Girard - Leader's Guide to KM - KSA

www.sagology.com [email protected]

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT 1

A Leader’s Guide to Knowledge Management

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Sagology

My Story … My Perspective

A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D.

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Sagology

About Sagology

Empowering Knowledge Workers © 2011, John P. Girard, Ph.D.

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Sagology is dedicated to connecting people with people to facilitate collaboration, learning, and knowledge sharing through keynotes, workshops, and consulting.

sagology [sāj-ol-uh-jee] -noun 1. the study of organizational wisdom in all its forms, esp. with reference to

technology, leadership, culture, process, and measurement 2. the study of one venerated for experience, judgment, and wisdom. Origin: 2008; Canadian English, from Middle English sage + -ology. Sage [Middle English, from Old French, from Vulgar Latin *sapius, from Latin sapere, to be wise; see sep- in Indo-European roots.] -ology [Middle English -logie, from Old French, from Latin -logia, from Greek -logiā (from logos, word, speech; see leg- in Indo-

European roots) and from -logos, one who deals with (from legein, to speak; see leg- in Indo-European roots).]

Sagology is dedicated to connecting people with people to facilitate collaboration, learning, and knowledge sharing through keynotes, workshops, and consulting.

sagology [sāj-ol-uh-jee] -noun 1. the study of organizational wisdom in all its forms, esp. with reference to

technology, leadership, culture, process, and measurement 2. the study of one venerated for experience, judgment, and wisdom. Origin: 2008; Canadian English, from Middle English sage + -ology. Sage [Middle English, from Old French, from Vulgar Latin *sapius, from Latin sapere, to be wise; see sep- in Indo-European roots.] -ology [Middle English -logie, from Old French, from Latin -logia, from Greek -logiā (from logos, word, speech; see leg- in Indo-

European roots) and from -logos, one who deals with (from legein, to speak; see leg- in Indo-European roots).]

Sagology Agenda

Part 1: Drawing on the Past

1. Where is the Knowledge?

2. Organize What?

3. What Types of Knowledge Exist?

Part 2: Leading Today’s Knowledge Workers

4. Simples Ideas that Work in Complex Environments

5. Do you Really Want to Know What you Know?

6. Tools, Tactics, and Techniques: Tried and Tested

Part 3: Enhancing Future Performance

7. Guiding Organizations Into the Future

8. The Future is Just a Day Away


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Drawing on the Past

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2. Organize What?



Sagology 6

Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information? —T. S. Eliot, The Rock (1935)




Sagology


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Information Overload


Information overload occurs

when the amount of input to a

system exceeds its

processing capacity.

(Speier et al, 1999, p. 338)


Information overload is that

state in which available, and

potentially useful, information

is a hindrance rather than a

help.

(Bawden, 2001, p. 6)

Personal Information Overload

A perception on the part of the individual

(or observers of that person) that the flow

of information associated with work tasks is

greater than can be managed effectively.

(Wilson, 2001, p. 113)

Organizational Information Overload

A situation in which the extent of

perceived information overload is

sufficiently widespread within an

organization as to reduce the overall

effectiveness of management operations.

(Wilson, 2001, p. 113)

245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)

Sagology


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The Cost?



Sagology


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The Problem – Enterprise Dementia

2/3 of managers complained of

Information overload (KPMG, 2000)

38% of the surveyed managers

waste a substantial amount of time

locating information (Wilson, 2001)

Managers “dwell on information that

is entertaining but not informative, or

easily available but not of high

quality” (Linden, 2001, p.2)

43% of the managers delayed

decisions because of too much

information. (Wilson, 2001)

The number of books published annually has increased exponentially since

the 16th century. At present, the prediction is that the number of books

doubles every 33 years (Hanka & Fuka, 2000).

The total accumulated codified database of the world, which includes all

books and all electronic files, doubles every seven years and some predict

this will double twice a day by 2010 (Bontis, 2000).

Sagology


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What is the problem?

Enterprise Dementia

Organizational Memory Loss

Information Anxiety = +

Content to Intent – assumes we know what we knew

Content to Intent – assumes we can access content



Sagology

The Future

Ikujiro Nonaka

“In an economy where the only certainty is uncertainty, the only sure source of lasting competitive advantage is knowledge.”

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Drawing on the Past

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2. Organize What?





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Foundation or Too Busy


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Knowledge Sharing – Nothing New?


