high level km overview presentation public
TRANSCRIPT
Sound Familiar? Why do we keep having to re-learn this? How do I know where to find this knowledge? Someone mentioned that to me the other day; now
who was it? Someone must have done this before – but who? When she left, she took all that knowledge with her. It was pure luck that I met him – he had just the
answer I was looking for. That went very well – how do we repeat that
success? We made this mistake in our other office, too.
If only…
If only we all knew what we each know.
If only we could find it when we need it.
If only we could learn who knows what.
If only we never forgot.
Knowledge Management
What is “knowledge”?
What is knowledge management?
Why do KM? Why now?
Examples: Schlumberger/BP and The World Bank
How to plan and implement a successful KM system
Information Knowledge Cases, Statutes, Treatises,
Law Reviews Work product: forms,
samples, checklists and precedents; files
Corporate records (Articles, Minutes, etc.)
Phone lists, calendars Law firm lists Presentations Legal websites Client information Policies Judges
What is useful, what is not? What was the context?
Where is it? Quality of materials Advice you have given Who has done it before? Who knows who? Who is the expert? Who is
good, who is not? Presentation notes Missteps you have made Missteps others have made What has worked and what
has not? And, why?
Knowledge Management Definition
Systematic approaches to help information and knowledge emerge and flow to the right people at the right time in the right context in the right amount at the right cost
… so they can act more efficiently and effectively.
Organizational KM Drivers Cost Pressures
Efficiency and Consistency
Compliance Initiatives
Flexibility and Responsiveness
Training and Learning
Recruiting and Retaining
People
Knowledge
Workplace and Professional Satisfaction
Examples Training new employees (e.g., making them more effective, faster) Control or reduction of external spending Use/re-use of work-product (whether internally developed, or by
external service providers)—efficiency, consistency Reallocation of lower-value work to junior staff, freeing senior
professionals Being able more effectively to compete with other employers for
quality professionals Anticipating an “age bubble” of senior, experienced employees who
will be retiring Closing/opening offices; moving staff closer to clients Adding new department services; supporting new business services Facilitating more dynamic work-allocation among existing
professionals Improving morale; reducing attrition; promoting career development
KnowConnect PLLC 2008
Alignment Discussion What is driving the need for better knowledge sharing? What’s keeping the CEO awake at night? What’s keeping the business managers awake at night?
Reducing cost Increasing efficiency Improving products & services Making better, faster decisions Professional and career development Time to competence Post-acquisition integration Innovation Productivity Information overload What else?
...and is there a KM component in possible solutions? What are the critical processes that suffer
most from information and knowledge gaps?
Main Factors in KM Delivery
People (culture)
TechnologyProcess
Cannot communicate (quickly or broadly enough)
Nobody is doing it
Do not know how to start
KM
People (culture)
Process
TechnologyStore and distribute knowledge assets, email threads, etc. Connect people.
Simple, natural processes - e.g., Peer Assists, AARs, Retrospects, Knowledge Exchanges, Interviews.
Setting examples for others; consistent communication plan; Incentives and direction to share. E.g., bonuses, visible recognition.
Main Factors in KM Delivery
KM Elements Developing and using knowledge assets Organizing and presenting knowledge assets to
users efficiently Systematically hosting tacit knowledge (who and
what you know) Building and fostering communities of practice
around operationally-important themes and areas of responsibility
Enabling collaboration (within communities of practice and larger communities)
Capturing and validating incidental knowledge produced as a by-product of community collaboration
Nurturing a cooperative culture
The Knowledge Iceberg
Explicit knowledge written, codified,
stored
Conscious tacit things you know
you know, things you tell others
Unconscious tacit Deep knowledge
things you don’t know you know, instincts. Gold dust!
Similar Initiatives
Total Quality Management/Six Sigma
Health, Safety, Environment
These succeeded when they were embedded in the organization’s culture.
They became recognized contributors to the bottom line.
Is KM Technology?
No – technology only helps facilitate KM
Classic KM techniques (Peer Assists, Connecting People,
AARs, Retrospects, and creation of Knowledge Assets) do not require technology at all
Technology can provide a force-multiplier … “the tipping point”
Technology … typically not more than 30% of KM costs
Communities and
Networks
Peer Assist RetrospectAAR
Knowledge Assets
KM in the Workflow
Teams andDepartments
Goals Results
Learnduring
Learnafter
Learnbefore
Leveraging
Knowledge
Prior Projects Lessons Learned
Alignment with business (and operations management)
Make sure people’s names are attached to the knowledge (e.g., in Knowledge Assets)
Burn some bridges! Communities work best when managed
least
More Focus On: Training Basic KM techniques (AARs, Peer
Assists, Retrospects) embed these in the process
Reinforcing lessons and examples; raise trust & confidence levels
Define KM “roles” Culture barriers vs. enablers
Culture: Shifting from Barriers to Enablers
Knowledge is power
Building empires
Individual work bias
Local focus
Not invented here
Outside knowledge
Penalizing errors
Not paid to share
No time to share
Power = KnowledgeShared
Building new relationships
Team/collaborative bias
Network focus
No single-source solutions
Seeking learning from others
Learn from missteps
Reward sharing
Sharing is part of the job
Getting the Balance Right
People (culture)
TechnologyProcess
“Managing knowledge is 20% about technical solutions, and 80% about people management and cultural issues.”
-Stephen Denning(World Bank)
How to do KM Efficiently and SuccessfullyBe Systematic: Assess Select Define Execute (and Train) Operate
Define, Measure, Analyze, Improve, Control
Assessment Process
Baseline (for improvement measure) Benchmark (for comparisons) Strengths Weaknesses
question10
9
8
7
6
5
4
3
2
1
Learning before
Learning during
Learning after
CoPs Knowledge assets
Business alignment
Knowledge roles
People Process Technology Environment
Assessment Example
Relative Difficulty
0
1
2
3
4
5
6
7
8
9
0 2 4 6 8 10
Rel
ati
ve I
mp
act
BOSTON SQUARE - Specific Initiatives
Focus on those withhigh impact, that are
easier to do
Provide a clear, articulated message from the GC and senior staff – one that the entire ExComm can all agree upon and support – on what information can and should be shared electronically, within policy and legal requirements.
Highimpact
Lowerimpact
Relatively easy Relatively hard
21
11
3
15
6
12
42
26
31
25
20
41
37
38
22
17
5
Use a gated process to create a KM plan
Training on Word and email client, e.g., threaded discussion folders
Create demonstration KAs (e.g., stock acquisition protocol and learnings)
Complete an online yellow
pages
Highimpact
Lowerimpact
Relatively easy Relatively hard
21
11
3
15
6
12
42
26
31
25
20
41
37
38
22
17
5
Hold a CoP kick-off event, training for two or three CoPs
Hold Strategic Workshop, draft a KM plan, select pilot/demo projects, transfer skills
Invite greater participation in process design and involvement by other peer entities
For More Information on KM
Polley, "Share the Wealth: What Knowledge Management Could Mean to your Legal Department"
ABA Business Law TodayNov/Dec 2003
http://www.abanet.org/buslaw/blt/2003-11-12/polley.shtml
and
www.knowconnect.com