Industry Leaders Conversation: Change, Culture, and Learning #KMWorld

KMWlogo_Stacked_Session Description:

Former head of KM with the BBC, Semple believes in conversations and leads our panel on a far-ranging discussion of change, culture and learning as we all aspire to an outbreak of common sense on our journey for knowledge sharing and creating sustainable, high-functioning organizations and communities.

Speakers:

  • Euan Semple, Director, Euan Semple Ltd
  • Jean-Claude Monney, Former Chief Knowledge Officer, Microsoft, Columbia University and Digital Transformation Coach
  • Kim Glover, Global Manager of Knowledge Management, TechnipFMC
  • Nancy Dixon, Principal Researcher, Common Knowledge Associates

[These are my notes from the KMWorld 2017 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.]

NOTES:

  • Why knowledge management?
    • at Microsoft Services, Jean-Claude Monney was given responsibility to get 100% of Microsoft knowledge to 100% of Microsoft’s customers, 100% of the time.
    • Best of the knowledge = relevant (in the context of the work) and trustworthy
    • For Nancy Dixon, knowledge management helps the organization learn better and faster.
  • What is the pedigree of knowledge?
    • if the knowledge comes from a person, is that person reliable/trustworthy?
    • if the knowledge comes from a document, is the source of the document reliable?
  • Knowledge management should focus on the issues that matter.
    • Nancy Dixon worries that KM focuses too much on the tactical (how to be more efficient) but misses the issues that can really bring down the organization, such as ethical issues.
    • General Motors once had a terrific KM group. However, they were unable to help the company prevent bankruptcy. What if there were a KM group at Volkswagon that could shed light on ethical issues? Would that have prevented the emissions control disaster? Would there have been a different outcome at Wells Fargo if there were a KM-organized forum for employees to express their concerns about business practices that did not align with the company’s mission statement?
  • Conversation is Consequential. 
    • Conversation is something you enter with the realization that you might be changed.
    • Conversation in an organization creates a culture — it is important to notice what is talked about AND what is not talked about.
    • An organization that wants the benefit of consequential conversation must first create an environment of psychological safety.
  • We Make Culture.
    • Culture is not just something that is something that is done to us. We make culture by everything we do (or do not do).
    • We learn culture in the first instance from our experiences with our direct managers.
  • How to Start a KM Program.
    • If you are lucky, the CEO comes in one day and says we need a KM program.
    • More likely, find business problems that KM can help solve.
    • When you are asked to “show them the money,” don’t assume the responsibility for the numbers. Instead, partner with the business first, find out what KPIs are important to them, and then figure out the value KM adds to achieve those KPIs.
    • Before you mention KM to anyone, collect stories of instances when one unit helped another unit (and how much money was solved). Then suggest to management that you create an organizational strategy out of this collaboration.
  • What’s Next for KM?
    • Monney:
      • We are experiencing a massive change due to digital augmented knowledge. The reality of AI and augmented reality is extraordinary. The key is to use AI to improve a human’s ability to make better decisions.
      • We need to figure out to digitally transform our business — or someone else will.
      • We need to develop empathy
      • We need to harness the source of knowledge — but what if the knowledge is the heads of contractors or people who do not want to be handcuffed to the organization.
    • Glover: As technology gets better and easier to use, KM professionals can go back to being “people people” rather than reluctant technologists.
    • Dixon: There is an erosion of cognitive authority. We have stopped trusting CEOs and other people in positions of authority. KM’s role is to make things more transparent so that we can operate without omniscient authority figures.
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Culture Eats Strategy for Breakfast — or Does it?

KMWlogo_Stacked_Session Description:

“Culture eats strategy for breakfast,” famously attributed to the late business guru Peter Drucker, perfectly states the need for an organization’s culture to be aligned with its strategic objectives for there to be any hope of fully realizing them. Culture is tribal and pervasive. And, it can vary depending on the group, environment, or objectives. But, this powerful and often unconscious set of forces that influences both individual and collective behavior can be harnessed to drive culture change and reinforce shared values within an organization or project team. Speakers explore examples of “epic culture fails” resulting from strategy that neglected the cultural component, then impart seven tips to drive outcomes that leverage culture to support organizational- or project-based strategy. These tactics can be used to support a company or project team’s core values and culture while creating synergies with strategic initiatives and shortening the time to adoption. Aligning the strategy of whatever it is you are trying to do with the culture of whoever it is you are working with is paramount. It can mean the difference between success and failure. Culture doesn’t have to eat strategy for breakfast; they can be harnessed together to create organizational strength and a better overall customer outcome.

