PAN KMF - Introduction

1 September 2016Ptrin Visitors CentreBlack River Gorges National ParkA UNDP/GEF PAN Project Activity

CONSULTATIVE WORKSHOP TO OBTAIN PRACTITIONER INPUT INTO A PROTECTED AREA NETWORK KNOWLEDGE MANAGEMENT SYSTEM

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Ground RulesEverybodys input is equally valuedRespectfully listen & be patient things may feel slow for some but challenging for others Participate but dont dominate Talk one at a time in plenaryAvoid side-conversationsMobile phones on silentFeel free to ask questions during plenary but be aware of time constraintsThe workshop is an information gathering exercise and not a decision-making forum.

Put emphasis on the final rule2

1. Workshop Objective

2. Review PAN Knowledge Management System progress to dateIntroductory presentation

Adapted from Barnes & Milton (2015): If you are a manager and you want to get something done in your organization, you need to set three things in place: First, you have to make it very clear what you want done Second, you have to give people the tools and the training to do it Third, you have to check that theyve done what you asked them to

Imagine if the staff in your organization knew that they had to do a knowledge budget (or other learning and planning activity) at the start of any significant piece of work. Imagine they knew that they would have to do knowledge tracking as the work continues, and balance the knowledge books by capturing their learning at the end of the job. Imagine that they had the tools to do these activities, and the training to use the tools, and also that management would be checking to see that they had done what they were supposed to do. Whether or not the individual employee believes KM is a good thing, such a governance system will ensure that it happens.3

Workshop ObjectiveTo collect and consolidate stakeholder input to draft a Knowledge Management Framework building upon the results of the KM assets inventory and needs assessment workshop held in June 2016

KM System: DefinitionA means of systematically and transparently inputting, accessing and adding value to knowledge so that it contributes to the efficiency and effectiveness with which an individual, organisation or network executes their mandate

Four quadrants of knowledge managementConnectCollect

PushPull

AskingTellingSearchingPublishing

Adapted from Barnes & Milton (2015): You must work in all four quadrants: Many organizations that fall into the trap of focusing exclusively on one quadrant. They buy a microblogging tool, for example, and expect it to deliver KM all on its own. Or they focus on wikis and blogs (both within the push quadrant) and find that lots of knowledge is published, but very little used. Or they invest in state-of-the-art search technology, but find that the key knowledge has never been captured in the first place.

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Why do we need KM

Why do we need a knowledge management system?

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Chart of company growth cycles . In the 20th century the average cycle took 75 years which meant that you could start and end your career in the same company and never live through any major reinvention, by 2000 that cycle had shrunk to 15 years, and today it is an average of 7 years which means that we have to start reinventing our company every 3.5 years. The secret to success is starting a new growth cycle before the old cycle expires (Nadya Zhexembayeva Tedx https://www.youtube.com/watch?v=f4kySpcdvFg)8

Kodak was a dominant force in photography for more than a century through its manufacture of film but it failed to adapt to digital photography despite the fact that Steve Sasson, a Kodak engineer, invented the first digital camera in 19759

Eduard Marmet: CC BY-SA 3.0

Pan American World Airways, commonly known as PAN AM was the worlds largest airline from 1927 until its collapse in 1991. There were a number of reasons for its demise including some high profile crashes and terrorist incidents notably the bombing of PAN AM Flight 103 above Lockerbie, Scotland in 1988.10

Secretlondon at English Wikipedia: CC BY-SA 3.0

Woolworths stores were found in most high streets in British towns in the Twentieth Century but the company went bankrupt in 2008 closing 800 stores and threatening 30,000 jobs. Woolworths failed to adapt to the growth of large supermarkets who diversified into non-food items and the rise of high street rivals.11

A Model Knowledge Management Framework

A succinct summary of why knowledge management matters.12

Why do we need KM?

Innovation, growth and change: Acquiring, applying and adapting new knowledge

Or the business case for knowledge management13

Why do we need KM?Operational excellence: efficiency and effectiveness

Or the business case for knowledge management14

Why do we need KM?

