In what Industries or Segments does KM Thrive? #KMers #proven-practice #discussion-starter #future-of-work


Chris Jones
 

The 'loss of KM jobs' question is a good one, but this one flips it around.

Consultants among us may be quick to answer - "It depends !!"  but what does it depend on?  I'd tend to look at industries with strong R&D, who care about intellectual property, patents, grants and the like. In those markets, KM is a critical core competency, no matter how it's organized or packaged. So maybe it would be pharma, high tech (e.g., AT&T, Xerox, 3M), gov't/research (eg. EPA, NIH, DoD) -

What have you seen?  Do you agree or disgree with my rationale?  And I'm curious if there's a good SIKM compedium that organizes KM success by industry? Maybe you can 'bold' your industry answers so they pop - if there's no central compendium built, maybe we could build one here, in this thread - !?

Best - and be safe -

Chris
Charlotte NC


Rahul Lama
 

Hi Chris,

Here is a list of organizations that I got the opportunity to work with and their relative KM practicing levels are listed below:
1. Social Sector (eg Piramal Foundation, Indus Action): High KM practices (lots of action reviews, documenting, knowledge sharing)
2. International Development Agencies (eg ADB, UNICEF): Medium KM practices
3. Indian Government (India Post, State education department): Low KM practices
4. Pharma (eg Roche India): High KM practices
5. Startup (Swiggy): Medium KM practices

Regards,
Rahul Lama
West Bengal, India


 

Also please note that KM implementation becomes more embedded and sustainable as part of workflow in organizations with a continuing sense of urgency where protection of life and property is the mission…such as Wildland Fire Operations and the Military. Failing to share and learn can be life threatening.

 

Bill

 

  

 

Learn more about the solutions and value we provide at www.workingknowledge-csp.com

 

 

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Rahul Lama via groups.io
Sent: Friday, May 8, 2020 09:39
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-practice #jobs

 

Hi Chris,

Here is a list of organizations that I got the opportunity to work with and their relative KM practicing levels are listed below:
1. Social Sector (eg Piramal Foundation, Indus Action): High KM practices (lots of action reviews, documenting, knowledge sharing)
2. International Development Agencies (eg ADB, UNICEF): Medium KM practices
3. Indian Government (India Post, State education department): Low KM practices
4. Pharma (eg Roche India): High KM practices
5. Startup (Swiggy): Medium KM practices

Regards,
Rahul Lama
West Bengal, India


Christopher Parsons
 

I'm also curious of thinking about this question in the opposite direction -- are there industries where KM could not thrive?

--
Christopher Parsons
Founder and CEO, Knowledge Architecture
www.knowledge-architecture.com
415.517.4507

On Fri, May 8, 2020 at 9:46 AM Bill Kaplan <bill@...> wrote:

Also please note that KM implementation becomes more embedded and sustainable as part of workflow in organizations with a continuing sense of urgency where protection of life and property is the mission…such as Wildland Fire Operations and the Military. Failing to share and learn can be life threatening.

 

Bill

 

  

 

Learn more about the solutions and value we provide at www.workingknowledge-csp.com

 

 

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Rahul Lama via groups.io
Sent: Friday, May 8, 2020 09:39
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-practice #jobs

 

Hi Chris,

Here is a list of organizations that I got the opportunity to work with and their relative KM practicing levels are listed below:
1. Social Sector (eg Piramal Foundation, Indus Action): High KM practices (lots of action reviews, documenting, knowledge sharing)
2. International Development Agencies (eg ADB, UNICEF): Medium KM practices
3. Indian Government (India Post, State education department): Low KM practices
4. Pharma (eg Roche India): High KM practices
5. Startup (Swiggy): Medium KM practices

Regards,
Rahul Lama
West Bengal, India





Chris Jones
 

Rahul, thanks for the response - it looks like you've listed social orgs aka NGO/NFPs and also governmental agencies for India, that are largely aligned with my starter list, as well as pharma. In your experience, and to Christopher's point about KM not doing well in some segments, do you find KM in India "falls off" outside the more narrow success areas? 

