Knowledge management :Knowledge management ELDP Program


Introductions and agenda :Copyright Patrick Callioni (2004) 2 Introductions and agenda Who is who Time management Learning outcomes Principles for the day Questions?


Patrick Callioni :Copyright Patrick Callioni (2004) 3 Chief General Manager (ICT Infrastructure) and CFO at AGIMO Patrick has degrees in Arts and in Law, he is a Barrister, a Fellow of the Australian Institute of Management and of the Institute of Purchasing and Materials Management, and a Member of the Australian Institute of Company Directors  Patrick is writing two books, one on managing and designing organisations and the other is on creating value by managing knowledge.  He is a member of the Australian Society of Authors Patrick has 20 years of experience as a senior manager in IT, program management, policy development, service delivery and corporate management - in health care, employment and training, income support and compensation, and information management Patrick Callioni


Learning outcomes :Copyright Patrick Callioni (2004) 4 Learning outcomes You should have: An understanding of the principles and strategies of knowledge management frameworks for managing knowledge Tools to manage knowledge


Time management :Copyright Patrick Callioni (2004) 5 Time management 9.00-9.30 Introductions and confirmation of agenda 9.30-10.30 Framing/learning tools 10.30-10.45 Morning coffee/tea 10.45-11.15 Principles of knowledge management 11.15-12.00 Using the KM checklist and the value creation matrix 12.00-12.30 Work in groups 12.30-1.15 Lunch 1.15-2.30 Work in groups 2.30-2.45 Afternoon coffee/tea 2.45-3.45 Group presentations 3.45-4.30 Wrapping up: reflections, what next?


Why we are here :Copyright Patrick Callioni (2004) 6 “Each day, their organisations’ operations consume public resources. Each day these operations produce real consequences for society – intended or not. If the managers cannot account for the value of these efforts with both a story and demonstrated accomplishments, then the legitimacy of their enterprise is undermined and, with that, their capacity to lead.” MH Moore, Creating public value, Harvard University Press 1995, p. 57. Why we are here


Principles for today :Copyright Patrick Callioni (2004) 7 Principles for today Punctuality and courtesy Chatham House Rule All opinions have equal value…to s/he who holds them Listen and reflect before you speak Do not – Compare – the grass is not always greener… Criticise – offer alternatives instead Complain – if it can be fixed, fix it; if not...


Knowledge :Copyright Patrick Callioni (2004) 8 Knowledge Knowledge is how to Knowledge is distilled wisdom All people have knowledge Some people have wisdom Everything else is data or information


Managing knowledge :Copyright Patrick Callioni (2004) 9 Managing knowledge Managing knowledge = managing mindfully a process that links data, through information and knowledge, to action and that results in learning. The output is action, while the outcome is learning.


The importance of framing :Copyright Patrick Callioni (2004) 10 The importance of framing What you see depends on where sit What you do depends on where you stand What you hear depends on where your mind is What you feel depends on what you know


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Three perceptual positions :Copyright Patrick Callioni (2004) 15 Three perceptual positions First Position: seeing, hearing and feeling the situation through your own eyes, ears and feelings. You think in terms of what is important to you, what you want to achieve. Second Position: stepping into the shoes of the other person and experiencing (seeing, hearing and feeling) the situation as if you were them. You think in terms of how this situation would appear or be interpreted by the other person. You’ve heard the expression: “Before criticising someone, walk a mile in their shoes.” Third Position: standing back from a situation and experiencing it as if you were a detached observer. In your mind, you are able to see and hear yourself and the other person, as if you were a third person. You think in terms of what opinion, observations or advice would someone offer who is not involved. You need to be in a strong resourceful state and take an objective view of your own behaviour and look for opportunities to respond differently in order to achieve a different and more positive outcome.


Three positions exercises :Copyright Patrick Callioni (2004) 16 Three positions exercises Exercise 1 – individual – 5 minutes Exercise 2 – group – 20 minutes


The pressures :Copyright Patrick Callioni (2004) 17 The pressures Pressure to reduce costs, increase quality of service and return on investment Consequent need to accelerate the pace of achievement of the necessary changes consolidation/integration of players effective e-business and self serve options Puts spotlight on managing end to end processes - in a style which suits partnerships and alliances Need for new approaches and tools to replace command and control structures


The KM context :Copyright Patrick Callioni (2004) 18 The KM context Fortune 500 companies will lose US$31.5bn by 2003 through KM inefficiency (IDC) Employees spend 6 weeks p.a. searching for experts to complete work (Northrop Grumman) 7-20% of time is spent duplicating the work of others (Delphi Group) Information professionals spend 15 hours+ searching for information on the Internet. Their searches are only 44% effective (IRN Services)


The importance of intangibles :Copyright Patrick Callioni (2004) 19 The importance of intangibles Tangibles explain less than 20% of the value of most publicly listed firms. Time Warner has only 6.49% of its value attributable to tangibles…for every $1 of true value, only $0.065 cents is being measured and managed by conventional management practices. For Oracle Corporation, tangibles account for only 4% of its value. For General Electric (worth over US$450 billion), tangibles account for less than 11% of its value (Standards Institute)


Definitions of KM :Copyright Patrick Callioni (2004) 20 Definitions of KM Knowledge Management is the art of creating value from the intangible assets of an organization [Sveiby] Knowledge Management consists in the identification, optimization, and dynamic management of the intellectual assets possessed in explicit or implicit form by persons or communities [Snowden] Managing knowledge = managing mindfully an end to end, cycling process that links data, through information and knowledge, to action [Callioni]


Two metaphors rule. :Copyright Patrick Callioni (2004) 21 Two metaphors rule. The mechanical metaphor. The organisation is seen as something that, with sufficient study and analysis, can be understood and prescriptive models can be created that will produce consistent and beneficial behaviour The organic metaphor. The organisation and its environment are a unique ecology, inter-dependent and inter-causal. The organic school recognises the historical value of the mechanical metaphor in creating the modern organisation and driving the efficiency improvements of the last few decades.


