Learn do share 2.0

KNOWLEDGE PERFORMANCE

Learn/Do/Share – A New Approach for Linking Knowledge to Performance

Presented by: Mason Holloway, Senior Director

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Agenda

• Introductions• Key terminology and concepts• A new approach • Case study example• Questions

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Today’s topic

A performance based approach to knowledge management based on identifying the critical outcomes in the organization, linking those outcomes to knowledge needs and sources, aligning them in a learn-do-share paradigm and ordering it all within a performance portal.

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Well said…

"If only HP knew what it knows it would make three times

more profit tomorrow"-- Lew Platt, ex CEO Hewlett Packard

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Discussion

• How many of you are familiar with and/or have participated in any of the ASTD HPI courses?

• How many of you work for an organization that currently has a knowledge management strategy and/or tool in place?– What results or changes has your organization’s

knowledge management strategy or tool brought to the organization?

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KEY TERMINOLOGY

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Key Terminology & Concepts

• Knowledge vs. Information– Knowledge consists of facts, truths and beliefs,

perspectives and concepts, judgments and expectations, methodologies and know-how• Knowledge is accumulated and integrated and held over

time to solve specific challenges and handle specific situations

– Information consists of facts and data organized to describe a particular situation or condition• Knowledge is applied to interpret information about the

situation and how to handle it

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Key Terminology & Concepts• Knowledge need

– Knowledge and information required to produce a job outcome

• Knowledge source– From where the knowledge or information is obtained– Knowledge sources can be explicit or tacit sources

• Explicit vs. Tacit knowledge– Explicit knowledge is often times documented knowledge and

information that can be accessed and stored easily– Tacit knowledge is undocumented experiential knowledge that

exists within people’s heads

Key Terminology & Concepts• Human Performance Improvement

– The theory of human performance improvement (HPI) focuses on the outcomes, results and accomplishments achieved by a person, group or organization

• Outcome– The output or end result of a set of actions by a performer that

is directly linked to producing a desired business result– Sample outcomes are:

• A strategic plan• A quarterly report• A succession plan• A successful proposal

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• ExampleOutcome Knowledge Need Knowledge Source

Current news

24/7 Crisis Travel Service

Overseas Security Advisory Council

Project staff

Department of Defense

Department of State

Industry groups

Security briefings

Critical current security information

Regulations on security industry operations

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• Performance portal– An integrated knowledge solution that allows

users to leverage, capture and share knowledge in the context of their performance on the job

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LEARN-DO-SHARE

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A new approach• A performance based approach to

leveraging knowledge that links people directly to the knowledge needs and source they need to produce critical job outcomes

• The framework is organized first on what the performer is trying to achieve to create value for the organization

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The a priori, a posteriori problem

• A priori knowledge is knowledge that is known independently of experience (that is, it is non-empirical, or arrived at beforehand, usually by reason).

• A posteriori knowledge is knowledge that is known by experience (that is, it is empirical, or arrived at afterward).

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Social media is nothing - an oxymoron at best: media are simply media, incapable of being at all social. People are social. Information isn't social either - but it is everything. With that in mind, it's important to understand what information people need and how they access that information in order to achieve results.Adapted from Phil BaumannSocial Media Anxiety DisorderNext Gen Pharma

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BUILDING A PERFORMANCE BASED KNOWLEDGE MANAGEMENT SOLUTION

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A 4-step process

1. Identify critical job outcomes, knowledge needs and knowledge sources from across the organizationa) Use a structured performance analysis process like

Performance DNA™2. Create knowledge maps for each job role/function based

on outcomes3. Develop an organizational knowledge map to identify

knowledge needs and sources and map the flow and exchange of knowledge

4. Analyze results and identify major centers of performance, to structure Performance Portals

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Identify critical job outcomes

• Outcomes link activity to business goals• Identify outcomes using a structured

performance analysis process• Sample questions– What do you produce in your job that is the most

important?– When your day (and job activities) has gone very well

and everything has fallen into place, what do you leave behind when you are done with everything?