Chris 


Chris Jones
 

Bill - love the notion of "embedded" KM - that strongly resonates for me, and helps avoid the "everyone in KM gets laid off" scenario. I've also heard the "lives are on the line" perspective from a DoD KM source years back - so that resonates as well. 

Has anyone established an approach for embedded KM where the skills and practices are bundled in other functions, like OD, NPD (New Product Development) or R&D?  I've argued in past posts and blogs that 'collaboration' practices can put a less abstract, more intuitive face on things. ROI may still be difficult to attach to "smarter people working together more closely" - sure, we can assign to intangibles, soft savings - but finding ways to achieve more and better collaboration feels like an easier sell, especially with the recently expanded remote/WFH demands.

We're at the edge of a different thread (or two) - but back to the ask - I think our ability to articulate hard ROI w/ KM - as well as building 'explicit' vs. 'embedded' KM - are factors likely influence industry adoption - or to Christopher P.s' point, non-adoption.

Chris


 

So Chris, the solution where KM is embedded in workflow as part of the way work is done is essential for sustaining KM implementation in the organization.  A successful outcome in part will depend on a few things like:

 

  1. Have you made the value proposition for KM “participation and buy in across all levels of the organization--do they see WIIFM?
  2. The KM Governance structure – centralized, distributed, other and is it context relevant for each part of the organization?
  3. Is the KM strategy anchored in the organization strategy?
  4. There is a saying that “all politics is local” – similarly, its been my experience is that KM adoption is local as well when you get down into the organization.

 

There are many other factors but I believe these are really key.

 

Bill

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Chris Jones via groups.io
Sent: Friday, May 8, 2020 13:42
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-practice #jobs

 

Bill - love the notion of "embedded" KM - that strongly resonates for me, and helps avoid the "everyone in KM gets laid off" scenario. I've also heard the "lives are on the line" perspective from a DoD KM source years back - so that resonates as well. 

Has anyone established an approach for embedded KM where the skills and practices are bundled in other functions, like OD, NPD (New Product Development) or R&D?  I've argued in past posts and blogs that 'collaboration' practices can put a less abstract, more intuitive face on things. ROI may still be difficult to attach to "smarter people working together more closely" - sure, we can assign to intangibles, soft savings - but finding ways to achieve more and better collaboration feels like an easier sell, especially with the recently expanded remote/WFH demands.

We're at the edge of a different thread (or two) - but back to the ask - I think our ability to articulate hard ROI w/ KM - as well as building 'explicit' vs. 'embedded' KM - are factors likely influence industry adoption - or to Christopher P.s' point, non-adoption.

Chris


Murray Jennex
 

wish I had thought of the term embedded KM!  many years ago I wrote a paper describing how KM happens, planned or unplanned where unplanned KM is essentially embedded KM.  In that paper I looked at engineering organizations where engineers in the nuclear organization found a way to embed KM in their activities of running a nuclear plant.  Unfortunately, the reviewers didn't like the way I said it (KM happens) so that is why I love the term embedded KM!  a term I intend to use, thanks Bill and everyone...murray


-----Original Message-----
From: Chris Jones <cjones2nc@...>
To: SIKM@groups.io
Sent: Fri, May 8, 2020 1:41 pm
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-practice #jobs

Bill - love the notion of "embedded" KM - that strongly resonates for me, and helps avoid the "everyone in KM gets laid off" scenario. I've also heard the "lives are on the line" perspective from a DoD KM source years back - so that resonates as well. 

Has anyone established an approach for embedded KM where the skills and practices are bundled in other functions, like OD, NPD (New Product Development) or R&D?  I've argued in past posts and blogs that 'collaboration' practices can put a less abstract, more intuitive face on things. ROI may still be difficult to attach to "smarter people working together more closely" - sure, we can assign to intangibles, soft savings - but finding ways to achieve more and better collaboration feels like an easier sell, especially with the recently expanded remote/WFH demands.

