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Enhancing Knowledge Management in Multi-National Forces: Challenges and Strategies

This document outlines the crucial role of Knowledge Management (KM) within the Multi-National Forces in Iraq, as discussed by CAPT Jan Hamby, USN. It addresses various challenges faced by commanders, including information overload, operational connectivity, and organizational hurdles. The discussion emphasizes the importance of making KM operationally relevant to support counter-insurgency efforts and promote collaboration among agencies. Key responsibilities of the KM officer and the integration of information management are also explored, highlighting strategies for effective communication, data management, and decision-making.

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Enhancing Knowledge Management in Multi-National Forces: Challenges and Strategies

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Presentation Transcript

  1. Knowledge Management on theFront Lines CAPT Jan Hamby, USN 13 February 2007

  2. KM on the Front Lines • HQ Multi-National Force – Iraq • Commander’s Information Challenges • Commander’s Organizational Challenges • MNF-I KM Circa August 2005 • Making KM Operationally Relevant • KM Officer’s Responsibilities Circa May 2006 • Operational Knowledge Management • Information Management • Iraqi National CIO • Transformation

  3. HQ Multi-National Force – Iraq • Support for a Free and Democratic Iraq • Counter-Insurgency • Inter-Agency Cooperation • Battlespace Awareness • Threats/Vulnerabilities • Operations • Analysis/Prediction

  4. Commander’s Information Challenges • Command and Control – Development and dissemination of policy, orders, directives, etc. • Information Overload – Onslaught of data • E-mails, files, records, queries, sensor data • Making Operational Connections – Link and nodal analysis of social and systems networks • Policy and Legal Requirements – Records management, archive and preservation • Strategic Communications – Creating and/or sustaining Non-Kinetic Effects • Information Management – Staff data and information organization for integrity and retrieval • Staff Collaboration – Stove-piped directorates and high operational tempo

  5. Commander’s Organizational Challenges • Level of Understanding • Knowledge Management as an operational force multiplier • KM subordinate to Information Management • Information Silos • Data Ownership Food Fights • Ops Tempo

  6. MNF-I KM Circa August 2005 • Recognized that Collaboration was Essential to Meeting Commander’s Needs • Lack of Traction from “Operators” • Bleeding Edge Collaboration Tools • Responsible for “Legacy” Systems • “As-Installed” for Tactical Necessity • Rapid Turnover of Personnel Signs along the way…but no overarching map.

  7. Making KM Operationally Relevant • Move Out of the Realm of Theory • Focus on decision making (Rationalizing data flows) • Tactical through strategic (CIDNE) • Convoy route planning • Engagement tracking • Give a Useful Product (MNF-I Sharepoint Portal) • Tool PLUS Training PLUS Digital ROE/CONOPS • Build the social network • Find the disenchanted • Make them disciples • Target “hard” kills

  8. KM Officer’s Responsibilities Circa May 2006 • Operational Knowledge Management • OKM Governance and Tools • Knowledge Map • Data Sharing Requirements • Information Management • Portal and Digital ROE • Iraqi National CIO • Developing a Nascent Governance and Capital Planning and Investment Strategy • Transformation • Help architect information and process flows – Current baseline and future target • Support collaboration in direct relationship to Commander’s Requirements • Communicate the plan

  9. Questions?

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