Topic 23 Knowledge ManagementTopic 23 Knowledge ManagementEnabling Objectives23.1 DEFINE Knowledge Management (KM)23.2 DESCRIBE the benefits and components of KM.23.3 DEFINE Tacit and Explicit Knowledge.23.4 DEFINE Intellectual, Human, Social and Corporate Capital.23.5 DEFINE Community of Practice (CoP) and the Structured Professional Forum.23.6 DESCRIBE key tasks of the knowledge manager in supporting technology capabilities management.23.7 DEFINE business process.23.8 IDENTIFY the key activities involved in intellectual capital management.23.9 DESCRIBE how organizational culture can support (or interfere with) implementation of Knowledge Management solutions.

Day to Day Problems – KM Might Help

1. A serious problem at work with no solution. Someone knows the answer, but who and where?

2. A “killer solution” to a problem worked on for months. Right before the brief, someone else has a better solution they implemented six months ago!

3. A hot tasker that must be answered NOW! The office that can answer it will get right on it as soon as that person gets back off leave!

3

DATA

INFORMATION

KNOWLEDGE

The network provides

The warfighterwants

WHAT IS WANTED?

WISDOM

Data

Recorded raw facts and figures with no context;

a field value in a database Example: • Number of seconds it takes someone to

run 100 yards • One score for each individual in each 5th

grade class

Knowledge Management: Build a

Working DefinitionIt’s about:Business – A strategy that links what you

know to what you need to accomplishPeople – People connecting to people,

sharing and collaborating mission critical “know how” to increase performance

Learning – Using tools to capture learning before, during, and after to enhance better decision making

Make it personal!

Capability Capacity

Connectivity Software Hardware

Relationship of IT, IM and KM

The Essence ofKM

The Essence ofIM

The Essence ofIT

Ena

bler

Ena

bler

Successes Lessons Learned

Data Info Mapping

Human Capital Social Capital Corporate Capital

Alex BennetDON DCIO11/11/99 v. 2

Infrastructure Incentives Education Training

Physical Assets

Ena

bler

TechnologyInnovation

Relationships

IPTs

Tacit vs. Explicit Knowledge(Unconscious vs. Conscious)

• Unconscious Tacit– Deep knowledge. Things not consciously

known. Instincts. Gold dust!

• Conscious Tacit– Things known. Things spoken to others

• Explicit Knowledge– Written, codified, stored

What is Intellectual Capital?

– ExpertiseExpertise– ExperienceExperience– CapabilityCapability– CapacityCapacity– CreativityCreativity– AdaptabilityAdaptability

HUMAN HUMAN CAPITALCAPITAL

(Individual)(Individual)

– IntellectualIntellectual Property Property– ProcessesProcesses– DatabasesDatabases– FlexibilityFlexibility

CORPORATECORPORATECAPITALCAPITAL

(Organization)(Organization)

– NetworksNetworks– RelationshipsRelationships– InteractionsInteractions– LanguageLanguage– PatterningPatterning

SOCIALSOCIALCAPITALCAPITAL(Team)(Team)

ENTERPRISEENTERPRISEKNOWLEDGEKNOWLEDGE

ExplicitExplicitINTELLECTUAL CAPITALINTELLECTUAL CAPITALTacitTacit

Most Efforts focus on Corporate Capital

Making tacit knowledge explicit is one of the key functions of

Knowledge Management!

Knowledge Shared is Power!

The Expert

Practitioners in the Organization’s Social Network

The Community

is the Expert

If knowledge is still power for individuals in theorganization, the organization has got a tough sell!

CoP Value Proposition

• Visibility and Reuse

• Mutual Support

• Community-Wide Learning

• Collaborative Work

Taking full advantage of

what we already know

Learning and innovating at the speed of

change

The Cast of Characters(some actors often play more than one

role! )

• Sponsor

• Leader

• Core Team,Local Advocates

• Core Team,Subject Matter Experts

• Members

• Editor and Content Manager

• Facilitator

• Tool Support

Example: Information Professional Knowledge Network (IPKN)

“The IP Knowledge Network… A Network of People … Get Connected!”

