The document discusses knowledge management (KM) in the context of large multi-sport events. It summarizes Tatiana White's presentation on applying KM practices and lessons learned from previous events to ensure the success of the 2013 Kazan Universiade. Key topics discussed include defining KM, challenges in implementing KM, capturing knowledge from staff to document event operations, the IOC's KM initiatives to transfer knowledge between host cities, and the importance of local approaches and valuing staff.

1. Knowledge Management (KM)
Analysis of KM in large multi-sport events
Tatiana White
Knowledge Management Unit Head
for Kazan Universiade 2013
Autumn 2012

2. Agenda
• KM definition and background
• KM in an organisation (1) Elements and (2) Challenges
• Recording knowledge transformation to information for
successful event operations
• KM in Olympic History (1) and (2) External Knowledge Transfer
Debriefing – November 2012
• London 2012 Observer Programme
• One size does not fit all. Local host city approaches
• Unique factors for Kazan 2013: The XXVII Summer Universiade
• On from Kazan 2013 to Gwangju 2015
• Example measures of sport (Olympic) event success
• Knowledge Management to Change Management
• Valuing staff – (1) and (2) „National human resources reserve‟
• Conclusion/Thanks/Sources and acknowledgements
2
E-mail: tatianawhite@hotmail.co.uk

3. KM definition and background
• Knowledge Management (KM) is a process of
creating, storing, sharing and re-using organisational
knowledge (know-how) to enable an organisation to achieve
its goals and objectives*¹.
• My earlier work in 2004 covered KM in the academic library
sector at Oxford University.
• This presentation aims to report my observations on KM
usage in a sport project-driven organisation: The 2013 Kazan
Universiade.
3
E-mail: tatianawhite@hotmail.co.uk

4. KM in an organisation (1) - Elements
• “KM is not just about partially implementing “bits and pieces”, it
is a complex process, covering all areas of the organisation to
achieve the main aim of benefiting it. One cannot claim that KM
has been implemented in an organisation, where only a few KM
elements have been established”*².
• KM practices embedded in HR, IT and Project office areas could
bring real benefit to a whole organisation.
• Collecting and storing „best
practices‟, photos, manuals, documents, as well as requesting
and monitoring recorded data, whilst ensuring its integrity, are
only small elements of the KM process.
• Document repositories and information management ordinarily
facilitate KM processes.
4
E-mail: tatianawhite@hotmail.co.uk

5. KM in an organisation (2) - Challenges
• KM consultants need to identify the organisation's
technological, functional and business strengths
– This helps to establish data systems that leverage and
capitalize on the knowledge of team members, and finds
ways to use that knowledge to maximize opportunities and
improve business processes.
How can this be achieved ?
• Examples: IT provides a knowledge system platform (such as
intranet, portal). HR supports with training, staff knowledge
sharing incentives and an overall sharing culture, encouraged
by the organisation‟s leaders
– Combined with these factors, strategic teams and the
organisation‟s directors can work wonders with KM in
delivering, in the most efficient way, even their most
ambitious aims. 5
E-mail: tatianawhite@hotmail.co.uk

6. Recording knowledge
transformation to information for
successful event operations
• The application of KM in sporting events, such as The
Olympics, and The Universiade (Youth Olympic Games) is project
driven. Such projects need to have written policies and
procedures. Kazan 2013 has 11 divisions containing between them
50 sub-divisions.
• Knowledge is fluid. “Knowledge is a dynamic and active
resource, residing in peoples‟ heads (Polanyi, 1962)*³. How can
knowledge be made useful for the organisation and applied in a
„real-time‟ situation? Can KM assist with this?
• Staff of all 50 sub-divisions gathered all details on the various
steps, descriptions of functional activities and areas of cross-
functional interaction a while before event testing in August 2012.
All areas, processes, risks, as well as plans „A‟, plans „B‟ have been
documented. The knowledge has been recorded and transformed
into information for use during Games “test” and “live” runs.
6
E-mail: tatianawhite@hotmail.co.uk

7. KM in Olympic History (1)
• According to the English dictionary: Knowledge is awareness or
familiarity gained by "experience" (Collins Concise
Dictionary,1995). So if The Olympic Games Knowledge
Management (OGKM) at The International Olympic Committee
(IOC) passes on previous experience and knowledge gained, to
assess future new trends and consumption modes (new methods
and technology), thus it shows the world a successful model of
human knowledge transfer in action.
• This KM initiative allows future host countries to benefit from
best practices learned.
• Many on-line discussions, however, outlined that it would be
beneficial to learn strategic elements such as the importance of
integrated working and development of stakeholder
relationships.
7
E-mail: tatianawhite@hotmail.co.uk

