practical km strategy and tactics

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Practical KM strategy and tactics Stephen Bounds [email protected] http://www.bounds.net.au

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Presentation given at the KM Australia conference held in Sydney, August 2009.

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Page 1: Practical KM Strategy And Tactics

Practical KM strategy and tactics

Stephen [email protected]

http://www.bounds.net.au

Page 2: Practical KM Strategy And Tactics

What is an organisation?

Page 3: Practical KM Strategy And Tactics

What is an organisation?

Page 4: Practical KM Strategy And Tactics

What is an organisation?

Page 5: Practical KM Strategy And Tactics

What is an organisation?

Page 6: Practical KM Strategy And Tactics

What is an organisation?

Page 7: Practical KM Strategy And Tactics

Nature of organisations

Superficially similar to each otherPartly a product of their environment

eg location, time, industry, cultureNot possible to force specific

outcomesCan encourage or retard growth

Page 8: Practical KM Strategy And Tactics

Situational context

What works in one organisation may not work in others different environmental conditions different internal predispositions

Role of KM is much closer to that of a gardener than an engineer Work with what is available Easy to disrupt, hard to foster growth

Page 9: Practical KM Strategy And Tactics

7 step strategic framework

Background Why is this important?

Objectives How does this help the organisation?

Benefits What will happen when we get there?

Principles How does this fit?

Strategies How do we make sure this works?

Responsibilities Judging the quality of our results

Goals Where are we now? And where do we want to be?

Page 10: Practical KM Strategy And Tactics

Reasons for a KM strategy

the world is changing

our work is changing

our people are changing

habits prevent better results

need to learn more from each other

Page 11: Practical KM Strategy And Tactics

Objectives of KM

Make the most of your organisation’s collective intelligence

Not the sum total of each person’s intelligence

Key objectives: distributed problem solving knowledge integration

Page 12: Practical KM Strategy And Tactics

Benefits of KM

Greater adaptabilityAttributes of adaptability:

resilientcan survive internal & external changes

innovativecan take advantage of opportunities presented

Page 13: Practical KM Strategy And Tactics

Knowledge Systems

Page 14: Practical KM Strategy And Tactics

Knowledge Systems

Page 15: Practical KM Strategy And Tactics

Problem solving pattern

Page 16: Practical KM Strategy And Tactics

KM objectives chain

Distributed Problem Solving

Knowledge Integration

Knowledge Distribution

IndividualLearning

Collabor-ation

Knowledge Codification

Narrative

GreaterAdaptability

(Resilience, Innovation,

etc)

Page 17: Practical KM Strategy And Tactics

Governance

Strategy must link KM activities to business goals

Translate KM jargon into terms that make sense to your organisation

Think global and long termPlan and act local and short term

Page 18: Practical KM Strategy And Tactics

Tactics

Intelligence gathering Audit knowledge practices & systems Take responsibility for a whole-of-org

service; use this to learn core business activities

Identify areas where productivity improvements can also yield better alignment with long-term KM goals

Page 19: Practical KM Strategy And Tactics

Tactics

Start with zero-net cost improvementsBuild capabilities that target a specific

need but also design for expansionGain trust of employees to deliver

results while also planning long termSeek to establish cycle of positive

reinforcement from KM interventions

Page 20: Practical KM Strategy And Tactics

Questions?

Page 21: Practical KM Strategy And Tactics

Image credits

FlickrPaulo Brandão - hdr treecybaea - ClockworksBrenden Ashton – National Library of Australia, CanberraBen Smith – 160/365: Turing Complete