Speakers:

  • Kim Glover, Global Manager of Knowledge Management, TechnipFMC
  • Tamara Viles, Manager of Knowledge Architecture, TechnipFMC

[These are my notes from the KMWorld 2017 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.]

Session Slides: 

Viles & Glover – C202_Viles.pptx
Glover & Viles – C202_Glover(1).pptx

NOTES:

  • Value Moment.
    • A Value Moment =
    • Today’s Value Moment: Knowledge Mangement needs to be just in time, just for me, and just what I need.
  • Culture.
    • Culture is critical if you want to execute your strategy.
    • Culture = how we do things around here
    • It is an unconscious set of forces that influence individual and group actions
    • Ed Schein is the considered the father of culture. He wrote Organizational Culture and Leadership, and the Corporate Culture Survival Guide.
      • What is Culture?
        • Structures and Process: the visible layer of culture, the observable artifacts
        • Espoused Values: the stated mission, how the organization talks about itself internally and externally.
        • Real Culture: the basic assumptions of an organization — what the group has learned over time from its successes and failures. These assumptions, ideas, even pictures need to be challenged and replaced if you want to change the culture. These are the unwritten rules.
    • Examples of strong organizational culture
      • Starbucks
        • Structures & Process: their observable artifacts (the way they look, they way they work) are strong and consistent
        • Espoused Values: they buy fair trade coffee, they recycle, they hire veterans
    • Culture reinforces itself by promoting people who live by the organization’s unwritten assumptions and beliefs.
  • Epic Culture Fails.
    • Wells Fargo is currently suffering an enormous gap between the organization’s stated mission and their culture.
    • AT&T/AOL Time Warner merger — early reports indicate that the two companies have radically different cultures. And they have fairly negative assumptions/beliefs about each other.
    • Hollywood is suffering a huge gap between stated values and actual culture/behaviors.
  • Components of Great Culture.
    • Clear Vision and Strategy: Volvo has an unambiguous commitment to safety that they have built on over decades.
    • Shared Values: Your actions must align with your words. (Walking the talk.)
    • Common Practices: Your processes must align with your strategy and values.
    • Engaged People: According to Monster.com, departments with healthy culture have 30% less turnover in staff.
    • Common Narratives: Positive stories that celebrate and strengthen an organization’s unique culture.
    • Reinforcing Physical Environment: Physical surroundings that align with and support the culture.
  • Tips and Tricks for Healthy Culture.
    • Seize every opportunity to reinforce your culture.
    • Assess your culture before creating your strategy. Will they be mutually supportive?
    • What you reward is what you will get.
    • Collect and share stories that support your culture.
    • Identify your champions and evangelists
    • Keep people engaged by making work fun.
    • Build on the familiar by integrating new things with existing practices.
    • Make the invisible visible: provide help and support — connect the dots so people can find what they need and share what they know.
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Making a Digital Workplace Work #KMWorld

KMWlogo_Stacked_Session Description:

For 11 years, the global Intranet and Digital Workplace Awards have uncovered and shared remarkable solutions. This year is no exception! See the best of this year’s winners from the U.S., Europe, and beyond. They range from small ideas to entire platforms, giving something for everyone to take away. Ismail discusses the challenges of developing a rigorous and robust, efficient and effective digital workplace environment in a multi-cultural, decentralized organization and what means and methods can be used to create a viable digital workplace. A variety of different tools are recognized, such as the intranet, internal and external collaboration platforms, and enterprise search.

Speakers:

  • James Robertson, Founder, Step Two
  • Carlos Pelayo, Director, Lead IT Business Partner for Communications and Public Affairs, Shire
  • David M. Feldman, Associate Director Collaboration, Shire
  • Brian Duke, Senior Manager, Intranet Solutions, Thermo Fisher Scientific

[These are my notes from the KMWorld 2017 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.]

NOTES:

  • Fisher Scientific.  [Here is a link to their slides, including screenshots]
    • Following the example of consumer apps, they put their Yammer feed front and center on their intranet page. They did not shove it over on the side or hide it behind a link.
    • They are using Microsoft Flow to automatically post content to designated feeds.
    • They use tyGraph to collect and display their Yammer usage metrics
    • Of the 38K activated Yammer accounts, 31K were active on the intranet in the last month.
  • Shire. Governance First Intranet [Here is a link to their slides, including screenshots]
    • They found it really helpful to start with governance, rather than touching on it at the end of the intranet project
    • This project came out of an acquisition — Shire acquired a much larger organization. They grew from 7K to 23K employees.
    • They started by looking at the problems in the various legacy systems.
    • They wanted to reuse as much of the content as possible from the legacy systems.
    • As much as possible, they want to configure rather than customize
    • They gave people the freedom to do what they wanted — but within predetermined guardrails.
    • They used Microsoft Office 365
    • They created a consistent look and feel across all devices by using custom-branded webparts.
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Employee Experience — the Heart of the Digital Workplace #KMWorld

