Session Description: KM is but one of the legs that comprise the tripod of an innovation framework. The other two legs are efficient processes and a culture of quality. The need for this triumvirate is focus. Generally, to be successful, KM strategies must be planned and executed in steps. These steps require that KM be introduced through projects both to show progress as well as to limit the impact on an organization’s resources at one time. That’s where process comes into play. as specific processes must be targeted for improvement. The techniques of process improvement enable the focus needed to choose KM projects that are endorsed and supported by senior leadership. The final element of the innovation tripod—a culture of quality—means that the measurement of KM results is expected and conducted.
Speaker: Jim Lee, Sr. Vice-President, Knowledge Management Director, Fulton Financial Corporation
[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so 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.]
- Who are KM’s best allies?
- Scientific Management — Frederick Taylor
- Project Management — Henry Gantt
- Quality Management — Walter Shewhart
- This is how KM, Process, and Quality play together to move the business forward:
- WHY — the business objective, outputs, outcomes of your process or activities
- WHERE — quality management thinking and measurement do this — how can KM help?
- WHAT — process improvement focuses us on this — how can KM help?
- WHEN — the process map tells us when something is to be done
- WHO — knowledge management uncovers who is best for a project or for a question
- HOW — best practices are forms of knowledge embedded in the process
- Real Innovation: it requires seamless cooperation among KM, process management, and quality management.