Date   

Re: Knowledge Workers? #workplace

 

Tiffany

 

You are so right!! 

 

So consider, “Knowledge is where you find it!”

 

Bill

 

Bill Kaplan CPCM | Great Falls, Virginia 22066 | 571.934.7408 | 703.401.4198 (direct) | Linked In: www.linkedin.com/in/ckobillkaplan

_____________________________________________________________________________________________________________________________________________________________________________________________

 

 

Learn more about that value we provide at www.workingknowledge-csp.com

 

 

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From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Tiffany Tyler
Sent: Wednesday, April 07, 2010 09:03
To: sikmleaders@...
Subject: Re: [sikmleaders] Knowledge Workers?

 

 

In reference to the knowledge in a secretary or other support staff, I think that "surprise" is (should be) a big wakeup call to managers.  Support staff hold all kinds of tacit knowledge that keeps the enterprise running.  If you do an organizational network analysis as part of your loss risk, or any other KM project, you find those "hidden" critical points in EVERY organization.  My personal favorite was a mailroom supervisor.  I  have found many of my previous clients resistant to the idea of including support staff in KM exercises until I do a small test.

"What would happen to this department if (X) left for 60 days?"


Tiffany Tyler
Human Capital Specialist
Resources Global Professionals

On Tue, Apr 6, 2010 at 8:07 PM, <murphjen@...> wrote:

 

John has attended many of our KM sessions at HICSS and I've had the pleasure of conversing.  Our group at HICSS tends to agree with John only in a reverse way, we just consider everyone a knowledge worker to some degree.  A few months ago I mentioned my knowledge loss risk process and the funny thing when we piloted it was that the long term executive secretary scored very high on the potential to be a loss of knowledge should she leave, it kind of surprised the clients...murray

 

 

In a message dated 4/6/2010 12:34:43 P.M. Pacific Daylight Time, fred@... writes:

John Seely Brown is one of the authors of a very interesting piece at this link:

It calls into question the validity and utility of identifying people as knowledge workers.

Fred Nickols
fred@...

 

 


Re: Request for strategy assistance #strategy

jason.swan@...
 

All,

 

Before I let too much time go by, I want to thank y’all for the generous offers of help and information and for the samples and supporting documentation that have been freely distributed.  Since KM is only one of my projects, it may take me a couple of days to get back to all who have contacted me.   I just want to express my appreciation via the forum, and will get in touch with those who responded to my request directly.

 

BTW, I don’t wish to end this discussion…  I just had so many responses that I felt a need to offer thanks before too much time goes by.

 

Regards,

 

Jason Swan

Lead Instructional Systems Designer

-----------------------------------------

 

1228 E. Main St.

Havelock, NC 28532

Phone: (252) 444-0927

Fax: (252) 444-3129

 


Re: Knowledge Workers? #workplace

Tiffany Tyler
 

In reference to the knowledge in a secretary or other support staff, I think that "surprise" is (should be) a big wakeup call to managers.  Support staff hold all kinds of tacit knowledge that keeps the enterprise running.  If you do an organizational network analysis as part of your loss risk, or any other KM project, you find those "hidden" critical points in EVERY organization.  My personal favorite was a mailroom supervisor.  I  have found many of my previous clients resistant to the idea of including support staff in KM exercises until I do a small test.

"What would happen to this department if (X) left for 60 days?"


Tiffany Tyler
Human Capital Specialist
Resources Global Professionals


On Tue, Apr 6, 2010 at 8:07 PM, <murphjen@...> wrote:
 

John has attended many of our KM sessions at HICSS and I've had the pleasure of conversing.  Our group at HICSS tends to agree with John only in a reverse way, we just consider everyone a knowledge worker to some degree.  A few months ago I mentioned my knowledge loss risk process and the funny thing when we piloted it was that the long term executive secretary scored very high on the potential to be a loss of knowledge should she leave, it kind of surprised the clients...murray
 
 
In a message dated 4/6/2010 12:34:43 P.M. Pacific Daylight Time, fred@... writes:
John Seely Brown is one of the authors of a very interesting piece at this link:

It calls into question the validity and utility of identifying people as knowledge workers.

Fred Nickols
fred@...
 



Re: Request for strategy assistance #strategy

Murray Jennex
 

I've seen a lot of good responses and so I'd thought I'd throw in something a little different based on a study of utilities doing Y2K:
 

Jennex and Weiss (2001) studied Utility Y2K projects to determine what knowledge benefits were gained - Found significant knowledge benefits but little being done to capture them

 

Jennex, Olfman, and Addo (2003) hypothesized that knowledge benefits weren’t being captured due to a lack of a KM strategy:

Used a survey to collect data on KM programs and strategy

Used MANOVA to analyze results

Found that organizations that had a knowledge management organization and strategy both during Y2K and after were doing significantly more to capture knowledge benefits than organizations that didn’t have a KM program or that only had one during Y2K or after

Used twice as many capture actions as the other 2 groups

 

Expected Actions From KM Strategy (as identified by the survey)