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Knowledge Management is the

creation, transfer, and exchange of

organizational knowledge to achieve

a [competitive] advantage.



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What Advantage?

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Sagology

History of KM: Academic Perspective

Michael Polanyi

1950s

Ikujiro Nonaka

1990s

Aristotle

c. 350 BC

Classification

of

Knowledge

Aristotle

Carla O’Dell Sir Francis Bacon

17th Century

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Sagology

What is knowledge?

knowledge is "defined broadly

to include information, data,

communication and culture"

(p. 293)

Knowledge

Data

Information

Knowledge:

Concepts, experience, and

insight that provide a framework

for creating, evaluating and

using information (p. 373).

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Sagology

The Cognitive Hierarchy

Knowledge

Information

Data

Ackoff’s Apex Wisdom

Understanding

Knowledge

Wisdom:

The collective and individual

experiences of applying

knowledge to the solution of

problems (p. 373).

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Sagology

The difference . . . Data to Knowledge

October 27, 1917

Q1 - What time is it?

Q2 – Where are these people?

Q3 – Why is the boy smiling?

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Data

Data

Davenport & Prusak (1998) define data “as a set of discrete, objective facts about events” and they suggest, “in an organizational context, data is most usefully described as structured records of transactions” (p. 2).



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Information

Data

Information

Peter F. Drucker (1998) claims that "Information is data endowed with relevance

and purpose"

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Knowledge

Knowledge

Data

Information

Authors Joseph and Jimmie Boyett (2001) suggest "knowledge is easy to talk about but hard to define"



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Types of Knowledge

Michael Polanyi

Easier to

replicate

Leads to

competency

Harder to articulate

Harder to transfer

Harder to steal

Higher competitive

advantage

Contributes to

efficiency

Easier to document and

share

20%

80%

Explicit

Tacit Carla O’Dell

O’Dell, C. (2002, May). Knowledge Management New Generation.

Presented at the APQC’s 7th Knowledge Conference, Washington, DC.

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Sagology

Exchange and Transfer of Knowledge

Soci

aliz

ation Externaliza

tion

Internaliz

atio

n Com

bination

TACIT

EX

PL

ICIT

EXPLICIT

TA

CIT

Ikujiro Nonaka

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Sagology

The importance of sharing . . .

According to Computer Associates . . .

http://www.youtube.com/watch?v=lH39xjXaLW8

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Drawing on the Past

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2. Organize What?





Sagology

KM Models

Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in

knowledge management – Towards a common KM framework in Europe. Proceedings of

UNICOM Seminar Towards Common Approaches & Standards in KM. London.

KM Pillars

European Framework

DON Balanced KM

Enablers of Transfer

KM Assessment Tool

Te

ch

no

log

y

Le

ad

ers

hip

Cu

ltu

re

Infr

astr

uctu

re

Org

an

iza

tio

n

Pro

ce

ss

Me

asu

res

Le

arn

ing

Co

nte

nt

Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-

Generation Knowledge Management: Enabling Business Processes.

American Productivity & Quality Center.

Developed by Dr Stankosky and his team at George Washington

University in 1999

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A New View of Knowledge Management


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LeadershipMeasurement

Process

Tech

no

log

y Cu

lture



Sagology

A little TLC goes a long way!


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Leadership

•Transparency

•Vision and example

•Resources (including time)

Technology

•Help or hinder

•Security issues

•Ease of access

•Tending toward

free

Culture

•Need to Share vs

Need to Know

•Privacy

•Content Creators


Process

Tech

no

log

y Cu

lture

Sagology

New Technology


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The Newest always is Best …



Sagology

The Right Technology


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Sagology

TLC: Culture

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Sagology

Hofstede: Cultural Dimensions


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KM Enablers and Barriers


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Twitter Revolution

Social Knowledge: Are you ready for the Future?

