Paul Corney - KM Middle East 2011

using knowledge to gain and sustain business edge
a presentation to KM Mid East, Abu Dhabi
15 March 2011

awareness diagnosis strategy

implementatio measurement
implementatio
measurement evaluation
n n

using knowledge to gain and sustain business edge I 15 March 2011 slide 2 of 44

www.kmmiddleeast.com 1 info@kmmiddleeast.com

today‟s agenda

1 I awareness
illustrating knowledge at work
2 I diagnostics
working within a framework
3 I strategy and implementation
setting a vision and priorities
4 I measurement and evaluation
embedding and adjusting


1 | awareness



using knowledge to gain and sustain business edge | 15 March 2011
I 15 March slide 5 of 44
2011| tyrone warner - http://flic.kr/p/83z6Vh
photo

I want you to see this…

The Treasurer asks me to wait.
„I want you to see this.‟
Four bankers enter, each introduce themselves.
They are from different divisions of the same
organization.
„Gentlemen, I am happy to deal with your
bank but I only want to deal with one person.
You each asked for an appointment so I gave
you one.‟
And with that the Treasurer bids them farewell.

2011


photo | jisc_infonet - http://flic.kr/p/rqRcY

2011


imagine an organization where…
…not just „I‟m taking it to senior management‟ but it
comes back from senior management.
…when I arrived I was helped to find my feet quickly and
supported in contributing to my full potential….
…I know when people are going on a business trip and
get the chance to chip in and help, and I hear all about it
when they get back….
……I know how to search for what I need and can find it
quickly in databases and save the harder questions to
approach colleagues about…..
…I am aware of what others in the company are doing and
how they have done it…


knowledge…

provides insight for decision making
is profoundly different from information, which is
ubiquitous and can be stored and transmitted at near zero
cost
is difficult to codify, contextual, mostly tacit, and often at
the core of social interaction
its characteristics are unique: it does not depreciate with
use;
it is intangible; and, although difficult to measure, requires
continuous feedback to ensure relevance, influence and
use.

source | World Bank Group



knowledge…

Business leaders, analysts and investors constantly ask:
„What are the economic and competitive advantages of
pursuing a business strategy based on knowledge
leadership‟
Based on the findings of the 2010 Global MAKE study, the
benefits of this approach are tangible and significant.
Successfully managing enterprise knowledge yields big
dividends.
Source: MAKE awards 2010


knowledge…

Business leaders, analysts and investors constantly ask:
„What are the economic and competitive advantages of
pursuing a business strategy based on knowledge
leadership‟
Based on the findings of the 2010 Global MAKE study, the
benefits of this approach are tangible and significant.
Successfully managing enterprise knowledge yields big
dividends.
The 2010 Global MAKE Winners trading on the
NYSE/NASDAQ showed a Total Return to Shareholders
(TRS) for the ten-year period 2000-2009 of 11% – nearly
three times the average Fortune 500 company median.
source | MAKE awards 2010



2 | diagnostics


a typical brief

conduct a business requirements analysis to
identify high-level business needs and priorities
benchmark against other organizations
prepare a diagnostic report outlining the business
case and value proposition of KM
prepare a knowledge management strategy and
implementation framework aligned to corporate
strategy with medium term priorities and
organisational structure



diagnostic framework

strategy, policy and planning

leadership, engagement and communication

governance, measurement and other operational
processes

collaboration, networks and partnerships

learning, innovation and development

knowledge capture, retention and transfer

physical infrastructure and technology


diagnostic tools
a range

quantitative qualitative
desk research interviews
decision journals cultural indicators
online questionnaire collaborative working
intranet evaluation sessions
social media evaluation study tours
mapping observational analysis
benchmarking mystery shopper

using knowledge to gain and sustain business edge | 15 March slide 16 of 44
2011


diagnostic tools I online
questionnaire All knowledge management
initiatives are clearly linked to
3% operational and strategic goals

23% The point of knowledge
management is to stimulate local
departmental activity rather than
impose central solutions
The coordination and distribution
of learning will focus on enabling
11% 63% the adoption of good practice in a
local context
The knowledge management
function is based on a small,
centralised core team with a wider
distributed network


2011


diagnostic tools I outputs




3 | strategy & implementation


implementation, my advice to you…

apply knowledge management where you want the
corporate strength to be
KM head

never underestimate the importance of dialogue
KM head

use km to put the whole practitioner knowledge of the
organization at the service of the individual
KM head

use the unique insight of new joiners as they experience
knowledge flows for the first time
author

don‟t boil the ocean, focus on two to three key business
issues
former CKO



4 | measurement & evaluation


measuring results…

„Then they want metrics and then they want you
to count stuff, and what can you count?
How can you really demonstrate that the person
succeeded because of a thematic group or
because
of something they found on the website?
It‟s just part of the work and the more you
embed it the harder it is to prove any links, and
yet obviously the more you embed it the more it
works.‟



measuring & evaluation
ideas

questionnaires, surveys and baselining

levels of activity and quantities of things made

stories and anecdotes

initiative & balance

changing daily practices

training programme assessment

knowledge transfer, innovation, accreditation and
citation

future story comparisons
using knowledge to gain and sustain business edge |15 March slide 25 of 44
2011