???

IPKN

EnlistedIP Officers

LDOs & CWOsReservists

Civilians

A federated networking structure of people who integrate and synergize the efforts of the Navy’s Information Professionals (E1-O10).

Develop and maintain a consistent and current intellectual capital across a global enterprise.

Structured by objectives (Professional Development to Fleet Operations…) which support the overall organizational mission.

Further subdivided into the smallest manageable elements of the IPKN which are the Structured Professional Forums (SPF).

Structured Professional Forum (SPF)

• Supports a Community of Practice (CoP)

• Focused on the specific subject matter of an organizational objective (e.g., Qualification modules, Fleet KM Strategies, etc..)

• Grouping of available collaborative tools to network people in a structured format in order to accomplish organizational objectives.

1. Instant Messaging2. Calendar3. Chatroom4. Library 5. Feedback

mechanism6. Discussion Boards 7. Directory

Example: SPFs for IP Officer Quals…The dynamics of the SPFs are the power of the IP Knowledge

Network!

Chat RoomsChat Rooms

Document LibraryDocument Library Message BoardsMessage Boards

DirectoryDirectory

InstantInstantMessagingMessaging

* SPF ** SPF *SMEs, Researchers,

Qualifiers

SPF Coordinator

SMEs, Researchers, Qualifiers

SMEs, Qualifiers

All Stakeholders

SMEs, Qualifiers

Example: CompanyCommand.com

“The Stephanie Story”

Actions Taken

Example: CompanyCommand.com

“I am currently deployed and had a soldier pass away…I am currently the S1 trying to do my duties and assist the chain of command in doing theirs through this trying time. It’s our units first loss and we are all new to this. I would appreciate anything you can do to assist me.”

Resolution

• Networking – Key SMEs and Facilitators

• Assistance provided:

a) Sample consolation letter

b) DA regulation on Casualty Ops

c) Personal insights on dealing with loss

• All within 2 hours

• Followed up with updated content on site

Thanks for your help. I really don’t know what I would have done without your assistance. I did get everything I needed. We are having the memorial service this evening. If you believe, please continue to keep us all in your prayers.”

Overview: KM Components & Strategies

• Components: people, processes and technology.

• Implement strategies within each component

– Process strategies

– Technology Strategies

– People Strategies

Focus: Technology Capability Mgt.

Business Process Management

(Process Improvement)

Intellectual Capital Management

(Revolution in Training)

Strategy and Policy

(Leadership)

Cultural Awareness &

Marketing (Change Management)

Administration (Content, Web, Portal Mgmt)

TechnologyCapability

Management(FORCEnet)

Information Management

Technical Interface (Networks, Servers,

DBMS)

Technology Capability Management: Administration

• Manage KM tool suite: – implementation, changes to collaboration tools

– develop restoration plan for collaboration tool suite

• Content Management -Provide advice and technical assistance to content managers

• Portal Management –DoN CIO KM Team supports portal development efforts such as Task Force Web, Navy Knowledge Online (NKO), and the Navy Marine Corps Intranet portal (NMCI).

• Web Management –coordination/standards for web site authoring, updating, Q&A procedures, content, etc.

Technology Capability Management: Technical

Interface• Consult with system designers to ensure

new systems incorporate capabilities that support KM solutions.

• Analyze legacy information systems for KM implementation.

• Evaluate supporting technologies for alignment with a KM architecture.

• Ensure KM solutions meet other standard requirements, e.g. security.

(cont.)

Technology Capability Management: Technical Interface

• Participate in decisions re: technology improvements to support KM tools and enablers such as:– Database Management Systems (DBMS and Data

Warehouses)– Networks– Servers– Communication Systems– Multimedia repositories– Application Software– Front-end User Interfaces– Collaboration Tools

Technology Capability Management: Information Mgt.• Advise leadership on return on investment of new

IM/IT systems, services, and processes.• Create framework for improving IM functions

across the command.• Direct IM resource use to improve efficiency.• Direct data resource use to improve efficiency.• Promote IM/IT process improvement.• Review, analyze, evaluate, consult on new/future

systems, legacy systems re: alignment with IM requirements.