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See Sonia Ben Jaafer: www.slideshare.net/KMMiddleEast

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Arabic and English Version


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www.mbrfoundation.ae/English/pages/AKR2009.aspx www.mbrfoundation.ae/Arabic/pages/AKR2009.aspx



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Soci

aliz

ation Externaliza

tion

Internaliz

atio

n Com

bination

TACITE

XP

LIC

IT

EXPLICIT

TA

CIT


Process

Tech

no

log

y Cu

lture

Sagology

Measurement

Remember: Measure the

outcome, not the process

Stage 5

Institutionalize

Knowledge

Management

Stage 4

Expand

and

Support

Stage 3

Design and

Launch a

KM Initiative

Stage 2

Develop a

Strategy

Stage 1

Get

Started

APQC Stages of KM

USAF 5-2-1

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Leading Today’s Knowledge Workers

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4. Simples Ideas that Work in Complex Environments

5. Do you Really Want to Know What you Know?

6. Tools, Tactics, and Techniques: Tried and Tested


Sagology

Videos: YouTube.com/JohnGirard

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Sagology

Complex: A Definition

“a group of obviously related units of which the degree and nature of the relationship is imperfectly known”

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Soci

aliz

ation Externaliza

tion

Internaliz

atio

n Com

bination

TACIT

EX

PL

ICIT

EXPLICIT

TA

CIT


Process

Tech

no

log

y Cu

lture



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Creation and Transfer of Knowledge


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Soci

aliz

ation Externaliza

tion

Internaliz

atio

n Com

bination

TACIT

EX

PL

ICIT

EXPLICIT

TA

CIT

Combination

•Formal Education (MBA)

•Policies

•Data mining Teradata, 1991

Wal-Mart, 2004

Internalization

•Learning by doing

•Experience

•Values/Ethos

TYLENOL® crises of 1982 and 1986


J&J Credo

www.jnj.com/our_company/our_credo/

Our Credo (Johnson & Johnson)

We believe our first responsibility is to the doctors, nurses and patients,

to mothers and fathers and all others who use our products and services.

In meeting their needs everything we do must be of high quality.

We must constantly strive to reduce our costs

in order to maintain reasonable prices.

Customers' orders must be serviced promptly and accurately.

Our suppliers and distributors must have an opportunity

to make a fair profit.

We are responsible to our employees,

the men and women who work with us throughout the world.

Everyone must be considered as an individual.

We must respect their dignity and recognize their merit.

They must have a sense of security in their jobs.

Compensation must be fair and adequate,

and working conditions clean, orderly and safe.

We must be mindful of ways to help our employees fulfill

their family responsibilities.

Employees must feel free to make suggestions and complaints.



http://www.jnj.com/our_company/our_credo/

There must be equal opportunity for employment, development

and advancement for those qualified.

We must provide competent management,

and their actions must be just and ethical.

We are responsible to the communities in which we live and work

and to the world community as well.

We must be good citizens – support good works and charities

and bear our fair share of taxes.

We must encourage civic improvements and better health and education.

We must maintain in good order

the property we are privileged to use,

protecting the environment and natural resources.

Our final responsibility is to our stockholders.

Business must make a sound profit.

We must experiment with new ideas.

Research must be carried on, innovative programs developed

and mistakes paid for.

New equipment must be purchased, new facilities provided

and new products launched.

Reserves must be created to provide for adverse times.

When we operate according to these principles,

the stockholders should realize a fair return.


Sagology

Creation and Transfer of Knowledge


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Soci

aliz

ation Externaliza

tion

Internaliz

atio

n Com

bination

TACIT

EX

PL

ICIT

EXPLICIT

TA

CIT

Combination

•Formal Education (MBA)

•Policies

•Data mining Teradata, 1991

Wal-Mart, 2004

Internalization

•Learning by doing

•Experience

•Values/Ethos

TYLENOL® crises of 1982 and 1986

Externalization

•After action review

•Lessons learned

•Metaphor

Socialization

•Social spaces (Ba)

•Master/apprentice

•Storytelling



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The Knowledge Edge – The Ultimate Goal

Knowledge

Information

Data

Wisdom

Understanding

Knowledge

“With 3,600 stores in the United States and

roughly 100 million customers walking

through the doors each week, Wal-Mart has

access to information about a broad slice of

America . . . The data are gathered item by

item at the checkout aisle, then recorded,

mapped and updated by store, by state, by

region . . . By its own account Wal-Mart has

460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)

14 November 2004

Hurricane

Sagology

Something to consider . . .

“. . . there are known knowns; there are things we know that we know. There are known

unknowns; that is to say there are things that we now know we don’t know. But there are also

unknown unknowns — there are things that we do not know we don't know.”