Modification of processes/procedures as a result of Organizational Learning

Creation of new processes/ procedures as a result of Organizational Learning

Creation/Modification of KM support tools to support the KMS and knowledge use

Increased utilization of personnel who create, share, and/or utilize organizational knowledge at higher levels of authority/responsibility

Use of lessons learned reports or post activity assessment to review and capture what was learned during organizational activities

Creation of a learning organization

 

So what I learned from this is that an organization is much more likely to succeed in capturing and reusing knowledge if they have a KM strategy and a listing of activities that had greater than 90% agreement on.  I think it very interesting that the above is pretty consistent with the previous posts.  Thanks....murray jennex (San Diego State University, editor in chief International Journal of Knowledge Management)

 

In a message dated 4/6/2010 7:55:56 A.M. Pacific Daylight Time, jason.swan@... writes:


Hi all,

 

I recently found your group and have been appreciating the depth of the discussion that has been going on here for the last week, or so.  However, at this point, I’m in need of some “nuts-and-bolts” type of information.

 

I work for a company that is part of L-3 Communications.  We supply training and engineering support services to the US military.  I’ve been give the responsibility for directing our company’s knowledge management initiative, including the development of a knowledge management system.  Our company is more than 25 years old, we have more than 500 employees and more than 30 locations around the world.  Like many companies, we haven’t yet crossed the bridge to becoming a learning organization, and we struggle with knowledge attrition and wasted effort.

 

Since being tasked with developing a KMS, I have assembled a team and we have recognized that we need to approach KM as a human system, rather than a technology system.  We have support from our executive management to initiate behavior changes as well as technological changes at a corporate level.  However, no one in our company has experience with developing or deploying a KMS.  We have made excellent progress by researching and reading, and I’ve made some valuable connections with other L-3 Communications personnel, but I am still unable to get on top of the strategy.  I feel like I need a defined strategy before I can make more progress in our effort.

 

I have no idea what the strategy should look like or what a good “model” strategy would contain.  Can anyone share examples of strategies that might provide me with some direction?  We have long-range goals, and we are stirring around some ideas for short-range goals.  And our business has some important strategies for acquiring and maintaining business.  How do those things relate to a specific KM strategy?  What are the components of a KM strategy?  How does the KM strategy inform subsequent steps of design and implementation?  Once we have a strategy, I feel like I can draft out a roadmap to get us to implementation. 

 

Thanks in advance!

 

Regards,

 

Jason Swan

Lead Instructional Systems Designer

-----------------------------------------

 

1228 E. Main St.

Havelock, NC 28532

Phone: (252) 444-0927

Fax: (252) 444-3129

 

 


Re: Request for strategy assistance #strategy

Stephen Bounds
 

Patrick's comments about ensuring that your strategy ties in to the broader business objectives is spot on.

Also, just to follow on from Fred's comments about strategy -- if you've never written a strategy document before then it can be a bit daunting.

When I first switched from a technical position into a management role a few years back, I documented some of the lessons I learnt at the time as a "Business Basics" series on my blog: http://bounds.net.au/node/5

In particular, you might find the article "Writing a strategy document" to be useful.

I'm by no means an expert but these resources got me started at a time when I felt like I had been thrown in the deep end!

Cheers,
-- Stephen.

On 7/04/2010 2:49 AM, Fred wrote:


Jason:

I think you've gotten some good responses re "KM Strategy" so I'll go up
a click to strategy itself. Strategy, along with tactics, is a means to
an end; it speaks to how a particular goal or objective will be
attained. So you have to be clear about the ends in order to formulate a
strategy.


Re: Request for strategy assistance #strategy

Patrick Lambe
 

This is an excellent set of slides, Stan.

Jason, the important thing to note is that the focus is on corporate goals/objectives (see Stan's slide 6), and then you/your management team asks the question, how can KM interventions support the achievement of these goals?

It's quite easy to get distracted by this new beast "KM" and focus on it, rather than on the corporate goals it's supposed to be enabling. This extends to the language you use. Keep bringing it back to the goals you are furthering, and you'll be on reasonably solid ground.

I have used an adapted form of the Mauborgne and Kim Strategy Canvas (from their book Blue Ocean Strategy) with senior management teams, to map how knowledge supports each of their corporate goals, what gaps need to be met, and what should be prioritised. Happy to describe this further offline.

P

Patrick Lambe


Have you seen our KM Method Cards or
Organisation Culture Cards?  





On Apr 7, 2010, at 6:44 AM, StanGarfield wrote:


The slides that I recently presented to KM Chicago may be helpful. They are taken from my book.

 

 



Re: Knowledge Workers? #workplace

Arthur Shelley
 

Matt and Fred,

 

Certainly this strategy worked very well when we developed the global Chocolate Expert community at Cadbury.

We were specifically looking for collaborative opportunities using the strapline:  Connect, Collaborate, Capitalise.  We were able to collate many success stories with tangible benefits and I would still argue that the intangibles were still far more important to performance improvement in terms of engagement, participation, mentoring and development of new employees and increased leverage of collective capabilities.