External interactions: understanding & managing stakeholders interests, needs & perceptions

Or the business case for knowledge management15

Processes/Protocols

Technology

People

Knowledge Management Enablers

But we should add one more knowledge enabler Governance16

Processes/Protocols

Technology

People

Governance

GovernanceGovernanceGovernanceKnowledge Management Enablers

Some text on GovernanceAdapted from Barnes & Milton (2015): If you are a manager and you want to get something done in your organization, you need to set three things in place: First, you have to make it very clear what you want done Second, you have to give people the tools and the training to do it Third, you have to check that theyve done what you asked them to

Imagine if the staff in your organization knew that they had to do a knowledge budget (or other learning and planning activity) at the start of any significant piece of work. Imagine they knew that they would have to do knowledge tracking as the work continues, and balance the knowledge books by capturing their learning at the end of the job. Imagine that they had the tools to do these activities, and the training to use the tools, and also that management would be checking to see that they had done what they were supposed to do. Whether or not the individual employee believes KM is a good thing, such a governance system will ensure that it happens.17

Tools & ApproachesProductsOutcomesImpactsKnowledge Management FrameworkModel Knowledge Management Framework

Knowledge Management Framework

Communities of practiceAfter action reviewsOrientation eventsLessons learntPeer assistsNewspaper & magazinesSocial mediaExhibitionsTelevisionRadioProtocols & checklistsArchitectureDatabasesComputers & softwareMobile appsGIS systemDecentralised data collection Virtual libraries Open access Internet Intranet

Clear roles and responsibilities Memoranda of understanding Advisory services Leadership Training Communication is used to engagestakeholders Knowledge products are developed and adapted to multiple audiencesKnowledge isshared and discussedKnowledge relevant to PAN management is made availableInformation technology (IT) is effectively usedKnowledge management is plannedKnowledge Management Framework Stakeholders are using a set of knowledge productsand resources that enable them to improve their workDecisions are made on the basis of information and dialogueStakeholders with new knowledge and skills are more inclined to adopt, adapt, and promote good management practices in PAN managementStakeholders apply new ways of engaging and working with othersImproved quality of teamwork and partnership, contributing to changes in the knowledge, attitudes, skills and practices of stakeholders, in the supporting environment for adoption and scaling up of good practicesModel Knowledge Management Framework

Timeline for KMS developmentFinalisation of KMF concept note

Follow up discussions to produce a KMFProduction of an agreed and costed KMFImplementation of the Knowledge Management SystemFeb 2016Jul 2017Jun 2016Aug 2016Feb 2017KM Assets inventory and needs assessment workshop

KNOWLEDGE MANAGEMENT FRAMEWORK ASSETS INVENTORY & NEEDS ASSESSMENTBrief Summary

8 June 2016Ptrin Visitors CentreBlack River Gorges National ParkA UNDP/GEF PAN Project Activity

The workshop process: Assets inventory: KM experience, benefits, enabling factors and barriers21

Brief Summary22 People interviewed60 KM examples14 experience categoriesKnowledge acquisitionNew job or responsibilityNew life experienceOrganising informationProject implementationResearchTraining courseUsing a databaseUsing new softwareWebsite development.Coordinating a networkData managementDeveloping a strategyDocument sharing

Brief SummaryImproved collaborationImproved communicationIncreased confidenceIncreased motivationNetworkingPersonal growth.Access to useful informationAppreciation of the value of the workEffectivenessEfficiencyImproved capacityKM Benefits

PeopleCoachingKnowledge/experience of colleaguesKnowledge/experience of expertsKnowledge/experience of stakeholdersTeamworkIntrinsic motivationBrief SummaryKM Enabling FactorsICT facilitiesDatabasesTechnologyPlanningTrainingPeople & ProcessesSystems in placePeople, Processes & TechManagement supportGovernance

PeopleLack of consensus on the KMF structureLack of interest in KMLack of mentoringUnwillingness to share informationBrief SummaryKM BarriersApproval from MinistryBureaucracyLack of incentivesPolitical interferencePoor co-operation GovernanceProcurementFundingPeople & ProcessesLack of manpowerLow staff motivationResistance to changePeople & GovernancePoor IT facilitiesLack of communication facilities at field levelTechnology

KNOWLEDGE MANAGEMENTMaximising our chances of success

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Most KM initiatives fail

From: 70% of Change Management initiatives fail REALLY? By Ron LeemanMcKinsey and Company A recent survey of business executives indicates that the percent of change programs that are a success today is still 30%.IBM Nearly 60 percent of projects aimed at achieving business change do not fully meet their objectives.Harvard Business Review The brutal fact is that about 70% of all change initiatives fail.Forbes/Towers Watson A new study by Towers Watson has found that only 25% of change management initiatives are successful over the long term.Connor Partners Change practitioners have some culpability for the atrocious 70% failure rate of change initiatives.