We're at the edge of a different thread (or two) - but back to the ask - I think our ability to articulate hard ROI w/ KM - as well as building 'explicit' vs. 'embedded' KM - are factors likely influence industry adoption - or to Christopher P.s' point, non-adoption.

Chris


Murray Jennex
 

look at industries that can't make the same mistake twice (or at least are not supposed to):
nuclear industry
space industry
aviation industry
military
large scale construction
disease management

....murray jennex


-----Original Message-----
From: Chris Jones <cjones2nc@...>
To: SIKM@groups.io
Sent: Fri, May 8, 2020 8:35 am
Subject: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-practice #jobs

The 'loss of KM jobs' question is a good one, but this one flips it around.

Consultants among us may be quick to answer - "It depends !!"  but what does it depend on?  I'd tend to look at industries with strong R&D, who care about intellectual property, patents, grants and the like. In those markets, KM is a critical core competency, no matter how it's organized or packaged. So maybe it would be pharma, high tech (e.g., AT&T, Xerox, 3M), gov't/research (eg. EPA, NIH, DoD) -

What have you seen?  Do you agree or disgree with my rationale?  And I'm curious if there's a good SIKM compedium that organizes KM success by industry? Maybe you can 'bold' your industry answers so they pop - if there's no central compendium built, maybe we could build one here, in this thread - !?

Best - and be safe -

Chris
Charlotte NC


Nick Milton
 

Some survey data here about ways in which KM becomes embedded

 

http://www.nickmilton.com/2018/04/the-5-ways-in-which-km-becomes-embedded.html

 

Nick Milton

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Bill Kaplan
Sent: 08 May 2020 22:00
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-practice #jobs

 

So Chris, the solution where KM is embedded in workflow as part of the way work is done is essential for sustaining KM implementation in the organization.  A successful outcome in part will depend on a few things like:

 

  1. Have you made the value proposition for KM “participation and buy in across all levels of the organization--do they see WIIFM?
  2. The KM Governance structure – centralized, distributed, other and is it context relevant for each part of the organization?
  3. Is the KM strategy anchored in the organization strategy?
  4. There is a saying that “all politics is local” – similarly, its been my experience is that KM adoption is local as well when you get down into the organization.

 

There are many other factors but I believe these are really key.

 

Bill

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Chris Jones via groups.io
Sent: Friday, May 8, 2020 13:42
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-practice #jobs

 

Bill - love the notion of "embedded" KM - that strongly resonates for me, and helps avoid the "everyone in KM gets laid off" scenario. I've also heard the "lives are on the line" perspective from a DoD KM source years back - so that resonates as well. 

Has anyone established an approach for embedded KM where the skills and practices are bundled in other functions, like OD, NPD (New Product Development) or R&D?  I've argued in past posts and blogs that 'collaboration' practices can put a less abstract, more intuitive face on things. ROI may still be difficult to attach to "smarter people working together more closely" - sure, we can assign to intangibles, soft savings - but finding ways to achieve more and better collaboration feels like an easier sell, especially with the recently expanded remote/WFH demands.

We're at the edge of a different thread (or two) - but back to the ask - I think our ability to articulate hard ROI w/ KM - as well as building 'explicit' vs. 'embedded' KM - are factors likely influence industry adoption - or to Christopher P.s' point, non-adoption.

Chris


Nick Milton
 

Some survey data here on the relative maturity of KM in various sectors

 

http://www.nickmilton.com/2019/05/the-relative-maturity-of-km-in-various.html

 

 

See also here

 

http://www.nickmilton.com/2020/02/how-mature-is-km-in-your-industry.html

 

 

 

Both these figures will be updated once I have crunched the numbers from the 2020 survey

 

Nick Milton

 

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Rahul Lama
Sent: 08 May 2020 17:39
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-practice #jobs

 

Hi Chris,

Here is a list of organizations that I got the opportunity to work with and their relative KM practicing levels are listed below:
1. Social Sector (eg Piramal Foundation, Indus Action): High KM practices (lots of action reviews, documenting, knowledge sharing)
2. International Development Agencies (eg ADB, UNICEF): Medium KM practices
3. Indian Government (India Post, State education department): Low KM practices
4. Pharma (eg Roche India): High KM practices
5. Startup (Swiggy): Medium KM practices

Regards,
Rahul Lama
West Bengal, India


Rahul Lama
 

Hi Chris,

Sorry, could you please clarify your question. I didn't get it.