• Implement collaborative information sharing to improve operational and business processes.

Business Process Management:

E-Government & E-BusinessDefinition: E-Government• Access to and interchange of

government information via the Internet and electronic media.

• In the DON, specifically related to the combination of KM and e-Business.

Business Process Management: E-Government & E-Business

Example: Firstgov.gov Portal and KM• Early 1990’s: Federal government began using e-

commerce to reduce the cost and time of procurement.

• Now more than 20,000 Federal Government Web sites.

• In September 2000: Firstgov.gov portal to provide citizens with simpler and quicker access to information.

• Will expand electronically delivered services over the next several years.

• KM can enhance and extend e-business and e-government by improving content quality and accessibility

Intellectual Capital Management: Navy Training

• NKO• ILE• Quals• Mentoring• IP Competency Areas (core

competencies, special competencies, functional area specialized knowledge)

Intellectual Capital Management: Tasks from the JTA

• Create communities of interest• Determine knowledge content

requirements for the organization• Identify explicit and tacit intellectual

assets• Provide solutions to address knowledge

deficiencies within the organization

Focus: Strategy and Policy

Focus: Cultural Awareness & Marketing

Business Process Management

(Process Improvement)

Intellectual Capital Management

(Revolution in Training)

Strategy and Policy

(Leadership)

Cultural Awareness &

Marketing (Change Management)

Administration (Content, Web, Portal Mgmt)

TechnologyCapability

Management(FORCEnet)

Information Management

Technical Interface (Networks, Servers,

DBMS)

LCDR Mark Preissler

Cultural Awareness and Marketing (cont.)

Cultural Change: The success of KM depends on people’s motivation and willingness to exchange knowledge.

• Organizational culture needs to support sharing.– What are the incentives for sharing?

– Perceptions? (e.g. fear loss of promotional possibilities if it were learned things didn’t go as planned/scheduled)?

– Time allocated for sharing and collaboration?

– Does the boss encourage/value sharing and collaboration?

Cultural Awareness and Marketing (cont.)

Barriers to sharing knowledge.

• People may not realize what they know or its value. [Tacit knowledge remains untapped.]

• Some people monopolize knowledge for job security. • Belief that knowledge gives them an edge over their

peers. • May not know with whom to share or how to share.• Sharing seems too difficult or too time consuming. • Don’t receive recognition for sharing. • Trust or morale is low or there are conflicts in the

workplace.

• People who are disgruntled are unlikely to share.

Cultural Awareness and Marketing (cont.)

Barriers to sharing knowledge.

• People may not realize what they know or its value. [Tacit knowledge remains untapped.]

• Some people monopolize knowledge for job security.

• Belief that knowledge gives them an edge over their peers.

• May not know with whom to share or how to share. • Sharing seems too difficult or too time consuming. • Don’t receive recognition for sharing. • Trust or morale is low or there are conflicts in the

workplace. • People who are disgruntled are unlikely to share.

Organizational Learning Process

LB

Mission

Plan AnalysisExecute

LA

Members participate as peers

LA

LD

LB Learn Before

Learn During

Learn After

Learning Tools

Body of Knowledge

Initiate mission tasking

using most current, proven

processes and ‘best’ practices

-------- educators &

trainers learn & teach using latest knowledge

– ExpertiseExpertise– ExperienceExperience– CapabilityCapability– CapacityCapacity– CreativityCreativity– AdaptabilityAdaptability

HUMAN HUMAN CAPITALCAPITAL

(Individual)(Individual)

– IntellectualIntellectual Property Property– ProcessesProcesses– DatabasesDatabases– FlexibilityFlexibility

CORPORATECORPORATECAPITALCAPITAL

(Organization)(Organization)

– NetworksNetworks– RelationshipsRelationships– InteractionsInteractions– LanguageLanguage– Patterning Patterning

SOCIALSOCIALCAPITALCAPITAL(Team)(Team)

ExplicitExplicit

TacitTacit

Building Corporate CapitalCommunity validates & renews common processes as “better” practices emerge from the field

Lessons learned are developed, validated and

socialized

CoPCreate

Organize

DistributeApply

Evolve

Formalize

Reach-back Capability

LD LD LD LD

KM Readiness Assessment Cycle

Formalize

Distribute

Measurement

Strategy

Culture

Process?

