Guide Leaders Knowledge Management

A LEADER’S GUIDE TO KNOWLEDGE MANAGEMENT
1

A Leader’s Guide to
Knowledge Management

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My Story … My Perspective
Sagology
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A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D.

www.sagology.com john@sagology.com

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About Sagology
Sagology
3

Sagology is dedicated to connecting people with people to
connecting people with people to
facilitate collaboration, learning, and knowledge sharing
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
organizational wisdom in all its forms, esp. with reference to
technology, leadership, culture, process, and measurement
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).]
Empowering Knowledge Workers © 2011, John P. Girard, Ph.D.

Agenda
Sagology
4

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



3

Drawing on the Past
5

2. Organize What?
3. What Types of Knowledge
Exist?


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)



4

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

Information Overload Personal Information Overload
Information overload occurs A perception on the part of the individual
when the amount of input to a (or observers of that person) that the flow
system exceeds its of information associated with work tasks is
processing capacity. greater than can be managed effectively.
(Speier et al, 1999, p. 338) (Wilson, 2001, p. 113)

Information Overload Organizational Information Overload
Information overload is that A situation in which the extent of
state in which available, and perceived information overload is
potentially useful, information sufficiently widespread within an
is a hindrance rather than a organization as to reduce the overall
help. effectiveness of management operations.
(Bawden, 2001, p. 6) (Wilson, 2001, p. 113)

The Cost?
Sagology
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5

The Problem – Enterprise Dementia
Sagology
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2/3 of managers complained of 43% of the managers delayed
Information overload (KPMG, 2000) decisions because of too much
information. (Wilson, 2001)

Managers “dwell on information that
is entertaining but not informative, or 38% of the surveyed managers
easily available but not of high waste a substantial amount of time
quality” (Linden, 2001, p.2) locating 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).


What is the problem?
Sagology
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Content to Intent – assumes
we can access content

Enterprise
Dementia = Organizational
Memory Loss + Information
Anxiety

Content to Intent – assumes
we know what we knew


6

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


Drawing on the Past
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2. Organize What?
Exist?



7

Foundation or Too Busy
Sagology
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Knowledge Sharing – Nothing New?
Sagology
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Knowledge Management is the
creation, transfer, and exchange of
organizational knowledge to achieve
a [competitive] advantage.



8

What Advantage?
Sagology
15


History of KM: Academic Perspective
Sagology
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c. 350 BC 17th Century 1950s 1990s

Aristotle Sir Francis Bacon Michael Polanyi Ikujiro Nonaka Carla O’Dell

Classification
of
Knowledge

Aristotle



9

What is knowledge?
Sagology
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Data

Knowledge Information

knowledge is "defined broadly
Knowledge:
to include information, data,
Concepts, experience, and
communication and culture"
insight that provide a framework
(p. 293)
for creating, evaluating and
using information (p. 373).

The Cognitive Hierarchy
Sagology
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Wisdom
Ackoff’s Apex

Understanding

Knowledge Knowledge

Wisdom:
Information

The collective and individual
Dataexperiences of applying
knowledge to the solution of
problems (p. 373).


10

The difference . . . Data to Knowledge
Sagology
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October 27, 1917

Q1 - What time is it?

Q2 – Where are these people?

Q3 – Why is the boy smiling?


Data
Sagology
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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).

Data



11

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

Information

Data


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

Knowledge

Information

Data



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Types of Knowledge
Sagology
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Easier to document and Explicit
share
Contributes to Easier to
efficiency replicate
20%

Leads to
competency

Michael Polanyi 80% Tacit Carla O’Dell

Harder to articulate
Harder to steal
Higher competitive
advantage Harder to transfer

O’Dell, C. (2002, May). Knowledge Management New Generation.
Presented at the APQC’s 7th Knowledge Conference, Washington, DC.


Exchange and Transfer of Knowledge
Sagology
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TACIT

n Ext
tio ern
za a
i
ial

liz
Soc

ati
on

EXPLICIT
TACIT

Ikujiro Nonaka
on

Co
ati

mb
liz

in
na r a ti
on
Inte

EXPLICIT



13

The importance of sharing . . .
Sagology
25

According to Computer Associates . . .

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


Drawing on the Past
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2. Organize What?
Exist?



14

KM Models
Sagology
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Developed by Dr Stankosky and his team at George Washington Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in
University in 1999 knowledge management – Towards a common KM framework in Europe. Proceedings of
UNICOM Seminar Towards Common Approaches & Standards in KM. London.

