Knowledge Management

Session 6: Sustaining KM Ecology - Part 2Anveshika Shrivastava4th December , 2011

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Symbiosis Centre for Information Technology

KM

Session Agenda

• Crucial Elements to sustain a KM Ecology Leadership Organizational Culture Reward Structure KM Metrics

• Understanding KM Metrics at an enterprise level Formulating KM metrics and adoption KM effectiveness audit process

• KM – GA - 4

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KM

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Recap?

KM

Recap from last session

• Group Names !

• Need for Sustaining KM Ecology

• Generic DICE Model

• KM DICE Model

• Single Loop Learning vs. Double Loop Learning

• KM Case Study – Introduction • Individual Activity: KM – IA - 3

• Group Activity : KM-GA-3

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KMCrucial Elements to sustain a KM Ecology

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Leadership

Organizational Culture Reward Structure

People

Process

Content

Technology

KM Metrics

Knowledge Management

KM

Why is Leadership Important for KM ?

•Demonstrates organizational endorsement for knowledge management initiatives through personal corporate examples

•Propagates corporate convictions that KM and organizational growth are directly proportional

•To institutionalize a culture of innovation, made possible by KM The only bulwark against competitors,

Knowledge Management ~ Organizational learning ~ Critical Competitive Edge

•To drive home the message at the levels where it matters For e.g. Middle Management

•To generate and sustain a high level of internal trust among employees, to promote knowledge sharing

•KM efforts require dedicated leadership KM CKO KM Champions / Change Managers KM Experts KM Workers

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KM

Change Management – Recap

•Different from Change Management in Implementation projects This is a dedicated project specific role. This is not a permanent role This is a short term intervention to promote KM Adoption.

•Different from K Champ: Knowledge Champion is an long term standard role and an investment by the organization to cultivate a K-Ecology.

•Concerned with Change Management vis-à-vis any new implementation / major enhancements

•This person works with the K-Champ to understand the department specific K ecologies and influencers.

•Change Managers lead Change Management initiatives (training/campaigns) to improve adoption of new implementations and to promote usage.

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KMLong Term: Knowledge Champions (K-Champions) - Recap•Knowledge Champions (Department/Unit specific)

Also known as Knowledge Stewards, Knowledge Activists, KM Reps, Knowledge Coordinators

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• KM Workshops and orientation sessions

• Conceptual Clarification and explanation

• KM Induction programs for the new joiners

• Writes blogs / wiki entries on personal benefits of using KM

• Conveys KM related organizational announcements

• Promotes creation of KM success stories.

K- ChampionsRole

Create Awareness POC for KM Initiatives Knowledge Conduits• Leverages gathered

insights and becomes the 'chief business user/stakeholder' for KM implementation programs.

• Participates in KM requirement and solution elaboration workshops.

• Reviews KM functional specifications

• Participates in UAT activities

• Provides post implementation feedbacks - esp. NFRs

• Assesses potential areas of KM optimization and creates business case for future KM programs.

• Networking - Other K Champions, major knowledge sources

• Identifies major ‘influencers’

• Training - Other K Champions

• Assist interdepartmental KM initiatives and other K-Champions

• Route requests related to specific pieces of knowledge to correct destinations/POCs.

KM

Leadership: Chief Knowledge Officer

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• Supervise KM Implementation and institutionalization initiatives (Steering committee)

• Present KM business case to CXO level leadership.

• Facilitate KM product evaluation and selection

• Devise reward structures

• Define knowledge management framework and guidelines.

• Be the KM Role Model.

Chief Knowledge Officer(CKO)

Genesis/Institutionalization Administration Monitoring • Manage efforts of

Knowledge champions

• Administer KM processes for creation of organizational learning.

• Development and maintenance of knowledge infrastructure

• Remedial steps and organizational KM interventions on the basis of KM Audit reports

• Create metrics for measurement of effectiveness of KM Initiatives .

• Monitor KM ecology

• Measure organizational impact of KM initiatives.