KMWlogo_Stacked_Session Description:

The idea of the “customer experience” is a powerful one, and it’s a strategic consideration for most big organizations. As a result, we’ve seen a huge degree of customer-centric digital transformation. Within the enterprise, the concept of the “employee experience” is equally powerful. Going beyond basic usability and UX, it takes a holistic view of how solutions are designed and delivered. This practical session outlines how digital workplace professionals and projects can use the employee experience as a strategic driver for change. Real-world examples of great employee experiences from around the globe are shared.

Speaker: James Robertson (Founder, Step Two)

[These are my notes from the KMWorld 2017 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.]

NOTES:

  • James Robertson Slides
  • Horrifying Employee Engagement Statistics.
    • In the US, only 32% of employees say they are engaged
    • In the rest of the world, only 13% of employees say they are engaged
  • A digital workplace”. “A digital workplace consists of the set of tools you already have.” The problem is that it isn’t good. What’s a great digital workplace?
    • a holistic set of tools, platforms, and environments that enable work
  • Visa’s Digital Workplace.
    • delivers high functionality and a rich user experience
    • they provide a great mobile experience — they go beyond responsive design to provide a dedicated mobile app.
  • Coles Supermarket Chain in Australia.
    • Their intranet = “My Coles”
    • They wanted to provide high functionality for (previously underserved) employees in the field that is comparable to the functionality previously available only to office-based employees.
    • They provided a mobile app that could be used on personal devices on an opt-in basis. They have high rates of adoption.
  • Swisscom.
    • They provide 3 home pages
      • one is all about news — all the time
      • one is all about tasks — all the time
        • it is tailored to the individual user and their function
        • it includes the one piece of content EVERYONE wants: the cafeteria menu
      • one is “about us”
    • Through this approach, they demonstrate that they are interested in providing the materials that the employees care about most to do their jobs.
  • Telstra.
    • Their goal was to make their intranet so effective that they would be able to reduce the number of support calls
    • Their employees cannot be paid without submitting their time sheets. So they provide a visual display on the HR page of their intranet which shows the individual employee’s current level of time submission
  • What about allowing staff the ability to personalize their intranet pages?  In theory, this is a wonderful approach because it treats employees as engaged adults. However, research shows that only 5-10% of staff ever take advantage of the option and actually customize their pages.
  • A truly delightful employee experience is also effective for the business. The Mando Agency is a professional services firm that cannot bill its clients unless its own staff submits their time sheets. To manage this challenge, Mando installed an internet-operated beer fridge that was programmed to unlock on Fridays, but ONLY once everyone in the firm had submitted their time tickets. The firm provided a dashboard showing everyone how close they were to achieving an unlocked fridge AND which people were blocking progress by their delinquency in submitting their time. This gamification and extreme transparency work. In the five years since they installed the fridge, the employees have failed to open it only once.
  • How to provide a good Employee experience?.
    • Learn about how the employee works and what they need.
    • Have a deliberate digital approach that allows you to do all of the following three things simultaneously, but at different paces:
      • Projects: make sure you have at least one project for every budgetary period in order to make continuous improvements to the digital workplace
      • Strategy: this should enable the “big leap” that takes 3-5 years –it shows the trajectory of the combined effect of these projects
      • Vision: these big ideas about the future
    • Take ownership of your employee experience
      • don’t give this away to vendors, don’t let the vendors dictate what your employee experience should be
      • your needs are different from those of your vendors so if you are going to meet the unique needs of your employees you need to exert some control over the vendor offerings.
    • Establish Governance
      • Step Two provides an Intranet Operating Model
      • Governance is merely a means to an end
    • Take every (small) opportunity to improve your digital workplace and employee experience
      • but beware that every change has an inherent cost — it is disruptive, it asks for different processes or behaviors, etc.
      • Step Two provides a 6×2 methodology to help choose which changes are feasible and worth doing.
  • Dream Big, but iterate often!
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Transforming Portals into Digital Workspaces #KMWorld

KMWlogo_Stacked_Session Description:

Rebuilding aging portals is a daunting task. Years of accumulated knowledge and information are stored in portals that have become too big and too convoluted to function efficiently. The potential value of the information stored there is clear, but cleaning portals up and transforming them into a modern, flexible, and scalable digital workspace is no small feat. Our speakers discuss devising and executing a program to transform a dinosaur of a portal into an active hub of multilateral information exchange, describing how they did it and what they learned along the way. This includes the structured and patterned approach to redesign and rebuild the old portal in a systematic and predictable way; the role of internal social networks as tools for both communication and collaboration; the role of information items and contextual search as building blocks of information repositories; introducing the concepts of portal transformation to content owners who were initially resistant and functionally fixed; and selling the large information management project to C-level executives. Merck (known as MSD outside of the U.S. and Canada) is a global biopharmaceutical company whose mission is to discover, develop, and provide innovative products and services that save and improve lives around the world. Hear how it implemented a KM strategy for self-service that considered user experience-driven technology, as well as a change execution management methodology that included process, people, and content. Get tips and success factors on the case for change and the holistic solution for an IT self-service portal that included people, process, content, and technology components.

Speakers: 

  • Craig St. Clair, Principal Consultant, Enterprise Knowledge LLC
  • Cindy Larson, Director, Digital Channels and Platforms, Adient
  • Karen Romano, Associate Director, Knowledge Management, Merck
  • Charles Denecke, Director, Global Operations Management, Merck

[These are my notes from the KMWorld 2017 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.]

 

SESSION SLIDES:

Romano & Denecke – B101_Romano.docx
Romano & Denecke – B101_Romano.pptx
St._Clair & Larson – B101_St_Clair.pdf
St._Clair & Larson – B101_St_Clair(1).pdf

 

NOTES:

Adient

  • Cindy Larson:  They started with an old-fashioned portal site that they had rebranded after a mergers & acquisitions event(without changing the underlying functionality). So they were ripe for an upgrade. Their executives wanted something different, something new, something that users would truly miss if it went down.
  • Major Workstreams:
    • Productivity
    • Engagement
    • Collaboration
  • Constraints. They had to work incrementally. And they could not take the portal offline while doing the upgrade. It had to be fully functional during the transition.
  • Employee Communications. They expanded their Yammer use. In addition to existing peer-to-peer use, they now started using it for top-down corporate communications. To help identify corporate communications, they created a corporate “avatar” for the internal communications stream.
  • Content handling. They separated the all-company facing content from team content. Then they adjusted search scopes to ensure that the users got to the intended target quickly.
  • New Info Infrastructure
    • enterprise metadata and content types
    • common search facets
    • a patterned approach for interface and repository design
  • Prioritization Plan. They focused on content and processes in the following order
    • End-user value and importance
    • Relative size and complexity
    • Readiness of individual content owners
  • Repeatable Process. They created a process for tackling the huge amount of legacy content they had
    • Engage with content owners
    • Guide content owners through a cleanup of their legacy content
    • Extend the enterprise metadata and content types — but just as much as necessary
    • Extend the standard information  and document repositories
    • Migrate refreshed content
    • Build out contextual landing and search result pages
    • Launch and announce the newly transformed functional area
  • Marketing
    • they use internal social media announcements (via yammer and blog posts)
    • they talk up the changes in town halls and other meetings
  • To learn more about the Adient Portal effort: See the white paper that Cindy Larson and Craig St. Clair wrote

Merck: Self-Service for IT Support

  • Massive Support Requirements. The Global Support Center has close to 200,000 interactions with internal and external customers each month.
  • How they create content. They record support calls, capture the knowledge, and then use that knowledge to fill holes in their knowledge base.
  • Plan for change.
    • Stakeholder analysis
      • what behaviors do they need to learn?
      • what behaviors do they need to stop?
      • what behaviors do they need to continue?
    • Sponsorship requests — they were explicit about their asks. This clarified things for their sponsors and increased success.
    • Incent behaviors
    • Promote benefits
    • Measure effectiveness
      • They compared the results for Tier 0 (online self-service), Tier 1 (Helpdesk), and Tier 2 (specialized help)
      • They were looking for an increase in Tier 1 and a corresponding decline in Tier 1 requests
      • They use net promoter score to assess customer satisfaction
  • Marketing Plan
    • Digital
    • Signage
    • Onsite events
    • Having business leaders speak about the new service portal. “People don’t love the HelpDesk but they love the portal.”
  • Lessons Learned and What’s Next.
    • Before you start:
      • be prepared to demonstrate the business value of the proposed KM activities
      • strong sponsorship is a key enabler of change.
    • Plan for change — change is the hardest part of the process, not the new technology
    • Do extensive end-user interviews and testing. Then listen to them carefully to discern user requirements.
    • Forget about perfection. Use an agile approach: improve and iterate.
    • What’s next: keep track of progress and share results with sponsors (to maintain their commitment) and with users (to maintain their engagement).
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John Seely Brown Keynote: Knowledge Sharing in our Exponential World #KMWorld

KMWlogo_Stacked_Session Description: People & Tech — the Future of Knowledge Sharing

People are at the core of knowledge-sharing—the key to high functioning organizations. In John Seely Brown’s words, “We participate, therefore we are.” New and emerging technology can only enhance learning, sharing, and decision making to create successful organizations. Join our inspiring and knowledgeable speaker as he shares his view of the future of people and tech working together to share knowledge and create winning organizations.