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But the rewards for success are highJ. Brichto: CC BY-SA 3.0

22860: CC BY-SA 2.0

Handout given with the ROI Figures featured in subsequent slides28

$122 millionKM ROI$7.8m

Siemens, in 2001, claimed that their ShareNet KM system added $122 million in sales against a cost of $7.8 million; a 15-fold return29

$75 millionKM ROI

$2.5m

Caterpillar claimed total savings of $75 million in the period 2003 2008 from its communities of practice, against the original investment of $2.5 million; a 30-fold return on investment.

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$200 millionKM ROI

$5m

Shell claimed an annual value of $200 million in value from their online communities of practice, against an annual cost of $ 5 million. ROI is therefore 40-fold. 31

KMFHow do we MaximiseOur ChancesofSuccess?J. Brichto: CC BY-SA 3.022860: CC BY-SA 2.0

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By optimising our motivation to succeedThe Success Equation Value x ExpectationImpulsiveness x DelaySuccess =V x EI x DS =

From The Procrastination Equation by Piers Steel

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ValueV x EI x DS =

From the Economist34

Access to informationPolicy makingAwareness raisingCapacity buildingCollaborationData securityInnovationTransparencyVisibilityProductsKnowledge sharingMainstreamingManagement effectivenessManagement efficiency.V x EI x DS =Value

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ExpectationV x EI x DS =

England expects to lose against Germany at football!36

ExpectationWillingness to share dataTaking inspiration from other organisationsAid to productivityGenerate timely and useful reportsAll staff can access information easierAssist in policy making.BureaucracyResistance to changePoor co-operation Unwillingness to share informationLack of perceived benefit of KMLack of funds.V x EI x DS =

Using some of the results of the interviews undertaken in the first PAN knowledge Management Workshop in June 201637

ImpulsivenessV x EI x DS =

Our tendency to get distracted38

ImpulsivenessLack of incentivesLack of interest in KMLack of consensus on the KMF structurePoor staff motivation levelsLack of mentoringLack of communication facilities at field level.V x EI x DS =

Some reasons for impulsiveness extracted from the June 2016 interviews39

DelayV x EI x DS =

By Anders on flickr: CC BY-ND 2.0By Benjamin Werner: CC BY 2.0

Using the example of the 1989 Tour de France in which Greg Lemond of USA beat Laurent Fignon of France by 8 seconds. Fignon had lead Lemond by 50 second going into the final time trial but lost the time to his American rival by his failure to embrace new technology (triathlon handlebar extensions and aerodynamic helmets) despite the fact that both innovations had been in use for some years.40

DelayV x EI x DS =Slow procurementPoor IT infrastructurePolitical interferenceApproval from MinistryLack of manpowerLack of specialised skills.

Some reasons for delay extracted from the June 2016 interviews

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How to manipulate the Equation to maximise the chances of successMaximise perceived value of KMFBuild positive but realistic expectationsMinimise causes of impulsiveness and delay.V x EI x DS =

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Maximise perceived valueCommunicate the importance of KMFDisseminate survey resultsUse case studies Work on critical issues.V x EI x DS =

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Build positive but realistic expectationsMaximise what we can do under the PAN ProjectBuild on what already existsWork within existing structuresAchieve quick wins.V x EI x DS =

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Minimise causes of impulsiveness and delayAllocate dedicated staff time for KMF developmentEstimate KMF resource requirements ASAPSecure resources ASAPAdopt an incremental approach to KM implementation.V x EI x DS =

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Adopt an incremental approach to KM implementation

All of the organisationPart of the organisationPart of the frameworkAll of the framework

ADBC

Three implementation strategies:Adapted from Barnes & Milton (2015)The white arrow represents getting there in one step planning a framework, and then rolling it out across the whole organization. This is a high risk strategy. You only get one shot at the framework design, and if you get it wrong, it may be permanently wrong. Also you will be beginning the roll-out with no history of success within the organization, which makes change management difficult.The grey arrow represents rolling out parts of the framework one by one across the whole organization (Circle A) until the framework is complete. This also is a high risk strategy. You may devalue the whole KM implementation if you introduce something that adds no value. The black arrow represents a piloted implementation. At Circle 2, you test elements of the framework one by one, locally in the organization, to make sure they work in the organization context, and to tailor them until they do. At Circle C, you pilot the whole KM framework in one part of the organization, to make sure the complete framework adds value to the organization, and you tailor it until it does. Finally, (Circle D) you roll out this tried, tested, and piloted framework across the organization as a whole.46

