Relating (or Integrating) KM, IM and IT

Suggested Enterprise or Sector Suggested Enterprise or Sector WorkshopWorkshop

David G. Jones, PrincipalDavid G. Jones, Principal

Shibumi Management CanadaShibumi Management Canada

Welcome! Let’s Talk……….

Workshop Plan

Introductions: participants /organization /roleIntroductions: participants /organization /role Preliminary identification of issues / interestsPreliminary identification of issues / interests Term definitions / concepts / models Term definitions / concepts / models A little history of IM/IT and now, “KM”A little history of IM/IT and now, “KM” The issues of vocabulary and perceptionThe issues of vocabulary and perception Situation: IT – IM – KMSituation: IT – IM – KM Projects and ProblemsProjects and Problems Where do we go from here?Where do we go from here?

Workshop Rules

Frankness and ConfidentialityFrankness and Confidentiality Privacy (names of individuals)Privacy (names of individuals) Liability (names of companies)Liability (names of companies) Good ideas and Good QuestionsGood ideas and Good Questions Probing and ComprehensionProbing and Comprehension Team approach and equalityTeam approach and equality Post Workshop Post Workshop

First Step: Start with an Org or Sector Survey…..And try to gather:

Personal functionsPersonal functions Elevator List of ViewsElevator List of Views Organization size, scopeOrganization size, scope IT sector role / performanceIT sector role / performance IM defined?IM defined? Any KM underway?Any KM underway? Leads, governance and checks / balanceLeads, governance and checks / balance Successes?Successes? Are you in a “Continually learning organizations of excellence in a Are you in a “Continually learning organizations of excellence in a

knowledge-based global environment?” If not, what then?knowledge-based global environment?” If not, what then?

Define the Business Outlook, Actual and Emerging Issues

The Bottom Line (how important in relation to The Bottom Line (how important in relation to other variables?)other variables?)

Competing Interests for limited resourcesCompeting Interests for limited resources Adaptability, competition and sustainabilityAdaptability, competition and sustainability New customers, new methodsNew customers, new methods Tracking (audit and performance measurement Tracking (audit and performance measurement

and other related issues)and other related issues) Benchmarking and “Best Practices”Benchmarking and “Best Practices”

Some things you can expect.

Today, organizations are be-devilled by discrete Today, organizations are be-devilled by discrete function dysfunctionfunction dysfunction Information and knowledge technologiesInformation and knowledge technologies Human ResourcesHuman Resources Corporate CommunicationsCorporate Communications WebmastersWebmasters Client ServicesClient Services Employee RelationsEmployee Relations MarketingMarketing

Management is troubled by…….

Increasing isolation, division, gaps

Decreasing aptitude, commitment and energy

Increasing costs and decreasing returns

And burdened with “solutions”:

How-to tools, methods and processes

Metrics, benchmarks, “best” practices

Information and knowledge as product

Business-side Challenges

Unenthused about penetrating the complexity and Unenthused about penetrating the complexity and dedicating a lot of time to IT issuesdedicating a lot of time to IT issues

Tends to view whole thing as “plumbing” – not as Tends to view whole thing as “plumbing” – not as business factorbusiness factor

Leery of costs, high risks (of doing and not doing), Leery of costs, high risks (of doing and not doing), profile, the unknownprofile, the unknown

Unable to respond quickly and effectively to Unable to respond quickly and effectively to sector defined urgenciessector defined urgencies

Key Business – Tech Issues

Major trends, thrusts and initiativesMajor trends, thrusts and initiatives Organizational and issue complexityOrganizational and issue complexity Environments and InterfacesEnvironments and Interfaces UrgencyUrgency Integration (and the “alignment issue”Integration (and the “alignment issue” Comprehension – as in lack of sameComprehension – as in lack of same

State of the IT Industry & Function ProductsProducts ProjectsProjects ProfessionalismProfessionalism Practice and Theory (architecture among Practice and Theory (architecture among

other things)other things) ProcessProcess PerformancePerformance

Worldwide IT Trends and Benchmark Report:

85% of North American IT organizations are

failing to meet their organizations’ strategic

business needs. Only a fraction of companies

are seeing visible returns on their e-commerce

investments.

“IT departments need to be working hand in glove with business units to achieve business

performance goals.”

Two hundred and five companies participated in ProSci's benchmarking study on the future role of IT in business process reengineering.

Current IT role and performanceIn nearly 50% of reengineering projects, IT managers or staff had conflicts with the project team, and almost 80% of operational managers and staff rated IT support and performance as mediocre to poor. IT managers gave themselves slightly higher performance reviews, but still only 40% considered their performance very good or excellent.

Participants stated that the primary contributor to IT's poor reputation was their lack of operational knowledge and understanding of business needs. In some cases, IT failed to match technology to the desired business processes, was unable to meet commitments, or was not customer-service oriented.

IT managers and staff indicated that IT should be the driver in reengineering. In strong disagreement, operational managers and consultants stated that IT should be an enabler, a team member and a partner in the reengineering process.