Speaker: John Seely Brown, Director, Palo Alto Research Center

[These are my notes from the KMWorld 2017 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.]

NOTES:

  • We live in an Exponential World.  We are experiencing an exponential curve along which roughly every 18 months we have something new we have to think about. And that new thing forces us to change our view of our current best practices.
  • Whitewater Rafting. Whitewater rafting is a good metaphor for this age. In this period of rapid shifts (every 18 months), we are constantly creating tacit knowledge but do not have enough time to distill that knowledge and make it explicit. This means that we have to acquire new skills rapidly. However, the half-life of our skills is about five years. So we can never rest.
  • Scalable Learning. In this age of exponential change, we don’t merely need scalable learning. We need scalable UNLEARNING. This is the ability to forget our old tacit knowledge (and the associated beliefs) in order to replace it with newer, more correct knowledge and skills. The challenge is that we are caught in our own Competency Trap: sticking with what we know/do best — even in the face of obvious and unavoidable change.
  • Unlearning is hard. Unlearning depends on being able to find and expunge our own tacit knowledge and beliefs. The challenge is that sometimes we are completely unaware of those beliefs — we don’t realize we have them.
  • Start by Getting out of your Comfort Zone. Jack Hidary has a helpful protocol: every year, he takes a few days to learn something completely outside his area of expertise: (1) Attend a conference and sit and listen to every session. (2) On day 2, do not attend any conference session. Instead, sit by the coffee pots and listen to how subject matter experts talk about the subject. They will be “shamanistic,” using lots of jargon. Notice what they take for granted, notice what they miss. (As an outsider and novice, you will see things they do not see.) (3) On day 3, go outside and think about what you have heard and observed. Then determine what is actionable and worth pursuing. Using this approach, he attended an energy conference, did a quick deep dive into this area of expertise, realized we needed to switch to hybrids. He took action by convincing New York City Mayor Michael Bloomberg to convert some of its taxi fleet to hybrids. And he convinced President Obama to launch the Cash for Clunkers program.
  • Orchestrating Serendipity:
    • Choose serendipity environments
    • Develop Serendipity practices
    • Enhance Serendipity preparedness
  • Reverse Mentorship. Ths is a very practical and effective way to learn new skills
  • Institutional Innovations. How do we help our organizations think differently — not just use new tools?
    • Hackamonth — This is silo busting at Facebook. It’s a hackathon that lasts for 30 days to crack a problem. They do solve a lot of problems but, more importantly, they are building deeper communities of practice across the whole company.
    • Skadden Arps — they have implemented bi-directional learning opportunities by pairing young associates with senior partners. This work is facilitated: Peter Lesser (Skadden’s CEO) is the convener/moderator/translator.
  • New tools for empowering the edge.
    • cloud computing enables the edge to access all the power it needs without core approval
    • cloud enables nearly infinite scalability and reach, and enables new business models
    • social media amplifies engagement with external partners, customers and others in the core
    • bog data allows you to interpret weak signals
    • blockchain enables smart contracts with no overhead
  • Listening Tools. We also need tools that help us listen to each other better, interact with each other better.
  • Reality Mining. Sandy Pentland studies how to build great teams. He has learned that “patterns of communication are the most important predictor of a team’s success.” Just by listening to the intonation of the communications, the amount of information actually shared, the amount over-talk, Pentland’s group could separate the high-performing teams from the low-performing team.
  • Amplifying DevOps. DevOps creates a great deal of “digital dust.” Can we collect all these communications (across email, Slack, Jira, etc.) and mine them to improve our understanding? How would this then change the way we work?
  • What we Need for the Big Shift. The Big Shift calls for more than just scalable learning and unlearning. It calls for a new ontology  = a new way of being. This means blending in ourselves Homo Sapiens (man who thinks), Homo Faber (man who thinks) and Homo Ludens (man who plays). This playing isn’t just about recreation. It’s about “playing with” ideas and challenges in order to reach a breakthrough moment, an epiphany. Therefore, we need to learn how to do this type of play:
    • probing and pushing the boundaries
    • how to invent within a space of rules
    • deep tinkering
    • how we interrogate context is a form of “play” — like a detective who makes sense of the clues she reads in her environment.
  • Imagination is the Key. It is the way that we play, it is the way that we fuse or find an internal blend of knowing, making, and playing.
  • Our Symbiotic Relationship. When Big Blue defeated Gary Kasparov some thought it was the end of the ascendancy of humans. However, it also signaled an opportunity. Zack Stephens nd Steven Cramton were winners of the Freestyle Chess Tournament, which effectively is “a race with the machine” that is “a generative dance between us and the machine.” We need to look for opportunities for more generative dances.
  • What about IA? IA is Intelligent Augmentation. We can use intelligent augmentation to provide imagination (as the binding agent) with new properties.
    • Homo Faber + IA = digital assistants
    • Homo Ludens + IA = freestyle chess, Go masters
  • Networked Imagination: We need to create in each of us a product blend of human & machine. Then we need to figure out how to create distributed communities of practice that function as networked imagination.
  • CAUTION: “The real difficulty in changing any enterprise lies not in developing new ideas, but in escaping from the old ones. (John Maynard Keynes)
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Be Agile Not Fragile #KMWorld