 

After it was interacting for about 18 months we did a social network analysis which showed many new connections between people across the world. Although the numbers active in the teleconferences were relatively low (10-20 typically), the SNA showed a community of 247 people, 50 of which were outside the organisation (represented by past employees, suppliers, customers etc).  The reach of the informal network is important to knowledge flow and flow increases rapidly when people have specific requirements to collaborate around.

Regards,
Arthur Shelley
Founder: Intelligent Answers & Organizational Zoo Ambassadors Network
Author:
The Organizational Zoo & Being a Successful Knowledge Leader
Twitter:
Metaphorage
Blog: http//organizationalzoo.blogspot.com 
Ph +61 413 047 408  Skype: Arthur.Shelley 
Free Zoo Behavioural Profiles:
www.organizationalzoo.com


From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of Matt Moore
Sent: Wednesday, 7 April 2010 10:25 AM
To: sikmleaders@...
Subject: Re: [sikmleaders] Knowledge Workers?

 

 

Nice one, Fred. One comment that stood out for me was:

"We should aggressively create opportunities for people within our organization to work together with leading edge talent outside our organization so that both sides can develop their talent even more rapidly. In driving scalable learning, we must expand our horizons far beyond the boundaries of our own firm."

 

 


From: Fred us>
To: sikmleaders@yahoogroups.com
Sent: Wed, April 7, 2010 5:24:28 AM
Subject: [sikmleaders] Knowledge Workers?

 

John Seely Brown is one of the authors of a very interesting piece at this link:

http://www.bloomber g.com/apps/ harvardbusiness? sid=H12a9b09b214 df3fdba284650b69 531c4

It calls into question the validity and utility of identifying people as knowledge workers.

Fred Nickols
fred@nickols. us

 


Re: Knowledge Workers? #workplace

Matt Moore <innotecture@...>
 

Nice one, Fred. One comment that stood out for me was:

"We should aggressively create opportunities for people within our organization to work together with leading edge talent outside our organization so that both sides can develop their talent even more rapidly. In driving scalable learning, we must expand our horizons far beyond the boundaries of our own firm."



From: Fred
To: sikmleaders@...
Sent: Wed, April 7, 2010 5:24:28 AM
Subject: [sikmleaders] Knowledge Workers?

 

John Seely Brown is one of the authors of a very interesting piece at this link:

http://www.bloomber g.com/apps/ harvardbusiness? sid=H12a9b09b214 df3fdba284650b69 531c4

It calls into question the validity and utility of identifying people as knowledge workers.

Fred Nickols
fred@nickols. us



Re: Request for strategy assistance #strategy

Stan Garfield
 

The slides that I recently presented to KM Chicago may be helpful. They are taken from my book.

 

 


Re: Knowledge Workers? #workplace

Murray Jennex
 

John has attended many of our KM sessions at HICSS and I've had the pleasure of conversing.  Our group at HICSS tends to agree with John only in a reverse way, we just consider everyone a knowledge worker to some degree.  A few months ago I mentioned my knowledge loss risk process and the funny thing when we piloted it was that the long term executive secretary scored very high on the potential to be a loss of knowledge should she leave, it kind of surprised the clients...murray
 
 

In a message dated 4/6/2010 12:34:43 P.M. Pacific Daylight Time, fred@... writes:
John Seely Brown is one of the authors of a very interesting piece at this link:

http://www.bloomberg.com/apps/harvardbusiness?sid=H12a9b09b214df3fdba284650b69531c4

It calls into question the validity and utility of identifying people as knowledge workers.

Fred Nickols
fred@...
 


Knowledge Workers? #workplace

Fred Nickols
 
Edited

John Seely Brown is one of the authors of a very interesting piece at this link:

http://web.archive.org/web/20100510193057/https://www.bloomberg.com/apps/harvardbusiness?sid=H12a9b09b214df3fdba284650b69531c4
or
https://hbr.org/2010/04/are-all-employees-knowledge-wo.html

It calls into question the validity and utility of identifying people as knowledge workers.

Fred Nickols
fred@nickols.us


Re: Request for strategy assistance #strategy

Fred Nickols
 

Jason:

I think you've gotten some good responses re "KM Strategy" so I'll go up a click to strategy itself. Strategy, along with tactics, is a means to an end; it speaks to how a particular goal or objective will be attained. So you have to be clear about the ends in order to formulate a strategy. From your inquiry, it seems you have been tasked to develop a knowledge management system (KMS). The first order of business for you is to pin down just what that means. Moreover, a KMS, like strategy, is a means to an end so you need also to pin down the ends this KMS will lead to. Some obvious questions follow:

Just what is meant by a KMS in this context?
How would things be different if a KMS were in place?
What business results is the KMS expected to produce or enhance?
Do you build it and roll it out all at once or in stages?
However you've defined KMS, how will people have to adjust and adapt to it? Who is likely to support or oppose it? Whose support do you need?

I could go on and on; so could others on this list and so could you. Therein lies my point: You need a long list of questions like these and others related to them in order to get clear about just what it is you're going to put in place and call a KMS and what kinds of changes are involved in doing that. Your "strategy" will emerge from that kind of thinking and analysis.

Finally, keep in mind the link between strategy and execution.

If you've got the right strategy but don't execute well, you will have muffed it.