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Identify critical job outcomes

• Sample outcomes– Business development• A completed proposal• An organizational business plan• A bid/no bid decision

– Project Director• A strategy paper• An analysis of current trends• A successful country strategy

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Identify knowledge needs and sources

• Using the critical job outcomes – – Identify the knowledge needed to produce each

outcome – Identify the source from which that knowledge is

obtained

Outcome Knowledge Need Knowledge SourceCurrent news

24/7 Crisis Travel Service

Overseas Security Advisory Council

Project staff

Department of Defense

Department of State

Industry groups

Security briefings

Critical current security information

Regulations on security industry operations

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Create knowledge maps

• Knowledge maps provide visual representation of:– The outcomes, knowledge needs and sources for a

given job role– Complex relationships

• Use a tool like NodeXL to– Build the organizational knowledge map to map the

flow and exchange of knowledge– Identify the top knowledge needs and sources– Identify the major centers of performance produced

within the organization

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NodeXL DataA qualifed and appropriately utilized staff 1 5 917.000 0.005A strategy to build the practice 1 3 545.509 0.005A strong reputation of the practice 1 3 565.205 0.005A successfully managed project 1 5 754.000 0.005A talented and capable junior staff 1 2 358.654 0.005A technical approach for a current project 1 3 661.076 0.005A technical approach for a proposal 1 4 811.710 0.005A well designed research project 1 2 348.029 0.005An informed senior management team 1 3 613.000 0.005Assignments of staff 1 1 36.000 0.004Awareness of partner activities 1 2 40.400 0.004Awareness of staffing issues 1 1 128.000 0.004Benchmarks 1 2 40.400 0.004Contacts/networks 1 0 0.000 0.003

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Organizational knowledge map

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Organizational knowledge map

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Sample knowledge map

• Sample knowledge map for a given job

Datatracker*

Size and scope ofbid

Datatracker*Cost of bids

Datatracker*

Amount of timespent on bids

Datatracker*Number of bids

Datatracker*Win-rate

Analysis to developthe business plan

Research*

Networking/Intelligence*

Competitorinformation and

performance

Briefing book

Local partners andtheir networks

Partner intelligence

Countryvisits*

Trip reports

Circumstances invarious countries

An actionable set ofbusiness intelligence

data

Externalpublications*

Industry events

Practice AreaLeads


Knowledge of whatis going on ingreater world


Relationships withofficials

Current legislationand budgets thataffect foreign aid

Effective externalrelations

Personalexperiences from

the field

Program results

StrategicPlan*

Fact sheetsTargeted/strategiccommunications

Practice AreaLeads


Research*

Forward thinking

Division leadsDivision goals

StrategicPlan*Strategic goals

An organizationalbusiness plan

Networking/Intelligence*Chances of winning

PPR*

Past success rate

Win-rate

A weightedprobability


Expert

External literaturereview

Countryinformation*

Competitor analysis

Research*

Briefing book

Division leads*Personnel capacity

Proposal tracker

Division leads*Personnelavailability

RFP*Complexity ofproject

RFP*Requirements fromRFP

A well informedproposal team

HR Talent resourcesavailable

Proposal tracker Win-rate

Size and scope Profitability

StrategicPlan*

Fit to Creative'sstrategic priorities

and how will projectadvance technical

goals

PPR* Past performance intopic area

HR*

Resource database

The right staff


Existing partners

The right partners

Research*


Analysis of thecompetition

Networking/Intelligence* Release date

USAIDforecast* Size and scope

USAIDforecast*

Type of instrument -contract, grant,

DOD, IDQ

BD staff Who is managing

ProjectDirectors

Practice AreaLeads

USAID strategydocument

Regional and localinformation

ProjectDirectors

Practice AreaLeads


Field intelligence

Finance Competitive pricingstrategy

Experience After action review

Project staff

Completed projects

PPR

ProjectDirectors

Practice AreaLeads


Research*

A strong technicaldesign/approach

ProjectDirectors

Practice AreaLeads


HR*

A qualified COP


Countryvisits*

USAID missionpreferences

ProjectDirectors

Practice AreaLeads

Countryvisits*

Country information

ProjectDirectors

Practice AreaLeads


Research*

Competitorinformation

ProjectDirectors

Practice AreaLeads


Research*

Business intelligence

BusinessDevelopmentA successful

proposal

A bid/no bid decision

An up to date tracker

Jerrold KeilsonEllen Giordano

Alex Dunlop

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CASE STUDY

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Case Study – The Challenge

• Mid-size international development organization whose major commodity is thoughts, solutions and ideas that help people around the world realize the positive changes they desire in their everyday life.

