From little things…..How small changes can make a big difference when

introducing KM initiatives

Presentation to Information Awareness Month seminar - KM 101

Paulette PatersonIP Australia

25 May 2007

• KM and me• Selling the KM value proposition – why is it so

hard in public sector agencies?• Agricultural KM - an organic approach to

implementing KM initiatives• Case study 1: A small change to work

practices in the Parliamentary Library• Case study 2: The IP Australia wiki• How you can sow the KM seed in your

organisation

My presentation

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KM and me

• How I fell into KM

• My personal KM philosophy – the twin thing

• A rose by any other name….

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What KM is not

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A rose by any other name….• Business process re-engineering• E-business• Organisational learning• Information management• Intelligent systems• Reflective practice(?)• Competitive intelligence• Futures• Workforce planning• SNA, narrative, sense-making, predictive markets,

complexity, valuenets• The list goes on …..

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KM - Why do it?• Organisational and individual success

creativity and innovation.

• Knowledge generation creativity and innovation spark – a potent combination.

• Sense making purposeful action/decision making

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The value proposition for business or why

successful commercial enterprises ‘get’ KM

• “The ability to learn faster than your competitors may be the only sustainable competitive advantage.” (Attributed to Arie de Geus, former Head of Planning for Royal Dutch Shell)

• The sum of the company is greater than the individual knowledge of each employee.

• They need to close the knowledge gap to gain a competitive advantage/execute a strategy

• Closing the knowledge gap can cut costs, enhance product quality, and speed time-to-market

• An individual’s worth is not only based on what he or she knows but how easily and successfully he/she shares it.

• Knowledge is a non-rival” good

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The value proposition in a public sector agency ?

• Why the K word is rarely uttered – is it a fad?

• Knowledge and power are hard to separate in government

• Pedantry – matters of nomenclature• Where does KM fit? • Ability to pick customers/partners• Evidence vs knowledge• The glare of accountability

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But what’s in it for me ?

• Knowledge is power• Knowledge sharing is time consuming• Knowledge sharing is relationship-

dependent• Domains of interest – what is the point in

sharing outside of these? • The water cooler effect• Collaboration is voluntary• Focus on short-term goals comes more

naturally

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An organic approach/KM by stealth – more

suitable for government?

• Preparing the ground – dig deep, one forkful at a time

• Sowing the seed of an idea• Watching it grow and “self-seed/multiply” -

behaviours• Making it (almost) self-sufficient• Harvesting the benefits• To every thing there is a season…

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Parliamentary Library

• Industry: Information, analysis and advice for Senators and Members since 1901 – the parliamentary “think tank”

• Employees: 185 (2003) – almost 100 researchers and research librarians

• Key products and services: Analysis and advice on contemporary public policy issues; In-house publications such as research papers, audio briefs and Bills Digests; Electronic media monitoring service;13 databases on the ParlInfo parliamentary network; Seminars, training programs, contact officer program for new Senators, Members and staff; Traditional lending collection; ALERT service; It’s New service; Ongoing training and orientation

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The shared data repository initiative

• Preparing the ground – the wastes around duplicated work raised early and often

• Sowing the seed of an idea – the consultancy recommendation that made sense to senior executives

• Watching it grow and “self-seed/multiply” because it becomes their idea

• Making it (almost) self-sufficient, particularly with newer leaders

• Harvesting the benefits• To every thing there is a season… success does have its

drawbacks

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IP Australia• the Australian Government agency responsible for administering

proprietary intellectual property rights for patents, trade marks, designs and Plant Breeder’s Rights.

• does not include copyright (administered by Attorney-General• incorporates the Patent, Designs, Trade Marks and Plant

Breeder’s Rights (PBR) Offices. • a prescribed agency within the Department of Industry, Tourism

and Resources (ITR) but operates independently and reports directly to the Minister.

• role is to provide a strong intellectual property system which promotes innovation, investment and trade

• 97% self-funded with about 1,000 employees, mainly in Canberra• actively positioning itself in the international IP environment• has existed in one form or another since 1904.

•

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IP Australia’s vision

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Business and Information Management Solutions Group

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Business and Information Management Solutions Group (BIMS)

• BIMS seen as an overhead. • BIMS doing lots of work around improving its alignment

with business including:– Project management - to improve delivery and

communication of its very large program of “build” work– Portfolio management - to maximize IT investments,

align priorities w/business, and control workloads– Business process management - to optimise and

automate business processes– Enterprise architecture - to align technology with

corporate goals and strategies

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Wiki drivers

• inadequacy of work group drives/rigidity of e-records management

• encourages affilitiation out ofpersonal choice• the ability of users to create and edit pages directly and

independently; • a bottom-up approach to site structure and navigation; • reduced governance can improve “time to market”• small group work – ability to opt in• under the radar• simple templating and markup language; and• voluntary workflow or approval steps – a light touch.

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Wiki implementation

• Preparing the ground – the frustrations with other collaborative work spaces

• Sowing the seed of an idea – the under the radar approach of early adopters

• “Self-seed/multiply” effect as leaders see value and it becomes their idea

• Harvesting the benefits/dealing with “weeds”• To every thing there is a season… success

does have its drawbacks

IP Australia’s Wiki

IP Australia’s Wiki

IP Australia’s Wiki

– What is the value proposition?– Should BIMS bow to the inevitable and lead the

way with developing the opportunity?– What mix of governance is required?– Horses for courses? Where is the wiki

appropriate?– Will it run interference against IP Australia’s

information management strategic direction? – Will silos of knowledge be enabled?

IP Australia’s Wiki – will the seed bear fruit?

• Remember that knowledge workers are assets, not “head count” (as Catbert would have it)

• Make the changes as self-sufficient as you can in these drought-ridden times

• Manage expectations/language – many initiatives promise too much and sound faddish

• One idea at a time• Harvest the benefits and keep scanning the horizon for new

oportunities to innovate• The smallest, simplest solutions are often the best• Do it by stealth if you have to but just do it!• Initiatives must be sponsored from the top – even if you

have to let your bosses think it was their idea all along• KM initiatives are intrinsically linked to human behaviour• Success goes hand in had with personal responsibility for

knowledge sharing

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Some guiding principles for KM implementers