Topic 23 Knowledge Management Enabling Objectives 23.1 DEFINE Knowledge Management (KM)

1. Topic 23 Knowledge Management Enabling Objectives 23.1 DEFINE Knowledge Management (KM) 23.2 DESCRIBE the benefits and components of KM. 23.3 DEFINE Tacit and Explicit Knowledge. 23.4 DEFINE Intellectual, Human, Social and Corporate Capital. 23.5 DEFINE Community of Practice (CoP) and the Structured Professional Forum. 23.6 DESCRIBE key tasks of the knowledge manager in supporting technology capabilities management. 23.7 DEFINE business process. 23.8 IDENTIFY the key activities involved in intellectual capital management. 23.9 DESCRIBE how organizational culture can support (or interfere with) implementation of Knowledge Management solutions.

2. Day to Day Problems – KM Might Help • A serious problem at work with no solution. Someone knows the answer, but who and where? • A “killer solution” to a problem worked on for months. Right before the brief, someone else has a better solution they implemented six months ago! • A hot tasker that must be answered NOW! The office that can answer it will get right on it as soon as that person gets back off leave!

3. WHAT IS WANTED? The warfighter wants WISDOM The network provides KNOWLEDGE INFORMATION DATA

4. Data Recorded raw facts and figures with no context; a field value in a database Example: • Number of seconds it takes someone to run 100 yards • One score for each individual in each 5th grade class

5. Knowledge Management: Build a Working Definition It’s about: Business – A strategy that links what you know to what you need to accomplish People – People connecting to people, sharing and collaborating mission critical “know how” to increase performance Learning – Using tools to capture learning before, during, and after to enhance better decision making Make it personal!

6. Relationship of IT, IM and KM The Essence of KM Social Capital Human Capital Corporate Capital Enabler The Essence of IM • Data • Info • Mapping • Successes • Lessons Learned • Relationships Technology Innovation Enabler The Essence of IT • Software • Hardware • Connectivity • Capability • Capacity Enabler • Incentives • Education • Training Infrastructure • IPTs • Physical Assets Alex Bennet DON DCIO 11/11/99 v. 2

7. Tacit vs. Explicit Knowledge(Unconscious vs. Conscious) • Unconscious Tacit • Deep knowledge. Things not consciously known. Instincts. Gold dust! • Conscious Tacit • Things known. Things spoken to others • Explicit Knowledge • Written, codified, stored

8. INTELLECTUAL CAPITAL Tacit Explicit HUMAN CAPITAL (Individual) SOCIAL CAPITAL (Team) CORPORATE CAPITAL (Organization) • Expertise • Experience • Capability • Capacity • Creativity • Adaptability • Networks • Relationships • Interactions • Language • Patterning • Intellectual Property • Processes • Databases • Flexibility ENTERPRISE KNOWLEDGE What is Intellectual Capital? Most Efforts focus on Corporate Capital

9. Making tacit knowledge explicit is one of the key functions of Knowledge Management!

10. Knowledge Shared is Power! The Expert The Community is the Expert Practitioners in the Organization’s Social Network If knowledge is still power for individuals in the organization, the organization has got a tough sell!

11. CoP Value Proposition Taking full advantage of what we already know • Visibility and Reuse • Mutual Support • Community-Wide Learning • Collaborative Work Learning and innovating at the speed of change

12. Sponsor Leader Core Team,Local Advocates Core Team,Subject Matter Experts Members Editor and Content Manager Facilitator Tool Support The Cast of Characters(some actors often play more than one role! )

13. Example: Information Professional Knowledge Network (IPKN) “The IP Knowledge Network… A Network of People … Get Connected!” IP Officers Civilians Enlisted ??? Reservists IPKN LDOs & CWOs • A federated networking structure of people who integrate and synergize the efforts of the Navy’s Information Professionals (E1-O10). • Develop and maintain a consistent and current intellectual capital across a global enterprise. • Structured by objectives (Professional Development to Fleet Operations…) which support the overall organizational mission. • Further subdivided into the smallest manageable elements of the IPKN which are the Structured Professional Forums (SPF).

14. Structured Professional Forum (SPF) • Supports a Community of Practice (CoP) • Focused on the specific subject matter of an organizational objective (e.g., Qualification modules, Fleet KM Strategies, etc..) • Grouping of available collaborative tools to network people in a structured format in order to accomplish organizational objectives.

16. SMEs, Researchers, Qualifiers SMEs, Qualifiers All Stakeholders Instant Messaging Chat Rooms Directory * SPF * SMEs, Researchers, Qualifiers SMEs, Qualifiers SPF Coordinator Message Boards Document Library Example: SPFs for IP Officer Quals …The dynamics of the SPFs are the power of the IP Knowledge Network!

19. Example: CompanyCommand.com

21. Overview:KM Components & Strategies • Components: people, processes and technology. • Implement strategies within each component • Process strategies • Technology Strategies • People Strategies

22. Focus: Technology Capability Mgt. Organizational Learning

23. Technology Capability Management: Administration • Manage KM tool suite: • implementation, changes to collaboration tools • develop restoration plan for collaboration tool suite • Content Management -Provide advice and technical assistance to content managers • Portal Management –DoN CIO KM Team supports portal development efforts such as Task Force Web, Navy Knowledge Online (NKO), and the Navy Marine Corps Intranet portal (NMCI). • Web Management –coordination/standards for web site authoring, updating, Q&A procedures, content, etc.