8. KM in Olympic History (2)
External Knowledge Transfer
Debriefing – November 2012
• Representatives from the IOC and the London 2012 Organising
Committee shared their best practices and experiences from
their Summer Games with over 500 participants from Rio
2016™, Sochi 2014, PyeongChang 2018, and 2020 candidate
cities: Istanbul, Tokyo and Madrid
• “London organised a fantastic Olympic Games and this
debriefing was instrumental in uncovering the processes and the
planning that made this successful edition of the Games
possible. The baton has been handed to us and we will now
apply the lessons learned during the past four days and add our
contribution to the Olympic Movement, so that in four year‟s
time we can pass the baton to the next hosts having
advanced the Games even further.” said Carlos Arthur
Nuzman, President of Rio 2016™*⁴
8
E-mail: tatianawhite@hotmail.co.uk

9. London 2012 – Observer Programme
• The London 2012 Observer programme was attended by over
530 observers in 50 visits and 5 roundtables over 21 days. The
visits studied the topics such as athlete
experience, ceremonies, village operations, sport, and
technology. Access was given to reports, manuals and best
practices arranged for participants.
• The IOC‟s Olympic Games Knowledge Management (OGKM)
programme ensures that future host cities have access to the
latest knowledge that has been gained from the hard work and
experience of previous Games hosts. It also provides an
understanding of the specific context of the host city
experiences from previous Games.
• KM activities work well between like-minded groups of people
and those wanting to capture external knowledge. 9
E-mail: tatianawhite@hotmail.co.uk

10. One size does not fit all.
Local host city approaches
• Knowing a host country‟s strengths and capitalising on them is
important for future Universiades in Korea and China and
Olympics in Sochi 2014 and Rio 2016.
• Answering the question: “What knowledge is most crucial for an
organisational success?” remains the most difficult in KM process.
• Even if we ask consultants and hire the most knowledgeable
specialists on how to make the Games a success, one still has to
understand that what worked well in one location, may not suit
local culture, people, infrastructure and uniqueness elsewhere.
• Building success on a nation‟s talents, ideas and brainpower
becomes a source of collective enthusiasm and national pride.
10
E-mail: tatianawhite@hotmail.co.uk

11. Unique factors for Kazan 2013-
The XXVII Summer Universiade
• Upon an exemplary completion of the 26th Summer Universiade
in Shenzhen 2011, how can each subsequent national executive
sporting committee advance the Games movement yet further?
• Some 20,000 volunteers from all over the world will take part
in the 2013 Universiade in Kazan. The volunteer selection
programme 'Make U Real' was launched in September 2011.
• The 'Kazan 2013' volunteers will undergo a competitive
selection process and attend distance-learning programmes.
• The mission of the Kazan 2013 Universiade is to organize and
demonstrate the world‟s best ever Universiade.
• Kazan 2013 has the full support of central government and
enjoys close cooperation with both The Russian National and
University Sports Federations. Kazan city‟s mayoral office has a
vested interest in the success of the project
• In April 2009, the Russian Patent Office granted Kazan the right
to brand itself as the "Third Capital" of Russia. 11
E-mail: tatianawhite@hotmail.co.uk

12. On from Kazan 2013 to Gwangju 2015
• What is excellent and workable for Russia/Tatarstan may not
apply to Korea‟s sports and cultural traditions.
• The next Universiade will take place 3-14 July 2015 in Gwangju.
From a KM perspective the questions below can test the extent to
which the goals of the Olympic Movements in advancing The
Games further have been met:
– What can be passed on from Kazan 2013?
– How can Kazan 2013 contribute to the success of Gwangju
Universiade 2015 in attaining the 'EPIC' values of 'Eco-
friendliness, Peace, IT and Culture„?
– How can Kazan 2013 assist in enhancing economic efficiency
with eco-friendly and sustainable methods when
building/refurbishing its new and existing venues?
12
E-mail: tatianawhite@hotmail.co.uk

13. Example measures of sport (Olympic)
event success
• Medal numbers. Visual spectacle. Jobs created. Tourist spend.
Visitor satisfaction. On time and on budget delivery. Better
facilities. Regeneration and investment. Ongoing legacy of youth
participation. Volunteers‟ experience. Overall global media
exposure.
• Question for any Olympic Games‟ organisers – How and to what
extent has this sport event enhanced the International Olympic
Movement ?
• Other key question: Did the event bring more peace and
development (sport, business, culture) and how have Olympic
values been communicated and demonstrated before, during and
after the event ?
13
E-mail: tatianawhite@hotmail.co.uk