Program Program ManagementManagement

Organization Organization and resultsand results

Information Information TechnologyTechnology

Infrastructure Infrastructure and processand process

Information Information ManagementManagement

Tools and Tools and productsproducts

Knowledge Knowledge ManagementManagement

Values, methods Values, methods and learningand learning

Competing missions / functions?

Different Drivers…………..

IT – well, it just makes sense

IM – if you order it ………. you can find it

KM – exactly what are we trying to achieve here?

Project success depends on…. (besides strict ROI)….

“impacts on customer relationships, intellectual capital growth, and organizational learning and process improvement.”

Howard Rubin

EnablersEnablers InhibitorsInhibitorsSenior exec support for ITSenior exec support for IT IT/business lack close relationshipsIT/business lack close relationships

IT involved in strategic IT involved in strategic developmentdevelopment

IT does not prioritize wellIT does not prioritize well

IT understands the businessIT understands the business IT fails to meet its commitmentsIT fails to meet its commitments

Business-IT partnershipBusiness-IT partnership IT does not understand businessIT does not understand business

Well-prioritized IT projectsWell-prioritized IT projects Senior execs do not support ITSenior execs do not support IT

IT demonstrates leadershipIT demonstrates leadership IT management lacks leadershipIT management lacks leadership

Business - IT: An elusive alignment

Simplified Voltron Design

A KM Initiative Sampler-Technical Base-Document and records managementDocument and records managementRepositoriesRepositoriesMail managementMail managementEnterprise directoriesEnterprise directoriesArchitecture and standardsArchitecture and standardsPortalsPortalsMedia inter-operabilityMedia inter-operabilitySearch engines and automatic Search engines and automatic analysis toolsanalysis toolsDatabases and business applicationsDatabases and business applications

On-line centres of expertise (loaded On-line centres of expertise (loaded i.e. static) and interactive (i.e. i.e. static) and interactive (i.e. “virtual mentoring”)“virtual mentoring”)““knowledge tools” CIRLIB (eg.)knowledge tools” CIRLIB (eg.)Workgroup computingWorkgroup computingINFOWEBINFOWEBEmployee skills and interests Employee skills and interests database (with relationship to database (with relationship to succession planning)succession planning)Forums and E-POWPMsForums and E-POWPMsConference debriefsConference debriefsExit interviewsExit interviews

Information Knowledge

A KM Initiative Sampler-Non Technical Base-

Libraries and learning centresLibraries and learning centresVertical filesVertical filesClassifications (Metadata, Classifications (Metadata, taxonomies, ontologies)taxonomies, ontologies)Meeting placesMeeting placesExperience sharing (interesting and Experience sharing (interesting and potentially useful articles, books)potentially useful articles, books)Information management including Information management including sharing (e.g. roles and sharing (e.g. roles and responsibilities)responsibilities)Clients and partners (who)Clients and partners (who)Enterprise FAQs and templatesEnterprise FAQs and templates

Communities of PracticeCommunities of PracticeInteractive PresentationsInteractive PresentationsDe-briefs (events, experiences, De-briefs (events, experiences, situations, locations, etc. etc.)situations, locations, etc. etc.)Best practicesBest practices““Explorations” (as in “what if”?)(as Explorations” (as in “what if”?)(as in “what do we know, what don’t we in “what do we know, what don’t we know, what do we need to know”?)know, what do we need to know”?)Clients, partners and relationship Clients, partners and relationship profiles) (Corporate intelligence)profiles) (Corporate intelligence)Scenarios, models, frameworksScenarios, models, frameworks

Information Knowledge

Army Army HomeHome Page Page

ArmyArmy Knowledge Knowledge Online Online

Data Data Sharing Sharing InitiativeInitiative

Army Army Flow ModelFlow Model

• Averages 65,000 visitsper day

• The Army’s Public Website

• 27,000 + Users

• The Army’s Intranet

• In use at HQDAand the Army Force Management School

• 37 Army databases consolidated by DISC4

AKO Pilot ProjectsAKO Pilot Projects

Personnel FinanceStaff Officer’sKnowledgeTool

PEO C3SData

Context

InformationAnalysis / Inference

IntelligenceProfessional Judgment

Knowledge

Decision Packaging

Transform the Institutional Army into an information-age, networked organization that leverages its intellectual capital to better organize, train, equip, and maintain a strategic land combat Army Force.

AKO Vision

AFM Is A Core Component of AKO

ActionableDecisions

HQDA Data Sharing InitiativeHQDA Data Sharing Initiative

SOURCESOURCE

FORCES

Specialized Business Views

(Synchronized Data)Integrated DataOperational Data

Contact Information Shibumi.management@gmail.comShibumi.management@gmail.com David G. Jones, Ottawa, CanadaDavid G. Jones, Ottawa, Canada @shibumimc@shibumimc

The roots of Knowledge Management and Strategic Planning are here: The roots of Knowledge Management and Strategic Planning are here: http://www.slideshare.net/ShibumiMC/asst-press-release-01-2013