learn do share 2.0
DESCRIPTION
Presentation delivered at ASTD's International Conference on Knowpedge Performance. Unlike traditional approached to KM, Beacon's approach pivots off a human performance stance - recognizing that knowledge assets are enablers of performance and not just data to be managed.TRANSCRIPT
KNOWLEDGE PERFORMANCE
Learn/Do/Share – A New Approach for Linking Knowledge to Performance
Presented by: Mason Holloway, Senior Director
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Agenda
• Introductions• Key terminology and concepts• A new approach • Case study example• Questions
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Today’s topic
A performance based approach to knowledge management based on identifying the critical outcomes in the organization, linking those outcomes to knowledge needs and sources, aligning them in a learn-do-share paradigm and ordering it all within a performance portal.
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Well said…
"If only HP knew what it knows it would make three times
more profit tomorrow"-- Lew Platt, ex CEO Hewlett Packard
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Discussion
• How many of you are familiar with and/or have participated in any of the ASTD HPI courses?
• How many of you work for an organization that currently has a knowledge management strategy and/or tool in place?– What results or changes has your organization’s
knowledge management strategy or tool brought to the organization?
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KEY TERMINOLOGY
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Key Terminology & Concepts
• Knowledge vs. Information– Knowledge consists of facts, truths and beliefs,
perspectives and concepts, judgments and expectations, methodologies and know-how• Knowledge is accumulated and integrated and held over
time to solve specific challenges and handle specific situations
– Information consists of facts and data organized to describe a particular situation or condition• Knowledge is applied to interpret information about the
situation and how to handle it
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Key Terminology & Concepts• Knowledge need
– Knowledge and information required to produce a job outcome
• Knowledge source– From where the knowledge or information is obtained– Knowledge sources can be explicit or tacit sources
• Explicit vs. Tacit knowledge– Explicit knowledge is often times documented knowledge and
information that can be accessed and stored easily– Tacit knowledge is undocumented experiential knowledge that
exists within people’s heads
Key Terminology & Concepts• Human Performance Improvement
– The theory of human performance improvement (HPI) focuses on the outcomes, results and accomplishments achieved by a person, group or organization
• Outcome– The output or end result of a set of actions by a performer that
is directly linked to producing a desired business result– Sample outcomes are:
• A strategic plan• A quarterly report• A succession plan• A successful proposal
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Key Terminology & Concepts
• ExampleOutcome Knowledge Need Knowledge Source
Current news
24/7 Crisis Travel Service
Overseas Security Advisory Council
Project staff
Department of Defense
Department of State
Industry groups
Security briefings
Critical current security information
Regulations on security industry operations
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Key Terminology & Concepts
• Performance portal– An integrated knowledge solution that allows
users to leverage, capture and share knowledge in the context of their performance on the job
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LEARN-DO-SHARE
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A new approach• A performance based approach to
leveraging knowledge that links people directly to the knowledge needs and source they need to produce critical job outcomes
• The framework is organized first on what the performer is trying to achieve to create value for the organization
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The a priori, a posteriori problem
• A priori knowledge is knowledge that is known independently of experience (that is, it is non-empirical, or arrived at beforehand, usually by reason).
• A posteriori knowledge is knowledge that is known by experience (that is, it is empirical, or arrived at afterward).
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Social media is nothing - an oxymoron at best: media are simply media, incapable of being at all social. People are social. Information isn't social either - but it is everything. With that in mind, it's important to understand what information people need and how they access that information in order to achieve results.Adapted from Phil BaumannSocial Media Anxiety DisorderNext Gen Pharma
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BUILDING A PERFORMANCE BASED KNOWLEDGE MANAGEMENT SOLUTION
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A 4-step process
1. Identify critical job outcomes, knowledge needs and knowledge sources from across the organizationa) Use a structured performance analysis process like
Performance DNA™2. Create knowledge maps for each job role/function based
on outcomes3. Develop an organizational knowledge map to identify
knowledge needs and sources and map the flow and exchange of knowledge
4. Analyze results and identify major centers of performance, to structure Performance Portals
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Identify critical job outcomes
• Outcomes link activity to business goals• Identify outcomes using a structured
performance analysis process• Sample questions– What do you produce in your job that is the most
important?– When your day (and job activities) has gone very well
and everything has fallen into place, what do you leave behind when you are done with everything?