• The knowledge within the organization and important ideas generated often have implications far beyond the numbers on the balance sheet; they often mean changes in the fundamental quality of life of entire communities or in some cases the difference between life and death

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Data Gathering Process• Overview

– 31 interviews conducted with individuals from across the organization• Backstops• Business Development• COPs• Division Directors• Field Operations & Security• Finance & Contracts• HR• IT• Practice Area Leads• Project Directors• Senior Director

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Data Gathering Process

• Overview– Individuals asked to describe:• Critical outcomes they produce in their role• Knowledge needed to produce those outcomes• Sources of the knowledge

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Analysis Approach• All outcomes, knowledge needs

and sources discussed were mapped into role specific knowledge maps

• Focus groups were conducted to validate outcomes, knowledge needs and sources captured

• All data categorized to allow us to analyze the top knowledge needs and sources– Knowledge sources were

categorized into explicit and tacit knowledge sources

Datatracker*

Size and scope ofbid

Datatracker*Cost of bids

Datatracker*

Amount of timespent on bids

Datatracker*Number of bids

Datatracker*Win-rate

Analysis to developthe business plan

Research*


Competitorinformation and

performance

Briefing book

Local partners andtheir networks

Partner intelligence

Countryvisits*

Trip reports

Circumstances invarious countries

An actionable set ofbusiness intelligence

data


Industry events

Practice AreaLeads


Knowledge of whatis going on ingreater world


Relationships withofficials

Current legislationand budgets thataffect foreign aid

Effective externalrelations

Personalexperiences from

the field

Program results

StrategicPlan*

Fact sheetsTargeted/strategiccommunications

Practice AreaLeads


Research*

Forward thinking

Division leadsDivision goals

StrategicPlan*Strategic goals

An organizationalbusiness plan

Networking/Intelligence*Chances of winning

PPR*

Past success rate

Win-rate

A weightedprobability


Expert

External literaturereview

Countryinformation*

Competitor analysis

Research*

Briefing book

Division leads*Personnel capacity

Proposal tracker

Division leads*Personnelavailability

RFP*Complexity ofproject

RFP*Requirements fromRFP

A well informedproposal team

HR Talent resourcesavailable

Proposal tracker Win-rate

Size and scope Profitability

StrategicPlan*

Fit to Creative'sstrategic priorities

and how will projectadvance technical

goals

PPR* Past performance intopic area

HR*

Resource database

The right staff


Existing partners

The right partners

Research*


Analysis of thecompetition

Networking/Intelligence* Release date

USAIDforecast* Size and scope

USAIDforecast*

Type of instrument -contract, grant,

DOD, IDQ

BD staff Who is managing

ProjectDirectors

Practice AreaLeads

USAID strategydocument

Regional and localinformation

ProjectDirectors

Practice AreaLeads


Field intelligence

Finance Competitive pricingstrategy

Experience After action review

Project staff

Completed projects

PPR

ProjectDirectors

Practice AreaLeads


Research*

A strong technicaldesign/approach

ProjectDirectors

Practice AreaLeads


HR*

A qualified COP


Countryvisits*

USAID missionpreferences

ProjectDirectors

Practice AreaLeads

Countryvisits*

Country information

ProjectDirectors

Practice AreaLeads


Research*

Competitorinformation

ProjectDirectors

Practice AreaLeads


Research*

Business intelligence

BusinessDevelopmentA successful

proposal

A bid/no bid decision

An up to date tracker

Jerrold KeilsonEllen Giordano

Alex Dunlop

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Findings

• Top knowledge needs

Top knowledge needs

Past performance Budget for a project or internal initiative Corporate financial information Contract information Knowledge of relevant topical information around the world Project environment information An actionable set of business intelligence External sources for professional development Proposal Backlog assessment

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Findings• Top knowledge sources

Top tacit knowledge sources

Field staff Internal (HQ) project staff Division Directors Networking/Intelligence Partners Country visits USAID Networks Consultants Ministry

Top explicit knowledge sources

Research SOW RFP Contracts External literature An institutional model Country information Organizational goals HR staff Project plan

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Clustering Knowledge Needs

• Aligned knowledge needs into performance portals– Finding and winning new business– Implementing and supporting current programs– Developing and advancing the organization’s

intellectual position within the market– Managing and supporting the business– Managing my career (for internal employees)– Working with the organization (for external partners)

