km middle east 2012 - collison presentation

www.km-me.com [email protected] 1

© Knowledgeable Ltd www.knowledgeableltd.com

Implementing Knowledge Management for Success

KM Middle East

March 14th 2012

@chris_collison Knowledgeable Ltd www.chriscollison.com [email protected]


Two stories of success to learn from...


Learning on an Olympic Scale



The Olympic Museum in Lausanne, Switzerland

W I N N I N G W A Y S Learning on an Olympic scale.


Sharing the torch of knowledge?


What if 2022 was also a Middle East Olympic year?

Now, imagine that you are the organizing committee. What knowledge do you need?

Jacques Rogge, IOC



If you were the IOC KM TeaM, what would you do?

2000 2004 2008 2012 2016

2002 2006 2010 2014 2018

7 years advanced warning of a $10Bn project!

• What processes and tools would you put in place to

maximise the knowledge transfer and learning from

one host city to another?

• Please discuss at your tables.


Two stories of success to learn from...


Syngenta – International Agri-business and ‘MAKE’ awards winner



Growing a new Knowledge Management Strategy


Definition:

Knowledge management is a set of processes,

tools and behaviours which connect and

motivate people to share expertise, insights,

good practices and learning.

Definition and Vision for Knowledge Management

Vision:

Syngenta will connect information, knowledge

and people better and faster than the

competition.


Assessment of KM Capability (Learning to Fly. Collison & Parcell 2004)



Looking at Knowledge Management through the WIKID Spiral

• Wisdom

• Insight

• Knowledge

• Information

• Data • Capturing • Codifying • Sharing

• Analysing • Summarising • Deducing

• Searching • Finding • Collating • Interpreting

• Discussing • Sharing • Building • Learning

• Creating • Innovating • Making Breakthroughs • Deciding


Knowledge Sharing Toolkit


Nurturing the right culture



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2

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Leaders recognise the link between KM and performance. The right attitudes exist at the top to share and use others’ know-how. Leaders reinforce the right behaviour and act as role models.

Leadership Behaviours

KM is everyone’s responsibility; a few jobs are dedicated to managing knowledge. “Knowledge sharing is power.” Leaders set expectations by “asking the right questions”, and rewarding the right behaviours.

KM is viewed as the responsibility of a specialist team. Some leaders talk the talk, but don't always walk the walk!

Some managers give people the time to share and learn, but there is little visible support from the top.

KM viewed as management fad. Leaders sceptical as to benefits. Leaders think networking leads to lack of accountability. Attitude of "Knowledge is power".

A focus on leadership


7 behavioural barriers


• I’ll get cut down if I say

we’ve got a good

practice to share

• I don’t want to endure

the scrutiny of others

• And I don’t want to be

inundated with

questions…

• “Let’s keep our heads

down – we’re busy!”

Tall Poppy Syndrome



Shrinking Violet Syndrome

• I don’t think we’re doing

anything special

• Actually, I’m not sure

what “special” looks like

• Nobody would be

interested in what we’re

doing…

• There are lots of real

experts out there..

• Ignorance is bliss!


Not Invented Here

• We’re different here

• Nobody else really

understands us

• We have unique problems

• And anyway, I like coming

up with unique answers!


Real men don’t ask directions (TomTom Syndrome)

• I didn’t get where I was

today by asking for help!

• My colleagues might think

I’m incompetent

• Success is all about self-

sufficiency

• Once I’ve solved my

problem, I’ll share what

I’ve done



• No time to talk, but let me

email you a document.

• Of course I’ll share my

knowledge with you – it’s

all in this report…

• It’s all on the intranet

• Haven’t you searched on

SmartDoc yet?

“Don’t worry, it’s documented” Syndrome


• If I share this openly, it

might be taken out of

context.

• Someone might make a

decision without the full

knowledge.

• I know where it is – people

can always ask me.

• If I share this openly, it

might weaken my

position.

“Lock it away” Syndrome


• I just don’t have the time

to learn-before-doing

• I’d share, but I’ve got so

much on my plate…

• I don’t think it’s worth

waiting – I know what I

need to know.

• I know this knowledge-

sharing is important, but

my objectives are more

important!

Hamster-on-the-wheel Syndrome



Syngenta’s TREE Awards


Building Networks (Communities)


LEAP Programme and Networks

8 Global Networks of Excellence in Manufacturing and Supply

Plus a Global Supply Academy



Inspiration from other companies (Rio Tinto)

“Communities of practice are groups of people who

share a concern or a passion for something they do and

learn how to do it better as they interact regularly.”

Etienne Wenger


Delivery of outputs (projects, products) together.

Innovation and Ideas Generation

Building capability. Improvement and problem solving

Getting the purpose of their networks clear


Defining and supporting strategic networks

../~Articles and Conferences/Com_hi.wmv



Using Network Analysis to assess the risks and opportunities


Assessment of KM Capability


Ten Lessons from Successful Implementation

• Understand the supply and demand of knowledge

• Provide choices and options

• Get people talking

• Focus knowledge capture on repeatable activities

• Acknowledge that the cultural context changes

• Benchmark capability

• Make it simple and practical

• Understand culture

• Recognise the right behaviours

• Sustain through networks



Thank You!

@chris_collison Knowledgeable Ltd www.chriscollison.com [email protected]

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