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Identify critical job outcomes
• Sample outcomes– Business development• A completed proposal• An organizational business plan• A bid/no bid decision
– Project Director• A strategy paper• An analysis of current trends• A successful country strategy
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Identify knowledge needs and sources
• Using the critical job outcomes – – Identify the knowledge needed to produce each
outcome – Identify the source from which that knowledge is
obtained
Outcome Knowledge Need Knowledge SourceCurrent news
24/7 Crisis Travel Service
Overseas Security Advisory Council
Project staff
Department of Defense
Department of State
Industry groups
Security briefings
Critical current security information
Regulations on security industry operations
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Create knowledge maps
• Knowledge maps provide visual representation of:– The outcomes, knowledge needs and sources for a
given job role– Complex relationships
• Use a tool like NodeXL to– Build the organizational knowledge map to map the
flow and exchange of knowledge– Identify the top knowledge needs and sources– Identify the major centers of performance produced
within the organization
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NodeXL DataA qualifed and appropriately utilized staff 1 5 917.000 0.005A strategy to build the practice 1 3 545.509 0.005A strong reputation of the practice 1 3 565.205 0.005A successfully managed project 1 5 754.000 0.005A talented and capable junior staff 1 2 358.654 0.005A technical approach for a current project 1 3 661.076 0.005A technical approach for a proposal 1 4 811.710 0.005A well designed research project 1 2 348.029 0.005An informed senior management team 1 3 613.000 0.005Assignments of staff 1 1 36.000 0.004Awareness of partner activities 1 2 40.400 0.004Awareness of staffing issues 1 1 128.000 0.004Benchmarks 1 2 40.400 0.004Contacts/networks 1 0 0.000 0.003
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Organizational knowledge map
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Organizational knowledge map
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Sample knowledge map
• Sample knowledge map for a given job
Datatracker*
Size and scope ofbid
Datatracker*Cost of bids
Datatracker*
Amount of timespent on bids
Datatracker*Number of bids
Datatracker*Win-rate
Analysis to developthe business plan
Research*
Networking/Intelligence*
Competitorinformation and
performance
Briefing book
Local partners andtheir networks
Partner intelligence
Countryvisits*
Trip reports
Circumstances invarious countries
An actionable set ofbusiness intelligence
data
Externalpublications*
Industry events
Practice AreaLeads
Networking/Intelligence*
Knowledge of whatis going on ingreater world
Networking/Intelligence*
Relationships withofficials
Current legislationand budgets thataffect foreign aid
Effective externalrelations
Personalexperiences from
the field
Program results
StrategicPlan*
Fact sheetsTargeted/strategiccommunications
Practice AreaLeads
Networking/Intelligence*
Research*
Forward thinking
Division leadsDivision goals
StrategicPlan*Strategic goals
An organizationalbusiness plan
Networking/Intelligence*Chances of winning
PPR*
Past success rate
Win-rate
A weightedprobability
Externalpublications*
Expert
External literaturereview
Countryinformation*
Competitor analysis
Research*
Briefing book
Division leads*Personnel capacity
Proposal tracker
Division leads*Personnelavailability
RFP*Complexity ofproject
RFP*Requirements fromRFP
A well informedproposal team
HR Talent resourcesavailable
Proposal tracker Win-rate
Size and scope Profitability
StrategicPlan*
Fit to Creative'sstrategic priorities
and how will projectadvance technical
goals
PPR* Past performance intopic area
HR*
Resource database
The right staff
Networking/Intelligence*
Existing partners
The right partners
Research*
Networking/Intelligence*
Analysis of thecompetition
Networking/Intelligence* Release date
USAIDforecast* Size and scope
USAIDforecast*
Type of instrument -contract, grant,
DOD, IDQ
BD staff Who is managing
ProjectDirectors
Practice AreaLeads
USAID strategydocument
Regional and localinformation
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Field intelligence
Finance Competitive pricingstrategy
Experience After action review
Project staff
Completed projects
PPR
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
A strong technicaldesign/approach
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
HR*
A qualified COP
Networking/Intelligence*
Countryvisits*
USAID missionpreferences
ProjectDirectors
Practice AreaLeads
Countryvisits*
Country information
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
Competitorinformation
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
Business intelligence
BusinessDevelopmentA successful
proposal
A bid/no bid decision
An up to date tracker
Jerrold KeilsonEllen Giordano
Alex Dunlop
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CASE STUDY
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Case Study – The Challenge
• Mid-size international development organization whose major commodity is thoughts, solutions and ideas that help people around the world realize the positive changes they desire in their everyday life.
