knowledge management program in the canadian forest service
DESCRIPTION
Proposed CFS KnowledgeManagement Program: change management, knowledge management, business case, implementation strategy (2002); program documents availableTRANSCRIPT
Knowledge Knowledge Management in the Management in the
Canadian Forest Canadian Forest ServiceService
Albert Simard
Canadian Forest Service
Presented to
Interdepartmental Knowledge Management Forum May 28, 2003
“Connecting the Past, Present, and Future”
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An opening thought…An opening thought…
“Although all decisions we make are about the future, all our knowledge stems from the past”
Ian Wilson (National Archivist of Canada)Crossing Boundaries Conference (May 8, 2003)
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OUTLINEOUTLINE
Change Knowledge
management Business case Implementation
strategy
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Knowledge Economy
Success based on what you know; not what you own
Value of goods based on knowledge content
Creating and using knowledge is the key
Organizations must change or become irrelevant
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Early
adap
tors
Majority adaptors
Late adaptors
High risk, cost & reward
High risk & cost, low reward
Low risk, moderate cost & reward
Wave of ChangeWave of Change
2000
Jan 23, 1993 07:21:17
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Leading ChangeLeading Change
Establish a sense of urgency Create a guiding coalition Develop a vision and strategy Communicate the change vision Empower broad-based action Generate short-term wins Consolidate gains and augment change Anchor new approaches in the culture
source: John Kotter (1996)
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Cost of Not Knowing (CONK)Cost of Not Knowing (CONK)
Research Managed knowledge
Surprise Unmanaged knowledge
Awareness
Know
Don’t know
Reality
KnowDon’t know
World Wildlife Fund - Canada’s forests
DFAIT – softwood lumber
Reporter – mountain pine beetle
Boreal forest briefing note
Invasive species
Access to Information
Science & Technology Networks
Synthesis of Knowledge & Information Network
Fire management systems
On-Line Bookstore
Common Office Environment
Plant hardiness zones
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Consultant’s Report:Consultant’s Report:
“There is no doubt that making no change in response to these findings would represent a risk of deteriorating relevancy and support across a range of audiences.”
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CFS-KM: Governance CFS-KM: Governance
CFS Management Committee
KM Division
SKI Network KM Working Groups HQ Branches
KM Steering Committee
KM Management Committee
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CFS-KM: Vision StatementCFS-KM: Vision Statement
“The Canadian Forest Service is recognized as the service of choice for authoritative, integrated, timely and useful data, information, and knowledge about Canada’s forests and the forest sector”
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Ressources naturellesCanadaInformation Strategy:Information Strategy:
Use Information as Strategic Use Information as Strategic AssetAsset
Where are we on the information value chain?
Where do we want to be? Where are the gaps? What are we prepared to do?
Coordinator
Synthesizer AdvocatePromoterCreator
Isolated opinionIntegrated targeted
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KM Communication: GoalsKM Communication: Goals
Increase awareness of KM Program
Create a shared understanding of concepts
Develop a consensus on need and direction
Promote buy-in and participation
Establish an ongoing feedback process
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KM Communication: KM Communication: MessagesMessages
Senior management – Organizational mandate, relevance
Middle Management – Organizational efficiency and effectiveness
Knowledge workers– Participation, self-interest
External– Government, forestry, international
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OUTLINEOUTLINE
Change Knowledge
management Business case Implementation
strategy
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Knowledge 101Knowledge 101
Data - What are the Facts?– (observations and measurements)
Information - What do they mean?– (interpretation within a context)
Knowledge - How does it work?– (relations between things, cause &
effect) Wisdom - What should I do?