KMWlogo_Stacked_Session Description: To be agile in knowledge management, and to innovate, Garfield suggests the following principles: identify three key business objectives, focus more on helping people use processes effectively, improve decisions, actions, and learning, connect people to each other so they can help each other at the time of need, implement, improve, and iterate. To avoid being fragile, steer clear of these traps: maturity models, best practices, metrics for the sake of metrics, certification, tool rollout and adoption, personality tests, corporate speak and more! Sure to spark an interesting discussion so don’t miss this session.

Speaker: Stan Garfield, Knowledge Manager, Author Implementing a Successful KM Programme; Founder, SIKM Leaders Community

[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.]

NOTES:

  • Fragile things typically are:
    • Large
    • Overly optimized — they are too smart for their own good; they are obsessed with standardization and efficiency
      • this works if everything goes according to plan
      • BUT things rarely go exactly according to plan — Randomness is the Rule (not the exception) — in the face of random errors or problems, the fragile system cannot cope with the variability
    • Brittle — they don’t have the innate ability to fend off stress
  • Fragilistas:  these are people who try to eliminate volatility.
    • Helicopter parents try to make life as safe as possible for their children but in the process they deprive their children of the ability to learn how to cope with variability and randomness.
  • How to avoid becoming a Fragilista? Avoid these behaviors
    • Maturity models and benchmarking: it’s good to learn from others but don’t try to conform to a rigid model.
      • Seth Godin: “Benchmarking against the universe actually encourages us to be mediocre, to be average, to just do what everyone else is doing.”
    • Best Practices suggest that the ideal has been achieved. Rather it’s better to look for (and then adapt for your context) “proven practices” that fit your environment.
    • Metrics for the sake of metrics — avoid tracking every random thing. Make sure there is a business reason for tracking something.
    • Certification — taking a one-week class in KM is not enough to be a KM expert. Focus on learning not on certification.
    • Tool Rollout and Adoption — don’t fixate on rolling out tools and then “driving” adoption. The better approach is to start with understanding the needs of the organization rather than finding a use for the tool you have purchased.
    • Personality Tests — each person is unique, not an oversimplified archetype. Why do we need this categorization? What is the practical use?
    • Corporate Speak — don’t use buzzwords, insider jargon, or corporate lingo. Refuse to use them —  use words and expressions that are widely understood if your intent is to communicate clearly.
    • Do as I say, not as I do — you must practice what you preach.  Your senior management must lead by example. (And the KM team must lead by example too.) People will closely observe the actions of leaders and mimic them. Therefore, model the desired behaviors.
    • Secrecy — don’t give lip service to transparency while continuing to operate in a closed manner. Communicate frequently, truthfully, and openly.
    • Mediocracy — man organizations have leaders have little (if any) talent and skill who nevertheless are dominant and highly influential. Leaders should serve their people and  treat them with respect.
  • Unfragile behaviors
    • people can’t find information
    • People are reluctant to ask for help in public
    • organizations want to push information out
  • How to Move from fragile to agile?
    • Make content easy to find
      • let users tag content to indicate “I reused this document” or “I found this document helpful”
      • figure out what documents are most important to your organization and force those to the top of the search results
    • Assist people when they ask for help
      • make it easy to figure out where to ask a question
      • train people to ask questions in community spaces
    • Use the power of pull
      • don’t force content on others
      • make your content/tool so attractive that people are eager to opt in
  • What would a “self-healing” KM system look like? (Question from Christian de Nef)
    • Simplicity
    • Mobility — easy to switch from one platform to another
    • Knowledge systems that do not rely on technology
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Innovation Through KM, Process, & Quality #KMWorld

KMWlogo_Stacked_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.]

