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.
Session Description: This session looks at the rate of knowledge (i.e., expertise) transfer as a critical KM issue and shares research which looks at expertise transfer through the lens of personas. The creation and perspective of knowledge worker personas provides a breakthrough in the identification, construction, and delivery framework for expertise transfer. Well-established methods of knowledge sharing and transfer, such as communities of practice, provide the capability for expertise transfer, but they do not always address the concept of speed in their structure. Similar approaches, such as the transfer of best practices, or self-service models, also do not take into consideration the need for speed based upon a specific situation, a specific knowledge need, nor a specific role. The persona lens on expertise transfer ensures that all three perspectives are taken into account when designing a knowledge management framework and methodology. Speakers describe the thinking behind the persona perspective, and give attendees an opportunity to test their expertise transfer needs through hands-on experience.
, Senior Advisor & KM Practice Area Lead, APQC
[These are my notes from the KMWorld 2015 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.]
- Slide Deck
- Sustained focus on knowledge transfer.
- Their 2015 KM Priorities Survey results show that
- knowledge capture/transfer is among the top 3 KM approaches to implement in 2015, with 37% of survey participants saying their organizations plan to create new processes to capture and transfer critical knowledge over the coming year.
- approximately 48% already have knowledge capture/transfer processes
- Known approaches to knowledge transfer.
- knowledge capture/transfer approaches can range from systematic (formal, structured) to organic (informal, unstructured)
- Formal KM approaches
- knowledge elicitation interviews
- knowledge mapping
- retiree knowledge ransfer
- knowledge continuity processes
- after-action reviews
- Learning & Development approaches:
- Content repositories:
- content portals
- Internal videos
- lessons learned databases
- Network-based approaches:
- Person-to-Person approaches
- conversations at the watercolor
- 3 key questions
- Explicitness: How easily can the knowledge be captured?
- Audience: Is the knowledge recipient known?
- Stability: How fast is the knowledge evolving?
- Techniques to support knowledge transfer.
- APQC’s 8th KM Advanced Working Group
- this group addresses new issues for which there are no established best practices
- the group is made up of organizations and top KM experts
- member organizations
- These organizations want to know about speed — how to transfer knowledge quickly
- Setting the Scope
- Who: when needs the knowledge? what role do they perform? What do they do?
- What: what knowledge do they need? How complex is it?
- When: when do they need it?
- They recommend a knowledge mapping approach
- start with a known/agreed process
- follow with a knowledge map (a simple spreadsheet)
- They started with a process-centric knowledge map: 1st column is process steps, 2nd column is activity, 3rd column = what knowledge is needed, 4th column = who has the knowledge, 5th column = is it tacit or explicit…
- chart the knowledge that is needed for each step of the process
- what knowledge is needed?
- who has it?
- when is it needed?
- Then they developed a role-centric knowledge map — defining the following items by Who (person, group, team) and What (type of knowledge). Here are the column headings:
- type of knowledge needed
- rate of speed
- created by whom
- identified by whom
- collected by whom
- reviewed by whom
- shared with whom
- accessed how
- used by whom
- Determining HOW to transfer knowledge.
- If you need it immediately
- Methods: Yammer, Communities of Practice, videos, discussion groups
- If you need it in the mid-term
- Methods: Wiki, SharePoint library, webinars, lunch-in-learns, search and find
- If you need it in the long-term
- Methods: formal training, conferences, knowledge elicitation interviews