– (experience and judgment)
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Ressources naturellesCanadaData, Information, and Data, Information, and
KnowledgeKnowledgeExamplesExamples
Data Information KnowledgeNumbers Tables,
statisticsEquations
Letters, words Text documents Scientific papers
Signal amplitude
Voice Expert consultation
Bits Digital documents
Digital library
Grey scale Image GIS-based maps
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External Knowledge
SharingSharingCreationCreation
Nature Internal Knowledge
ManagementManagement
PreservationPreservation
Lost Knowledge
Knowledge OrganizationKnowledge Organization
UseUse
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Knowledge ProcessesKnowledge Processes
Drivers (problems, issues, government)
Organization (mandate, resources, culture)
People (analyze, reason, decide)
Content (facts, meaning, understanding)
Systems (information processes)
Technology (computers, communication)
Process
Data Database Information Knowledge ApplicationSearch
Production Stage
Value
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Information StrategyInformation StrategyIM and KMIM and KM
Information Technology (infrastructure)
Information Management (organization,
business)
Knowledge Management (products &
services)
Systems (processes)
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Ressources naturellesCanadaKnowledge Management Knowledge Management
GoalsGoalsManaging Knowledge
Integrating Knowledge
Sharing Knowledge
Preserving Knowledge
Hierarchy
Implementation
single organization: mandate, authority, resources
similar organizations: culture, interests, context
different organizations: general, few commonalities
supports other KM goals
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Ressources naturellesCanadaKnowledge Management:Knowledge Management:
Linking Past, Present, & Linking Past, Present, & FutureFuture
Past Present Future
Capture Preserve
Share Integrate
Learn Adapt
Infrastructure Content
Processes
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Ressources naturellesCanadaKnowledge Knowledge Management:Management:A DefinitionA Definition
Developing organizational capacity and processes to capture, preserve, share, and integrate data, information, and knowledge to support organizational goals, learning, and adaptation.
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OUTLINEOUTLINE
Change Knowledge
management Business case Implementation
strategy
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CFS-KM Program:CFS-KM Program:
Committee established (May 1997) Concept published (June 2000) Business Case (Nov 2001) Implementation Strategy (Jan 2002) Governance framework (Feb 2002) Communications Plan (Apr 2002) Evaluation Plan (May 2002) Management presentation (Aug
2002) Link to CFS Strategic Plan (April
2003)
How We How We Got HereGot HereHow We How We Got HereGot Here
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CFS-KM: Business LinesCFS-KM: Business Lines Management (lead, organize, integrate) Production People (reasoning, adding value)
– Creation (vertical, specific, problems, quantitative)
– Synthesis (horizontal, general, issues, qualitative) – Products (applications, transformation, adaptation,
users) Structure Technology, Processes (integration)
– Archiving (capture, storage, retrieval, preserve, metadata)
– Sharing (two-way, networks, richness, partners)
– Dissemination (one-way, gateways, reach, clients
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CFS-KM: BenefitsCFS-KM: Benefits
Clients– Enhanced ability to apply CFS-created knowledge– Improved stewardship of Canada’s forests– Increased competitiveness of Canada’s forest sector
CFS– Increased visibility of CFS as preferred source of
knowledge on Canada’s forests. – Better co-ordination and reduced duplication– Increased capacity to produce knowledge products
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CFS-KM: Strengths and CFS-KM: Strengths and ChallengesChallenges
Strengths– Ability to take long-term view
– Reputation as honest information broker
– National and international coordinating role Challenges
– Culture of ownership vs. sharing– Lack of directed resources – Lack of emphasis on knowledge products – Perceived lack of senior management support
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CFS-KM: Four OPTIONSCFS-KM: Four OPTIONS
(1)Status Quo: non-adaptive; continue project-scale activities (current expenditures)
(2)Function: reactive; limited KM capacity, driven by external agendas ($1M/yr)
(3)Participate: active integration, negotiation, partnerships ($2-$3M/yr).
(4)Lead: proactive substantial commitments, positioning ($3-$4M/yr).
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Business Case: ConclusionBusiness Case: Conclusion
The world is evolving to an knowledge economy.
Patterns of successful transformation have emerged.
CFS is poised to move forward with a KM Program.
Requirements: adequate resources, management support, organizational buy-in.
Option 2 is the minimal level of initial strategic investment needed.