NOTES:

  • 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.
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Future-Proofing Organizations #KMWorld

KMWlogo_Stacked_Session Description:  As our world continues to change at a rapid pace and take unexpected turns, our organizations have to be prepared to deal with what’s coming next even if it is unanticipated. Our popular speaker shares his strategies for future-proofing your organization.

Speakers: Dave Snowden, Director, Cynefin Centre, Bangor University, Wales Cognitive Edge

[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.]

NOTES:

  • What’s the Current State? 
    • We are suffering a modern malaise — too many years of struggling to fit the complexity of life into the simplified, engineering view of the world dictated by systems thinking.
    • We have used tools like Myers-Briggs that contrive to squash and flatten people so they fit into predefined boxes. Snowden ran a controlled experiment at IBM that established that astrology was a more reliable way of staff identification and team assignments than Myers-Brigg.
    • Techno-fetishism
      • The Nonaka Model launched thousands of failed KM initiatives.
      • The reduction of an artisan process to a simple methodology. The latest version of this is design thinking. You cannot master artisan processes in a two-day workshop.  It takes 2-3 years for the brain and body to co-evolve to the point that we can drive and talk at the same time. It takes 3-4 years for the brain and body to co-evolve sufficiently to apply expert knowledge. This is why apprenticeship is such an effective approach.
    • The false dichotomy of Order and Chaos. Despots throughout history have created or exploited chaos so that they can appear like heroes who promise (and occasionally deliver) order. We should adopt a more nuanced, less Manichean view of the world.
    • The Cult of Measurement. Six Sigma is a cult — its priests have different colored belts. Black belts do no real work because their job is to impose cult discipline.
      • PROBLEM: Whenever people are working for explicit rewards (e.g., measurements), this destroys intrinsic motivation.
    • The Intolerance of Deviance — HR departments create norms of how we should be. However, people are natural deviants. Yet we are forced to adhere to a particular view of how we should be.
    • The Obsession with the Strong Leader. This obsession ignores the fact that we work best with distributed leadership where different people contribute their unique talents and judgment.
    • The Anglo-Saxon Malaise: this is related to our over-emphasis on the individual. Yet we work best in communities.
    • The Tyranny of the Herds. The principle of democracy is that people should make individual decisions and those decisions collectively produce the wisdom of the crowds. However, if you permit opinion polls, then people start gaming the system and produce the tyranny of the herd. (He asserts that opinion polling should be banned during election season.)
      • Crowdsourcing is NOT the wisdom of the crowds.
    • The Naturalistic Fallacy — David Hume teaches that you should never derive an “ought” from an “is.” Just because you want it does not mean you should have it.
  • When to try novel solutions?
    • Start by asking: Where is the ecosystem? What stage is it at?
      • Snowden maps Geoffrey Moore’s Crossing the Chasm with S-Curve theory.
    • Dominant Predator Theory
      • During a period of dominance of a standard methodology, your best bet is to conform.
      • Once you see that the dominant predator, the standard methodology is not working so well anymore , then you have an opportunity to try something new because the old way is no longer reliable.
        • Six Sigma developed to try to wring efficiencies out of an old manufacturing system. Therefore, you should look for new manufacturing methods.
    • Past competency stops us from seeing future novelty.
      • We see only that which we are trained to see.
      • Drew, Vo & Wolfe published a study in 2013 that reported when 24 radiologists were asked to interpret a scan, 83% of them failed to notice the seriously enlarged picture of a gorilla inserted into the scan. Even those who looked directly at the gorilla did not realize they were looking at a very large picture of a gorilla. They saw only what they were trained to look for.
  • The Issues with Case-Based Evidence.
    • A fundamental obsession with Cases distorts our learning.
    • The Cobra Effect — when the British were in India, they decided there were too many cobras. So they announced an award for every cobra head turned in.  Then people set up cobra farms so they would have a supply of cobra heads.
    • The Butterfly Effect — a small thing can combine with other small things to create a big effect.
    • The Hawthorne Effect — if you do something new and pay attention to people, it will nearly always work the first time. However, you should not assume you can scale it. Until you really know WHY it worked, you should not replicate WHAT you did.
    • Cases are useful for explaining a situation. However, few cases have any predictive power. (Good science should have predictive power.)
      • if all you have is observations, you cannot scale
      • you need to be able to explain WHAT happened using reliable science
  • The Nature of the System Constrains how we can Act in It.
    • Start by understanding the nature of the current system
      • Ordered system — there are effective links in the system
        • checklists work
        • predictable, repeatable behavior
        • the whole = sum of the parts
      • Chaotic system — there are no effective links in the system — if you cannot contain the system, you have crisis; if you can contain the system, you have an opportunity for innovation.
      • Complex system — not a rigidly defined structure, it is ambiguous
        • variable links, permeable container
        • the whole is not the sum of the parts
        • use real-time feedback to moderate/modulate behaviors
    • The Law of Unintended Consequences — this is the only guaranteed feature of Complexity. If you know unintended consequences are inevitable, then you are ethically responsible for those consequences. Therefore, you should not make large, unmanageable interventions. Instead, make small safe-to-fail interventions in the present situation and then, once you have a body of evidence, announce the existence of these interventions.
      • This is in contrast to the usual corporate approach:  start by announcing a major initiative. In Snowden’s view, this inevitably dooms the initiative to failure.
      • The better approach is to set out on a journey rather than setting goals.
  • Distributed Ethnography.
    • Allow individuals to describe for themselves what is happening, rather than relying on experts. This empowers them and triggers novel solutions to tough problems.
    • Peer-to-peer knowledge flows are more effective than top-down mediated knowledge flows. Therefore, we need to engage people in the sensemaking.
  • New Theory of Change.
    • Discard the systems approach that starts by identifying a future perfect state and then tries to drag everyone into that future state. This appears in KM when we try to create the ideal future: a knowledge-sharing culture.
    • The better approach is to amplify what is working and diminish that which is not working. So, instead of striving for a distant goal, aim for the “adjacent possible.”
    • This translates into “nudging” the system into a better state rather than attempting to drag the system into that better state.
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Hacking the Old Way of Working #KMWorld