Regards,
Rahul


Chris Jones
 

Rahul - sure, my ask is to understand the industries or sectors of the economy (or perhaps more broadly, the global organizational landscape, to include NGO/NFP's & Government agencies) where KM is successful. For me, with on-going threads about KM job losses, demise of KM, and the like, I'm wanting to learn whether success is tied to unique industry needs.

Bill - thanks again for these inputs.

Murray - the examples are helpful; in my work in utilities, I've learned that fault intolerance tends to show up as increased, very detailed processes and controls, where knowledge is clearly integral - so I see your point.

Nick - execellent chart !! and I was hoping this sort of analysis had been done.  Interesting that you show embedded KM as the ideal end state in an applied maturity model rather than an alternative approach to a functional "KM department".  Curious if there's another thread on KM maturity models - guessing yes? I'll check - 

Appreciate all the responses, you're definitely advancing my thinking - thanks much for taking time to weigh-in.

Chris


Nick Milton
 

I don’t think embedded KM means no KM department, its just that they have a different function – support, monitoring, coaching, training, measuring, rather than doing. .

 

After all, most organisations have embedded financial management, but still have financial professionals and a CFO.

 

 

 

Nick Milton

 

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Chris Jones
Sent: 09 May 2020 15:09
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs

 

Rahul - sure, my ask is to understand the industries or sectors of the economy (or perhaps more broadly, the global organizational landscape, to include NGO/NFP's & Government agencies) where KM is successful. For me, with on-going threads about KM job losses, demise of KM, and the like, I'm wanting to learn whether success is tied to unique industry needs.

Bill - thanks again for these inputs.

Murray - the examples are helpful; in my work in utilities, I've learned that fault intolerance tends to show up as increased, very detailed processes and controls, where knowledge is clearly integral - so I see your point.

Nick - execellent chart !! and I was hoping this sort of analysis had been done.  Interesting that you show embedded KM as the ideal end state in an applied maturity model rather than an alternative approach to a functional "KM department".  Curious if there's another thread on KM maturity models - guessing yes? I'll check - 

Appreciate all the responses, you're definitely advancing my thinking - thanks much for taking time to weigh-in.

Chris


Douglas Weidner
 

Chris Jones,

RE: Maturity Models.

The KM Institute is heavily invested in them. 

Our MATURE model is being taught in the Certified Knowledge Manager (CKM) program, 
but will be published outside that audience this year..

Douglas Weidner

On Sat, May 9, 2020 at 10:08 AM Chris Jones <cjones2nc@...> wrote:
Rahul - sure, my ask is to understand the industries or sectors of the economy (or perhaps more broadly, the global organizational landscape, to include NGO/NFP's & Government agencies) where KM is successful. For me, with on-going threads about KM job losses, demise of KM, and the like, I'm wanting to learn whether success is tied to unique industry needs.

Bill - thanks again for these inputs.

Murray - the examples are helpful; in my work in utilities, I've learned that fault intolerance tends to show up as increased, very detailed processes and controls, where knowledge is clearly integral - so I see your point.

Nick - execellent chart !! and I was hoping this sort of analysis had been done.  Interesting that you show embedded KM as the ideal end state in an applied maturity model rather than an alternative approach to a functional "KM department".  Curious if there's another thread on KM maturity models - guessing yes? I'll check - 

Appreciate all the responses, you're definitely advancing my thinking - thanks much for taking time to weigh-in.

Chris


Chris Collison
 

Hi Chris,
I guess there are at least two aspects of how KM thrives.  Where the soil is fertile (the nature of a sector or segment naturally lends itself to KM’s contribution) and where the gardener is active (there is at least some level of support in the organisation).  This second factor is pretty variable - can end up being at the whim of a subjective leadership decision, politics or relationships. 

