KMME 2014 Douglas Weidner

www.km-‐me.com info@km-‐me.com 1

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““Personal Knowledge Mgmt”” The Secret for KM Success

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Rebuild Leprosarium, destroyed by Viet Cong.

Hospital Wing with Lt Hue

Danang Orphanage Memorable Experience: K Nuggets

Story could be about you. Promoting KM


At first, unclear. ““Personal Knowledge Mgmt”” The Secret for KM Success

Situation: Transformation already underway. Complication: Will cause much workplace disruption. Resolution: Personal KM (overlooked component of KM)

Outline

Before -‐ Knowledge about Projects

During -‐ Knowledge in Projects

A�er -‐ Knowledge from Projects

3. Process Management

“$85 Million Annual Savings”

Substantial savings from a low-cost investment

Knowledge-intensive Activities (Continues…)

  Organizations are run based on their Processes   An efficient Organization understands that it is

Process oriented   Performance Improvement comes from focusing on

those Processes and making them more adaptable, efficient, agile, etc. – “in the Knowledge Age”

Early Process KBases: US DoD, 1994

“If you don’t know what you’re doing as a process,

you don’t know what you’re doing.” W. Edwards Deming

TThhee SSiittuuaattiioonn:: Transformation already underway

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Drucker – On Transformation*

“Every few hundred years in Western history there occurs a sharp transformation.”

“…few short decades, society rearranges

itself…Fifty years later…a new world. …We are currently living through just such a

transformation.”

* Post-‐Capitalist Society,

Market Capitalization and Average Age of the Largest Industrial Companies

Tech/Non-Trad’’l Ind’’l Firms Apple - $478 (1) - 1976 Google - $328 (3) - 1998 Microsoft - $311 (4) - 1975 Total: $1,117 Founded (average age): 1984 (31 yrs old)

Traditional Industrial Firms Exxon-Mobil - $398 (2) - 1882 Johnson&John - $261 (5) - 1886 General Electric - $257 (6) - 1892 Total: $916 (82%) Founded (average age): 1876 (117 yrs old)

Organiza�on for Economic Coopera�on & Development *

* Produc�vity growth: 42 major economies – Conference Bd.

1950-‐60 1960-‐70 1970-‐80 1980-‐90 1990-‐2000 2000-‐2003 2020

5% 4% 3% 2% 1% 0%

Percentage annual average growth


From Industrial-‐Age conveyer belts

to …

Post-‐Industrial Robo�cs

Post-‐Industrial Robo�cs General Purpose Robo�cs














TThhee CCoommpplliiccaattiioonn:: Transformation will cause much workplace disruption.

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12 Disruptive Technologies That Are Changing The World

Clearly 5 Top

The Rest

Automation of K Work

Advanced Robotics – Automation of Industrial Work

(McKinsey-2013)


1.  Mobile Internet 2.  Automa�on of K Work 3.  Internet of Things 4.  Cloud technology 5.  Advanced Robo�cs 6.  Autonomous Vehicles 7.  Next Gen Genomics 8.  Energy Storage 9.  3D Prin�ng 10.  Advanced materials 11.  Adv Oil/Gas Explora�on/

Recovery 12.  Renewable Energy

12 Disrup�ve Technologies – Changing the World Technology Affects

  Changes nature of work   Changes organiz’’l structures   Drives econ growth/produc�vity   Changes nat’l compara�ve advantage   Employment

  Changes nature of work   Changes quality of life   Creates new products/services   Drives econ growth/produc�vity   Changes nat’l compara�ve advantage   Employment

Two Key Transforma�on Drivers McKinsey's Global Ins�tute: “Disrup�ve Technologies: Advances that will Transform Life, Business and the Global Economy, 2013.

Powerful Industrial Age Examples Two Drivers of Post-‐Industrial, K Age Poten�al

One Warehouse Robot = 1.5 laborers

What about General-Purpose

Robots?

Robot Cost/Hr ($) What do you think is the present, average cost per hour (USD) for a general, mul�-‐purpose robot, which is able to replicate most human (assembly-‐line) labor func�ons?

a)  $25 b)  $20 c)  $15 d)  $10 e)  $5

Hint: US labor costs range from $13 to $27.

Powerful Industrial Age Examples Two Drivers of Post-‐Industrial, K Age Poten�al

Implica�ons?

$22,000 cost = $3.40/hr.

Modern, post-industrial robots are already competitive with cheap labor costs in developing countries.

What about service work?

Customer Delivery by Drone

Dominoes Pizza - UK Amazon Packages – US (trials)

What about service work? Construction

Disruptive Technology: Robots – Automation of most Industrial Work


Computeriza�on to Replace Jobs? According to a 2013 Oxford University study on job replacement by Computeriza�on, what are the top jobs, of 702 categories, that risk replacement?

1.  Telemarketers 2.  Title examiners, abstractors and searchers 3.  Mathema�cal technicians 4.  Insurance underwriters 5.  Cargo and freight agents 6.  Tax preparers 7.  New Accounts clerks 8.  Library technicians 9.  Insurance claims and policy processing clerks 10.  Brokerage clerks 11.  Order clerks 12.  Loan officers 13.  Insurance appraisers (auto damage) 14.  Umpires, referees and other sports officials “FUTURE OF EMPLOYMENT: HOW SUSCEPTIBLE ARE JOBS TO COMPUTERISATION?”