..a dynamic role

KM

Reward structure

• Two dimensions: Commitment of resources Degree of Recognition

• Any reward structure needs to enforce: “I would get something out of it” For e.g. : Rewards, supporting my

operations “This is part of the work. Not an overtime” “I will gain organizational recognition due to my participation” . For

e.g. : Knowledge Guru in the field of ‘RFID’ “Consumer and the generator are to be rewarded” “This is not a fad but this is here to stay!” Sustainability , Organizational

Viability

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KM

Reward structure : Dimensions

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Extrinsic Motivation

Deg

ree

of R

ecog

nitio

n

Commitment of Resources ( Monetary Value)

Hig

hL

ow

HighLow

Reward Orientation

Intrinsic Motivation Benefit Orientation

• External focus

• Not individual specific, consumes less resources

• Controllable and measurable

• Is not operations specific • Does not aid in solving

complex problems

• Controllable and measurable • Requires Significant resources.

• Significant recognition achieved

• External Focus

• Rewards associated with organizational impact and enterprise wide innovation

• Focus on individual • Significant resources

• Transactional Rewards

• Internal focus

• Not organization specific , consumes less resources

• Controllable and measurable

• Individual specific: varies among individual employees, Operations specific

KM

Reward structure: Examples

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Extrinsic Motivation

Deg

ree

of R

ecog

nitio

n

Commitment of Resources ( Monetary Value)

Hig

hL

ow

HighLow

Intrinsic Motivation

• Best-practice success stories

• News letters – Citations ‘Contributor of the month’

• Forum : Roles (Novice….Guru)

• Citations: expert's name

• Contributor of the year • Free Foreign Trips

• Incorporation into the Organizational KM Core Group

• Substantial Gifts

• Overseas training

• Monetary rewards, Bonuses • K-Points

• Promotions

• Operational ‘Rewards’: faster work due to KM

• Job Satisfaction

• Peer Group Sharing / Tacit Knowledge sharing

• Embedding knowledge sharing/consumption into standard work processes.

Reward Orientation

Benefit Orientation

KMReward structure creation : Approaches

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Organization Wide Standardization

Population Specific Diversity

• Organization Wide Implementation and standardization

• Dedicated Core ‘Reward Group’ and experts

• Core Group devises organizational reward processes for all populations to encourage knowledge sharing.

• Knowledge Sharing directly tied to performance appraisal.

• Dedicated Core ‘Reward Group’ and experts

• Core Group devises guidelines and suggestions for all groups to encourage knowledge sharing

• Each population devises own reward processes

• More insights

KM

Organizational Culture: Types

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Process Oriented

Competitive

Cooperative/Collaborative

Organizational Culture

KMOrganizational Culture : Process Oriented • Focus on following processes

• Bureaucratic controls

• Top to down approach

• Tends to devise processes for each and every level

• Not congenial for KM unless some flexibility is provided

• Success dependent on: • Flexibility to change • Degree of collaboration• Generation of trust

• For e.g. Typical bureaucratic Organization such as a Government subsidiary

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KMOrganizational Culture : ‘Experimentative’ • Promoting innovation

• Rewarding Accomplishment

• Enables populations to experiment with KM and develop KM sub-ecologies relevant to their group

• Down to Top Approach

• Success dependent on: • Fostering teamwork• Customer Focus

• For e.g. 3M , Google

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KM

Organizational Culture : Competitive

• Not Flexible to change

• Minimal trust

• Inhibits sharing, ownership, and reuse of knowledge

• Success dependent on: • Morale Building• Generation of trust • Effective Reward structures

• For e.g. Equity Portfolio / Trading firms

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KMOrganizational Culture : Cooperative/Collaborative

• Fostering teamwork

• Morale Building

• High degree of trust and openness

• Strong Customer Focus

• Enables the evolution of process-oriented KM to practice-oriented KM

• Enables the creation of virtual communities

• For e.g. Typical Tier 1 IT System Integrators

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KM

KM- Metrics – Examples?

