dr. moria levy ceo, rom knowledgeware
DESCRIPTION
Knowledge Continuity & Retention. Avi Kedem CKO, IAI- Israeli Aircraft Industries www.iai.co.il. Dr. Moria Levy CEO, ROM Knowledgeware www.kmrom.com. To Be Discussed. The Need. Methodology. The IAI Way. Summary. The Need. Why Is Knowledge Continuity an Issue?. The “Baby Boom” - PowerPoint PPT PresentationTRANSCRIPT
Knowledge Continuity & Retention
Dr. Moria LevyCEO, ROM Knowledgeware
. .www kmrom com
Avi KedemCKO, IAI- Israeli Aircraft Industrieswww.iai.co.il
Methodology
The IAI Way
Summary
To Be Discussed
The Need
3
The Need
4
Why Is Knowledge Continuity an Issue?
The “Baby Boom” An era of knowledge
"there is nothing new under the sun"
Ecclesiastes Chapter 1,9
5
There is a Need!!!
Houston we have a problem
6
It is Not That Trivial (I)
The knowledge in one’s brain is ENDLESS
7
It is Not That Trivial (II)
Managers are too busy with today’s tasks
8
It is Not That Trivial (III)
In order to be used, the knowledge has to be readable and accessible
9
The Methodology
10
Redefining the Mission
Minimizing organizational business loss
11
Methodology
Preliminary stageDeciding: who's knowledge to preserve
1Scope Definition
2Knowledge Transfer
3Integration
( )
Published in Journal of Knowledge Management, Vol 15. No. 4, 2011
12
Deciding Who's Knowledge to Preserve 0
TIP: do not put too much energy into this stage (~5%)
13
Scope: what should be preserved?
TIP I: be empathic working with the retireeTIP II: prioritize. Ask- “SO WHAT?”
1
14
Knowledge Transfer
TIP I: structure the process
TIP II: structure the results (templates; structured wiki)
2
15
Integration into Organizational Environment
TIP: regard as most critical step
3
!
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Methodology
Preliminary stageDeciding: who's knowledge to preserve
1Scope Definition
2Knowledge Transfer
3Integration
( )
One more TIP: adjust to organizational characteristics
17
The IAI Way
18
Methodology in IAI
Mapping processes and subjects Prioritizing according to criticality
and complexity
Documenting Packaging
Designing user friendly interface Building a performance support
knowledge-base
Embedding the knowledge into the organization’s processes
Reuse of the retained knowledge
Scope Definition - Mapping
Integration
Knowledge-base Creation
Knowledge Capturing & Packaging
Mapping & Prioritization
1919
Scope Definition - Mapping
Integration
Knowledge-base Creation
Knowledge Capturing & Packaging
20
Capturing & PackagingScope Definition -
Mapping
Integration
Knowledge-base Creation
Knowledge Capturing & Packaging
21
Designing & Building
Scope Definition - Mapping
Integration
Knowledge-base Creation
Knowledge Capturing & Packaging
22
The retiring expert The future expert The process coordinator KM consultant Website developer
Who Is Involved?
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Duration: 4-6 month (net) The expert, future expert: 6-10 hours a week each
Time Investment
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Summary
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Why is Knowledge Continuity an issue? In the US and Canada 20% of the total work force will leave this decade
Minimizing organizational business loss: the estimated loss of expert’s knowledge $100,000
Are experts willing to share their knowledge? 70% Yes - anytime 20% Yes - a year plus before retirement 10% No
Personal Insights (l)
26
Essential prerequisites for success of knowledge retention The experts: willingness to share their knowledge The future expert / team: willingness and desire to learn and share Manager: involvement in the process and support
(Managers are too busy with today’s tasks)
Adjust the methodology implementation to organizational characteristics
Personal Insights (ll)
Existing team of experts
Objective: sharing explicit knowledge in an existing team of experts
Process: very similar to the one used for retiring expert Mapping: processes & subjects related to team’s know-how Knowledge Capturing: related to several experts Emphasis: introducing a culture of constant sharing of
explicit and tacit knowledge
Knowledge Continuity
27
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Discussion
Thank YouKnowledge Continuity & Retention
Speakers:Dr. Moria LevyCEO, ROM Knowledgeware
.moria@kmrom com
Avi KedemCKO, IAI- Israeli Aircraft [email protected]