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Building Organisational Capability
through KM: A strategic view of
Knowledge Management within the
organization
IDC Team
IDC KM IMPLEMENTATION TIMELINE
Pre-2005
2005-2011
2012-2015
2016-2017
2018 +
KHT|ECM|SNA|COPS|TOOLKIT
Key knowledge networks havebeen identified through SNAs,experts identified and knowledgeharvesting conducted-
KHT| ECM
KM Implementation at IDCstarted in 2005, triggered by lossof the critical technicalknowledge and experience itsemployees resigned and retired
Learning & Development|
Knowledge Management
To build a knowledgemanagement capabilitythat supports theretention, transfer andprotection of IDC'sIntellectual Property
KHT|ECM|COPS|EXPERTISE
FINDER|LESSONS LEARNED
The repositioning of KM to focus onpractical and imp actfulimplementation within IDC’s
operations and ensure that kno wledge(tacit and explicit) is o wned by thebusiness, which includ es encouragingcontent ownership
Learning & Knowledge
Strategies
Develop and promote aknowledge-sharing andlearning culture by allengaged which willfacilitate the easy access,free-flow of k-assets anddevelopment of bestpractice methods andprocesses.
1. Share a Case Study of Knowledge Management Implementation at the IDC
2. MOTIVATING KM PRACTITIONERS ON:
– Knowledge documentation & retentions , “As corporate memory expands, the cost
of creating knowledge assets decreases, and the time to learn and apply
decreases”.
– Build Knowledge Sharing culture and environment, “demonstrate the multiplying
effect of the combined experience”.
– Leaving the legacy-making a mark with KM
– Enhancing management excellence through knowledge application
– Demonstrate value (Contributing to Business/Client Success- and growing
organisation’s revenue)
PURPOSE OF THE WORKSHOP
BACKGROUND
Many informed people know what to do, quite a few knowledgeable experts know how to do it,
but only a few wise persons know why it should
(or should not) be done.
To conceive of knowledge as a collection of information seems to rob the concept as of all of
its life…knowledge resides in the user and not in
the collection. It is how the users reacts to a collection of information that matters.
Churchman, 1971. 1
DEFINITION AND HISTORICAL CONTEXT
• KM is concerned with the entire process of discovery and creation of knowledge, codification, dissemination and the utilization of knowledge–One can not manage knowledge, but can only prepare, facilitate, and hopefully positively affect the knowledge creation process through manymanagerial actions and decisions, i.e. “managing the environment in which knowledge can be shared, e.g. culture, system, learning and
curriculums, etc.”• Three main concerns of KM should be:
– The provision of context for and validation of available knowledge
– Increasing the connections among people (interplay people with people and people with systems
–Addressing cultural barriers thathold back organization, e.g. ”not invented here” syndrome.
▪Build a common organisational language (code) through discussion groups, documenting best practice and communities, etc.
• KM context created by Organisation’s Business Strategy: Enable better sharing of knowledge to benefit from business experience”
• Better Sharing implies:
–It requires turning personal knowledge into corporate knowledge
–It implies that individuals, teams and organization must share a code
▪Develop shared understanding to create standardization and stability thereby maximize investments
▪Knowledge can be codified and transferred through text, video, etc. via information processing systems
▪Participation in social networks including organization teams and groups
–Making implicit knowledge more explicit and putting in place mechanisms to transfer it
–Facilitated events that encourage greater sharing of knowledge
• To benefit from business experience implies:
–Converting tacit knowledge to explicit knowledge
–Transferring on-target knowledge to help in operational situations
–Constantly strive to push the boundaries of best practice, building on our shared knowledge
–Share our experience with others and demonstrate our understanding with independent valuable views
–Storing, sharing and accumulating experience knowledge
–Enable knowledge creation and efficient building of organization memory and continuous learning
–Expert knowledge in everyday work brought to the fingertips of our people
KM AND BUSINESS ALIGNMENT-MAKING THE BUSINESS CASE
FOR KM
2Taking as given that in order to understand the Business’ knowledge
needs… KM Assessment and Knowledge
Audit have been done.
KNOWLEDGE MANAGEMENT IS THE PRACTICE
OF ADDING VALUE TO INFORMATION…..