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KM

KM Metrics

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Implementat

ion Stage Based Metric

s

Balanced

Scorecard

approach

KM Metrics

KMKM Metrics : Implementation Stage based metrics

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Source: American Productivity & Quality Center

Time

Impo

rtan

ce

Stage 1 : Enter and advocate

Stage 2 : Explore and Experiment

Stage 3 : Discover and

Conduct Pilots

Stage 4 : Expand and

SupportStage 5 :

Institutionalize

KM

Stage 1: Enter and advocate

• Knowledge Management initiative begins.

• Beginning of organizational KM alignment.

• Search for KM optimization opportunities.

• Theme is to demonstrate the value of KM through seminars, demos etc.

• Objective is to inspire others to join and to identify KM collaborators

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• Minimal Metrics at this stage • Areas of KM optimization within a potential knowledge population

• Redundant efforts, • Areas of knowledge attrition

Stage 1 : Enter and advocate - Metrics

KM

Stage 2: Explore and Experiment

• Formulation and designation of knowledge populations

• Implementation of core KM systems

• Implementation and growing awareness of KM initiatives

• Uneven footprint : Varies from department to department

• Formulation of KM Organizational Hierarchy

• KM pilots for specific areas of optimization - to prove as capability demonstrator.

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• The number of sponsors: K champions, K - project sponsors. • The number of presentations conducted for managerial groups • Requests for demonstrations • Amount of funding/ resources• Comparison against competitors' KM intiatives , funding.• The number of reports/KM demos accessed on an annual basis

Stage 2 : Explore and experiment - Metrics

KMStage 3: Discover and Conduct Pilots

• Formal implementation of a knowledge management initiative at enterprise level.

• Actual Pilots conducted for all major population groups

• KM system implemented based on a core template – scalable

• Dedicated resourcing - Time, FTE and funds.

• Establishment of mechanisms to catpure ‘hard’ and ‘soft’ lessons.

• Framework definition for CoPs.

• Enterprise wide taxonomy defined.

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• Time saved each knowledge intensive process

• FTE savings (Support Staff)• Operational metrics as

'Improved time to market'

Stage 3 : Discover and Conduct Pilots- Metrics

• Time spent per hit.• IP addresses those of repeat

users (Repeat Customers) • Frequency of visits• Threshold - Repeat to Steady

Metrics - Business Value Metrics - Knowledge Retention

• Anecdotal stories and surveys • Open and constructive

knowledge sharing• Application of knowledge

consumed. • Rewards earned / K.P.

Metrics - Culture Impact

• Effectiveness of CoPs• Memberships : Size, diversity • Quality/Quantity of lessons

learnt

• Time required to capture the information in a usable manner

• Reusability – Captured K• Cost of the capture process• Adherence to K-Capture norms

Metrics - Sharing Communities Metrics - Ownership

• Adherance to standard KM PM Processes

• Maturity of tracking mechanisms

• Aggregated 'rankings' of Pilot Apps 'Thumbs ups'

Metrics - Project Mgmt / Results

KM

Stage 4: Expand and Support

• KM embedded within the business processes and functions.

• Requests for/from more knowledge populations

• Stress on KM system refinement/customization at KP level

• High visibility

• Considered a necessity

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• Focus is to perform double loop value additions to the corporate strategy• Stress is on refinement of KM ecology• Knowledge consumed per KP• Feedbacks / Contribution• Quality of feedback• KM Environment measures and surveys - For e.g. Importance of an employee for

knowledge sharing or creation

Stage 4 : Expand and Support - Metrics

KM

Stage 5: Institutionalize

• Logical conclusion of full enterprise-wide KM deployment.

• Entire organization is a KM Ecology

• At this stage, KM is embedded in the business model

• Aligned Organization structure

• KM Competency - part of appraisals/ performance evaluations

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• Metrics are to monitor and include standard measurement metrics such as :• Utilization / profitability for each KP• Performance of each KP on K metrics: K-Codification, knowledge sharing,

collaboration, innovation, team spirit, reward• Intervention thresholds

Stage 5 : Institutionalize - Metrics

KM

Balanced Scorecard Approach

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Financial Perspective

Customer Perspective

Internal Process Perspective

Learning / Growth Perspective

Strategic Objectives

KM

Balanced Scorecard

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Strategic ObjectiveOperational Efficiency

Objectives Measurement Target Initiative (if any)

• To increase profitability

• Market Positioning

• Revenue

• To increase profitability by 50%.

