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Presentation given at the KM Australia conference held in Sydney, August 2009.
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Practical KM strategy and tactics
Stephen Boundsstephen@bounds.net.au
http://www.bounds.net.au
What is an organisation?
What is an organisation?
What is an organisation?
What is an organisation?
What is an organisation?
Nature of organisations
Superficially similar to each otherPartly a product of their environment
eg location, time, industry, cultureNot possible to force specific
outcomesCan encourage or retard growth
Situational context
What works in one organisation may not work in others different environmental conditions different internal predispositions
Role of KM is much closer to that of a gardener than an engineer Work with what is available Easy to disrupt, hard to foster growth
7 step strategic framework
Background Why is this important?
Objectives How does this help the organisation?
Benefits What will happen when we get there?
Principles How does this fit?
Strategies How do we make sure this works?
Responsibilities Judging the quality of our results
Goals Where are we now? And where do we want to be?
Reasons for a KM strategy
the world is changing
our work is changing
our people are changing
habits prevent better results
need to learn more from each other
Objectives of KM
Make the most of your organisation’s collective intelligence
Not the sum total of each person’s intelligence
Key objectives: distributed problem solving knowledge integration
Benefits of KM
Greater adaptabilityAttributes of adaptability:
resilientcan survive internal & external changes
innovativecan take advantage of opportunities presented
Knowledge Systems
Knowledge Systems
Problem solving pattern
KM objectives chain
Distributed Problem Solving
Knowledge Integration
Knowledge Distribution
IndividualLearning
Collabor-ation
Knowledge Codification
Narrative
GreaterAdaptability
(Resilience, Innovation,
etc)
Governance
Strategy must link KM activities to business goals
Translate KM jargon into terms that make sense to your organisation
Think global and long termPlan and act local and short term
Tactics
Intelligence gathering Audit knowledge practices & systems Take responsibility for a whole-of-org
service; use this to learn core business activities
Identify areas where productivity improvements can also yield better alignment with long-term KM goals
Tactics
Start with zero-net cost improvementsBuild capabilities that target a specific
need but also design for expansionGain trust of employees to deliver
results while also planning long termSeek to establish cycle of positive
reinforcement from KM interventions
Questions?
Image credits
FlickrPaulo Brandão - hdr treecybaea - ClockworksBrenden Ashton – National Library of Australia, CanberraBen Smith – 160/365: Turing Complete
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