If you've got the wrong strategy and you do execute it well, you run the risk of shooting yourself in the foot.

If you've got the wrong strategy and don't execute well, your effort is doomed from the beginning.

Only if you've got the right strategy and execute it well do you have a chance of succeeding.

The right strategy will emerge from some solid strategic thinking rooted in questions like those above and others you can add to the list. Good execution? Well, I'll assume you and your folks can do that.

Good luck,

Fred Nickols
Managing Partner
Distance Consulting LLC
fred@nickols.us
www.skullworks.com

"Assistance at a Distance"

--- In sikmleaders@yahoogroups.com, jason.swan@... wrote:

Hi all,



I recently found your group and have been appreciating the depth of the
discussion that has been going on here for the last week, or so.
However, at this point, I'm in need of some "nuts-and-bolts" type of
information.



I work for a company that is part of L-3 Communications. We supply
training and engineering support services to the US military. I've been
give the responsibility for directing our company's knowledge management
initiative, including the development of a knowledge management system.
Our company is more than 25 years old, we have more than 500 employees
and more than 30 locations around the world. Like many companies, we
haven't yet crossed the bridge to becoming a learning organization, and
we struggle with knowledge attrition and wasted effort.



Since being tasked with developing a KMS, I have assembled a team and we
have recognized that we need to approach KM as a human system, rather
than a technology system. We have support from our executive management
to initiate behavior changes as well as technological changes at a
corporate level. However, no one in our company has experience with
developing or deploying a KMS. We have made excellent progress by
researching and reading, and I've made some valuable connections with
other L-3 Communications personnel, but I am still unable to get on top
of the strategy. I feel like I need a defined strategy before I can
make more progress in our effort.



I have no idea what the strategy should look like or what a good "model"
strategy would contain. Can anyone share examples of strategies that
might provide me with some direction? We have long-range goals, and we
are stirring around some ideas for short-range goals. And our business
has some important strategies for acquiring and maintaining business.
How do those things relate to a specific KM strategy? What are the
components of a KM strategy? How does the KM strategy inform subsequent
steps of design and implementation? Once we have a strategy, I feel
like I can draft out a roadmap to get us to implementation.



Thanks in advance!



Regards,



Jason Swan

Lead Instructional Systems Designer

-----------------------------------------





1228 E. Main St.

Havelock, NC 28532

Phone: (252) 444-0927

Fax: (252) 444-3129


Re: Request for strategy assistance #strategy

Allan Crawford
 

Jason,
 
Another book that you might want to look at is Learning to Fly by Collison and Parcell.  It provides not only a good overall KM model, but also provides an excellent "how to section" on a wide variety of KM techniques and processes. 



From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of crosspe2@...
Sent: Tuesday, April 06, 2010 8:55 AM
To: sikmleaders@...
Subject: Re: [sikmleaders] Request for strategy assistance

 

Hello Jason,
I might suggest the easiest place to start would be by getting a copy of the book, "The Complete Idiot's Guide to Knowledge Management". It has a section on KM strategy, but in actuality the structure of the whole book (as seen through the Table of Contents, for example) is itself a great starting point for defining a structure for a holistic organizational strategy for KM. (and not just for Idiots. :)
Pete Crossley

Sent from my Verizon Wireless BlackBerry


From: jason.swan@l-3com.com
Date: Tue, 6 Apr 2010 10:55:41 -0400
To: yahoogroups.com>
Subject: [sikmleaders] Request for strategy assistance

 

Hi all,

I recently found your group and have been appreciating the depth of the discussion that has been going on here for the last week, or so.  However, at this point, I’m in need of some “nuts-and-bolts” type of information.

I work for a company that is part of L-3 Communications.  We supply training and engineering support services to the US military.  I’ve been give the responsibility for directing our company’s knowledge management initiative, including the development of a knowledge management system.  Our company is more than 25 years old, we have more than 500 employees and more than 30 locations around the world.  Like many companies, we haven’t yet crossed the bridge to becoming a learning organization, and we struggle with knowledge attrition and wasted effort.

Since being tasked with developing a KMS, I have assembled a team and we have recognized that we need to approach KM as a human system, rather than a technology system.  We have support from our executive management to initiate behavior changes as well as technological changes at a corporate level.  However, no one in our company has experience with developing or deploying a KMS.  We have made excellent progress by researching and reading, and I’ve made some valuable connections with other L-3 Communications personnel, but I am still unable to get on top of the strategy.  I feel like I need a defined strategy before I can make more progress in our effort.

I have no idea what the strategy should look like or what a good “model” strategy would contain.  Can anyone share examples of strategies that might provide me with some direction?  We have long-range goals, and we are stirring around some ideas for short-range goals.  And our business has some important strategies for acquiring and maintaining business.  How do those things relate to a specific KM strategy?  What are the components of a KM strategy?  How does the KM strategy inform subsequent steps of design and implementation?  Once we have a strategy, I feel like I can draft out a roadmap to get us to implementation. 

Thanks in advance!

