Knowledge Management Workshop

Large company practices. Small company responsiveness. Working for YOU.

Presented by DRC in partnership with Graceland Institute for Professional Development

29 August 2012

Workshop Agenda

Part 1 (30 minutes)

► 11:30 – 11:35 Around the table: name and company/organization

► 11:45 – 12:00 Introduction to Knowledge Management

> Graceland University introduction

> Who is DRC and why are they talking to me about KM?

> What is KM?

> KM and leadership (Graceland)

Part 2: (30 minutes)

Lunch

Networking

Case study discussion: KM in the real world : Client X KM program

Part 3 (55 minutes)

► 12:30 – 1:25: KM problem solving exercise: mini-Kaizen

> Workshop members discuss their perceived gaps in knowledge

> Four groups with facilitated problem solving

Wrap Up & Questions (5 minutes)

Page 2 KM Workshop - August 29, 2012

Introduction

Why is knowledge management a must?

► Knowledge and service-based economy

► Employees are most valuable asset

► Knowledge resides in employees

► Challenge: how to share that knowledge and collaborate

Why now?

► Rapid influx of knowledge and technology

► A shift in workforce demographics

► Major changes in how we communicate


Why Now?

Rapid influx of knowledge and technology

► Half of what a college student learns today will be outdated in two years

► 48 million of the more than 137 million U.S. workers are knowledge workers

► 70% of all U.S. jobs created since 1998 require a set of conceptual tacit skills

► The amount of technical information doubles every two years

► 3 million books were published in 2011 – 15 million is the estimate for 2012,

which will be 1/10 the number of all books in existence in 2010

The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow’s Employees Today (2010) by Jeanne Meister and Karie Willyerd

http://ptbertram.wordpress.com retrieved 8/10/2012 Page 4 KM Workshop - August 29, 2012

Why Now?

A shift in workforce demographics

► Never before has there been four generations in the workplace with vastly

different values, beliefs and expectations

> Traditionalists (1922-1944)

> Boomers (1945-1964)

> GenX (1965-1980)

> GenY (1981-2000)

► Over 50% of the world’s population is under 30

► Knowledge transfer – 76 million Boomers will be leaving the workforce

over the next two decades

► The top 10 in-demand jobs listed for 2010 did not exist in 2004

► 3.3 million white-collar jobs and $136 billion in wages will shift from the

U.S. to lower-cost countries such as India and Russia by 2015

Ties to Tattoos: Turning Generational Differences into a Competitive Advantage (2011) by Sherri Elliott

Managing the Multigenerational Workforce: From the GI Generation to the Millennials (2011) by Delcampo, Robert, et al


Why Now?

Major changes in how we communicate

► 39% of Americans spend more time socializing online compared to face-to-face

► 1 in 5 couples meet online

► 2 new members join LinkedIn every second

► On average 175 million tweets are sent each day

► 1.2 billion users worldwide -- 82% of the world’s Internet population over the

age of 15 now log on to a social networks

► Global society where people can collaborate with anyone anywhere to

seamlessly integrate talent from around the world

The New Social Learning: A Guide to Transforming Organizations Through Social Media (2010) by Bingham, Tony and Marcia Conner

http://cp.match.com/cppp/media/CMB_Study.pdf retrieved 8/10/2012 Page 6 KM Workshop - August 29, 2012

Who Are We?

We Are …

► A leading provider of innovative management consulting,

science, engineering, and information technology

solutions

► Founded in 1955; 1,400 employees

► Based in Andover, MA


Knowledge Services Program Office in Leavenworth, KS

► People. People centric approach to designing an integrated knowledge

system.

► Process. Multi-disciplinary, fusing and integrating various methods and

disciplines to improve organizational performance.

► Technology. Technology agnostic employing the best of breed technology

tools to drive Processes that empower People.

Part 1

Introduction to

Knowledge Management


KM is not a software answer…

…nor one person’s nor one department’s job.