Data, information & knowledge :Copyright Patrick Callioni (2004) 22 Data, information & knowledge What is known by perceptual experience and reasoning. For example, 1234567.89 is data "Your bank balance has jumped 8087% to $1234567.89" is information "Nobody owes me that much money" is knowledge "I'd better talk to the bank before I spend it because of what has happened to other people" is wisdom. Free On-line Dictionary of Computing


A knowledge management model :Copyright Patrick Callioni (2004) 23 D I K D+ meaning = I I + belief = K K produces I K produces D I produces D Knowledge management Information management Data management A knowledge management model Action Copyright Patrick Callioni (2002)


Measuring knowledge and information :Copyright Patrick Callioni (2004) 24 Measuring knowledge and information Information is an inert substance; one must add something to make it useful...belief (in the form of expectations), derived from experience (or knowledge = information + belief) To create value...we need knowledge and the capacity to manage that knowledge…to manage information and belief systems Peter Senge: “learning is about increasing knowledge, where knowledge is the capacity for effective action”.


Working with tools :Copyright Patrick Callioni (2004) 25 Working with tools The value creation matrix The KM checklist The problem…


Creating a value proposition with KM :Copyright Patrick Callioni (2004) 26 Creating a value proposition with KM The value proposition is the business case for action (and investment) It is the logical link between action and return: If we do A, then B will happen, and the return on B will be higher than either the cost of A or the potential risk of not making B happen We need to know who is measuring value to know what to measure and how


Creation of value :Copyright Patrick Callioni (2004) 27 Creation of value Value is a word that requires context to be understood In most cases, the point of reference will be that of a shareholder or of a stakeholder ….but most of us occupy more that one vantage point and value to a shareholder may be ruination to an environmentalist…who may be the same person Understanding beliefs and belief states is crucial


Slide 28:Copyright Patrick Callioni (2004) 28 Value creation matrix


Slide 29:Copyright Patrick Callioni (2004) 29 Identify your audience - eg CEO Develop a metric for each element of interest to CEO (government – savings, perhaps; regulator - greater compliance; what about the boss’s boss?) Conduct knowledge audit (tailored to organisation) Map key processes in organisation (eg governance, production, fulfilment, channel management and so on) Choose process(es) that will deliver greatest measurable return against chosen metric(s) The model at work…an example


Slide 30:Copyright Patrick Callioni (2004) 30 Take fulfilment…2 days to locate information to provide advice sought by clients… By enabling more rapid access to information and by streaming simpler queries away from staff dealing with complex matters 20% of time can be saved per occasion of service And the quality of advice is improved...there is greater, measurable compliance with industry standards This requires use of KM tools and process redesign (as well as training) …an example continued


Value creation model….. :Copyright Patrick Callioni (2004) 31 Value creation model….. …can be used at the organisational level or… ...at any level below or above… such as, for example, a division, team or individual… ...or a community, industry, region or state… ...and beyond


Using the model :Copyright Patrick Callioni (2004) 32 Using the model Whose point of view is important here? When you can answer that question, you can use the model to understand what that “actor” values and.....why… ...and then... …how it might best be measured...


The KM checklist :Copyright Patrick Callioni (2004) 33 The KM checklist Developed by AGIMO Copy in the handbook


Fostering knowledge management :Copyright Patrick Callioni (2004) 34 Fostering knowledge management Conduct a knowledge audit Develop a knowledge strategy aligned with the goals of the organisation Ensure that appropriate KM activities are officially sanctioned Consider the organisation's culture Consider the various stages of the knowledge process (create, capture, share, revise) Identify and consider ways to manage knowledge risks


Other key issues to consider :Copyright Patrick Callioni (2004) 35 Other key issues to consider Consider the balance between people, process, content and technology issues Consider how progress towards KM goals can be measured


KM enablers: disciplines, tools and techniques :Copyright Patrick Callioni (2004) 36 KM enablers: disciplines, tools and techniques Communities of practice Story telling or scenarios Collaborative technologies Social network analysis Intranets Records and document management Mentoring Reflection and evaluation


Exercise with matrix and checklist etc. :Copyright Patrick Callioni (2004) 37 Exercise with matrix and checklist etc. Break into groups of 5 and appoint a note taker and a reporteur Prepare 5 minute presentation to Board on one of these proposals: To invest 5% of the IT budget on training instead of a CRM system Source X externally (X=your choice) – it is insourced at present You are a project based, service-delivery organisation. You need to do two things this year: buy a new CRM system or introduce a new, much more effective, method for managing projects. You can afford only one – which is to be? ...you name it.


Presentations :Copyright Patrick Callioni (2004) 38 Presentations No more than 5 minutes One of the other groups will play the role of the Board Use spoken word and whiteboard Must: Define the type of organisation Explain what you need to know to get approval Identify who is who Identify who expects what Identify belief patterns that may influence the decision Define success indicators Must use only second and third positions (Other and Observer)


Modelling an intervention :Copyright Patrick Callioni (2004) 39 Modelling an intervention Use the intervention model as an aide memoire or guide


Presentations cont. :Copyright Patrick Callioni (2004) 40 Presentations cont. After the presentations, each group is to discuss its experience and that of other groups Each group will identify at least 4 useful learnings for itself and its members A reporteur from each group will outline learnings to reconvened larger group – in first position only


Wrapping up :Copyright Patrick Callioni (2004) 41 Wrapping up Did we achieve objectives? Questions arising and general comments Each person to write down three things they will do on the first day s/he gets back to work Feedback for Patrick