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Sagology

Knowns and Unknowns

Unknown

Knowns

Unknown

Unknowns

Known

Knowns

Known

Unknowns

AKA Johari Window

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Sagology

Unknown unknowns

Somewhere on the West Coast

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Sagology

Knowledge

Management

Information

Management

Data

Management

Artificial

Intelligence

Expertise

Locator

Records

Management

Document

Management

Database

Management

Data

Warehouse

Data

Integration

Virtual

Collaboration

Group Ware

Taxonomies

Ontologies

Enterprise

Portal

Content

Management

After

Action Review

Forms

Management

Search

Engine

Web

Portal

Storytelling

Subject

Classification

Communities

of

Practice

* Developed by Denise Charbonneau (TBS) and Dr. John Girard

Interrelationship of DM, IM, KM*

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Sagology

After Action Review

1. What was planned?

2. What happened?

3. What is the delta?

4. What do we do about it?

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Enhancing Future Performance

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Sagology

Storytelling by Steve Denning

Purpose of Story

Sparking action

Communicating who you are

Transmitting values

Fostering collaboration

Taming the grapevine

Sharing knowledge

Leading people into the future

www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html

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http://www.amazon.com/gp/product/images/078797675X/ref=dp_primary-product-display_0/103-0461698-8777405?_encoding=UTF8&n=507846&s=books



Sagology HBR May 2004

In June of 1995, a health worker in a tiny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a question about the treatment for malaria. Remember that this was in Zambia, one of the poorest countries in the world, and it happened in a tiny place 600 kilometers from the capital city. But the most striking thing about this picture, at least for us, is that the World Bank isn't in it. Despite our know-how on all kinds of poverty related issues, that knowledge isn‘t available to the millions of people who could use It. Imagine if it were. Think what an organization we could become.

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Sagology


Guiding Government Leaders into the Future

excite change in a very large bureaucratic organization

Five years in the future

Balance of real and imaginary

Critical Success Factors:

Look of the story

Believable

Executive Support

For complete stories see: www.johngirard.net

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Sagology


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Guiding Faculty into the Future

excite change in a small mid-west university

Mock interview with Dean

Balance of real and imaginary

Critical Success Factors:

Real Dean

Realistic Journal

“Now I get it”


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Students into the Future

Low completion rate

Look – student paper

Geographically separated students

Moral boost needed

Critical Success Factor:

It worked!




Sagology

Storytelling: Commander-in-Chief


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2006

Golden

Globe

Awards

Enhancing Future Performance

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Sagology

John P. Girard, Ph.D.

Social Knowledge: Are you ready for the Future?

[email protected]

www.facebook.com/john.girard

www.johngirard.net

Twitter: @JohnGirard

www.linkedin.com/in/JohnGirard

www.YouTube.com/JohnGirard

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Sagology


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The Knowledge Edge – The Ultimate Goal

Knowledge

Information

Data

Wisdom

Understanding

Knowledge



Sagology

Do you know your customers?


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“A social trend in which people use technologies to get the things they need from each other, rather than from traditional institutions like corporations.”

groundswell.forrester.com

Sagology

The Social Technographics™ Ladder


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Inactives neither create nor consume social content of any kind

Spectators consume social content including blogs, user-generated video, podcasts, forums, or reviews

Joiners connect in social networks like MySpace and Facebook

Collectors organize content for themselves or others using RSS feeds, tags, and voting sites like Digg.com

Critics respond to content from others. They post reviews, comment on blogs, participate in forums, and edit wiki articles.

Creators make social content go. They write blogs or upload video, music, or text.

Creators

Critics

Collectors

Joiners

Spectators

Inactives



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Global Top Internet Sites (Reach) http://www.alexa.com/topsites/

1. Google.com.sa

2. YouTube

3. Facebook

4. Google

5. Windows Live

6. Maktoob

7. Yahoo!

8. Blogger

9. SABQ

10. MediaFire

1. Google 47%

2. Facebook 44%

3. YouTube 32%

4. Yahoo! 23%

5. Wikipedia 15%

6. Blogger 13%

7. Live 11%

8. Baidu.com 10%

9. Twitter 9%

10. QQ 7%

September 2011

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Global Top Internet Sites (Reach)