For the ‘fertile soil’ factor,  I think repeatability is a good indicator of whether KM has a strong potential to thrive. Think of organisations with parallel manufacturing or production operations, (energy, pharma etc), or those who have a product which repeats predictably over time (Olympic Games for example).

It’s easy to make the case for learning from experience, identifying good practices, building communities when you can point to parallel inefficiencies, or ‘pockets of excellence’ from which value can be multiplied. 

Other fertile soil includes organisations which are integrating large acquisitions or mergers and organisations where there are age demographics impacting critical experitise - but that more is a lifecycle thing than a sectoral trend.

Hope this helps.
Chris 




On 9 May 2020, at 15:08, Chris Jones <cjones2nc@...> wrote:

Rahul - sure, my ask is to understand the industries or sectors of the economy (or perhaps more broadly, the global organizational landscape, to include NGO/NFP's & Government agencies) where KM is successful. For me, with on-going threads about KM job losses, demise of KM, and the like, I'm wanting to learn whether success is tied to unique industry needs.

Bill - thanks again for these inputs.

Murray - the examples are helpful; in my work in utilities, I've learned that fault intolerance tends to show up as increased, very detailed processes and controls, where knowledge is clearly integral - so I see your point.

Nick - execellent chart !! and I was hoping this sort of analysis had been done.  Interesting that you show embedded KM as the ideal end state in an applied maturity model rather than an alternative approach to a functional "KM department".  Curious if there's another thread on KM maturity models - guessing yes? I'll check - 

Appreciate all the responses, you're definitely advancing my thinking - thanks much for taking time to weigh-in.

Chris


Murray Jennex
 

I understand your point Nick, but I look at embedded KM much like I would look at a embedded system, something that works but is buried in the innards of the system and is something nobody notices until it doesn't work.  I see embedded KM as KM built into the work practices: knowledge capture a part of the analysis of problems, knowledge sharing a part of the setup of how knowledge is saved and searched, collaboration with colleagues a part of the work culture and evaluation system, and etc.  You don't need a KM function to monitor this as monitoring is also embedded.  In these organizations they don't always even know they are doing KM, it is just good practice or common sense (I think this is something we have said as KMers for many years).  Where you do need some KM function is in governance of processes and data: mainly for ensuring knowledge alignment with strategic goals, incorporate process changes, and to anticipate future needs and process modifications.  How large this function is I'm not sure and it probably varies widely in practice.  How did embedded KM get there in the first place? That is where KM may have had a role (and I would agree it is done better if KM did have a role in initial design) but with knowledge workers it will happen even if there is no formal KM guidance as it is just good sense.....murray jennex


-----Original Message-----
From: Nick Milton <nick.milton@...>
To: SIKM@groups.io
Sent: Sat, May 9, 2020 7:40 am
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs

I don’t think embedded KM means no KM department, its just that they have a different function – support, monitoring, coaching, training, measuring, rather than doing. .
 
After all, most organisations have embedded financial management, but still have financial professionals and a CFO.
 
 
 
Nick Milton

 
 
From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Chris Jones
Sent: 09 May 2020 15:09
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs
 
Rahul - sure, my ask is to understand the industries or sectors of the economy (or perhaps more broadly, the global organizational landscape, to include NGO/NFP's & Government agencies) where KM is successful. For me, with on-going threads about KM job losses, demise of KM, and the like, I'm wanting to learn whether success is tied to unique industry needs.

Bill - thanks again for these inputs.

Murray - the examples are helpful; in my work in utilities, I've learned that fault intolerance tends to show up as increased, very detailed processes and controls, where knowledge is clearly integral - so I see your point.

Nick - execellent chart !! and I was hoping this sort of analysis had been done.  Interesting that you show embedded KM as the ideal end state in an applied maturity model rather than an alternative approach to a functional "KM department".  Curious if there's another thread on KM maturity models - guessing yes? I'll check - 

Appreciate all the responses, you're definitely advancing my thinking - thanks much for taking time to weigh-in.

