES
)
The four main business drivers include:
They are like
values
1. Operational excellence
Improving the internal practices and process of the organization so that it operates better, faster, cheaper, safer and cleaner
2. Customer Knowledge
Building a better understanding of customer's wants and needs, and how to satisfy them
3. Innovation
Creation of new knowledge in order to create new products and services
4. Growth and change
Replicating existing success in new markets or with new staff
DEFINING THE KNOWLEDGE MANAGEMENT
VISION
This involves working with your key stakeholders to develop a brief and engaging statement of what KM will bring to the organization
AGREEING THE KNOWLEDGE MANAGEMENT
SCOPE
This involves working with your key stakeholders to understand the limits of your KM implementation programm
DEFINING THE STRATEGIC KNOWLEDGE AREAS
Identify and Implement the program to an strategic area. It will be reinforced and extend by a more comprehensive public
ASSESSING THE CURRENT STATE OF KNOWLEDGE MANAGEMENT
In order to gauge the scale of the task (measure)
CREATING A DRAFT KNOWLEDGE MANAGEMENT FRAMEWORK
An outline KM framework is often created at the strategy stage. The framework will be refined and fleshed out several times during implementation specifically during proof-of-concept exercises and pilots
DECIDING HOW TO HANDLE CHANGE MANAGEMENT
The KM needs to be introduces as a change management exercise
CREATING A BUSINESS CASE
You may need to create an outline business case in order to demonstrate that KM will bring more value than it costs.
Chapter 5: THE ROLE, SKILLS AND CHARACTERISTICS OF THE KNOWLEDGE MANAGEMENT LEADER
THE ROLE OF THE KNOWLEDGE MANAGEMENT LEADER
They are accountable for designed and introducing a working KM framework within the business. He will represent KM at the senior level of management
Some accountabilities
Deliver the implementation project objectives, within the agreed time frame an to the agreed cost an performance metrics.
They are accountable for delivery, for the budget, for managing the members of the KM implementation team
Develop a strategy (strategy phase) vision, objectives
The KM leader is accountable for delivering a tested and validated framework (test the KM framework through the testing and piloting phase)
Ensure that the KM framework delivers business value (money saved, time saved or value created)
Act as a champion. He or she is accountable for ensuring that the KM is understood, and seen as an important and valuable activity by all the main stakeholders
SHOULD THE KM LEADER BE AN
INTERNAL
OR EXTERNAL APPOINTMENT
Internal appointment is advice by them because the leader should ideally be an existing respected senior member of the organization, with a history of leading change, who knows the internal politics and knows hot to get things done in the organization. He or she must know how his colleagues think and operate
THE MOST IMPORTANT CHARACTERISTIC FOR AN
EXTERNAL
APPOINTMENT
You should look for on their CV is practical experience. That KM is not straightforward. I want practical evidence that it is painful
WHAT COMPETENCIES DOES THE KNOWLEDGE MANAGEMENT LEADER NEED?
Change agent-Leading change
To deliver change is crucial success factor
Influencing skills
influencing management, stakeholders. Strong communication
Needs to know the company
structur, strategy, terminology, stories
Needs the ability to take a long-term view.
Focus on the long-term change programmed, while still moving KM forward through a series of quick wins
THE PERSONALITY TRAP
the embedded framework that is going to function no matter who is driving it. Have a succession plan in mind, Find potential candidates who can succeed you if you move on.
A METAPHOR
Knowledge is like a garden, is somethin that grows and develops. It can be replicated and seeded. It's not something solid an static like a car.
The KM leader, in this metaphor, is the head gardener. If you want to produce flowers or vegetable, there is hard work involved.
Tiling and fertilizing the ground (strategy phase, preparation)
Planting the seeds (set up)
Watering and fertilizing the growing seeds (work with the community of practice leaders)
propagating growth (learn from the plants that will thrive, find out the secrets of their success)
removing the weeds and pests (remove them before they start to spread)
THE KM TEAM MEMBERS
HOW BIG SHOULD YOUR KM TEAM BE?
Depends on organizational size and of the job
WHAT SKILLSETS WILL YOU NEED ON YOUR TEAM?
There are 7 core skills. You will never find an individual who has all of these, so you need to select a mix of people to cover all of these
Business skills
Functional experience in the work of your organization. For exxample:
If you work in a legal firm you need lawyers
If you work in an aeronautical firm you need aeronautical engineers
Facilitation skills
Look for the natural facilitators (teachers)
knowledge organization skills
information management, content management
change management skills
soft skill of influencing, communication. Coaching and mentoring. Marketing skills
writing skills
The processes of knowledge capture and packaging are in some ways very akin to journalism
Interviewing, capturing discussions, analysis, summary, write-up, presentation
IT skills
technology
Project management skills
experience in developing project plans with clearly defined mejor.
