ron young 2 5 nov km in public sector chuncheon ro korea
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© Knowledge Associates International Ltd. 2009 1
Good Practices/Strategies for KM in the Public Sector in Europe
Ron Young, CKO, Knowledge Associates International
© Knowledge Associates International Ltd. 2009 2
KM in the Public Sector in Europe
KM in the Global Knowledge Economy
KM and Europe 2020 Vision
KM and UK Government Strategy
KM in UK National Health Service
KM in the BBC
Summary Conclusions
© Knowledge Associates International Ltd. 2009 3
APO KM Publications 2009-2010
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www.knowledge-management-online.com
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KM in the Public Sector in Europe
KM in the Global Knowledge Economy
KM and Europe 2020 Vision
KM and UK Government Strategy
KM in UK National Health Service
KM in the BBC
Summary Conclusions
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Exponential explosion of Knowledge
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IC/Knowledge Asset Auditing?
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KM in the Public Sector in Europe
KM in the Global Knowledge Economy
KM and Europe 2020 Vision
KM and UK Government Strategy
KM in UK National Health Service
KM in the BBC
Summary Conclusions
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British Standards Institute Guide to Good Practices
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Knowledge Asset Framework
Developed by the Know-Net Consortium 1998 – 2000
Enhanced by Knowledge Associates 2001-2009
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Knowledge Asset Management
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KM Framework – European Perspective
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European Commission
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Europe 2020
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Europe 2020 headline targets
75% population aged 20-64 employed
3% EU’s GDP invested in R&D
“20/20/20” climate energy targets met
Under 10% early school leavers & 40% younger generation have a tertiary degree
20 million less people at risk of poverty
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KM 2020 Vision7 Flagships
Innovation Union
Youth on the move
A digital agenda for Europe
Resource efficient Europe
An industrial policy for the globalisation era
An agenda for new skills and jobs
European platform against poverty
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Europe 2020
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KM in the Public Sector in Europe
KM in the Global Knowledge Economy
KM and Europe 2020 Vision
KM and UK Government Strategy
KM in UK National Health Service
KM in the BBC
Summary Conclusions
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UK Government White Paper
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Origins of the UK Government White Paper
Knowledge viewed as a key determinant of economic growth and, therefore, national prosperity.
Knowledge Driven competitiveness, globally, exploits knowledge, skills and creativity – difficult to copy
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“ Our success depends on how well we exploit our most valuable assets: our knowledge, skills and creativity.
These are key to designing high-value goods and services and advanced business practices. They are at the heart of a modern, knowledge driven economy.”
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“ Our success depends on how well we exploit our most valuable assets: our knowledge, skills and creativity.
These are key to designing high-value goods and services and advanced business practices. They are at the heart of a modern, knowledge driven economy.”
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“Government needs to learn and innovate as much as the private sector and it must create new mechanisms for sharing ideas and best practices.”
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“Government needs to learn and innovate as much as the private sector and it must create new mechanisms for sharing ideas and best practices.”
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Learning, Knowledge, Skills, Creativity, Innovation,
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Understanding the 4 Dimensions of Knowledge Management & Innovation
KM&I Vision
1.Communication Stage 1
2. Collaboration Stage 2
3. KM Process Stage 3
4.Create & Innovate
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KM & Innovation
Strategy
Sharing &Applying
Knowledge
CreativityLearning
Innovation Collaborate
Communicate
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KM in the Public Sector in Europe
KM in the Global Knowledge Economy
KM and Europe 2020 Vision
KM and UK Government Strategy
KM in UK National Health Service
KM in the BBC
Summary Conclusions
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Knowledge in Healthcare
"Knowledge is the enemy of disease, the application of what we know will have a bigger impact than any drug or technology likely to be introduced in the next decade. I’m talking about three types of knowledge here: Statistics, Evidence and Mistakes - we need to be able to deliver these as simply and abundantly as we deliver clean water."
Sir Muir GrayNHS Chief Knowledge Officer
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CSIP, Birmingham, UK
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Care Services Improvement Partnership CSIP
Organization Profile
Why KM?
Identifying Knowledge Needs
KM Strategy
KM Implementation Plan
Key Results
Key Lessons Learned
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CSIP Organization
70 Professionals
UK Healthcare services to children, adults, older people, mental distress, physical disability, learning disability, prison health, local government
Support to Local Authorities, regional agencies, voluntary and private organisations
Draw from clinicians, practitioners, senior managers, specialists, networks of people
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Will CSIP survive for another 12 months?