Generate: Gaps between what is known and
what needs to be known to accomplish
identified core knowledge organizational
goals. Creating new knowledge and reuse of
existing knowledge from internal andexternal sources.
Capture: Authoring/ documenting
and store knowledge assets
representing explicit or tacit
knowledge on reproducible media
Preserve: organize, store, search &
retrieval, maintain and migrate
throughout life-cycle
Sharing: Collaborative
Networking between employees
to improve on work delivery
through knowledge exchange
and validation.
Access : Find, list, and describe knowledge
(Inventory); map to business needs, value
and prioritize. Search and retrieve using the
tools available to you. Organize an Inventory: Promoting
productiveness in new work areas through
efficient access to learning material.
Apply: Use the relevant knowledge in
the context of the new work situation to
enhance business performance and
increase customer satisfaction.
WHY DO WE NEED KNOWLEDGE MANAGEMENT AND
WHAT WOULD OUR KNOWLEDGE MANAGEMENT FOCUS
AREAS BE?
WE ARE CHALLENGED WITH…
1. Hoarding knowledge
2. No structure or processes to share knowledge
3. Difficult to identify key experts
4. Lack of knowledge sharing (duplication efforts) between related Operational units
5. Difficulties in determining and disseminating ‘best practices’
6. Over reliance on long-service members of staff as sources of knowledge
7. Cultural barriers between head office and Operational Units staff
WHAT DO WE CONSIDER KNOWLEDGE AROUND HERE AND WHERE DOES IT COMES FROM?
1. IN-HOUSE GENERATED
• Desktop –internally generate documents
• People joining IDC bring many kinds of knowledge and skills
• IDC’s people have a huge amount of cumulative experience and expertise/ communities
2. SOURCED FROM OUTSIDE
• On every transaction IDC learn more about our clients, their industry, market etc.
• Involvement in industry groups, working parties, other
industry contacts
3. THIRD PARTY SOURCES
• We have access to an extensive range of third party sources to help us form our opinions and reach our conclusions
PLEASE REARRANGE THESE CHALLENGES
FROM THE LEAST TO THE MOST LIKELY?
KNOWLEDGE IS A KEY ENABLER FOR DUE DILIGENCE
AND PROJECT DEVELOPMENT - VITAL TO BUILD AND
RETAIN OUR ORGANISATIONAL CAPABILITY
Revenue
• Improve support for gaining new business and retaining/growing current Business partner revenues
Efficient DD process
Project Dev elopment Value
propositions
Process• Increase product & service quality• Drive learning & improvement in key
processes
Quality Service
• Improve support to accelerate problem-solving, reduce yield loss in the delivery of solutions, and compress cycle time
Content linked to methods, .e.g.
models
Package for know ledge efficiency that
reduce the learning curv e
Know ledge Contex t-utilization &
presentationTechnology• Establish business content ownership
practices and Knowledge tools are owned by the users and tightly a l igned with work
• Technology enables team col laboration, communication and coordination
• Tools provide various intuitive
Content geared to Service Delivery
• What are the minimum principles to guarantee Quality knowledge assets/content?
• Enhances access to best practices and methodologies
• Col laborate with colleagues to ensure quality content and mitigate risk
• Improve Community-specific knowledge repositories and resources
• Improve knowledge accessibility through Community defined KM Architecture & Taxonomies
Speed of capture (authorship) and
distribution (publishing)
Ease of access and content retriev al
Balance push-based and pull-based
know ledge deliv ery.
Our Knowledge management endeavor focuses on CONTEXT/CONTENT, PROCESS, PEOPLE and TECHNOLOGY to create value
People• Grow individual & organizational
competencies• Attract new hires wanting to grow
their skills rapidly• Retain valuable tacit knowledge
res iding in the minds of employees
11
ValueHow c an we increas e th e valu edelivered to the client —productand service??
CostHow do we reduce the cost of doing business. Tangibles and can we measure it?
RiskHow Do We reduce or maintain Business Risk through KM?
• Facilitate Business-driven Knowledge Strategies which are executed by Management, K-workers and KM support organization.
