Building Organisational Capability through KM: A strategic view of … · 1 day ago · DEFINITION AND HISTORICAL CONTEXT •KM is concerned with the entire process of discovery and

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



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


Customized

(expert) Knowledge

Desktop

Knowledge

Business Partners

Knowledge

Communities

Knowledge


Expertise Finder


Document Mgt System

SharePoint Intranet


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


Expertise Finder



Document Mgt System

SharePoint Intranet

Client Information


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


Expertise Finder



DocupediaMgt System

SharePoint Intranet

Client Information


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


Expertise Finder



Document Mgt System

SharePoint Intranet

Client Information


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

Documents

Building Organisational Capability through KM: A strategic view of … · 1 day ago · DEFINITION AND HISTORICAL CONTEXT •KM is concerned with the entire process of discovery and