KM Middle East 2012 - Collison Presentation

Implementing Knowledge
Management for Success

KM Middle East
March 14th 2012

@chris_collison
Knowledgeable Ltd
www.chriscollison.com
chris@collison.com

© Knowledgeable Ltd www.knowledgeableltd.com

Two stories of success to learn from...


Learning on an Olympic Scale


www.km-me.com 1 info@km-me.com

The Olympic Museum in Lausanne, Switzerland

W I N N I N G WAY S
Learning on an Olympic scale.

Sharing the torch of knowledge?


What if 2022 was also a Middle East Olympic year?

Now, imagine that you are the organizing committee.
What knowledge do you need?
Jacques Rogge, IOC


If you were the IOC KM TeaM, what would you do?

7 years advanced warning of a $10Bn project!

2002 2006 2010 2014 2018
2000 2004 2008 2012 2016

• What processes and tools would you put in place to
maximise the knowledge transfer and learning from
one host city to another?

• Please discuss at your tables.


Two stories of success to learn from...


Syngenta – International Agri-business and ‘MAKE’ awards winner



Growing a new Knowledge Management Strategy


Definition and Vision for Knowledge Management

Definition:
Knowledge management is a set of processes,
tools and behaviours which connect and
motivate people to share expertise, insights,
good practices and learning.

Vision:
Syngenta will connect information, knowledge
and people better and faster than the
competition.


Assessment of KM Capability (Learning to Fly. Collison & Parcell 2004)



Looking at Knowledge Management through the WIKID Spiral

• Creating
• Wisdom • Innovating
• Making Breakthroughs
• Deciding

• Discussing
• Insight • Sharing
• Building
• Learning

• Knowledge • Searching
• Finding
• Collating
• Interpreting

• Information
• Analysing
• Summarising
• Deducing

• Data • Capturing
• Codifying
• Sharing


Knowledge Sharing Toolkit


Nurturing the right culture



A focus on leadership

Leadership Behaviours
Leaders recognise the link between KM and performance.
The right attitudes exist at the top to share and use others’ know-how.
5 Leaders reinforce the right behaviour and act as role models.

KM is everyone’s responsibility; a few jobs are dedicated to managing
knowledge. “Knowledge sharing is power.”
4 Leaders set expectations by “asking the right questions”, and rewarding
the right behaviours.

KM is viewed as the responsibility of a specialist team.
3 Some leaders talk the talk, but don't always walk the walk!

Some managers give people the time to share and learn, but there is little
2 visible support from the top.

KM viewed as management fad. Leaders sceptical as to benefits.
1 Leaders think networking leads to lack of accountability.
Attitude of "Knowledge is power".


7 behavioural barriers


Tall Poppy Syndrome

• I’ll get cut down if I say
we’ve got a good
practice to share
• I don’t want to endure
the scrutiny of others
• And I don’t want to be
inundated with
questions…
• “Let’s keep our heads
down – we’re busy!”



Shrinking Violet Syndrome

• I don’t think we’re doing
anything special
• Actually, I’m not sure
what “special” looks like
• Nobody would be
interested in what we’re
doing…
• There are lots of real
experts out there..
• Ignorance is bliss!


Not Invented Here

• We’re different here
• Nobody else really
understands us
• We have unique problems
• And anyway, I like coming
up with unique answers!


Real men don’t ask directions (TomTom Syndrome)

• I didn’t get where I was
today by asking for help!
• My colleagues might think
I’m incompetent
• Success is all about self-
sufficiency
• Once I’ve solved my
problem, I’ll share what
I’ve done



“Don’t worry, it’s documented” Syndrome

• No time to talk, but let me
email you a document.
• Of course I’ll share my
knowledge with you – it’s
all in this report…
• It’s all on the intranet
• Haven’t you searched on
SmartDoc yet?


“Lock it away” Syndrome

• If I share this openly, it
might be taken out of
context.
• Someone might make a
decision without the full
knowledge.
• I know where it is – people
can always ask me.
• If I share this openly, it
might weaken my
position.


Hamster-on-the-wheel Syndrome

• I just don’t have the time
to learn-before-doing
• I’d share, but I’ve got so
much on my plate…
• I don’t think it’s worth
waiting – I know what I
need to know.
• I know this knowledge-
sharing is important, but
my objectives are more
important!



Syngenta’s TREE Awards


Building Networks (Communities)


LEAP Programme and Networks

8 Global Networks of Excellence in Manufacturing and Supply
Plus a Global Supply Academy



Inspiration from other companies (Rio Tinto)

“Communities of practice are groups of people who
share a concern or a passion for something they do and
learn how to do it better as they interact regularly.”
Etienne Wenger


Getting the purpose of their networks clear

Innovation and
Ideas Generation

Building capability.
Delivery of outputs
Improvement and
(projects, products)
problem solving
together.


Defining and supporting strategic networks



Using Network Analysis to assess the risks and opportunities


Assessment of KM Capability


Ten Lessons from Successful Implementation

• Understand the supply and • Benchmark capability
demand of knowledge
• Make it simple and
• Provide choices and options practical
• Get people talking • Understand culture
• Focus knowledge capture on • Recognise the right
repeatable activities behaviours
• Acknowledge that the cultural • Sustain through networks
context changes



Thank You!

@chris_collison
Knowledgeable Ltd
www.chriscollison.com
chris@collison.com



KM Middle East 2012 - Collison Presentation

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