KNOWLEDGE MANAGEMENT IS NOT DONE IN A
VACUUM – IT NEED TO TALK TO THE BUSINESS
GENERALLY, BSC OBJECTIVES FOCUS AROUND KEY THEMES IN EACH OF
THE FOUR PERSPECTIVES
Financial/Shareholder
Themes
Shareholder value
ROI
Profitability
Turnover/Revenue
Learning & Innovation Themes
Attract, retain and motivate employees
Clarify and communicate Roles and Responsibility
Building skills
Manage resources (leadership)
Knowledge management
Internal Process Themes
Low costs
Production efficiencyQuality
SafetyProduction volume
EnvironmentProcess effectiveness
Customers & Partners
Themes
Retention
Satisfaction
Value-added to customers
Vision
Human capital Information capital Organisation capital
Skills
Training
knowledge
Systems
Databases
networks
Culture
leadership
Alignment
Teamwork
Learning and growth perspective
+ +
ACTIVITY: ANALYSIS OF TYPICAL KNOWLEDGE PROBLEMS
FACING PROJECT DEVELOPMENT PROCESS THAT
WARRANT LESSON LEARNED
Disregard Lesson learnt
Team Selection Flawed
Pre-initiation
Initiation & Planning
Execution and Control
Closing & Post-closing
Incomplete knowledge
transfer
Inadequate knowledge integration
Exit of Team Members
Lack of Knowledge Map
Capture lesson Learnt-Post
Action Review not
administered?
After Action review not
administered
Operational Project Process
Project Governance Process
Volatility in Governance Project Team
Lack of Knowledge Roles
6
10
5
7
1 2
3
4
11
9
INPUT PROCESS OUTPUT
Knowledge loss between stages
(Knowledge Disclosure Points)
Experiences –which by definition are bound to people and do not form part of project documentation
Relevant project documentations are superficial completed to meet minimum standards
Recording of failure and successes are not shared to avoid reinvention of the wheel
Peer Assist not done
8
KNOWLEDGE MANAGEMENT
FRAMEWORK AND KNOWLEDGE STRATEGY
3
HOW IDC MANAGES ITS KNOWLEDGE?
Successfully KM implementation requires Five
basic instruments:
A knowledge management Framework
Build a Socio-Technical KM system architecture▪ Enterprise Content Management (web content &
document management –standard Structure/Taxonomies▪ Knowledge and Content Ownership
Standardized processes for knowledge and KM-a) Knowledge Harvesting & Transfer (KHT for RR&E)b) Content submission processc) Communities of Practice (CoPs)d) Lesson Learnede) Expert Finder/ Ask IDC?
Facilitate Business-driven Knowledge Strategies which
are executed by Management, K-workers and KM support
organization▪ Knowledge Action Plan aligned to business plans
Lead an inter-disciplinary KM support organization
Knowledge
KMSGKnowledgeCoordinators
KM Process
KM Champions
KM Organization
Infrastructure
(SharePoint/Docupedia)
CoPS
(People)
KM Marketplace
Collaborate &Share
Knowledge
Codify (document) and
Standardise
Increase Codification and
Document & store
Harvest and Transfer
Knowledge
Build Knowledge
Capital
KM roles that inculcate KM
practices
Measurements
Technology
Process
People
Strategy
Knowledge
Management
EnablersContent
knowledge objectives in the business planknowledge as a ‘front of mind’ consideration
–Why is knowledge IMPORTANT to us?– What KNOWLEDGE do we have and need?
At least 1 person with time allocated to KM activities Active sponsorship of knowledge activitiesPersonal knowledge objectives for all team members
Processes to identify & capture knowledge from projects and share it within Anglo PlatinumProcesses to disseminate news stories to team members
A well used technology with easily accessible contentThe right mix of communications methods and tools
Solicit feedbackMeasure effectiveness
Research our market and industry behaviours & our competitorsRead ongoing expert analysis produced or acquiredEasy access to daily news about Anglo Platinum, our markets and competitors
Knows and uses local knowledge contactsLeverages knowledge and people skillsHas trust-based, idea sharing relationships Culture/
Relationship
STANDARDIZED PROCESSES FOR
KNOWLEDGE AND KM
4What are the KM process for creating/generating, harvest & codify/
document storing, transferring /sharing,
accessing/ collaboration/ dissemination, validating, etc.