Chris


 

Actually Nick and Murray. I can see that both perspectives play a role in implementation in an organization.  Context is everything.

 

Bill

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Murray Jennex via groups.io
Sent: Saturday, May 9, 2020 13:24
To: nick.milton@...; SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs

 

I understand your point Nick, but I look at embedded KM much like I would look at a embedded system, something that works but is buried in the innards of the system and is something nobody notices until it doesn't work.  I see embedded KM as KM built into the work practices: knowledge capture a part of the analysis of problems, knowledge sharing a part of the setup of how knowledge is saved and searched, collaboration with colleagues a part of the work culture and evaluation system, and etc.  You don't need a KM function to monitor this as monitoring is also embedded.  In these organizations they don't always even know they are doing KM, it is just good practice or common sense (I think this is something we have said as KMers for many years).  Where you do need some KM function is in governance of processes and data: mainly for ensuring knowledge alignment with strategic goals, incorporate process changes, and to anticipate future needs and process modifications.  How large this function is I'm not sure and it probably varies widely in practice.  How did embedded KM get there in the first place? That is where KM may have had a role (and I would agree it is done better if KM did have a role in initial design) but with knowledge workers it will happen even if there is no formal KM guidance as it is just good sense.....murray jennex

-----Original Message-----
From: Nick Milton <nick.milton@...>
To: SIKM@groups.io
Sent: Sat, May 9, 2020 7:40 am
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs

I don’t think embedded KM means no KM department, its just that they have a different function – support, monitoring, coaching, training, measuring, rather than doing. .

 

After all, most organisations have embedded financial management, but still have financial professionals and a CFO.

 

 

 

Nick Milton

 

 

From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Chris Jones
Sent: 09 May 2020 15:09
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs

 

Rahul - sure, my ask is to understand the industries or sectors of the economy (or perhaps more broadly, the global organizational landscape, to include NGO/NFP's & Government agencies) where KM is successful. For me, with on-going threads about KM job losses, demise of KM, and the like, I'm wanting to learn whether success is tied to unique industry needs.

Bill - thanks again for these inputs.

Murray - the examples are helpful; in my work in utilities, I've learned that fault intolerance tends to show up as increased, very detailed processes and controls, where knowledge is clearly integral - so I see your point.

Nick - execellent chart !! and I was hoping this sort of analysis had been done.  Interesting that you show embedded KM as the ideal end state in an applied maturity model rather than an alternative approach to a functional "KM department".  Curious if there's another thread on KM maturity models - guessing yes? I'll check - 

Appreciate all the responses, you're definitely advancing my thinking - thanks much for taking time to weigh-in.

Chris


Murray Jennex
 

totally agree Bill.  The only reason I bring up how I view embedded KM is because I see these organizations where they may not see as much value in KM and so will be more willing to cut KM staff.  I don't agree they should, just that in an environment where you have to cut costs, these organizations can see that they can take a short term hit on their KM staff and probably be okay...murray


-----Original Message-----
From: Bill Kaplan <bill@...>
To: SIKM@groups.io <SIKM@groups.io>; nick.milton@... <nick.milton@...>
Sent: Sat, May 9, 2020 2:21 pm
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs

Actually Nick and Murray. I can see that both perspectives play a role in implementation in an organization.  Context is everything.
 
Bill
 
From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Murray Jennex via groups.io
Sent: Saturday, May 9, 2020 13:24
To: nick.milton@...; SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs
 