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2006 Starting to investigate KM
Alastair McIntyre
Associate Director
Martin Fisher
KM Lead
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How to Implement KM – 7 Generic Steps
1. KM Vision Development 2. Knowledge Assessment3. KM Strategy and Framework Development 4. Compelling KM Business Case Support 5. New KM roles and responsibilities 6. Implement KM Processes & Technologies7. Measure and Improve (K Asset Accounting)
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Summary of Specific KM Actions
KM Awareness and education across whole organizationEstablishing a KM Working GroupKM Assessment surveys to determine levels of maturityIdentification of Key Knowledge AreasDevelopment of a KM StrategyTraining people in knowledge-working skills & toolsCreating Knowledge Roles across the organizationA formal KM Process to collectively, systematically and continually manage knowledge Linking roles with organizational framework for personal knowledge & skills development
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CSIP KM Assessment Survey
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KM Strategy to create value by
Capturing, storing and sharing knowledge more effectively
Not repeatedly ‘re-inventing the wheel’
Collaborating naturally
‘Knowing what we know’
‘Know who knows what’ – expert directory
Reducing isolation and improving integration within our Team
Improving cooperation with our regional stakeholders
Continually improving and measuring our progress
Maintaining our systems
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Compelling KM Business Case
What knowledge areas, if we could
really manage them better, would make a big difference to our value?
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Compelling KM Business Case
Personal KM
Team KM
Organizational KM
Inter-Organizational KM
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New Roles & Responsibilities
Associate Director (Chief Knowledge Officer)
Business Manager
Head and one other member of IT Services
One representative Consultant
Knowledge Management Lead
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Personal responsibility for KM
“As we all need to be better knowledge
managers, we must all be supported
with training and ongoing assistance with
knowledge-related skills and competencies
appropriate to our roles”
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CSIP Knowledge Community
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Share
start conversations ask questions and provide answers
work together in groups share your latest news and events
share useful resources
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Find
find people and groups join conversations
read the latest news find forthcoming events
find useful resources
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Support
read answers to common questions get help from other users
offer support and guidance personalise this website
change your profile
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“We have identified levels of Knowledge Worker skills that are commensurate with newly created
Knowledge Roles within the team, and have aligned these skills with each post’s profiles within the NHS Knowledge & Skills Framework. This ties KM skills and competencies to each member’s
personal development ”
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KM Maturity ModelQuestion Score XYZ
1. Am I effectively capturing information about new people/experts, project work, newlearnings, new ideas, insights?
15
2. Am I effectively storing new people/experts, project work, new learnings, new ideas, Insights?
5
3. Am I effectively sharing/applying new people/experts, project work, new learnings, new ideas, insights?
15
4. Am I effectively collaborating and discussing problems, issues, new ideas, learnings insights?
30
5. Am I effectively harvesting new learnings, new ideas, insights? 20
6. Am I effectively developing shared best practices and applying best eKnowledge ? 30
7. Am I effectively developing best experts and leveraging on Communities ? 50
8. Am I effectively measuring the above KM activities? 25
9. Am I effectively maintaining my KM system? 10
200
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Knowledge Competencies
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Key Challenges
Convincing colleagues of the relevance of KM to their everyday work
Making a convincing link between theory of KM and effort and personal responsibility
Identifying work improvement areas without being critical of people’s work practices
Perception the ‘doing KM’ is extra work
Overcoming the attitude ‘Why should I share?’
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Key Results
Increased team wide collective and systematic KM
Better management of critical knowledge bases
A natural Community of Practitioners
Greater collaboration
Building an asset of ‘Learning Logs’ from projects
Positive measures of continuous improvement
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Greatest Result
Established recognition for the value
CSIP deliver to the NHS Group
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Key Lessons Learned
Demonstrate what you preach – be practicalNeeding to work in a new way doesn’t automatically make people good at doing itNever underestimate personal support, especially new toolsTie your KM based objectives to – Organisational objectives– Personal development
Keep an eye on the big picture AND recognise the importance of individual elements of the programme
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BBC
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Step 1 Get people talking
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Step 2 People Finder
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Step 3 Get Blogging
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Step 4 Use Wiki’s
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KM in the Public Sector in Europe
KM in the Global Knowledge Economy
KM and Europe 2020 Vision
KM and UK Government Strategy
KM in UK National Health Service
KM in the BBC
Summary Conclusions
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Summary and Conclusions
The 4 pillars – Entrepreneurial, Education, ICT, InnovationIC/Knowledge Asset Accounting & AuditInnovation Europe, a digital agenda, new skills & jobs Learning, Knowledge, Skills, Creativity, InnovationDifficult to copy Government needs to learn and innovateWhat knowledge areas, if we could really manage them better, would make a big difference to our value?Knowledge facilitators and knowledge brokersGet talking, find people, build stronger relationships & share knowledge using blogs and wiki’sKM is for everyone – personal, team, organizational and inter-organizational
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Contact Me
Email: [email protected]
Twitter: www.twitter.com/ronyoung
Blog: http://km-consulting.blogspot.com
Facebook: www.facebook.com/ronyoung
Linkedin: www.linkedin.com/ronyoung
website: www.knowledge-management-online.com