How do we adhere to SA legal frameworks
Define governance
Create a conducive environment for continuous improvement,
collaboration, more codification and higher proficiency
• Proficiency• Innovation
• Codification• Diffusion
Socialisation Externalisation
CombinationInternalisation
A Knowledge Organization Designed to Support the Business
Client Knowledge (Business Improvement)
K Objectiv e Vehicle Measure
K Objectiv e Measure
K Objectiv e Vehicle Measure
K Objectiv e Vehicle Measure
Community Knowledge (Diffusion) Customized Knowledge (Codification)
Desktop Knowledge (Proficiency)
More
Innovation
Continuous
Improvement
# of Process Improved (e.g. quality, Time, etc)
Higher
Proficiency
Best practice # of LMS
courses
Business
Process
Modeling
Better
knowledge
Codification
# of codified
processes
Better
knowledge
Diffusion
Knowledge Networks
# of Active Cop
Vehicle
SH
AR
E B
ES
T
PR
AC
TIC
E
DISRUPT ENTRAINED
PRACTICE TO INNOVATE
DIF
FU
SE
K
NO
WLE
DG
E
TH
RO
UG
H
INF
OR
MA
L
NE
TW
OR
KS
CODIFIED KNOWLEDGE
OBJECTS
Knowledge Area Maturity Model
Criteria
Collaboration Knowledge Codification
UNDOCUMENTED DOCUMENTED
0) Way/practice of doing things not defined
1) There is a way/practice of doing things e.g. patterns,
method, Business Process etc
2) Identified and mapped/documented the adopted
practice e.g. The Business Process, patterns, etc
3) Employees follow the adopted practice e.g. Business
Process, patterns, procedure etc
SH
AR
E B
ES
T P
RA
CT
ICE
DISRUPT ENTRAINED PRACTICE TO
INNOVATE
DIF
FU
SE
K
NO
WL
ED
GE
T
HR
OU
GH
INF
OR
MA
L
NE
TW
OR
KS
CODIFIED KNOWLEDGE
OBJECTS
0) No defined Knowledge area ambition
1) Defined ambitions for knowledge area (KA)
2) Identified and launched a Collaboration initiative in
line with KA ambitions
3) Employees actively participate in the Collaboration
initiativ e in pursuit of KA ambitions
Criteria
Criteria
Best Practice
0) Best practice not defined
1) There is a defined Best Practice
2) Employees are trained/e-learning is developed based on Best Practice
3) Employees follow the Best Practice
Criteria Innovation
0) Employee still following entrained practices
1) New Idea is identified and has been captured
2) Inv estigate improvement opportunities/ideas e.g. BP, procedure & idea
3) Approv e and Implemented improvement
opportunities/ideas in a KA
HOW IDC IS USING KM AS A STRATEGIC RESOURCE IN HR AND
SUCCESSION MANAGEMENT RESPONDING TO THE VUCA WORLD
Building Workforce
Communities (CoPs) Lessons Learned
Integrate with talent
Management & learning and
Development
Document best
practice and
enable
continuous
learning
Peer review
and Peer
Assist
Identify Critical
Knowledge/People
To b
uild
a kn
ow
ledge m
anagem
ent cap
ability th
at su
pports th
e
rete
ntio
n, tra
nsfe
r and p
rote
ction o
f IDC
's
OUR KNOWLEDGE ORGANIZATION IS DESIGNED TO SUPPORT
THE BUSINESS’ FOUR KNOWLEDGE CATEGORIES
Communities of Practices
Expertise Finder
Knowledge Harvesting And transfer
Knowledge Strategies
Document Ssystet
SharePoint Intranet
Customized (expert)
Knowledge
Desktop Knowledge
Business PartnersKnowledge
Communities Knowledge
Lessons Learned& Ask IDC
Client Information
CUSTOMIZED KNOWLEDGE
Objective:
“Facilitate knowledge harvesting and transfer and Lesson Learned leading to business processes standardisation and procedure dissemination and training in order to reduce the learning curve and preserve corporate memory. Due to the turnover in its professionals, IDC needs to offer its people access to learning materials and knowledge that would make them quickly proficient and productive in new practice areas, whether they were new hires or existing staff moving into new disciplines.”
1. Knowledge Harvesting & Transfer– Conduct Knowledge Interview and Debriefs with resignees, retirees, and experts; and record, abstracted, synthesized, and packaged into customized reports, e.g. Audio, video, Cookbooks (manuals),e-learning course, etc..