14. Knowledge Management to Change
Management
• “Knowledge management is rooted in the need for change – true
KM requires a shift in culture and a fundamental re-organisation
of the way an enterprise operates. …the bulk of KM initiatives that
fail do so because they neglect to take the change-management
aspects of the discipline into account”*⁵.
• Pre-event testing in August 2012 revealed Kazan 2013 staff
willingness and readiness to share knowledge in order to
successfully achieve the organisation‟s mission. However, many
admitted that while they would be happy to share their specific
knowledge on processes with others, they did not know how they
could do it in practice. Promoting change management activities
(staff rotation) in leading staff gradually to the end of project
might be key to „a win-win‟ situation.
14
E-mail: tatianawhite@hotmail.co.uk

15. Valuing staff – (1)
• The quality of delivery in Games events and reduction of possible
risks is also about assuring that the mission on that quality
delivery is shared by everybody in the organisation. The aim of a
staff rotation programme is to provide learning experiences, which
facilitate transfer and utilisation of knowledge, as well as changes
in thinking and perspective. Change Management practices in job
rotation formats would motivate staff and provide them with
important, transferrable skills in flexible learning in a working
environment
• Humans create intellectual capital, delivering business success
through combined team efforts. With KM collaborative
tools, almost anything is possible in this area.
15
E-mail: tatianawhite@hotmail.co.uk

16. Valuing staff – (2)
‘National human resources reserve’
• The Kazan 2013 Universiade team is in the final stages of
preparation (just under 300 days before the event) for the „best
ever games in the history‟. Why not give staff a chance to try out
different operational tasks, through staff rotation
programmes, crossing catering
services, transportation/logistics, communications, marketing, soci
al/cultural programs, medical service, media, security, volunteer
recruitment and training?
• Aim: To enhance staff‟s competitiveness and to see how well an
organisation‟s goals have been understood and followed using
simple tools such as written policies and procedures.
• Staff rotation programmes. If we think of written procedures of
functions as „know-how‟ manuals, with job-rotation programmes
(running for 1 to 2 weeks), these would provide staff with the
depth and strength of knowledge in the organisation.
16
E-mail: tatianawhite@hotmail.co.uk

17. Conclusion
• KM can fulfil its role in the external knowledge
transfer arena. OGKM activities confirm that best practices are well
communicated, distributed and received. “Lesson learnt” is in
action. OGKM could also look into deployment of bright leaders in
sport management, hence transferring unique knowledge across
the planet, on a global scale.
• There is a gap in managing knowledge internally in
organisations, taking strategic approaches and appreciating the
human factor.
• Knowing a host country‟s strengths and capitalising on them is
important for future Olympic Games events.
• Where the human factor is appreciated (through incentives – local
government acknowledgement and rewards) staff assigned to
sport projects could move on to innovative business ventures.
• Staff are at the heart of everything for people to move mountains.
Talent is not born but nurtured through hard work, knowledge and
ambition to accomplish goals together with top management. 17
E-mail: tatianawhite@hotmail.co.uk

18. Thank you for your attention!
18
E-mail: tatianawhite@hotmail.co.uk

19. Sources/Acknowledgements (1)
• *¹, *² Article on “Knowledge Management in an academic
library” November 2004 (p. 2 from on-line source:
http://ora.ox.ac.uk/resolve/info:fedora/uuid:62836c4d-10c1-
4636-b97c-07a88890fa8a/JOURNAL)
• *³ Polanyi M (1962): “Personal Knowledge: Towards a
Post-Critical Philosophy”, Chicago: University of Chicago
Press.
• *⁴ http://www.rio2016.com.br/en/news/news/successful-ioc-
debriefing-of-london-2012-comes-to-a-close)
• *⁵http://www.ikmagazine.com/xq/asp/sid.0/volume.6/issue.8
/qx/displayissue.htm)
• Swimmer photo: www. telegraph.co.uk (London 2012
Olympics: Phelps sets mind's eye on starring role in final)
19
E-mail: tatianawhite@hotmail.co.uk

20. Sources/Acknowledgements (2)
“International Olympic Committee’s Games Sustainability
Reports, FISU and other web resources:
• http://www.olympic.org/news/ogkm-learning-from-
experience/170562
• http://www.fisu.net/en/Summer-Universiades-3490.html
• http://en.olympic.cn/news/olympic_news/2012-07-
23/2190776.html
20
E-mail: tatianawhite@hotmail.co.uk