All these jobs are at high risk (98 – 99%)

of replacement!

Complication Conclusion: In 2 – 3 generations, most all industrial and much

existing knowledge and service work – Replaced by robots and computerization.

Formal Organiza�onal Structure Evolu�on Ind’’l Age (Mid 1900s)

Span of Control:

Depth:

5

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Organiza�onal Structures – K Age (2000s)

Span of Control: 10

Depth: 5 Implica�ons: Managers – From managing the performance of the line (early 1900s), then people (late 1900s), to managing applica�on/performance of Knowledge by KWers (2000s).

K Workers – From close supervision to autonomy, personal purpose and mastery (untapped human poten�al).

Not Just Span vs. Depth, but Networks

Implica�ons: For tradi�onal career tracks, behavioral skills will become cri�cal.














TThhee RReessoolluuttiioonn:: Personal Knowledge Management

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Robots to Replace Jobs – Way Forward Research Says:

1. Robots can’t do ‘creative’ and ‘social’ skills. 2. Low-skilled workers – must be reallocated. 3. To win – humans must acquire creative/social skills, become Personal K Managers.

Definitions: Personal K Management (PKMgmt) – a major KM Initiative, run by the KM Team. Personal K Manager (PKM)™ – a designation for K-Age achievers, who are not on KM Team.

Some Key PKM™ Asser�ons

  Humans have notoriously underestimated their own physical potential – think 1950s four-minute mile (1999 – 3:43).

We are only just beginning to realize our

untapped intellectual potential

  Mastery and Engagement.

  Key drivers: Mindsets, Motivation, PKMer Strengths, with resultant Passion.

  Result: Deliver substantial organizational performance improvement thru the personal excellence and engagement of Personal Knowledge Managers (PKM)™

Key Drivers for Personal K Management (PKMgmt) and Personal K Managers (PKMers)™

  Emerging Neuroscience   Advances in research psychology   Changes in business structure, nature of K-Age work

Result: PKMer Autonomy, Mastery, Passion.

Opportunity: untapped human potential

The Amazing Brain

Modern neuro-‐ and cogni�ve-‐science, and research psychology have uncovered many insights about brain func�on that can inform the post-‐industrial, K Age, especially at the K Worker level.

Anatomy of the Brain – Quick Primer Basis for K Age understanding about Learning/Human Poten�al

Func�onal MRI (fMRI) – Measures brain ac�vity by detec�ng associated changes in blood flow.[1] This technique relies on the fact that cerebral blood flow and neuronal ac�va�on are coupled.

Now know what different parts of brain do what – e.g., linear, analy�cal work vs. metaphorical, crea�ve work; introvert vs. extrovert traits, etc.

Brain Technology – Quick Primer K Age understanding of Brain uncovered by Technology


The Amazing Brain – Quick Primer Some Examples of Human Intellectual Poten�al (4 min mile)

Ability to recall

Everything?

What % recall?

Two weeks old!

Non-‐Nutri�ve Sucker (aka ‘pacifier’), as remote controller.

What age?

Superior Autobiographical Recall (SAR)

Pre-‐Natal Recall?

EEG -‐ Recall of last trimester.

(Nov, 2013.) Career Life Cycle First ‘Technical’ Job Supervisory/Mgmt Jobs Re�rement

Technical – Hard Skills (Techne – Discipline/Specialty)

Behavioral Skills – So� Skills (Interpersonal, Mgmt, Leadership)

* Skills & Competencies

K-‐Age Poten�al – Mastery & Engagement (Mindset, Mo�va�on, Passion)

Role*

Untapped K-‐Age Poten�al

(Tradi�onal Management Track) Personal K Manager (PKM)™ Career Life Cycle

Final Reflections

Disturbing trends – robots, computerization – major workplace transformation.

KM not a tool – it’s a discipline, enabling transformation.

Must shephard Personal Knowledge Managers (PKM)™, who will be an essential key to success.

Today’s PKM Journey As we close, here’s some key points for reflection:

Situation: Some points made have been interesting, but also quite disturbing. World is transforming – robots and computerization are disruptive technologies.

Complication: Robots to replace industrial jobs, computerization to replace non-industrial jobs. What are humans going to do?

Resolution: ‘‘Untapped Human Potential’’.

Don’t just take my word for it.

Your KM focus must shift from just traditional KM – Portals, CoPs, etc., to focus on PKMers and untapped human potential in the post-industrial, Knowledge Age.

Most Important: How are you going to leverage untapped human potential?

““Personal Knowledge Mgmt”” The Secret for KM Success

[email protected]

  Robotics/Computerization – totally disrupting the world.

  60% of the best jobs in the next ten years haven’t even been invented yet.

  No longer linear, careers will be fragmented, specialized, collaborative, ever evolving, portfolio of micro-careers.

““One More Thing You Need to Know”” A Metaphor for PKM™

Based on two decades of extensive Gallup Organization research. See book: “The One Thing You Need to Know”, by Marcus Buckingham, 2005.


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KMME 2014 Douglas Weidner