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Additional findings• Staff were generally not aware of the knowledge available

to them• Roughly 27% of the knowledge sources were tacit sources

– People rely on other individuals for their knowledge based on past experiences and their individual expertise in order to• Develop a technical approach for a proposal• Locate information on past projects• Assess what is going on in a country

• Some tacit knowledge sources could easily be transformed into explicit knowledge sources

• Examples– Trip reports– Knowledge of staff education, credentials, past experiences, published

articles or papers

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Our soultion

– A performance based knowledge management system based on:• Defined set of employee and organizational

performance requirements• A detailed map of the flow and exchange of knowledge

throughout the organization– Top knowledge needs and knowledge sources identified– Identified choke points to the flow and exchange of

information• A Learn – Do – Share paradigm• SharePoint 2010

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Performance Portal Design

• Structured performance portals on the findings of PDNA™ Analysis to enable users to leverage, and share critical knowledge through a consistent and structured platform

Creative PerformancePortal Launch Site

Managing andsupporting the

business

Developing andadvancingCreative’s

intellectual positionwithin the market

Implementing andsupporting current

programsFinding and winning

new business

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Performance Portal Design

• LEARN/DO/SHARE paradigm– Allows the user to define their experience within the

performance portal– Does not require the user to know anything about the

context of the knowledge or information, but instead only the needs and context of their particular situation

Learn Do Share

User requiresunderstanding of subject.

Knowledge may beincremental toaccomplishment of othertasks or outcomes ordevelopmental in nature.

User requires specificknowledge forcompletion of a task oroutcome.

Knowledge is likelycentral to user's ability tosuccessfully perform.

User has discoveredincremental knowledge.

Knowledge in augmentedor altered in some wayby user's discovery andcould drive incrementalvalue for the company

Use

rRe

quir

emen

ts

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Performance Portal Design• The importance of SHARE

– A core component of the value and adoption of a knowledge management system is the ‘living’ nature of the system as a resource

– To accomplish this, users are encouraged to share back valuable lessons learned and knowledge components through the SHARE section of the portal

– Knowledge components that are shared back into the system are vetted through a formal knowledge nomination process

StartKnowledge

Contentfrom UserSH

ARE

Nomination Reviewby Knowledge

Manager

SME/Peer Review

KM Addition

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Before – Main Intranet portal

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Before - Traditional Document Library and forms

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Before – KM Portal site

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After – Knowledge Management Portal

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Taxonomy – the final piece

Metadata Specification

Cardinality Administrator Editor Author

Field Description / Function dc.equivalent Data Format / Source Min Max Set By Note Read Write Read Write Read WriteDOCUMENT DESCRIPTION FIELDS

filenameUse to record the file name of the content item. dc.identifier text 1 1 SP

SP should autmatically assign the filename of the file being uploaded. Y N Y N Y N

formatUse to record the file format of the content. dc.format text 1 1 SP

SP should automatically assign the filename extension of the file being uploaded. Y N Y N Y N

bytecountUse to record the size of the uploaded file in bytes. dc.extent integer 1 1 SP

SP should automatically generate the byte count for the file being uploaded. Y N Y N Y N

title

Use to record the title for the content, suitable for display in search result listings, bookmarks, window headers, etc. dc.title text 1 1 SP

SP should copy title from the content. People should be allowed to change the title (or copy it from the content) if it is not correct. SP must not overwrite this once it has been manually changed. Y Y Y Y Y Y

descriptionUse to provide a short description, summary or abstract of the content. dc.description text 1 1Manual Y Y Y Y Y Y

contentType Use to identify the genre of the content. dc.type controlled vocabulary 1 1Manual

SP should copy the type from the template if a template has been used to generate the content. People should be allowed to change the type. SP must not overwrite this once it has been manually changed. Y Y Y Y Y Y

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Additional considerations

• Support structure and governance– Reward structure – recognition for knowledge sharing

with peers– Integrated into performance management– Openness/transparency – no hidden agendas– Sharing supported – communication and coordination

between groups– Trust – shared objectives– Top management support – upward and downward

communication

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Questions?• For more information, contact:• Mason Holloway

Senior Director, Consulting GroupBeacon Associates

• [email protected]• 443-995-4797

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For more information, contact:

Mason HollowaySenior Director, Consulting GroupBeacon [email protected]

mailto:[email protected]