• The knowledge within the organization and important ideas generated often have implications far beyond the numbers on the balance sheet; they often mean changes in the fundamental quality of life of entire communities or in some cases the difference between life and death
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Data Gathering Process• Overview
– 31 interviews conducted with individuals from across the organization• Backstops• Business Development• COPs• Division Directors• Field Operations & Security• Finance & Contracts• HR• IT• Practice Area Leads• Project Directors• Senior Director
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Data Gathering Process
• Overview– Individuals asked to describe:• Critical outcomes they produce in their role• Knowledge needed to produce those outcomes• Sources of the knowledge
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Analysis Approach• All outcomes, knowledge needs
and sources discussed were mapped into role specific knowledge maps
• Focus groups were conducted to validate outcomes, knowledge needs and sources captured
• All data categorized to allow us to analyze the top knowledge needs and sources– Knowledge sources were
categorized into explicit and tacit knowledge sources
Datatracker*
Size and scope ofbid
Datatracker*Cost of bids
Datatracker*
Amount of timespent on bids
Datatracker*Number of bids
Datatracker*Win-rate
Analysis to developthe business plan
Research*
Networking/Intelligence*
Competitorinformation and
performance
Briefing book
Local partners andtheir networks
Partner intelligence
Countryvisits*
Trip reports
Circumstances invarious countries
An actionable set ofbusiness intelligence
data
Externalpublications*
Industry events
Practice AreaLeads
Networking/Intelligence*
Knowledge of whatis going on ingreater world
Networking/Intelligence*
Relationships withofficials
Current legislationand budgets thataffect foreign aid
Effective externalrelations
Personalexperiences from
the field
Program results
StrategicPlan*
Fact sheetsTargeted/strategiccommunications
Practice AreaLeads
Networking/Intelligence*
Research*
Forward thinking
Division leadsDivision goals
StrategicPlan*Strategic goals
An organizationalbusiness plan
Networking/Intelligence*Chances of winning
PPR*
Past success rate
Win-rate
A weightedprobability
Externalpublications*
Expert
External literaturereview
Countryinformation*
Competitor analysis
Research*
Briefing book
Division leads*Personnel capacity
Proposal tracker
Division leads*Personnelavailability
RFP*Complexity ofproject
RFP*Requirements fromRFP
A well informedproposal team
HR Talent resourcesavailable
Proposal tracker Win-rate
Size and scope Profitability
StrategicPlan*
Fit to Creative'sstrategic priorities
and how will projectadvance technical
goals
PPR* Past performance intopic area
HR*
Resource database
The right staff
Networking/Intelligence*
Existing partners
The right partners
Research*
Networking/Intelligence*
Analysis of thecompetition
Networking/Intelligence* Release date
USAIDforecast* Size and scope
USAIDforecast*
Type of instrument -contract, grant,
DOD, IDQ
BD staff Who is managing
ProjectDirectors
Practice AreaLeads
USAID strategydocument
Regional and localinformation
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Field intelligence
Finance Competitive pricingstrategy
Experience After action review
Project staff
Completed projects
PPR
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
A strong technicaldesign/approach
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
HR*
A qualified COP
Networking/Intelligence*
Countryvisits*
USAID missionpreferences
ProjectDirectors
Practice AreaLeads
Countryvisits*
Country information
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
Competitorinformation
ProjectDirectors
Practice AreaLeads
Networking/Intelligence*
Research*
Business intelligence
BusinessDevelopmentA successful
proposal
A bid/no bid decision
An up to date tracker
Jerrold KeilsonEllen Giordano
Alex Dunlop
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Findings
• Top knowledge needs
Top knowledge needs
Past performance Budget for a project or internal initiative Corporate financial information Contract information Knowledge of relevant topical information around the world Project environment information An actionable set of business intelligence External sources for professional development Proposal Backlog assessment
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Findings• Top knowledge sources
Top tacit knowledge sources
Field staff Internal (HQ) project staff Division Directors Networking/Intelligence Partners Country visits USAID Networks Consultants Ministry
Top explicit knowledge sources
Research SOW RFP Contracts External literature An institutional model Country information Organizational goals HR staff Project plan
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Clustering Knowledge Needs
• Aligned knowledge needs into performance portals– Finding and winning new business– Implementing and supporting current programs– Developing and advancing the organization’s
intellectual position within the market– Managing and supporting the business– Managing my career (for internal employees)– Working with the organization (for external partners)
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Additional findings• Staff were generally not aware of the knowledge available
to them• Roughly 27% of the knowledge sources were tacit sources