Regards,

Jason Swan

Lead Instructional Systems Designer

-----------------------------------------

1228 E. Main St.

Havelock, NC 28532

Phone: (252) 444-0927

Fax: (252) 444-3129


Re: Request for strategy assistance #strategy

Douglas Weidner
 

Jason,

 

Quite a challenge, but good to see you have a clear vision of your needs, rather than approaching KM in an ad hoc fashion.

 

I encourage you to look into the KM Institute’s training and certification offerings.

 

We dominate KM training for your customer, the US military, including most all the CoComs and special ops.

One of our strengths is a proven KM methodology to “Create a Learning Organization”, first funded by the US military, but quite suitable for a smaller organization, whether gov or commercial.

 

An essential ingredient is change management, the requisite ‘behavioral changes’ you mentioned.

 

If you would like to know more, please contact me directly.

 

Douglas Weidner, eCKM Mentor

Chairman, International Knowledge Management Institute

Best in KM Training & Certification

Home of the KM Body of Knowledge (KMBOK)

www.kminstitute.org

703-757-1395

 

 

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of jason.swan@...
Sent: Tuesday, April 06, 2010 10:56 AM
To: sikmleaders@...
Subject: [sikmleaders] Request for strategy assistance

 

 

Hi all,

 

I recently found your group and have been appreciating the depth of the discussion that has been going on here for the last week, or so.  However, at this point, I’m in need of some “nuts-and-bolts” type of information.

 

I work for a company that is part of L-3 Communications.  We supply training and engineering support services to the US military.  I’ve been give the responsibility for directing our company’s knowledge management initiative, including the development of a knowledge management system.  Our company is more than 25 years old, we have more than 500 employees and more than 30 locations around the world.  Like many companies, we haven’t yet crossed the bridge to becoming a learning organization, and we struggle with knowledge attrition and wasted effort.

 

Since being tasked with developing a KMS, I have assembled a team and we have recognized that we need to approach KM as a human system, rather than a technology system.  We have support from our executive management to initiate behavior changes as well as technological changes at a corporate level.  However, no one in our company has experience with developing or deploying a KMS.  We have made excellent progress by researching and reading, and I’ve made some valuable connections with other L-3 Communications personnel, but I am still unable to get on top of the strategy.  I feel like I need a defined strategy before I can make more progress in our effort.

 

I have no idea what the strategy should look like or what a good “model” strategy would contain.  Can anyone share examples of strategies that might provide me with some direction?  We have long-range goals, and we are stirring around some ideas for short-range goals.  And our business has some important strategies for acquiring and maintaining business.  How do those things relate to a specific KM strategy?  What are the components of a KM strategy?  How does the KM strategy inform subsequent steps of design and implementation?  Once we have a strategy, I feel like I can draft out a roadmap to get us to implementation. 

 

Thanks in advance!

 

Regards,

 

Jason Swan

Lead Instructional Systems Designer

-----------------------------------------

 

1228 E. Main St.

Havelock, NC 28532

Phone: (252) 444-0927

Fax: (252) 444-3129

 

 


Re: Request for strategy assistance #strategy

Pete Crossley
 

Hello Jason,
I might suggest the easiest place to start would be by getting a copy of the book, "The Complete Idiot's Guide to Knowledge Management". It has a section on KM strategy, but in actuality the structure of the whole book (as seen through the Table of Contents, for example) is itself a great starting point for defining a structure for a holistic organizational strategy for KM. (and not just for Idiots. :)
Pete Crossley

Sent from my Verizon Wireless BlackBerry


From: jason.swan@...
Date: Tue, 6 Apr 2010 10:55:41 -0400
To: <sikmleaders@...>
Subject: [sikmleaders] Request for strategy assistance

 

Hi all,

 

I recently found your group and have been appreciating the depth of the discussion that has been going on here for the last week, or so.  However, at this point, I’m in need of some “nuts-and-bolts” type of information.

 

I work for a company that is part of L-3 Communications.  We supply training and engineering support services to the US military.  I’ve been give the responsibility for directing our company’s knowledge management initiative, including the development of a knowledge management system.  Our company is more than 25 years old, we have more than 500 employees and more than 30 locations around the world.  Like many companies, we haven’t yet crossed the bridge to becoming a learning organization, and we struggle with knowledge attrition and wasted effort.

 

Since being tasked with developing a KMS, I have assembled a team and we have recognized that we need to approach KM as a human system, rather than a technology system.  We have support from our executive management to initiate behavior changes as well as technological changes at a corporate level.  However, no one in our company has experience with developing or deploying a KMS.  We have made excellent progress by researching and reading, and I’ve made some valuable connections with other L-3 Communications personnel, but I am still unable to get on top of the strategy.  I feel like I need a defined strategy before I can make more progress in our effort.

 

I have no idea what the strategy should look like or what a good “model” strategy would contain.  Can anyone share examples of strategies that might provide me with some direction?  We have long-range goals, and we are stirring around some ideas for short-range goals.  And our business has some important strategies for acquiring and maintaining business.  How do those things relate to a specific KM strategy?  What are the components of a KM strategy?  How does the KM strategy inform subsequent steps of design and implementation?  Once we have a strategy, I feel like I can draft out a roadmap to get us to implementation. 