Infrastructure

Organization
Technology

Leadership

Measures

Learning
Process

Content
Culture
KM Pillars
European Framework
DON Balanced KM
Enablers of Transfer
KM Assessment Tool
Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-
Generation Knowledge Management: Enabling Business Processes.
American Productivity & Quality Center.

A New View of Knowledge Management
Sagology
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Measurement
Leadership
Technology

Process
Culture



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A little TLC goes a long way!
Sagology
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Leadership
•Transparency
•Vision and example
Measurement
•Resources (including time) Leadership
Technology Culture

Technology
Process
•Help or hinder •Need to Share vs

Culture
Need to Know
•Security issues
•Privacy
•Ease of access
•Content Creators
•Tending toward
free


New Technology
Sagology
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The Newest always is Best …



16

The Right Technology
Sagology
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TLC: Culture
Sagology
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Hofstede: Cultural Dimensions
Sagology
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KM Enablers and Barriers
Sagology
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Twitter Revolution
Sagology
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See Sonia Ben Jaafer: www.slideshare.net/KMMiddleEast
Social Knowledge: Are you ready for the Future?

Arabic and English Version
Sagology
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www.mbrfoundation.ae/Arabic/pages/AKR2009.aspx www.mbrfoundation.ae/English/pages/AKR2009.aspx



19

Sagology
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TACIT

n Ext
tio ern
za a

i
ial

liz
Soc

ati
on

EXPLICIT
TACIT

on
Measurement

Co
ati
Leadership

mb
liz
in
na a ti
Technology

Process r on
Inte
Culture

EXPLICIT


Measurement
Sagology
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APQC Stages of KM

Stage 5
Stage 4
Stage 3 Institutionalize
Stage 2 Expand
Stage 1 Design and Knowledge
Develop a and
Get Launch a Management
Strategy Support
Started KM Initiative

Remember: Measure the
outcome, not the process
USAF 5-2-1



20

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


Videos: YouTube.com/JohnGirard
Sagology
40



21

Complex: A Definition
Sagology
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“a group of obviously related
units of which the degree and
nature of the relationship is
imperfectly known”


Sagology
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TACIT

n Ext
tio ern
za a
i
ial

liz
Soc

ati
on

EXPLICIT
TACIT

on

Measurement
Co
ati

Leadership
mb
liz

in
na a ti
Technology

Process r on
Inte
Culture

EXPLICIT



22

Creation and Transfer of Knowledge
Sagology
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TACIT

n Ext
tio ern
za a

i
ial

liz
Soc

ati
on

EXPLICIT
TACIT

on

Co
ati

mb
liz

a in
rn a ti
on
Inte

Internalization Combination
EXPLICIT
•Learning by doing •Formal Education (MBA)
•Experience •Policies
•Values/Ethos •Data mining Teradata, 1991
Wal-Mart, 2004

TYLENOL® crises of 1982 and 1986 A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D.

Our Credo (Johnson & Johnson)
J&J Credo
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.

www.jnj.com/our_company/our_credo/


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


Creation and Transfer of Knowledge
Sagology
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Socialization Externalization
•Social spaces (Ba) •After action review
TACIT
•Master/apprentice •Lessons learned
•Storytelling •Metaphor
n Ext
tio ern
za a
i
ial

liz
Soc

ati
on

EXPLICIT
TACIT

on

Co
ati

mb
liz

a in
rn a ti
on
Inte

Internalization Combination
EXPLICIT
•Learning by doing •Formal Education (MBA)
•Experience •Policies
•Values/Ethos •Data mining Teradata, 1991
Wal-Mart, 2004

TYLENOL® crises of 1982 and 1986 A Leader's Guide to Knowledge Management © 2011, John P. Girard, Ph.D.


24

The Knowledge Edge – The Ultimate Goal
Sagology
50

14 November 2004
Wisdom

“With 3,600 stores in the United States and
roughly 100 million customers walking Understanding

throughKnowledge each week, Wal-Mart has
the doors Knowledge

access to information about a broad slice of
America . . . The data are gathered item by
Information
item at the checkout aisle, then recorded,
mapped and updated by store, by state, by
region . . . By its own account Wal-Mart has
Data
460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)

Hurricane


Something to consider . . .
Sagology
51

“. . . 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.”