25. Technology Capability Management: Technical Interface • Consult with system designers to ensure new systems incorporate capabilities that support KM solutions. • Analyze legacy information systems for KM implementation. • Evaluate supporting technologies for alignment with a KM architecture. • Ensure KM solutions meet other standard requirements, e.g. security. (cont.)

27. Technology Capability Management: Information Mgt. • Advise leadership on return on investment of new IM/IT systems, services, and processes. • Create framework for improving IM functions across the command. • Direct IM resource use to improve efficiency. • Direct data resource use to improve efficiency. • Promote IM/IT process improvement. • Review, analyze, evaluate, consult on new/future systems, legacy systems re: alignment with IM requirements. • Implement collaborative information sharing to improve operational and business processes.

28. Business Process Management: E-Government & E-Business Definition: E-Government • Access to and interchange of government information via the Internet and electronic media. • In the DON, specifically related to the combination of KM and e-Business.

31. Intellectual Capital Management: Navy Training • NKO • ILE • Quals • Mentoring • IP Competency Areas (core competencies, special competencies, functional area specialized knowledge)

33. Focus: Strategy and Policy Organizational Learning

34. Focus: Cultural Awareness & Marketing Organizational Learning LCDR Mark Preissler

35. Cultural Awareness and Marketing (cont.) Cultural Change: The success of KM depends on people’s motivation and willingness to exchange knowledge. • Organizational culture needs to support sharing. • What are the incentives for sharing? • Perceptions? (e.g. fear loss of promotional possibilities if it were learned things didn’t go as planned/scheduled)? • Time allocated for sharing and collaboration? • Does the boss encourage/value sharing and collaboration?

37. Cultural Awareness and Marketing (cont.) Barriers to sharing knowledge. • People may not realize what they know or its value. [Tacit knowledge remains untapped.] • Some people monopolize knowledge for job security. • Belief that knowledge gives them an edge over their peers. • May not know with whom to share or how to share. • Sharing seems too difficult or too time consuming. • Don’t receive recognition for sharing. • Trust or morale is low or there are conflicts in the workplace. • People who are disgruntled are unlikely to share.

38. Create CoP Evolve Organize Apply Formalize Distribute Organizational Learning Process HUMAN CAPITAL (Individual) Tacit Learning Tools Mission LB Learn Before LD LD LD LD • Expertise • Experience • Capability • Capacity • Creativity • Adaptability Plan Execute Analysis Learn During LD LB LA LA Learn After Reach-back Capability Initiate mission tasking using most current, proven processes and ‘best’ practices -------- educators & trainers learn & teach using latest knowledge Lessons learned are developed, validated and socialized SOCIAL CAPITAL (Team) • Networks • Relationships • Interactions • Language • Patterning Members participate as peers Building Corporate Capital Community validates & renews common processes as “better” practices emerge from the field CORPORATE CAPITAL (Organization) Body of Knowledge • Intellectual Property • Processes • Databases • Flexibility Explicit

39. KM Readiness Assessment Cycle What’s the baseline? Where are we now ? Where do we want to go? What do we want to do ? Input Influencers Ask the questions… KM Activities ? What KM and operational processes exist? Process Create Output Influencers Organize …. ? Culture Content Is there relevant content? Formalize …. Distribute ? Strategy Technology constraints? Technology Apply …. Measurement ? Evolve Do Knowledge sharing Policies exist? Policy …. “How” we are getting there? Ask the questions… again What do we need to change? Are we getting better?

41. Organizational Mission Visibility Executing Transformation Decision Making Alignment Tools support: IM, Collaboration, Storage, Communications MISSION KNOWLEDGE DISCOVERY KNOWLEDGE TRANSFER VISIBILITY PEOPLE KNOWLEDGE DATA KNOWLEDGE Knowledge Management (Execution of Transformation) Human Capital Management Business Intelligence (Data Warehousing Data Mining) CHCO CKO CIO

42. KM CoP Strategy • Develop Infrastructure • Leadership (CKO) • Process Improvement Team • Analysts/Facilitators • Issue/Task Management • Research Analysts • Capture and Map enterprise business processes • Solution Team • Technical SMEs/Developers • Research existing or new solutions • Human Capital Alignment • Support knowledge centric business practices • Identify Target Processes • Seven Step Process Improvement • Develop Business Rules/Map Processes • Target Existing or new Solutions • Implement and Institutionalize

44. KM Reality Principles • The culmination of best practices is far better than one individual’s great idea. • Which is more rewarding… to be the smart guy who is a member of an organization or a guy who is a member of a smart organization? • Training is the supply part of KM, learning is the balance of supply and demand and the source of ROI for KM. • KM is the execution part of transformation. • IT ≠ Capability, IT = POTENTIAL capability that is realized by the execution of transformation. • It’s about continuous improvement… getting better as an organization. • KM is an “organizational” leadership trait.