Knowledge Management is a deliberate approach to help organizations

effectively use and reuse what they know (both tacit and explicit) to

improve performance; gain efficiency; and gain/maintain a competitive

advantage.

Requires managing all aspects of People, Process, and Technology


2 Types of Knowledge

Tacit Knowledge ► Personal

► Difficult to articulate

► Stored in the heads of people

► Intuition

► Experience

► Judgment

Explicit Knowledge ► Codified

► Transmitted in a systematic and formal language

► Documents, databases, webs, email, charts…

SOPs/Policies/

Book Smarts

80% of what people use on the job is tacit

knowledge.


Tacit vs. Explicit

Didn’t he read the

manual?!


The KM Framework

People: ► Leadership

► Workers

► Culture

► Training

► Structure and

communities

► Professional

Development


People

Process Technology

KM

Process: ► Workflow

► Policies

► Procedures

► BPM

► Project Management

► Process Improvement

Technology ► Computers

► Applications

► Control

► Systems

► Communication

► Network

The most elegant KM system in the world is worthless

unless People use it!

Leadership

Leadership is something that one experiences in an

interaction with another human being. It is a

relationship between those who aspire to lead and

those who choose to follow.

In order to voluntarily enlist in a common cause and

willingly commit to taking action, people revealed that

leaders must be the following:

► Honest

► Forward-looking

► Inspiring

► Competent


Being a leader is about exhibiting behaviors that will inspire

others and make them want to follow.

Leadership is vital to the success of any organizational change

– people need to be inspired, share the vision and follow the

leader’s example.

According to Kouzes and Posner, truly effective leaders need

to:

► Model the Way

► Inspire a Shared Vision

► Challenge the Process

► Enable Others to Act

► Encourage the Heart

Leadership


Leadership Considerations for KM

Establish and communicate a knowledge vision: make KM a top

priority; be sure it’s on the agenda

► Build a guiding team

► Create an obligation to share

► Enable action: put tools in place

► Create momentum

► Lead by example


Part 2

Networking Lunch

&

Case Study Discussion


Applying KM in the Real World: Client X

The problem statement:

► Multiple locations, geographically separated across the US.

► Currently, a large number of practices are undocumented.

► Existing business process documentation is outdated, in need of revisions, and

available only in limited quantities in hard copy.

► A large number of employees are nearing retirement or eligible for early buy-outs.

They have important tacit knowledge about critical processes.

Our approach:

Governance Training Strategy

Knowledge processes Change management

Knowledge repository Collaboration tools

People

Process Technology

KM


Part 3

Mini-Kaizen


Focus

Evaluate

Solve

Act

Practical Hands-On (55 minutes)

Focus (20 min) ► Divide into teams (remember your number)

► Each team has 10 MINUTES to identify knowledge gaps. (10/5/2/2)

> People

> Process

> Technology

> Knowledge Leadership

► Field trip: After 5 minutes, rotate. Two minutes at each additional easel.

Evaluate (15 min)

Rank order Top 3 Gaps (10 min)

Report (5 min)

Solve – Brainstorm solutions to close Top 3 Gaps (15 min) ► Pick your favorite station

► Brainstorm solutions to close Top 3 Gaps (10 min)

► Report (5 min)

Act - at your organization!


Bridging the Gap Between the Current State and Future State


Tech

no

logy

Today… what we know and do

Tomorrow… what we need to know and do


People

Process Technology

KM

What are you going to do now?

Pe

op

le

Pro

cess

Points of Contact

Barbara Weathers ► Executive Director

► Institute for Professional Development

► [email protected]

► 816-423-4707

Maria Minchew ► DRC Department Manager-

Knowledge Services


► 913-828-5966

John Nelson ► DRC Program Manager-

Knowledge Services


► 913-828-5968

Linda McGurn ► DRC Project Manager-Client X

KM Services


► 913-828-5971

Mike Cyr ► DRC Project Manager &

Knowledge Management Analyst


► 913-828-5969


mailto:[email protected]





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Knowledge Management Workshop