Adopt an incremental approach to KM implementation

All of the organisationPart of the organisationPart of the frameworkAll of the framework

ADBC

Three implementation strategies:Adapted from Barnes & Milton (2015)The white arrow represents getting there in one step planning a framework, and then rolling it out across the whole organization. This is a high risk strategy. You only get one shot at the framework design, and if you get it wrong, it may be permanently wrong. Also you will be beginning the roll-out with no history of success within the organization, which makes change management difficult.The grey arrow represents rolling out parts of the framework one by one across the whole organization (Circle A) until the framework is complete. This also is a high risk strategy. You may devalue the whole KM implementation if you introduce something that adds no value. The black arrow represents a piloted implementation. At Circle 2, you test elements of the framework one by one, locally in the organization, to make sure they work in the organization context, and to tailor them until they do. At Circle C, you pilot the whole KM framework in one part of the organization, to make sure the complete framework adds value to the organization, and you tailor it until it does. Finally, (Circle D) you roll out this tried, tested, and piloted framework across the organization as a whole.47

Adopt an incremental approach to KM implementation

All of the organisationPart of the organisationPart of the frameworkAll of the framework

ADBC

Three implementation strategies:Adapted from Barnes & Milton (2015)The white arrow represents getting there in one step planning a framework, and then rolling it out across the whole organization. This is a high risk strategy. You only get one shot at the framework design, and if you get it wrong, it may be permanently wrong. Also you will be beginning the roll-out with no history of success within the organization, which makes change management difficult.The grey arrow represents rolling out parts of the framework one by one across the whole organization (Circle A) until the framework is complete. This also is a high risk strategy. You may devalue the whole KM implementation if you introduce something that adds no value. The black arrow represents a piloted implementation. At Circle 2, you test elements of the framework one by one, locally in the organization, to make sure they work in the organization context, and to tailor them until they do. At Circle C, you pilot the whole KM framework in one part of the organization, to make sure the complete framework adds value to the organization, and you tailor it until it does. Finally, (Circle D) you roll out this tried, tested, and piloted framework across the organization as a whole.48

THE PAN KNOWLEDGE MANAGEMENTSYSTEM: Suggested elements

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PAN KM Framework: Suggested ElementsThe need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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1. The Need for KM

Or the business case for knowledge managementInnovation, growth and changeOperational excellenceExternal interactions51

Innovation, growth and change: Acquiring, applying and adapting new knowledge1. The Need for KM

Or the business case for knowledge management52

Operational excellence: efficiency and effectiveness1. The Need for KM

Or the business case for knowledge management53

External interactions: understanding & managing stakeholders interests, needs & perceptions

1. The Need for KM

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2. KM Principles

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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2. KM PrinciplesOrganisation-led Supports organisation strategyEmbed in organisational structuresImplement in stagesImplementation contains a piloting stage Implementation run by an implementation team.

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3. PAN Vision, Mission & SOs

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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Vision for the PANProtect, conserve and restore native biodiversity, natural landscapes and ecosystem services in Mauritius to benefit present and future generations

The KM mission feeds into the overall vision for the PAN.

The PAN Vision, Mission and Strategic Objectives are outlined in subsequent slides58

Protected Area Network Expansion Strategy

59Mission Statement for the Protected Area NetworkCreate a Protected Area Network that sustains and protects the natural, social, economic and cultural values of Mauritius.Implement a broad-scale programme of ecological rehabilitation and restoration for the persistence of the native species of Mauritius and the resilience of its ecosystems.Provide opportunities for people to discover, enjoy and appreciate the countrys unique nature and to derive benefits from its protection.Ensure the maintenance and provision of ecosystem services and critical ecological functions to enable Mauritius to withstand environmental pressures such as drought, severe storms and climate change in the face of a growing and urbanising population.Engender a love of nature and a deeper understanding of the importance of our critical ecosystems and biodiversity.Set an outstanding example in Mauritius that advances global sustainability initiatives and contributes to a habitable Planet.