• To ensure on time performance

• To increase number of flights per aircraft

• DGCA survey

• Industry Surveys

• Rated best amongst airlines.

• Adding 2 more routes / aircraft

• Aircraft Utilization Program

• To turnaround aircrafts at faster rate.

• Turn around time

• Applicability to % of fleet

• 25 minutes • 80% of

operational fleet

• Flight scheduling Program

• To train flight and scheduler crew as per new training standards /processes.

• % of flight / scheduler staff trained / year

• 75% • Performance linked appraisal

• Training Programs

Fin

anci

al

Cu

sto

mer

Inte

rnal

Pro

cess

Lea

rnin

g &

Gro

wth

Flight / Scheduler Crew Training

Faster gate turnaround

Best On Time Performance

More flights

More Customers

Increased Profitability

KM

BSC Application in KM ?

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KMBalanced Scorecard Approach in KM

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Financial Perspective

Customer Perspective

Internal Processes (Embedded Knowledge Processes)

Knowledge Management Induced Learning/Growth

Knowledge Management

Objectives

KMTypical Balanced Scorecard Approach for KM

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KM Objective Enterprise wide Innovation

Objectives Measurement Target Initiative (if any)

• To generate increased revenue from new products

• Sales figure for the new products

• USD ‘XXX,XXX.XX’ dollars

• To provide new product choices to the customer

• To promote adoption

• No of new choices for the product class

• Adoption % or/and Inventory Turnover rate

• 3 new choices

• ‘X’%

• New Product Distribution network

• To evaluate and develop new products

• To create ad campaigns to support new launches

• No of approved product ideas

• New product development cycle time

• No of ad campaigns

• 10 approved Product ideas

• 3 months • 4 major ad

campaigns

• New Product Development

• New Product launch campaigns

• To ideate about new products

• To consume and create knowledge about new products

• No of ideation sessions

• No of knowledge entries about new product ideas…

• Repository related

• 4 ideation sessions

• 25 knowledge entries (New product idea tags)

• KM COP Initiative –New product Development

Fin

anci

al

Cu

sto

mer

Inte

rnal

Pro

cess

KM

Ideation sessions -

new products

New Product Ideas

Product Development

Cycle

Relevant Ad Campaigns

New Products Choices & Adoption

Increased revenue from new products

OKB Resources

K-Creation by communities

KMGroup Activity # 4 (KM-GA-4) (4/12/2011) : KM BSC for topics assigned on 3rd Dec 2011• For the topics assigned yesterday, create a KM BSC Structure

• Same group-topic assignment as yesterday

• Hypothesize: Objectives Measurement Target Initiative (if any)

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Direction: Discuss in your groups and prepare/make a presentation highlighting points above.Total Duration for internal discussion: 15 minutesDuration for presentation: 10 minutes + 5 minutes for Q&AAll team members should participate in the presentation. Q& A : handled by the entire group

KM BSC for a IT Consulting Vendor

KM BSC for a IT System Integrator

KM BSC for an Indian Cricket Governing

Organization

KM BSC for a major Pune Eatery

KM BSC for an Indian Domestic Airline

Topic 1

Topic 2

Topic 5

Topic 3

Topic 4

Old Monks

Kolaveri Group Consultants

BAZINGA !!

GALAXY Consultants

Knowledge Miners – PowerPuff girl (KMPPG)

KMGroup Activity # 5 (KM-GA-5) for 11/12/2011: KM AS-IS DICE for BTB

• For the KM Dracula Castle Case Study , map the AS-IS knowledge ecology

• Identify existing Knowledge Populations within the BTB’s knowledge community

• Describe various KM DICE Components and interactions: K-Distribution, K-Interaction, K-Competition and K-Evolution , in AS-IS context.

• Identify some 'Double-loop' learning issues, in AS-IS context.

• Presentation: 11h December 2011 (Session 8)

• Slide Limit: 5 (Excluding Title and Thank you slides)

• Each Group’s time limit: 15 minutes

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KM

End of KM –S6

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