2011


thank you
Paul J Corney paul.corney@sparknow.net

support slides



diagnostic tools I online
questionnaire

2011

diagnostic tools I intranet evaluation

open-door task-based
easy to use supports business tasks
single point of entry customised for roles

team-oriented people-focused
communities connecting people
collaboration respecting culture

location-independent real-time
any time, anywhere current content
mobile access tagging and comment



diagnostic tools I benchmarking
ADB publishing, libraries space, PIT, LEC, KRT, LID
CNP, GMO
communities of practice, the
„Beyond‟ project, RMF
DBSA lessons learned, brokerage hub LID, CNP

IDB personal knowledge plans, lessons LEC, LID, KRT

learned, a three year strategy,
review by the evaluation department
ISDB story & knowledge management LEC, KRT

NE a knowledge charter, virtual LID, GMO

meetings
SDC no strategy, capitalisation of CNP, KRT

knowledge, networks
WBG knowledge sharing, social CNP, KRT

collaboration, global expertise teams


diagnostic tools I working sessions



SUBJECT: Knowledge Framework: starting points and strategic purpose
“… intends to be the leading catalyst for development resources into the Region, working in an efficient, responsive and collaborative manner with our
BMCs and other development partners, towards the systematic reduction of poverty in their countries through social and economic development.”

Start by spending 10 minutes sharing your own recent experiences of the Mission Statement in action. Pick one to explore and write it in the box in the
middle, then work your way round the questions. (There‟s no need to spend too long picking, the conversation about the example is the most important
part.)

What kinds of knowledge were needed to put the Where would you find the knowledge to put the
Mission Statement into action in this example? Mission Statement into action in this example?

AN EXAMPLE OF THE MISSION
STATEMENT IN ACTION

How would you go about finding out about other What‟s a surprising aspect of this example that you
examples like this to see what you could learn from think would be interesting and useful for others to
them? know about?

WHAT DO YOU THINK MIGHT BE GOOD STARTING POINTS FOR BUILDING A KNOWLEDGE FRAMEWORK? IT COULD BE ANYTHING FROM
TINY IDEAS TO A HUGE ONE. ALL IDEAS ARE WELCOME





diagnostic tools I observational
analysis


implementation I living archive
1. Identify themes and areas of enquiry
2. Find Interviewees & invite them
3. Conduct Interviews
4. Debrief Interviews & send for transcription
5. Drop Interviews into narrative database, index & keyword,
extract and catalogue fragments
• Identify possible gaps, people to interview and repeat
• Identify found sounds & images from missions that can
extend collection
6. Synthesise fragments into textured collections, write field
notes that shape collection
7. Identify areas of work the collection can do (Teaching PPT,
Photo essay, Essay, Pod cast etc) & whether you can use a
template
8. using knowledge to gain and sustain business edge I 15 including book 36 of 44
Create “wrapped” mini-collections March 2011 slide


„As we build for the future, we can
also reflect on, and learn from, the
past. …. has captured the
memories and unique experiences
of senior and younger staff
members, both past and present,
and compiled them in the book
ADB: Reflections and Beyond. It
provides a very personal
perspective on dealing with the
challenges of the development
world, and enriches our
institutional memory. I hope that it
will inspire you, just as it has
inspired me, to approach our task
with humility and enthusiasm.‟
using knowledge to gain and sustain business edge I 15 March 2011
Haruhiko Kuroda | ADB President slide 37 of 44




implementation I oral histories
February March April May June
RECRUITING PREPARING INTERVIEWING ANALYSING VISUALISING
Definitions and awareness Design of approach and
raising meetings interview question “Break the ice” session Each interview listened to Reorganisation by topics,
framework with interviewees and “good bits” sifted out date, keywords

Bank staff invited to 2 observed test interviews 11 semi-structured Segmentation and Building presentation
submit “burning recorded interviews (2 – 5 cataloguing of key clips layers for the online
questions” Solicitation letter and hours each) (keywords, time coding, collection
briefing note sent to 11 naming, quality control)
Preparation of information senior officials After Action Review Facilitating user choice
pack on „what is oral sessions Mapping connections and exploration within the
history?‟ Preliminary research on Production of audio file between segments collection by adding
interviewees Transcription and sophisticated search aids
Recruitment of team of translation of audio file Building searchable
Oral History volunteers – Interview scheduling into text archive of interviews and Creation of display
the “core team” segments (audio + text) materials for the June
Technical training in use Verification and approval showcase
of recording equipment of transcript

LEARNING RE-USEABLE TOOLS and ASSETS
A core team of 5 volunteers participated in each stage including: Information pack” „What is Oral History?‟
design of approach and questions Solicitation letter and briefing note for interviewees
technical training including recording equipment Interview approach and question framework
observation of process and interview skills practice Recording equipment and skills training
After Action Review and lessons learned „Tips for Interviewers‟ document
segmentation and cataloguing of audio Documentation of key lessons and insights to inform future action
mapping connections Segmentation and cataloguing templates
design principles and user requirements for online collection Documentation for how to build and extend the database
This team will be ready to act as a central resource as the collection is Open source software for handling audio and text
extended.

implementation I oral histories



implementation I anecdote circle

2011

implementation I social media

2011 | Brian Solis and JESS3
source


measurement & evaluation I reading

http://www.sparknow.net/kmpubs.html
http://www.adb.org/Knowledge-Management/results-
framework.asp



Paul Corney - KM Middle East 2011

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