Session Title and Description: Why Change Management Strategy Places KM at the Forefront
The Intersection of KM, Innovation and Change Management at FMC Technologies At its most basic level, knowledge management is about connecting and collecting. Connecting people so that they can share what they know, and collecting critical knowledge for reuse. When based on achieving business outcomes and done strategically, both connecting and collecting accelerate the rate of knowledge transfer – and therefore the rate of change, the diffusion of innovations, the ability for organizations to learn from their experiences and evolve. Knowledge management underpins the “learning organization”, for which one definition is: “an organization that acquires knowledge and innovates fast enough to survive and thrive in a rapidly changing environment.” There’s a process at FMC Technologies for capturing and leveraging collective knowledge. It is an organizational capability that harnesses synergies between KM, quality, communications, change management and other process improvement initiatives. This talk will illustrate how the company utilizes knowledge management strategies and tools to accelerate collaboration, support innovation and manage change, resulting in cost savings and continuous improvement.
Speaker: Kim Glover, Manager of Knowledge Management, FMC Technologies
[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession. Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]
- KM Depends on Culture. The core values of the organization set the stage for (or against) knowledge management. Key core values are quality, safety and innovation.
- Quality. Instead of talking about change, talk about being a learning organization. That focus on effective learning will drive higher quality across the board.
- Collaborative Environment.
- Safe — create a “safe-to-fail” environment
- Accessibility/reciprocity/trust – “You know trust exists when the pronoun ‘we’ is used more often than ‘I’.”
- A Map for more innovative collaboration and knowledge management:
- knowledge architecture
- knowledge capture
- Their KM toolbox.
- Facilitated collaboration
- Advanced search and auto-categorization
- Datamining services — this can provide data and surface trends
- Events — including KM events (wikithons) and events regarding corporate values such as safety.
- Discussion Forum — it allows for up-to-the moment conversations by people at the frontline, which then fuels new learning/teaching opportunities and possible changes in procedures and documented knowledge.
- 70-20-10 Model of Learning.
- 10% of learning happens in formal training sessions.
- 20% of learning comes through social or informal interactions.
- 70% of training is experiential and happens on the job.
- How to support change with KM.
- Your KM team should perform as internal consultants. Help your internal clients identify their business problems and potential solutions
- Embed KM in the flow of work.
- Think big, but execute isn bite-size pieces.
- Try things!
- Cultivate favorite internal customers.
- Be humble and let happy customers sing your praises.
- Listen. Listen. Listen.Then Listen again. Learn what your internal customers want/think/feel.
- Tie everything you to do business outcomes.
- Connect with other departments. Empower them with KM.
- Repeat your mantra/message again and again. But use plain language. Market internally until your internal customers start using your words to describe your services and impact.
- Bring diversity to your program and your outlook.
- It takes both a top-down and bottom-up approach to achieve good KM.