 

Thanks in advance!

 

Regards,

 

Jason Swan

Lead Instructional Systems Designer

-----------------------------------------

 

1228 E. Main St.

Havelock, NC 28532

Phone: (252) 444-0927

Fax: (252) 444-3129

 

 


Re: Request for strategy assistance #strategy

Joel Muzard <joel.muzard@...>
 

Hi Jason,



I like your message.

I invite you to attend our April Webinar on April 13.
We will first share tools for Collaboration in a socio-technical approach

Then we will have a Knowledge-Lab.  We will be discussing the theme «Implementation of a Knowledge Circulation Plan: Advantages and Difficulties to KM 2.0» You can see a Knowledge-Lab as an Open Space on the Web, where all  the participants garden knowledge. What emerges is the result of the participants collaboration. It is an Open Conversation. And at the same time Knowledge emerges from the interactive participation. 

We start a round table using Key-Words that matter from your point of view. Then the discussion unfold. We work developing trust introducing ourselves and the locations we are located.

The way we work allows parallels contribution of participants on the Co-construction WhiteBoard, and that at the beginning can be annoying, but fun when you see that it is very stimulating.

Vera wrote a report on last event, sharing her experience, it is posted on here: http://www.a-i-a.com/k-net/K-Lab%20Reports.html 

For more info, see :: http://www.a-i-a.com/k-net

See you soon


Joel
--------------------
Dr Joel Muzard
skype


Le 10-04-06 à 10:55, jason.swan@... a écrit :


Hi all,

 

I recently found your group and have been appreciating the depth of the discussion that has been going on here for the last week, or so.  However, at this point, I’m in need of some “nuts-and-bolts” type of information.

 

I work for a company that is part of L-3 Communications.  We supply training and engineering support services to the US military.  I’ve been give the responsibility for directing our company’s knowledge management initiative, including the development of a knowledge management system.  Our company is more than 25 years old, we have more than 500 employees and more than 30 locations around the world.  Like many companies, we haven’t yet crossed the bridge to becoming a learning organization, and we struggle with knowledge attrition and wasted effort.

 

Since being tasked with developing a KMS, I have assembled a team and we have recognized that we need to approach KM as a human system, rather than a technology system.  We have support from our executive management to initiate behavior changes as well as technological changes at a corporate level.  However, no one in our company has experience with developing or deploying a KMS.  We have made excellent progress by researching and reading, and I’ve made some valuable connections with other L-3 Communications personnel, but I am still unable to get on top of the strategy.  I feel like I need a defined strategy before I can make more progress in our effort.

 

I have no idea what the strategy should look like or what a good “model” strategy would contain.  Can anyone share examples of strategies that might provide me with some direction?  We have long-range goals, and we are stirring around some ideas for short-range goals.  And our business has some important strategies for acquiring and maintaining business.  How do those things relate to a specific KM strategy?  What are the components of a KM strategy?  How does the KM strategy inform subsequent steps of design and implementation?  Once we have a strategy, I feel like I can draft out a roadmap to get us to implementation. 

 

Thanks in advance!

 

Regards,

 

Jason Swan

Lead Instructional Systems Designer

-----------------------------------------

 

1228 E. Main St.

Havelock, NC 28532

Phone: (252) 444-0927

Fax: (252) 444-3129

 

 




Request for strategy assistance #strategy

jason.swan@...
 

Hi all,

 

I recently found your group and have been appreciating the depth of the discussion that has been going on here for the last week, or so.  However, at this point, I’m in need of some “nuts-and-bolts” type of information.

 

I work for a company that is part of L-3 Communications.  We supply training and engineering support services to the US military.  I’ve been give the responsibility for directing our company’s knowledge management initiative, including the development of a knowledge management system.  Our company is more than 25 years old, we have more than 500 employees and more than 30 locations around the world.  Like many companies, we haven’t yet crossed the bridge to becoming a learning organization, and we struggle with knowledge attrition and wasted effort.

 

Since being tasked with developing a KMS, I have assembled a team and we have recognized that we need to approach KM as a human system, rather than a technology system.  We have support from our executive management to initiate behavior changes as well as technological changes at a corporate level.  However, no one in our company has experience with developing or deploying a KMS.  We have made excellent progress by researching and reading, and I’ve made some valuable connections with other L-3 Communications personnel, but I am still unable to get on top of the strategy.  I feel like I need a defined strategy before I can make more progress in our effort.

 

I have no idea what the strategy should look like or what a good “model” strategy would contain.  Can anyone share examples of strategies that might provide me with some direction?  We have long-range goals, and we are stirring around some ideas for short-range goals.  And our business has some important strategies for acquiring and maintaining business.  How do those things relate to a specific KM strategy?  What are the components of a KM strategy?  How does the KM strategy inform subsequent steps of design and implementation?  Once we have a strategy, I feel like I can draft out a roadmap to get us to implementation. 

 

Thanks in advance!