– People rely on other individuals for their knowledge based on past experiences and their individual expertise in order to• Develop a technical approach for a proposal• Locate information on past projects• Assess what is going on in a country
• Some tacit knowledge sources could easily be transformed into explicit knowledge sources
• Examples– Trip reports– Knowledge of staff education, credentials, past experiences, published
articles or papers
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Our soultion
– A performance based knowledge management system based on:• Defined set of employee and organizational
performance requirements• A detailed map of the flow and exchange of knowledge
throughout the organization– Top knowledge needs and knowledge sources identified– Identified choke points to the flow and exchange of
information• A Learn – Do – Share paradigm• SharePoint 2010
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Performance Portal Design
• Structured performance portals on the findings of PDNA™ Analysis to enable users to leverage, and share critical knowledge through a consistent and structured platform
Creative PerformancePortal Launch Site
Managing andsupporting the
business
Developing andadvancingCreative’s
intellectual positionwithin the market
Implementing andsupporting current
programsFinding and winning
new business
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Performance Portal Design
• LEARN/DO/SHARE paradigm– Allows the user to define their experience within the
performance portal– Does not require the user to know anything about the
context of the knowledge or information, but instead only the needs and context of their particular situation
Learn Do Share
User requiresunderstanding of subject.
Knowledge may beincremental toaccomplishment of othertasks or outcomes ordevelopmental in nature.
User requires specificknowledge forcompletion of a task oroutcome.
Knowledge is likelycentral to user's ability tosuccessfully perform.
User has discoveredincremental knowledge.
Knowledge in augmentedor altered in some wayby user's discovery andcould drive incrementalvalue for the company
Use
rRe
quir
emen
ts
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Performance Portal Design• The importance of SHARE
– A core component of the value and adoption of a knowledge management system is the ‘living’ nature of the system as a resource
– To accomplish this, users are encouraged to share back valuable lessons learned and knowledge components through the SHARE section of the portal
– Knowledge components that are shared back into the system are vetted through a formal knowledge nomination process
StartKnowledge
Contentfrom UserSH
ARE
Nomination Reviewby Knowledge
Manager
SME/Peer Review
KM Addition
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Before – Main Intranet portal
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Before - Traditional Document Library and forms
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Before – KM Portal site
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After – Knowledge Management Portal
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Taxonomy – the final piece
Metadata Specification
Cardinality Administrator Editor Author
Field Description / Function dc.equivalent Data Format / Source Min Max Set By Note Read Write Read Write Read WriteDOCUMENT DESCRIPTION FIELDS
filenameUse to record the file name of the content item. dc.identifier text 1 1 SP
SP should autmatically assign the filename of the file being uploaded. Y N Y N Y N
formatUse to record the file format of the content. dc.format text 1 1 SP
SP should automatically assign the filename extension of the file being uploaded. Y N Y N Y N
bytecountUse to record the size of the uploaded file in bytes. dc.extent integer 1 1 SP
SP should automatically generate the byte count for the file being uploaded. Y N Y N Y N
title
Use to record the title for the content, suitable for display in search result listings, bookmarks, window headers, etc. dc.title text 1 1 SP
SP should copy title from the content. People should be allowed to change the title (or copy it from the content) if it is not correct. SP must not overwrite this once it has been manually changed. Y Y Y Y Y Y
descriptionUse to provide a short description, summary or abstract of the content. dc.description text 1 1Manual Y Y Y Y Y Y
contentType Use to identify the genre of the content. dc.type controlled vocabulary 1 1Manual
SP should copy the type from the template if a template has been used to generate the content. People should be allowed to change the type. SP must not overwrite this once it has been manually changed. Y Y Y Y Y Y
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Additional considerations
• Support structure and governance– Reward structure – recognition for knowledge sharing
with peers– Integrated into performance management– Openness/transparency – no hidden agendas– Sharing supported – communication and coordination
between groups– Trust – shared objectives– Top management support – upward and downward
communication
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Questions?• For more information, contact:• Mason Holloway
Senior Director, Consulting GroupBeacon Associates
• [email protected]• 443-995-4797
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For more information, contact:
Mason HollowaySenior Director, Consulting GroupBeacon [email protected]