Knowledge Management Strategies :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 1 Knowledge Management Strategies Kishor Jagirdar Strategic Management Specialist eVOLVE


Definition of KM Strategy :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 2 Definition of KM Strategy A knowledge management strategy involves consciously helping people share and put knowledge into action. However, before an organization can undertake a knowledge management initiative, it needs to first understand what knowledge should be managed and to what performance ends.


Rapid Turbulent Times :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 3 Rapid Turbulent Times


Slide 4:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 4


Slide 5:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 5


Leveraging Explicit Knowledge :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 6 Leveraging Explicit Knowledge It is about capturing documented knowledge and building it into a collection - connecting people to content.


Leveraging Experiential Knowledge :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 7 Leveraging Experiential Knowledge It gave rise to communities of practice and reflection processes. It is primarily focused on connecting people to people


Leveraging Collective Knowledge :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 8 Leveraging Collective Knowledge It is about integrating ideas it is about integrating ideas from multiple perspectives. Its medium is conversation in both its virtual and face-to-face forms.


Slide 9:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 9


Slide 10:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 10


Slide 11:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 11


Slide 12:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 12


Slide 13:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 13


Slide 14:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 14


Slide 15:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 15


Slide 16:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 16


Slide 17:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 17


Slide 18:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 18


Slide 19:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 19


Slide 20:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 20


Slide 21:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 21 Just as all organizational knowledge cannot be thought of as explicit or experiential, not all knowledge can be thought of as collective knowledge. Collective knowledge is simply another type of knowledge that we as knowledge professionals need to be able to address under specific circumstances. There are three factors that are creating the need to add a focus on collective knowledge to the existing types of knowledge organizations already attend to: • Dealing with increasingly complex issues• Erosion of cognitive authority• Failure to apply knowledge management to the work processes of top and middle management


Slide 22:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 22 What these three factors call for from knowledge management professionals in response is the: • Inclusion of cognitively diverse perspectives • Integration of the organization’s knowledge, and • Increased transparency


The Challenges KM Professional Face in Leveraging Collective Knowledgeas a Strategy :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 23 The Challenges KM Professional Face in Leveraging Collective Knowledgeas a Strategy 1) a lack of tools and permission to address the knowledge issues of top and middle management, 2) increasingly complex organizational problems that existing KM processes cannot impact, and 3) a general loss of belief that management has answers to address the complex issues facing organizations – formidable challenges.


The Book- ‘Community’ :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 24 The Book- ‘Community’ Peter Block in his book Community speaks eloquently about both the need for conversation and the skill of convening it. In the post, Four Conversations to Address Adaptive Challenges


Conversational strategies :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 25 Conversational strategies Knowledge Café Future Search Unconference Appreciative Inquiry


Knowledge Cafe :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 26 Knowledge Cafe Is a conversational format where participants move from café table to café table, dealing with a significant question and gaining perspective on the issue as they encounter different ways of thinking about it. There are a number of versions of this conversational format including the World Café (Juanita Brown & David Isaacs) and the Knowledge Café David Gurteen, who has specialized this practice within knowledge management.


Future Search :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 27 Future Search A structured participatory process where organizational members work in groups to scan through the turbulent environments facing the organization for desired outcomes and then generate a strategy for achieving the outcome they have selected. Future Search was developed by Weisbord and Janoff. There are other versions of this process including Real Time Strategic Change developed by Dannemiller Tyson.


Unconference :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 28 Unconference Creates a market place of ideas where anyone can offer a topic for a small working group and participants select to participate in the topic of greatest interest to themselves. In this way the Unconference is self organizing. It is based on the concepts of Open Space Technology originally developed by Harrison Owens. In 2009, 500 people working with social media in the U.S. government, came together to hold the Government 2.0 Social Media Un-conference.


Appreciative Inquiry :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 29 Appreciative Inquiry A methodology developed by David Cooperrider at Case Western Reserve. It brings the organization together using interviewing to identify examples of where people have already resolved the complex issue the inquiry is addressing, and then in conversation groups makes sense of why those examples appear to be working and finally finds ways to build on what was discovered through sense making.