I understand your point Nick, but I look at embedded KM much like I would look at a embedded system, something that works but is buried in the innards of the system and is something nobody notices until it doesn't work.  I see embedded KM as KM built into the work practices: knowledge capture a part of the analysis of problems, knowledge sharing a part of the setup of how knowledge is saved and searched, collaboration with colleagues a part of the work culture and evaluation system, and etc.  You don't need a KM function to monitor this as monitoring is also embedded.  In these organizations they don't always even know they are doing KM, it is just good practice or common sense (I think this is something we have said as KMers for many years).  Where you do need some KM function is in governance of processes and data: mainly for ensuring knowledge alignment with strategic goals, incorporate process changes, and to anticipate future needs and process modifications.  How large this function is I'm not sure and it probably varies widely in practice.  How did embedded KM get there in the first place? That is where KM may have had a role (and I would agree it is done better if KM did have a role in initial design) but with knowledge workers it will happen even if there is no formal KM guidance as it is just good sense.....murray jennex

-----Original Message-----
From: Nick Milton <nick.milton@...>
To: SIKM@groups.io
Sent: Sat, May 9, 2020 7:40 am
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs
I don’t think embedded KM means no KM department, its just that they have a different function – support, monitoring, coaching, training, measuring, rather than doing. .
 
After all, most organisations have embedded financial management, but still have financial professionals and a CFO.
 
 
 
Nick Milton
 
 
From: SIKM@groups.io <SIKM@groups.io> On Behalf Of Chris Jones
Sent: 09 May 2020 15:09
To: SIKM@groups.io
Subject: Re: [SIKM] In what Industries or Segments does KM Thrive? #discussion-starter #futureofwork #kmers #proven-pra ctice #jobs
 
Rahul - sure, my ask is to understand the industries or sectors of the economy (or perhaps more broadly, the global organizational landscape, to include NGO/NFP's & Government agencies) where KM is successful. For me, with on-going threads about KM job losses, demise of KM, and the like, I'm wanting to learn whether success is tied to unique industry needs.

Bill - thanks again for these inputs.

Murray - the examples are helpful; in my work in utilities, I've learned that fault intolerance tends to show up as increased, very detailed processes and controls, where knowledge is clearly integral - so I see your point.

Nick - execellent chart !! and I was hoping this sort of analysis had been done.  Interesting that you show embedded KM as the ideal end state in an applied maturity model rather than an alternative approach to a functional "KM department".  Curious if there's another thread on KM maturity models - guessing yes? I'll check - 

Appreciate all the responses, you're definitely advancing my thinking - thanks much for taking time to weigh-in.

Chris


Rahul Lama
 

Hi Chris,

The year 2019 was a difficult year for the global economy as well as for India as our economy slowed down from 6.2% in 2018 to 4.8% in 2019-20. And to make things worse, the COVID-19 situation has hit the Indian economy harder, and the results and impacts are slowly beginning to surface. So definitely, KM practices/initiatives/depts would take a jolt too, especially in sectors/orgs where it's not considered a top priority. In general, based on my experience,

1. The private sector in India has better KM practices compared to Public sector.
  • Governments are still on their journey to shift to technology and modern ways of working. Even today, a typical govt official's desk is filled with mountains of files and papers. From a KM standpoint, their documentation process relies heavily on paper recordings and not digital/computer.
  • Culture of collaboration is weak due to strong egoic hierarchy protocols are maintained in the government. This really crushes knowledge sharing and KM spirit.

2. Within the Private sector in India, KM practices vary. Broadly speaking -
  • IT/BPO have some successful KM practices. ex. Genpact has a strong KM dept, Infosys too.
  • Agricultural companies have moderate levels of KM with certain Research Institutes' supporting them to manage crop/soil-related knowledge. Ex. Goodricke Tea company has strong documentation procedures and also good relations with Tea Research Institutes for helping them with knowledge on crop management.
  • Startups are not into KM.
  • Telecom companies like Reliance Jio have moderate levels of KM initiatives.
  • Pharma companies like Dr. Reddy's, Sun Pharma do focus on KM activities as they need to compete with international orgs like Roche, Novartis etc.,
3. Talking about the Social sector - NGOs are not much into KM. A few large NGOs do focus on KM initiatives largely due to the senior leadership, but the vast majority of NGOs struggle with balancing survival/existence on one hand and impact/service on the other.

Hope I could answer your question and provide some information.

Regards,
Rahul
Email: rlama1990@...
Whatsapp: 8638156245