25

Knowns and Unknowns
Sagology
52

Unknown Unknown
Knowns Unknowns

Known Known
Knowns Unknowns

AKA Johari Window


Unknown unknowns
Sagology
53

Somewhere on the West Coast



26

Interrelationship of DM, IM, KM*
Sagology
54

Records Artificial Communities
Data Management Intelligence of
Integration
Taxonomies Practice

Subject Expertise
Data Classification
Ontologies Locator
Warehouse

Document Enterprise After
Management Portal Action Review
Web
Database Forms
Portal
Management Management
Group Ware
Virtual
Content Collaboration
Management Search
Engine
Storytelling

Data Information Knowledge
Management Management Management
* Developed by Denise Charbonneau (TBS) and Dr. John Girard


After Action Review
Sagology
55

1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?



27

Enhancing Future Performance
56

7. Guiding Organizations Into
the Future
8. The Future is Just a Day Away


Storytelling by Steve Denning
Sagology
58

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



28

HBR May 2004
Sagology
59

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.


Guiding Government Leaders into the Future
Sagology
61

 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


29

Guiding Faculty into the Future
Sagology
62

 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”

Students into the Future
Sagology
63

 Low completion rate
 Look – student paper
 Geographically separated
students
 Moral boost needed

Critical Success Factor:

 It worked!



30

Storytelling: Commander-in-Chief
Sagology
64

2006
Golden
Globe
Awards


Enhancing Future Performance
65

7. Guiding Organizations Into
the Future
8. The Future is Just a Day
Away



31

Social Knowledge: Sagology
Are you ready for the Future?
66

John P. Girard, Ph.D.

john@johngirard.net
www.facebook.com/john.girard
www.johngirard.net
Twitter: @JohnGirard
www.linkedin.com/in/JohnGirard
www.YouTube.com/JohnGirard

The Knowledge Edge – The Ultimate Goal
Sagology
67

Wisdom

Understanding

Knowledge Knowledge

Information

Data



32

Do you know your customers?
Sagology
68

“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


The Social Technographics™ Ladder
Sagology
69
Creators Creators make social content
go. They write blogs or upload
Critics respond to content from video, music, or text.
others. They post reviews, Critics
comment on blogs, participate
in forums, and edit wiki articles. Collectors organize content for
Collectors
themselves or others using RSS
feeds, tags, and voting sites like
Digg.com
Joiners connect in social
Joiners
networks like MySpace and
Facebook
Spectators consume social
Spectators content including blogs, user-
generated video, podcasts,
Inactives neither create nor forums, or reviews
consume social content of any Inactives

kind


33

Global Top Internet Sites (Reach)
Sagology
http://www.alexa.com/topsites/
70

1. Google 47% 1. Google.com.sa
2. Facebook 44% 2. YouTube
3. YouTube 32% 3. Facebook
4. Yahoo! 23% 4. Google
5. Wikipedia 15% 5. Windows Live
6. Blogger 13% 6. Maktoob
7. Live 11% 7. Yahoo!
8. Baidu.com 10% 8. Blogger
9. Twitter 9% 9. SABQ
10. QQ 7% 10. MediaFire September 2011

Global Top Internet Sites (Reach)
Sagology
http://www.alexa.com/topsites/
71

1. Google.com.om 1. Google.ae
2. YouTube 2. Facebook
3. Facebook 3. YouTube
4. Google 4. Google
5. Live 5. Yahoo!
6. S-oman.net 6. Live
7. MSN 7. Blogger
8. Yahoo! 8. Maktoob
9. Koora 9. Wikipedia
10. Maktoob 10. MSN
September 2011


34

Why Matters
Sagology
72

35+ fastest
> 750M active > 150M login
growth
users daily
demographic

2B pieces of 3M events
130 friends is
“stuff” shared created each
average
each week month

45M active 70% of users
user groups outside USA

Marketing @ Facebook
Sagology
73

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


35

According to Facebook
Sagology
74

 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 Personal or Organizational
live in Jeddah (age 18 and
older)


Arab World Internet Usage
Sagology
75

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


36

Leading Knowledge Workers
Sagology
76

More questions than answers!

Aim of the Report
Sagology
77

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.


37

Arab Knowledge Report
Sagology
78

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


Macro Level Goals
Sagology
79

“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”



38

Sagology
80

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

Empowering Knowledge Workers
Sagology

Chapter 8: Productivity
Through People

1982
81


39

Let’s consider the Arab View
Sagology
82


Sagology
83



40

Sagology
84


A Leader’s Guide to
Knowledge Management

85


41

Sagology
86


KM Middle East 2012
Sagology
87

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



42

KM Middle East 2012
Sagology
88

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

KM Middle East 2012
Sagology
89

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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