2. Lesson Learned– Increased focus on lessons learned to assist IDC to increase its depth of knowledge of its Business Partners and to codify a standardised best practice
3. Ask IDC–Profiles with skills and experience in doing business in different sectors offering quick turnaround and collaborative service in support of IDC pursuits and delivery
4. KMSG-Knowledge professionals offering standardized K-solutions and service delivery in support of Account Managers/Industry Specialist, e.g. Financial, economic & demographic information, Literature searches, Executive profiles, Company overviews, Industry trends and Competitive landscapes
Knowledge Strategies
Customized
(expert) Knowledge
Desktop
Knowledge
Business Partners
Knowledge
Communities
Knowledge
Communities of Practices
Expertise Finder
Knowledge Harvesting And transfer
Document Mgt System
SharePoint Intranet
Lessons Learned& Ask IDC
Client Information
Desktop Knowledge
Objective:
“Increase knowle dge codification of high quality content into a centralised Knowle dge re pository the reby generatingand distributing knowledge “One version of the truth” to address a specific business problem.”
Knowledge creation, synthesis, distribution, and use supported via :1. Lead the User Community in the implementation of Enterprise Content Management (ECM) in MS SharePoint
2010 (2013)
2. What minimum standards in technologies that enables KM , IT technical infrastructure?
3. Knowledge Architecture and Taxonomy of SharePoint site-SBU/Dept. Workspace-13 SBU and 26 Dept. Collection Sites and CoPs/Forums Teamsites
4. Docupedia Libraries• Thousands pieces of internally-generated documents (e.g. policy and credit submissions, business
report, Knowledge Harvesting and Transfer report) and pieces of external information (via InfoCenterand Research and Information)
• Unfiltered, filtered, and synthesized knowledge repositories
4. Docupedia Training and support
5. KM Champions and Coordinator Support Service
Communities of Practices
Expertise Finder
Knowledge Harvesting And transfer
Knowledge Strategies
Document Mgt System
SharePoint Intranet
Client Information
Lessons Learned& Ask IDC
Customized
(expert) Knowledge
Desktop
Knowledge
Business Partners
Knowledge
Communities
Knowledge
Community Knowledge
(The Space To Share)
Objective:
“Foster better knowledge diffusion through facilitated collaborative Knowledge Networks and building strong Knowledge Communities for knowledge sharing and transfer. Both in pursuit of new assignments and in work delivery, IDC needs to reduce the time to prepare deliverables”.
1. Communities of Practice (Financial and Project Development)• Use the CoPs to deliberate on the innovative ideas and identify experts to package these
learning into policy & procedure and update business process• Using communications and learning to build awareness of knowledge and technology services • Integrating knowledge and technology into business pursuits and engagements so IDC
Professionals have the right resources on hand to improve team efficiencies and manage accounts
2. Forums / Committees• Has a common interest and business practice (sector, industry, Region, engagement (business
partners)• Collaborates in order to gain insights and accelerate solutions• Drives the acquisition, reuse, and creation of knowledge within their realm of expertise on
behalf of the Corporation
Communities of Practices
Expertise Finder
Knowledge Harvesting And transfer
Knowledge Strategies
DocupediaMgt System
SharePoint Intranet
Client Information
Lessons Learned& Ask IDC
Customized
(expert) Knowledge
Desktop
Knowledge
Business Partners
Knowledge
Communities
Knowledge
Business Partners Knowledge
(expertise that sells)
Objective:
“Increase knowledge proficiency in different competence area so as to ensure business continuity after experts have left the Operations and to build the pipeline of leadership in the Corporation. This will increase IDC’s depth of knowledge about Business Partners and their industries/sectors and about its own competencies and best practices thereby enhancing customer satisfaction.”
• The IDC knowledge environment prov ides our Business Partners with continuous access to IDC’s people and knowledge networks via IDC Website.
• Working directly with the Business Partner to prov ide customized solutions leverage their own knowledge in their area to help them implement the best practice.
• IDC Internet benefits Business Partners with:• Continuous access to IDC people and Knowledge network
• Col laborative services, e.g. Stakeholder Engagement Forums, etc.