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OUTLINEOUTLINE
Change Knowledge
management Business case Implementation
strategy
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CFS-KM Implementation:CFS-KM Implementation:PrinciplesPrinciples
Knowledge cannot be conscripted; it must be volunteered.
Decisions based on consensus; not direction. Program goals directly support CFS mandate. Management within existing CFS authorities,
structures, and processes. Think big; start small; early deliverables. Close linkages to external KM programs.
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CFS-KM FrameworkCFS-KM Framework
Strategic
Infrastructure
Content KM Processes
Function
National Info. SystemCFS Info. SystemManagement Info.
MonitoringCFS databasesInfo. repositoriesDecision supportReporting
Preservation Sharing Dissemination Integration SynthesisChange Culture
Project NFIS-Secure channelCFSNet - designProject tracking …
Ecosystems OnLineFireM3BN database S&T Cluster…
Inventory assets Science synopsis Access policy Communications…
Scale Dimension
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CFS-KM CFS-KM Implementation: Implementation:
ApproachApproach 1. Initial projects (short-term)
– Regional/Branch participation– Span KM Business Lines– Leverage activities, learn from success, early
deliverables 2. Preserving CFS knowledge (internal focus)
– Recognized by scientists as important– Precursor to enterprise-wide KM solution
3. Forestry information market (external focus)– Essential to disseminating CFS content– Increased visibility and relevance to Canadians
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Knowledge Assets by Category
0255075
100125150175
# o
f Ass
ets
Percent
Number
Total of 531 assets from 211 responses
Source: Knowledge Asset survey
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Briefing Note DatabaseBriefing Note Database
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Desired generalstate
Specific costcircumstances
Specific restrictioncircumstances
Specific costand restrictioncircumstances
Goal of proposedpolicy
RestrictedUnrestricted Access
None
High
Cost
Access to Knowledge PolicyAccess to Knowledge Policy
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2. Preserving CFS Knowledge2. Preserving CFS Knowledge
Capture - document, codify, digitize, enter
Organize - classification, thesauri, metadata
Store - libraries, repositories, data warehouses
Retrieve - browser, search engine, access
Maintain - security, integrity, access
Migrate - evolve technology
Manage - value, life cycle, capacity
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3. An Information Marketplace
Supply (Providers)
Demand (Users)
Providers and users connect
through an Information
Market
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ProvideProvider Facer Face
Provider FaceAcademiaAcademia
NG
Os
NG
Os
Priv
ate
Secto
rP
rivate
Secto
r
Public SectorPublic Sector
Government disaster
organizations
Universities, colleges, institutes, schools
Disaster-related businesses
Non-Government
disaster organizations
Global Disaster Information Network
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User User FaceFace
Public, educators, youth, seniors, media
Policy advisors, decision makers,
regulators
User Face
PublicPublic
Pra
ctitio
ners
Pra
ctitio
ners
Polic
y M
akers
Polic
y M
akers
BusinessBusiness
Businesses for innovation and marketing
Scientists, managers, professionals, specialists
Global Disaster Information Network
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Disaster Information Market - FunctionalityHow (technical)• Databases• Technology• Scientific knowledge
What (subjects)• Type of disaster• Function• Libraries
Where (place)•Interactive maps•Place names•Latitude & longitude
Who (directories)•Organizations•Experts•Products & Services
When (time)•Events & meetings•Schedules•Time series
Why (about)• General • GDIN• Management
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KM Program: EvaluationKM Program: Evaluation
Reporting– Quarterly: activities, accomplishments, issues– Annual: expenses/budgets, performance/targets– Final: summary, evaluation
Criteria & indicators– Efficiency: project management, meeting targets, – Effectiveness: productivity, enabling, learning– Impact: visibility, reach, richness
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The Way Ahead…
External validation Make it real Program Plan Program establishment KM Day(s) CFS-KM workshop Project establishment
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A final thought…A final thought…
“Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education alone will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent”
Calvin Coolidge (1872-1933)