km middle east 2012 - collison presentation
DESCRIPTION
Chris Collison's presentation to KM Middle East 2012TRANSCRIPT
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Implementing Knowledge Management for Success
KM Middle East
March 14th 2012
@chris_collison Knowledgeable Ltd www.chriscollison.com [email protected]
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Two stories of success to learn from...
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Learning on an Olympic Scale
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The Olympic Museum in Lausanne, Switzerland
W I N N I N G W A Y S Learning on an Olympic scale.
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Sharing the torch of knowledge?
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What if 2022 was also a Middle East Olympic year?
Now, imagine that you are the organizing committee. What knowledge do you need?
Jacques Rogge, IOC
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If you were the IOC KM TeaM, what would you do?
2000 2004 2008 2012 2016
2002 2006 2010 2014 2018
7 years advanced warning of a $10Bn project!
• What processes and tools would you put in place to
maximise the knowledge transfer and learning from
one host city to another?
• Please discuss at your tables.
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Two stories of success to learn from...
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Syngenta – International Agri-business and ‘MAKE’ awards winner
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Growing a new Knowledge Management Strategy
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Definition:
Knowledge management is a set of processes,
tools and behaviours which connect and
motivate people to share expertise, insights,
good practices and learning.
Definition and Vision for Knowledge Management
Vision:
Syngenta will connect information, knowledge
and people better and faster than the
competition.
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Assessment of KM Capability (Learning to Fly. Collison & Parcell 2004)
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Looking at Knowledge Management through the WIKID Spiral
• Wisdom
• Insight
• Knowledge
• Information
• Data • Capturing • Codifying • Sharing
• Analysing • Summarising • Deducing
• Searching • Finding • Collating • Interpreting
• Discussing • Sharing • Building • Learning
• Creating • Innovating • Making Breakthroughs • Deciding
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Knowledge Sharing Toolkit
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Nurturing the right culture
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Leaders recognise the link between KM and performance. The right attitudes exist at the top to share and use others’ know-how. Leaders reinforce the right behaviour and act as role models.
Leadership Behaviours
KM is everyone’s responsibility; a few jobs are dedicated to managing knowledge. “Knowledge sharing is power.” Leaders set expectations by “asking the right questions”, and rewarding the right behaviours.
KM is viewed as the responsibility of a specialist team. Some leaders talk the talk, but don't always walk the walk!
Some managers give people the time to share and learn, but there is little visible support from the top.
KM viewed as management fad. Leaders sceptical as to benefits. Leaders think networking leads to lack of accountability. Attitude of "Knowledge is power".
A focus on leadership
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7 behavioural barriers
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• I’ll get cut down if I say
we’ve got a good
practice to share
• I don’t want to endure
the scrutiny of others
• And I don’t want to be
inundated with
questions…
• “Let’s keep our heads
down – we’re busy!”
Tall Poppy Syndrome
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Shrinking Violet Syndrome
• I don’t think we’re doing
anything special
• Actually, I’m not sure
what “special” looks like
• Nobody would be
interested in what we’re
doing…
• There are lots of real
experts out there..
• Ignorance is bliss!
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Not Invented Here
• We’re different here
• Nobody else really
understands us
• We have unique problems
• And anyway, I like coming
up with unique answers!
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Real men don’t ask directions (TomTom Syndrome)
• I didn’t get where I was
today by asking for help!
• My colleagues might think
I’m incompetent
• Success is all about self-
sufficiency
• Once I’ve solved my
problem, I’ll share what
I’ve done
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• No time to talk, but let me
email you a document.
• Of course I’ll share my
knowledge with you – it’s
all in this report…
• It’s all on the intranet
• Haven’t you searched on
SmartDoc yet?
“Don’t worry, it’s documented” Syndrome
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• If I share this openly, it
might be taken out of
context.
• Someone might make a
decision without the full
knowledge.
• I know where it is – people
can always ask me.
• If I share this openly, it
might weaken my
position.
“Lock it away” Syndrome
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• I just don’t have the time
to learn-before-doing
• I’d share, but I’ve got so
much on my plate…
• I don’t think it’s worth
waiting – I know what I
need to know.
• I know this knowledge-
sharing is important, but
my objectives are more
important!
Hamster-on-the-wheel Syndrome
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Syngenta’s TREE Awards
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Building Networks (Communities)
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LEAP Programme and Networks
8 Global Networks of Excellence in Manufacturing and Supply
Plus a Global Supply Academy
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Inspiration from other companies (Rio Tinto)
“Communities of practice are groups of people who
share a concern or a passion for something they do and
learn how to do it better as they interact regularly.”
Etienne Wenger
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Delivery of outputs (projects, products) together.
Innovation and Ideas Generation
Building capability. Improvement and problem solving
Getting the purpose of their networks clear
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Defining and supporting strategic networks
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Using Network Analysis to assess the risks and opportunities
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Assessment of KM Capability
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Ten Lessons from Successful Implementation
• Understand the supply and demand of knowledge
• Provide choices and options
• Get people talking
• Focus knowledge capture on repeatable activities
• Acknowledge that the cultural context changes
• Benchmark capability
• Make it simple and practical
• Understand culture
• Recognise the right behaviours
• Sustain through networks
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Thank You!
@chris_collison Knowledgeable Ltd www.chriscollison.com [email protected]