Slide 30:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 30


5 Actions Organizations Can Take to Increase Knowledge Sharing :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 31 5 Actions Organizations Can Take to Increase Knowledge Sharing Help people build relationships with each other Build knowledge sharing processes into the workflow Design physical space that encourages conversation Deliver an actionable leadership message about knowledge sharing Develop and then practice conversation skills


Help people build relationships with each other :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 32 Help people build relationships with each other After Action Reviews (AAR) AARs are a process started in the Army, but now used by hundreds of organizations. An AAR requires bringing together everyone that was involved in the event or project to have a structure, in-depth discussion. It is built into the workflow after defined phases and at project end. Peer Assist Peer Assist is a knowledge sharing process started at British Petroleum. With Peer Assist a team that is beginning a new effort, invites others (who have experience with the task) to meet with them. No presentations are made; this is the give and take of the “asking team” drawing out the tacit knowledge of those who have come to help.


Design Physical Space that Encourages Conversation :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 33 Design Physical Space that Encourages Conversation • Providing space for informal conversations The Nokia building in Copenhagen is built around an atrium with trees and lovely expanses of green with coffee and snacks read to hand. There is always a space in the atrium to hold a quick meeting. • Meeting Space. It would be wonderful if our conference rooms did not come equipped with large tables that define how we will interact with each other. What if some of them had informally arranged chairs or chairs on rollers so we could configure ourselves according to our need. Space matters because it impacts the tone and even the content of conversations. • Traffic flow. Some years ago a group of MIT workplace researchers came up with the 30-Meter Rule. This rule says that the frequency of interaction with anyone sitting more than 30 meters (99 feet) from you is going to be roughly zero (Fisher, 2001). Organizations would have more knowledge sharing if they co-located teams and projects, and if they put groups that need to interact, like marketing and sales, on the same floor.


Deliver an Actionable Leadership Message About Knowledge Sharing :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 34 Deliver an Actionable Leadership Message About Knowledge Sharing The message from John Brown, former President of British Petroleum was: “Most activities or tasks are not onetime events. Our philosophy is fairly simple: every time we do something again, we should do it better than the last time.”


Leadership’s Intent :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 35 Leadership’s Intent The McKinsey message from the top has been that, “If anyone makes a call to a colleague, anywhere around the world, that call will be returned within 24 hours.” These are actionable ways to express leadership’s intent to have knowledge sharing happen.


Slide 36:Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 36


Addressing Core Issue :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 37 Addressing Core Issue Recently the question, “Could KM have saved General Motors?” was asked on the SIKM list serve. General Motors had, until a few weeks ago, an outstanding KM program, with a very experienced and skillful person leading it. This program, which made many innovative improvements in how knowledge was shared horizontally and without question saved GM money, did not apply knowledge management to the most serious issues that GM faced and that ultimately brought GM to the brink of bankruptcy.


Making Knowledge More Meaningful: Ten Interesting New Tools :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 38 Making Knowledge More Meaningful: Ten Interesting New Tools Visualizations


Making Knowledge More Meaningful: Ten Interesting New Tools :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 39 Making Knowledge More Meaningful: Ten Interesting New Tools Mind Maps and Concept Maps EcoLanguage


Making Knowledge More Meaningful: Ten Interesting New Tools :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 40 Making Knowledge More Meaningful: Ten Interesting New Tools


Making Knowledge More Meaningful: Ten Interesting New Tools :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 41 Making Knowledge More Meaningful: Ten Interesting New Tools Open Space Technology + Next-gen Wikis Next Generation ‘Weblogs’


Making Knowledge More Meaningful: Ten Interesting New Tools :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 42 Making Knowledge More Meaningful: Ten Interesting New Tools “Crowd” Canvassing Tools Cultural Anthropology Stories


Q&A :Evolve copyrights reserved (c) www.eplus.co.in VITU Presentation 12th Sep09 43 Q&A THANK YOU