 

Regards,

 

Jason Swan

Lead Instructional Systems Designer

-----------------------------------------

 

1228 E. Main St.

Havelock, NC 28532

Phone: (252) 444-0927

Fax: (252) 444-3129

 

 


(Event) The Role of Taxonomy in Enterprise Architecture - April 7 Taxonomy Community of Practice webinar #taxonomy #webinar

Rebecca Allen <rebecca@...>
 

Invitation
Please join us for our monthly Taxonomy Community of Practice webinar, presented by Earley & Associates. This month's topic is The Role of Taxonomy in Enterprise Architecture.

Date: Wednesday, April 7, 2010
Time: 1:00 - 2:00 Eastern Time
Cost: $50

To register, visit: http://www.earley.com/webinars/business-processes/role-taxonomy-enterprise-architecture

This session features Leslie Owens of Forrester Research and Nina Patel of Earley & Associates. If you missed Taxonomy Boot Camp 2009, here is a chance to hear Leslie reprise her popular keynote session.

Description
Organizations today struggle with unifying their enterprise information systems with business processes so that classifications can evolve to meet changing needs, yet remain in context of one another.

In most cases, enterprise taxonomy initiatives derive from pain points in search and retrieval, but taxonomy has a much larger role to play in a variety of processes, such as business intelligence, customer relationship management, and master data management.

Our speakers will discuss emerging trends in the role of taxonomy in the enterprise, and how information professionals can better leverage the taxonomy message to steer EA strategy to achieving business objectives.

Next Technology Showcase:
Optimizing Search with FAST, May 18
Free registration at http://www.earley.com/webinars/technology-showcase/fast

Thank you,

Rebecca Allen
Taxonomy Consultant
_____________________________
EARLEY & ASSOCIATES
Cell: 425-299-5400
Email: rebecca@earley.com
Web: www.earley.com


Request for Case Studies: Social Media for Business Performance #call-for #case-studies #social-media

Stan Garfield
 

From: Megan Miller, Deloitte Center for the Edge

Social Media for Business Performance – Participation in Case Studies

Deloitte's Center for the Edge is currently researching the use of social media within the enterprise, and resulting business performance improvement.  We have developed specific hypotheses about the use of social media tools within the enterprise, and are looking to conduct primary research with companies using social media tools to measure the specific business impact that has resulted.
 
To move our research forward, we are looking to develop several case studies, based on original research, where social media driven performance improvements are measured. We are looking to connect with companies that have rolled out social media initiatives, and get their first hand perspective on its impact to business metrics. In cases where that level of impact has not been measured, we would be interested in collaborating with the company to quantify impact where possible.
 
Our goals are to use this research to prove out our hypotheses and to deepen our knowledge and understanding of ways enterprises are leveraging social media. The cases we develop will be integrated in our research findings, and may also be published as part of a research paper. We would want to work hand-in-hand with the business partner to ensure the research is beneficial to their organization, and so that they are comfortable with our findings before going to print.
 
For anyone interested in participating or getting additional information on the project, please reach out to Megan Miller at memiller@...
 
 
Additional information on Deloitte's Center for the Edge and this research initiative:
 
The Center for the Edge

The Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The Silicon Valley-based Center helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology.
 
The Center conducts its research at three primary levels:
- Describing the shifting context for value creation
- Defining long-term opportunities for creating and capturing value
- Recommending the actions companies must take today to seize tomorrow's opportunities
 
The Center for the Edge is Co-Chaired by John Hagel III and John Seely Brown, with Lang Davidson as Executive Director. John Hagel III is the author of Net Worth, Out of the Box, and The Only Sustainable Edge. John Seely Brown, or JSB, is the former chief scientist for the Xerox Corporation. Lang Davidson is the former editor of The McKinsey Quarterly.
 
Social Media for Business Performance

Social Media for Business Performance is one of two research initiatives currently underway at The Center for the Edge. This workstream focuses on how social media used within the enterprise can drive measurable business performance, and explores the following three working hypotheses:
 
1.     While traditional enterprise tools help with standard processes and structured workflows, social media tools are uniquely capable of supporting the informal activities that drive day-to-day problem solving
 
2.     The success of enterprise social media depends on positioning the tools to alleviate significant pain points and thereby improve operating metrics
 
3.     Organizations that leverage social media tools for day-to-day problem solving will experience longer-term benefits including increased learning and innovation 


Re: Peer Assists? #peer-assist

Tom Eucker <tom@...>
 

Proverbs 29:18  


On 4/1/10 7:21 AM, "mark.tilbury@..." <mark.tilbury@...> wrote:


 
 
   

Not really on the subject but at this time of year would just like to point out that the bible mentions that knowledge comes through fear. I wonder, in today's corporate life we can translate that to mean where we have weak leadership knowledge will not flourish!

--- On Fri, 26/3/10, Allan Crawford <allancrawford@...> wrote:

From: Allan Crawford <allancrawford@...>
Subject: RE: [sikmleaders] Re: Peer Assists?
To: sikmleaders@...
Cc: "'Allan Crawford'" <allancrawford@...>
Date: Friday, 26 March, 2010, 17:24

  Mark,

I've been involved in using Peer Assists in both the oil and gas business and aerospace. And you are absolutely right...they are very effective.  