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Protected Area Network Expansion StrategyStrategic Objective 1:To establish, expand and maintain a Protected Area Network (PAN) that is representative of ecosystems, safeguards the unique biodiversity of Mauritius and adequately protects its natural assets.

Strategic Objective 2:To apply effective institutional arrangements and ensure continuous and adequate capacity building for the purposes of implementing the Protected Area Network Expansion Strategy (PANES), as well as for updating and further elaboration as may be needed.

Strategic Objective 3:To develop, amend and otherwise continuously improve the legal framework that supports the establishment, maintenance and sustainable use of the Protected Area Network (PAN). Strategic Objective 4:To develop tools and safeguards to support and ensure the efficient and effective management of all the different Protected Areas that make up the Protected Area Network (PAN). 60

Protected Area Network Expansion Strategy Strategic Objective 5: To develop innovative programmes and mechanisms to expand the Protected Area Network (PAN) to include all key biodiversity areas as far as possible, including certain private lands.Strategic Objective 6: To secure funding and to maintain the PAN in its present and future forms as expressed in the PAN Vision.Strategic Objective 7: To restore indigenous ecosystems as essential components of the countrys ecological infrastructure for water, biodiversity and other ecosystem services.Strategic Objective 8: To unlock opportunities that will bring tangible and intangible benefits to Mauritius, including nature-based tourism, local economic development, especially in the rural areas, and leisure areas and spiritual havens. This includes enabling civil society to mainstream biodiversity and conservation into business practices. Strategic Objective 9: To disseminate biodiversity information and good practises and influence political and economic decision-makers in favour of biodiversity and conservation priorities for a habitable Planet. 61

4. KM Mission

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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4. KM MissionWhat your KM system will do to help your organisation achieve its vision

Provide example mission statements63

Most activities or tasks are not onetime events. Our philosophy is fairly simple: Every time we do something again, we should do it better than the last time.

Lord John Browne ~ BP CEO from 1995 - 2007

4. KM Mission

Example KM missions and visions were provided as a handout64

5. KM Baseline

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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5. KM BaselineWhat critical knowledge is being managed now?What is preventing knowledge flowing from people who have it to people who need it?What are the most useful and feasible things we can do to unblock or facilitate the knowledge?

Components of a KM baseline66

6. Stakeholders

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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6. StakeholdersStakeholders, their degree of interest and influence, your objectives for stakeholders and how KM will support the attainment of your objectives

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6. StakeholdersMAIFSForestryNPCSMinistry of EnvironmentMinistry of Housing and Lands Ministry of FinanceState Law OfficeMinistry of Local Government

MWFUniversity of MauritiusPrivate landowners & LesseesMauritius HerbariumMMPA & MDCFMediaUNDP-MauritiusGeneral public

Mauritius Meat Producers Association (MMPA) and Mauritius Deer Cooperative Federation (MDCF)Stakeholder list extracted from the PAN Project Document69

7. Critical Knowledge Areas

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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7. Critical knowledge areas

Nature-based Tourism DevelopmentProtected Area Network ManagementConservation and Scientific ServicesMonitoring, Enforcement and RegulationsFinancial ServicesAdministrative & Management SupportPAN major areas of competency

Critical knowledge areas to be classified as per PAN major areas of competency71

Prioritise KM components for PAN major areas of competency7. Critical knowledge areas

Group exercise to prioritise KM components per area of competency using a list of KM components as a guide72

8. The KM Framework

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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8. The KM FrameworkTo be drafted in the KMF outline in October.

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9. Recommended Pilots

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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9. Recommended PilotsTo be drafted in the KMF outline in October.

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10. Next Steps

The need for KMKM principlesPAN Vision, Mission & SOsKM missionKM baselineStakeholdersCritical knowledge areasThe KM frameworkRecommended pilotsNext steps.

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10. Next stepsAnalyse stakeholder feedbackConsult stakeholders on draft KMF DraftDraft a costed KMF and work plan Agree upon costed KMF and workplanBegin formal KMS implementationSep 2016Jul 2017Oct 2016Nov 2016Feb 2017

Draft a KMF outline including recommended pilots

A PARTING BOLT

The rewards for success are highJ. Brichto: CC BY-SA 3.0

22860: CC BY-SA 2.0

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