• Individually tailored content, tools, and resources
• Enhanced service delivery
Communities of Practices
Expertise Finder
Knowledge Harvesting And transfer
Knowledge Strategies
Document Mgt System
SharePoint Intranet
Client Information
Lessons Learned& Ask IDC
Customized
(expert) Knowledge
Desktop
Knowledge
Business Partners
Knowledge
Communities
Knowledge
FACILITATE BUSINESS-DRIVEN KNOWLEDGE
STRATEGIES
5What are and should be our professionalstandard and competencies?
Culture, Socio???
How do we lead an inter-disciplinary KMsupport organization
KM roles that inculcate KM practices
Thus the KM Team seek to introduce business-driven
Knowledge Strategy that is executed by Management, K-
workers and KM support organization
Knowledge Business Requirements • Thought Leadership• Industry sector Knowledge
A chieve business objectives by focusing and coordinating Knowledge Action Plans
• coordinate adequate staffing and proficiency building• drive effective knowledge multiplication (diffusion)• coordinate efficient knowledge documentation
(codification)
Knowledge Process & Communities• KM Champions• Communities of Practice• Inter-disciplinary/ Cross-Functional • KM Team
Major KM Players & Strategies
S upport knowledge sharing and creation by excellent KM systems and processes:
• Develop and rollout
• O perate and maintain
A chieve excellent results and improve own ca pabilities and employability
• Learn from doing, from colleagues and from the world
• Collaborate, improve and innovate
Management -DrivenTop-down Knowledge Strategy
KM Team – drivenmiddle-top-down KM System
Strategy
K Worker-drivenBottom-up KM Usage
Strategy
Knowledge/Content Coordinator• Employee & Competence • Organization Specific training• Role-specific Competence
models
KM Objectives
Repositioning KMExpanding KM implementation Success transfer phase
2005-2011 2012 2015 2016 2017+
Leve
l of
KM
cap
abil
ity
LEA
RN
ING
STR
UC
TUR
E&
RO
LES
30+
(Virtual KMO)
The KM socio-technica l infrastructure is implemented in stages to support the KM roadmap
20 (KMSG)
The KMO provides structure and sustainability to the KM endeavour
The KM process and tools design and implementation is completed Q412.
KM is included in the Human Capital strategy
Focus on rolling KM strategies to 7 high impact Strategic Business Units and Middle office department
Knowledge Management Steering Group convened focusing on:
• Build KM organizational and
technical infrastructure
The deliver KM capability to across the corporation.
There is an active portfolio of KM projects, already sharing aspects of a common approach and infrastructure
KM strategy and Roadmap is approved to Reposition KM strategies with focus on practical implementation in Operations
+30 (KMC)
Knowledge Based Organization
+200
Building the KM Capability
MONITORING AND MEASUREMENT
Capture Knowledge of Key
Retiring/Departing Employees
# hours saved getting new employee up to speed compared to old method
Time/$ saved using content provided or
knowledge transferred (vs. Time/$ saved looking for information) 6
Knowledge Scorecard: Linking Knowledge Indicator to the Business
Scorecard to Build a Knowledge Sharing Culture
Financial
Customers Vision & Strategy
Learning & growth
knowledge preservation perspective
Generic:Codified lessons learned, best practices and
success stories/case studies in the sectorQuality of proj ect/experts debriefings
KM briefings and communication sessions facilitated
Paper to electronic document ratio
Generic:% use of Intranet Mentoring and coaching relationshipsNumber of bulletin distributed to employees
KM briefings and communication sessions facilitatedFrequency of updates
Knowledge Distribution/Application perspective
Knowledge Sharing Perspective
Generic:Acceptance of the e-learning env ironmentPerformance of Knowledge
CommunitiesKnowledge sharing sessions
InternalProcesses
CO
DIF
ICA
TIO
N
PR
OF
ICIE
NC
Y
INN
OV
AT
ION
Knowledge creation and development perspective
Higher Proficiency
More K Innovation
Better K Diffusion
Better K Codification
Generic:% of content created collaborativ e on IntranetImprov e Employee capabilitiesExploit Emerging Technologies
Generate Best PracticesShorter Life Cycles for Reports (speed and Quality)Explore-business Capabilities
% change in administrativ e and operational cost
DIF
US
SIO
N
Knowledge Cost Perspective
Generic:% sav ings in costs% increase in cost of training of KM initiativ es
% change in document storage cost per repository% Change in administrativ e and
operational cost
BU
DG
ET
& C
OS
T
MA
NA
GE
ME
NT
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