Content?

Technology?

Policy?

Input Influencers

Output Influencers

Are we getting better?

Is there re

levant content?What K

M and operational

processes exist?

Technology constraints?

Do Knowledge sharing

Policies exist?

….

….

….

….

Ask the questions…

Create

Organize

Apply

Evolve

KM Activities

Ask the questions… againWhat do we need to change?

What’s the baseline? Where are we now ?

Where do we want to go?What do we want to do ?

“How” we are getting there?

Human Capital ManagementHuman Performance

ChangeManagement

PerformanceManagement

What do we know?How do we capture it?How do we share it?

How do we get better?

What do we need to know to execute the

mission?

Are we actively leveraging what we know to execute

the mission?

How do we develop a knowledge sharing(information age) culture?

TransformationTraining

KnowledgeManagement

Organizational LearningProcess

- Gap Analysis -

CompetencyManagement

- Requirements - - Execution -

MISSION

MissionEssentialRqmts

(NMETL)

Effec

tiven

ess

Transformation: We are all involved, but who is executing

and driving the process?

Learning Centers, N7s, Etc.. HPC, TYCOMs Center for Transformation???

LCDR Mark Preissler

Organizational Mission Visibility

Executing Transformation

MISSION

HumanCapital

Management

KnowledgeManagement

(Execution ofTransformation)

BusinessIntelligence

(Data WarehousingData Mining)

DATA

KNOWLEDGE KNOW

LEDGE

PEOPLEVISIBILITY KNOWLEDGE

DISCOVERYKNOWLEDGE

TRANSFER

CHCO CKO CIOAlignm

ent

Dec

isio

n M

akin

g

Tools support: IM, Collaboration,Storage, Communications

KM CoP Strategy• Develop Infrastructure

• Leadership (CKO) • Process Improvement Team

– Analysts/Facilitators– Issue/Task Management– Research Analysts– Capture and Map enterprise business processes

• Solution Team– Technical SMEs/Developers– Research existing or new solutions

• Human Capital Alignment– Support knowledge centric business practices

• Identify Target Processes• Seven Step Process Improvement

– Develop Business Rules/Map Processes– Target Existing or new Solutions– Implement and Institutionalize

7 Step Process—Problem Solution

1. Describe the problem - team defines the problem by comparing the current situation with the desired condition.

2. Describe the current process - analyze the process to identify the major contributors to the problem.

3. Identify root causes - identify root cause(s) and conduct a root cause analysis.

4. Develop and implement solutions - identify possible solutions, select the most effective solution and develop an action plan.

5. Collect data and evaluate the results - implement the action plan, monitor progress and collect data.

6. Standardize - name the process and get approval to standardize the process across the entire organization

7. Apply lessons learned for future problems - evaluate the effectiveness of the problem-solving process used, document lessons learned and recognize team members.

KM Reality Principles• The culmination of best practices is far better than

one individual’s great idea.• Which is more rewarding… to be the smart guy who

is a member of an organization or a guy who is a member of a smart organization?

• Training is the supply part of KM, learning is the balance of supply and demand and the source of ROI for KM.

• KM is the execution part of transformation.• IT ≠ Capability, IT = POTENTIAL capability that is

realized by the execution of transformation.• It’s about continuous improvement… getting better

as an organization.• KM is an “organizational” leadership trait.

KM Strategy QuestionsCrafting a KM strategy

• Where is the “best fit” in your organization?• What does the boss want?• What resources (people) will you need to be

successful?– And what kinds of skills do they need!

• How do you determine what tools you need?– (big secret – first understand you business process,

then look at tools.)– Most industries are realizing they are not even using

the tools they have (Outlook/Access), and are beginning to focus on processes.

• Where do you start?

?