Transcript Knowledge Resources and Management

Knowledge Resources
& Management
SHEEO/NCES Network Conference &
IPEDS Workshop
4/1/04
John Milam
HigherEd.org, Inc.
km.gov
Why is there a km.gov?
High federal staff turnover & retirements
Lack of adequate training
Tendency toward preserving status quo
Minimize loss & risk
Improve organizational efficiency
Embrace innovation
Serve customers better & more efficiently
The high cost of not finding information
Knowledge workers spend from 15 to 30% of
their time searching for information
Searchers find what they look for only 50% of
the time or less
40% of corporate users report they can’t find
the information they need to do their jobs on
their intranets
“How much time is spent reworking or
recreating information because it has not been
found?”
(Feldman, 2004, p. 9)
Knowledge has become the
key economic resource and the
dominant - and perhaps even the only
source of competitive advantage.
Peter Drucker
Why? What is KM?
Knowledge management (KM) provides the
processes & structures to create, capture,
analyze, & act on information
Highlights conduits & bottlenecks
Emphasis is on human know-how and how to
use it for maximum return
Recognition that in a volatile climate, actions
must be anticipatory, adaptive, & based on a
faster cycle of knowledge creation
from km.gov Fast Facts
Building KM Capacity
throughout Government
OMB & GAO identifying viable approaches to KM
Congress mandating KM development &
leadership
Federal KM leaders increasing collaboration
about KM across the government
Unions supporting knowledge sharing &
innovation challenges in agencies
Employees creating communities of practices for
sharing expertise
KM Quick: A KM Tool for Government Practitioners
Knowledge is a fluid mix of framed experience,
values, contextual information, and expert
insight that provides a framework for evaluating
and incorporating new experiences and
information. It originates and is applied in the
minds of the knowers. In organizations, it often
becomes embedded not only in documents or
repositories, but also in organizational routines,
processes, practices and norms.
Davenport & Prusak
Types of knowledge
Tacit knowledge: Our know-how, including the
ability to reason, make decisions and take action
derived from individual experience, beliefs, etc.
Explicit knowledge: Written, codified, or imbedded
knowledge that has been transferred to
workgroups or to the organization.
Social knowledge is shared informally between
individuals, and within groups, communities, and
networks. It may be either explicit or tacit.
Customer knowledge is both knowledge the
customer holds and knowledge about the
customer.
KM Quick: A KM Tool for Government Practitioners
KM includes…
Business communications & intelligence
Enterprise content management (ECM)
Portals & Intranets
Data collection
Data marts & warehouses
Data mining
Decision support systems/EIS
Document management systems
Records management
Customer relations management (CRM)
Taxonomies
KM initiatives include…
Capture and share best practices (77.7%)
Provide training, corporate learning (62.4%)
Manage customer relationships (58.0%)
Deliver competitive intelligence (55.7%)
Provide project workspace (31.4%)
Manage legal, intellectual property (31.4%)
Enhance web publishing (29.9%)
Enhance supply chain management (20.1%)
Dyer & McDonough (2001)
Managing learning & knowledge
requires more than small-time
tinkering within the organization.
Success demands a paradigm shift
in organizational thinking.
Learning through Knowledge Management
Ahmed, Lim, & Butterworth (2002)
Challenges to Implementing KM
Employees have no time for KM (41.0%)
Current culture does not encourage sharing
(36.6%)
Lack of understanding of KM & benefits (29.5%)
Inability to measure financial benefits of KM
(24.5%)
Lack of skill in KM techniques (22.7%)
Organization’s processes not designed for KM
(22.2%)
Lack of funding for KM (21.8%)
Challenges to Implementing KM – cont.
Lack of incentives, rewards to share (19.9%)
Have not yet begun implementing KM (18.7%)
Lack of appropriate technology (17.4%)
Lack of commitment from senior management
(13.9%)
No challenges encountered (4.3%)
Dyer & McDonough (2001)
Value mistakes
KM Leadership
KM leader is not usually a “top dog”
Only 8% of KM projects start by CEO support
Most KM implemented at grassroots level
Difference between organic vs. mechanistic KM
Most of the roles, responsibilities, & tools of KM
are already assumed by the work of SHEEO
CIOs
KM involves a mindset about data & processes
that SHEEO CIOs already have
SHEEO CIOs are uniquely poised to be
grassroots government leaders in KM
8 C’s of KM Success
Connectivity to Intranet & tools
Sophisticated strategies to manage content
Large numbers of communities of practice
Culture of knowledge-centricity & innovation
Building capacity for knowledge-centric behaviors
Spirit of internal & external cooperation
Commerce – price & reward contributions
Substantial capital investments & strict metrics
Rao (2003)
DestinationKM.com
KM competencies include…
Interpersonal
Knowledge sharing/communication
Collaboration
Communities
Service orientation
Personal knowledge & cognitive capacity
Analytical
Synthesis, systems
Research
KM competencies include…
Managerial/leadership
KM vision/strategy
Business case/assessment
Human capital, competency management
Improvement/quality
Resourcing
Analysis & research
Innovation
KMPro Certified Knowledge Worker program
What is your organizational &
personal KM strategy?