1. Google.com.om

2. YouTube

3. Facebook

4. Google

5. Live

6. S-oman.net

7. MSN

8. Yahoo!

9. Koora

10. Maktoob

http://www.alexa.com/topsites/

1. Google.ae

2. Facebook

3. YouTube

4. Google

5. Yahoo!

6. Live

7. Blogger

8. Maktoob

9. Wikipedia

10. MSN September 2011



Sagology

Why Matters


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> 750M active users

> 150M login daily

35+ fastest growth

demographic

130 friends is average

2B pieces of “stuff” shared

each week

3M events created each

month

45M active user groups

70% of users outside USA

Sagology

Marketing @ Facebook


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Million+ Fans

1. Coca-Cola

2. Starbucks

3. Disney

4. Victoria's Secret

5. iTunes

6. Vitaminwater

7. YouTube

8. Chick-fil-A

9. Red Bull

10. T.G.I. Friday’s http://www.thebigmoney.com/slideshow/big-money-facebook-50-0

http://www.thebigmoney.com/slideshow/big-money-facebook-50-0











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According to Facebook

3,813,720 Facebook users live in KSA (age 18 and older)

2,330,780 Facebook users live in UAE (age 18 or older)

335,240 Facebook users live in Jeddah (age 18 and older)

Personal or Organizational

Sagology

Arab World Internet Usage


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http://www.internetworldstats.com/stats5.htm



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Leading Knowledge Workers


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More questions than answers!

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Aim of the Report


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The ultimate aim is to analyse and identify opportunities and risks inherent in the acquisition, production, creation, and deployment of “knowledge”; a primary avenue for renaissance and human development.



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Arab Knowledge Report


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www.mbrfoundation.ae/English/pages/AKR2009.aspx www.mbrfoundation.ae/Arabic/pages/AKR2009.aspx

Sagology

Macro Level Goals


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“Chief among the reasons for the current Arab interest in establishing the knowledge society is the desire not to miss out on the anticipated effects of the knowledge revolution and to be alert to the roles it plays in generating progress, whether on the political, economic, or social level”



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Chapter 4: Information and communications technologies in the Arab countries: The pillars and tools of knowledge

Chapter 5: Arab performance in research and innovation

Chapter 6: Building the knowledge society in the Arab world: A vision and a plan

Sagology

A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D. 81

Empowering Knowledge Workers

Chapter 8: Productivity Through People

1982



Sagology

Let’s consider the Arab View


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A Leader’s Guide to Knowledge Management

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KM Middle East 2012


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David Gurteen (UK) David is an independent Knowledge consultant, curator, facilitator and speaker. He is pioneer in the use of Knowledge Cafes to help people better understand the world through conversation and thus make better decisions and to be more innovative. He is the founder of the Gurteen Knowledge Community - a global learning network of over 18,000 people. For details see: www.gurteen.com



Sagology

KM Middle East 2012


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Arthur Shelly (Australia) Arthur was the Global Knowledge Director of Cadbury Schweppes before establishing his own business in knowledge and professional development. He is the author two books: Being a successful Knowledge Leader and The Organizational Zoo, A survival guide to workplace behavior. Arthur is the coordinator of the Melbourne KM Leadership forum and established a peer mentoring community engaged around performance improvement. He lectures in knowledge in the RMIT University MBA program. Full details see: www.organizationalzoo.com

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KM Middle East 2012


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Kenneth Wilson (UAE) Dr Kenneth Wilson is Director of the National Research Foundation (NRF) of UAE. Prior to joining NRF, Dr Wilson was Professor of Economics and Director of the Economic & Policy Research Unit, Zayed University, UAE. NRF was established in 2008 to help create a ‘competitive knowledge economy’ in UAE by focusing upon research capacity building in the country’s universities.



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KM Middle East 2012


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Nolwazi Mbananga (South Africa) Dr Mbananga is the Chief Executive Officer of the Centre for Informatics, Knowledge Management and Knowledge Economy (CIKMKE/SANCIKMKE). She is the founder of the South African Knowledge Management Professional Association (SAKMPA). She has an extensive experience in data, information and knowledge management spanning over 20 years since 1990 to date. She is the founder and an organizer of the bi-annual International Conference on Knowledge Economy (ICKE) in South Africa. She is the founder and an organizer of the bi-annual International Conference on Knowledge Economy (icke ) in South Africa.

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KM Middle East 2012


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Geoff Turner (Cyprus) Geoff Turner lives in Cyprus and is the Executive Director of the European Centre of Knowledge Management Research, which is hosted by the University of Nicosia where he is an Associate Professor at that University. He holds a BA in Accountancy, MBA, and PhD in Accounting. His doctoral thesis examined the need for accounting for human resources in the context of intellectual capital management. He is a member of the executive committee for a number of European and International conferences.