We have used them for a wide variety of projects and as well as at a variety of stages within projects.  We have used them in projects ranging from development of billion dollar oil and gas fields to preparing for meetings with congressional committees.  We have used them at the launch of projects as well as at key stages within projects.  Regardless of what we used them for...or the timing...the teams inevitably got a tremendous amount out of them.  They are relatively low cost (usually just the time of the people involved and perhaps some travel) - and target the issues the team is most concerned with.  

We have found that key to success is:
  1. Understand the key issues that the team wants to discuss -- what are the things that keep them up at night...or where they say...wow..if I could only answer this question.  Then develop a meeting agenda that allows the team to addresses those issues.  
  2. Select peers that have real world experience that is relevant to the issues.  This doesn't mean that they need to have done exactly the same thing...but that what they have done is applicable to the problems at hand.
  3. For example in one case we were preparing a design for a subsea oil well that would be drilled from a floating platform.  To complete the well (which involves putting a bunch of tools on the bottom of the drill pipe to clean out the well, perforate casing da...da...da) there is a lot of heavy (i.e., tons) of equipment hung on the end of the drill pipe (which in itself weighs tons).  The peer assist was about the methods that were going to be used to complete the well, but we also brought in a marine engineer that was working on design of the floating platform.  During the meeting, after hearing what was being proposed, the marine engineer did a quick calculation and said....hummm. ...if that is what you are going to do....it will sink the platform we are currently proposing.  The result was the marine engineers went back and redesigned the platform...prior to having done extensive design...and long before we had spent major sums of money on construction or procurement of the "wrong vessel."  Another common situation was to bring in the ultimate users of a product and get their input during the design phase.  The conversation was typically something like...this is what we are proposing because... And the response would be...well for the most part that sounds good....but if....you would do this, make this minor change, put this over here instead of here....it would be easier to use, or easier to maintain...or safer.  
  4. Have the team present enough context for the peers to understand the issues.  This can be done in part by sending out material prior to the meeting...but we have found that if the team does a short presentation outlining the key issues during the meeting this helps set both the tone for the meeting...and helps make sure everyone understands the issues to be addressed.
  5. Don't try to do to much in one peer assist.   Unless you are dealing with a relatively small project or one with narrow scope, break it into pieces where the peers can focus on a select few issues.

I'd be happy to share more of what we have learned  - don't hesitate to give me a call...or send an e-mail.

I'd also recommend the book Learning to Fly.  It has the best description of how to run an effective peer assist that I have seen.

Regards,

Allan Crawford
310-994-1619
www.acrawfordphoto. com <http://www.acrawfordphoto.com/>  
 
 


From: sikmleaders@ yahoogroups. com [mailto:sikmleaders @yahoogroups. com] On Behalf Of Mark
Sent: Friday, March 26, 2010 7:35 AM
To: sikmleaders@ yahoogroups. com
Subject: [sikmleaders] Re: Peer Assists?

  Thanks Mark, your idea sounds interesting. . to clarify, I am looking to understand more regarding organizations utilizing the knowledge sharing technique of a peer assist in their day to day prject delivery processes (embedded in workflow and standards of executing projects). How something like this has been presented to leadership as a method for "getting better at what you do" by adding in the peer assist step prior to projects, engagememnts, etc.. do you think this knowledge sharing approach is more fitted to communities or within more organizational focused team structures? I like to think both but I am very interested in organizational (team) knowledge sharing aspects. e.g. if a national organization wanted to learn from its international peers on project approaches and best practices what would be the best approach for setting the stage for this that is a business oriented focused approach that they will "grasp on" to? I would be interested in different view points on this. Thanks..

--- In sikmleaders@ yahoogroups. com <http://uk.mc863.mail.yahoo.com/mc/compose?to=sikmleaders%40yahoogroups.com> , mark.tilbury@ ... wrote:
>
> Not sure if this answers the question but we use 'virtual' scouts within one of our Yammer community groups and physical scouts - thererole is to stage manage discussion and act as connectors for meetings withn their groups. Happy to expand further if interested. Also find out more at
> Â
> http://digitaldivid e.posterous. com/the-knowledg e-scouts <http://digitaldivide.posterous.com/the-knowledge-scouts>
>
> --- On Fri, 26/3/10, Mark wrote:
>
>
> From: Mark
> Subject: [sikmleaders] Peer Assists?
> To: sikmleaders@ yahoogroups. com <http://uk.mc863.mail.yahoo.com/mc/compose?to=sikmleaders%40yahoogroups.com>
> Date: Friday, 26 March, 2010, 13:58
>
>
> Â  
>
>
>
>
> Peer Assists?? A Peer Assist can be organized in a workshop or meeting
> form to gain knowledge and insight from people in other teams before
> embarking on a project or activity where they have experience. Is there
> anyone effectively utilizing this KM concept of the "peer assists" in
> their organization as a process for preparation prior to projects or
> activities? Seems to me this is a bit more focused than a roundtable and
> the results are very beneficial to the "receiver" and the peers alike. I
> would like to understand more about your approach and organizational
> adoption from those who have effectively done this. Peer assist on peer
> assists??
>

 
   


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