KMWlogo_Stacked_Session Title and Description: Hacking the Old Way of Working

During the past three years, the Port of Antwerp Authority designed a new process for generic knowledge work, supported with new kinds of tools. Our concept got awarded in Washington, which was a true confirmation, but it also started an important change project. The people factor (new skills, culture, communication) in change was underestimated. Hear about the dilemmas, disruption, tools, and trajectory and coping mechanisms.  It’s a process of thought and action combined in design, learning, experimentation and especially perseverance. Filled with tips and insights!

Speaker: Filip Callewaert, Head Information and Knowledge Management, Port of Antwerp Authority

[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.]

NOTES:

  • Don’t focus on the Eggs!.  We tend to focus too much on the eggs — the eggs are the results, the outputs of knowledge work. However, there is insufficient ROI on storing and organizing eggs that will inevitable rot over time. Instead, we should focus on the messiness and complexity of knowledge work itself.
  • How to focus on the knowledge process? Currently, much knowledge work is done in the dark, in solitary work or in Therefore, the answer is to enable observable work — by “Working Out Loud.” This serves to “lower the sea level,” thereby making more of the previously hidden iceberg of knowledge work more visible.
  • Keep testing your current ways of working — some of this works and some of it doesn’t:
    • Meetings — why do we have so many? How to have better meetings?
    • Project Management — why do so many projects fail?
    • Business Process Management — why are your process manuals covered with dust?
    • Personal Task Management — Me, Myself and My Silo
    • Team Task Management — how to introduce yet another tool for this?
    • Time Management — how to stop your head from hurting because of multitasking
  • How his organization improves knowledge work.
    • They work in the open (by default), where the content is available for immediate feedback.
      • Adaptive Case Management / Dynamic Case Management / Intelligent Case Management  — this is a process to “manage” knowledge work.
        • whenever they have a business challenge/ problem, they open a case
        • when problems get too big — open a case
        • their main ambition is to close the case
        • the case is “the single spot for action” for solving the problem — everyone involved in the problem does their work inside the case site in their social platform
        • they use templates to help structure their case site
    • They have 100% engagement/contribution. Because the case space is WHERE they work, there are no lurkers. This solves the 90-9-1 problem endemic with many social tools.
    • The case is a “container” but that container is open — people are invited in to help solve the problem.
  • New ways of working require new skills, attitudes, and behaviors.
    • content curation
    • community facilitation, platform building
    • conversation facilitation, moderation
    • “classical” information management
    • knowledge work management
    • critical thinking
    • meta-management (social learning)
    • information design
    • way-showing (wayfinding)
    • design thinking
    • working out loud
    • “Tweeting” (give the essence of information in 140 characters of less
    • empathizing
  • Book Recommendation: When Thinking Matters in the Workplace: How Executives and Leaders of Knowledge Work Teams can Innovate with Case Management by Keith Swenson.
  • How to Succeed in this work.
    • get acquainted with the “new stuff” and how it impacts your work
    • remain an “eternal learner”
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