Monitoring progress and managing scope
adjust the plans based on lessons learned during the project
ATTITUDE AND VALUES
The memebers of the team need to be passionate and knowledgeable about KM
They need training in the skills and theories of KM
Access to books, conferences and forums on the topic
Participate in KM communities of practice
They must be enthusiastic
TEAM ROLES
They skills and competences may translate to specific roles on the team. Here are some of the roles you will probably need.
Make sure that all of these roles work as a coordinated team and not in isolation. They must work as a complete system
Project manager
To look after the administrative aspects of the project: maintaining the project plan, managing the budget and creating the reports for the steering group
Knowledge manager
To maintain and document the knowledge of the team, to build and coordinate a KM community
Communications lead
Somebody in charge of communication for the team, who can manage and deliver the communication strategy and plan.
May even involve more than one person.
KM coaches
Support KM actiivties in the organization
THE ROLE OF SENIOR MANAGEMENT
THE ROLE OF THE SPONSOR
To increase employee effectiveness
such higj level sponsorship
will be the person who judges the success or failure of the implementation programme
To provide the required resources to deliver those objectives
THE RISKS TO EFFECTIVE SPONSORSHIP
A sponsor with a one-sided view
You need to ensure the sponsor's view is balanced with other views. An HR sponsor could be too interested in the KM roles and Operational sponsor could be too interested in the KM processes, and so on.
A sponsor who is too low in the organization
need to have power and influence
A sponsor who is uninterested in KM
Need to be fully enthusiastic about KM
THE KNOWLEDGE MANAGEMENT STEERING TEAM
need such a team to drive the change and teer the programme
WORKING WITH THE OTHER SENIOR MANAGERS
Managers are among the most powerful influencers of culture.
You need them to investi in KM resources and roles within their parto od the business.
setting an expectation for managing knowledge
BUDGET AND TIMESCALE
THE NEED FOR A BUDGET
All KM programmes need a budget, no matter what their size or scale. They need to pay:
the team who will plan and drive the change
Buy any new sofware
pay trainers who will train staff in new processes and new roles
HOW BIG WILL THE BUDGET NEED TO BE?
In the early stages your plan will be poorly defined but the costs will clarify over time. Just estimate in post-it notes with your team
ASSIGNING YOUR BUDGET AMONg THE FOUR KM ENABLERS
EACH OF THE ENABLERS GETS A significant share of the budget
separe how much will be spend in each of the 4 enablers
BENCHMARKING YOUR BUDGET
HOW LONG WILL IT TAKE TO IMPLEMENT KM?
can take a lon gtime until it becomes embedded, but the period can be chortened with a well-organized, supported and funded implementation programme
8 or monre years systematically and methodically
BEWARE THE SELF-FUNDING TRAP
becareful. they need finfacial support
AIMS AND OBJECTIVES FOR THE KM IMPLEMENTATION PROGRAMME
IMPACT METRICS FOR KNOWLEDGE MANAGEMENT
Time to find information
Measure how long people spend searching for information before and after KM implementation
Time to competence for new staff
The more rapidly you can bring new staff to competence, the more efficiently they will work, and the less you will experience productivity dips while staff get up to speed
project or operational costs.
Eliminate repeat mistakes, reproduce process improvements and so reduce cost
Project or activity cycle time
quickly
Product and service quality
th equality of the service
Sales volume and market share
customer satisfaction
SETTING THE VALUE TARGETS AND ESTIMATING ROI
MAKING THE OBJECTIVES SMART
DEALING WITH IMPOSED TARGETS
THE INTERNIM OBJECTIVES
Pre-roll out phases
COncentrate on develop objectives for each stage.
1. The planning stage
objetives that can be judged
2. The testing and piloting stage
WHAT IF YOU CAN'T MEASURE VALUE IN MONETARY TERMS?
BENEFITS MAPPING
tha objectives of the KM implementation are linked to the business organization. So, you can see the benefit of your organization
like with Majo, relationship between interventions and the strategic goals
NOT ALL MEASURES SHOUL BE TARGETS
FIDING PARTENRS TO HELP YOU
INITIATING A PARTERSHIP
TRANSITIONING THE PARTERSHIPS
KM AS PARTNERSHIP
IDENTIFYINH NON/OBVIOUS PARTERNS
WHO SHOULD BE RESPONSIBLE FOR KM?
