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Stealth KM: Winning Knowledge Management Strategies for the Public Sector

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No notes for slide. Copyright information You need an expert in the flow of information to better understand where the bottlenecks to understanding occur See Figure 2. Stealth KM: Winning Knowledge Management Strategies for the Public Sector - Semantic Scholar This may have seemed like an obvious solution until you realize two things: this ship did not have a tradition of the junior officers writing watch bills, so this solution was very novel to the wardroom, and most knowledge management initiatives seem obvious in hindsight.

Knowledge management is not about a portal. Browse more videos.

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These four areas should be reflected in the people and skills you choose to drive Knowledge Management implementation. So we need the following skills on the KM implementation team People Skills If the aim of the KM team is to introduce new behaviours and practices to the organisation, they will need people skilled in training, coaching and mentoring.

Look for people with skills as change agents and business coaches. One or more people with a training background should be on the task force. The knowledge management implementation task force has a hard job ahead of them, changing the culture of the organisation. They will be working very closely with people, often sceptical people, and they need very good influencing and facilitation skills. Secure facilitation training for the task force members. The early stages of implementing knowledge management are all about raising awareness, and "selling" the idea.

The KM team needs at least one person who is skilled at presenting, communicating and marketing. This person will also be kept busy raising the profile of the company's KM and Best Practice activities at external conferences. Process skills The team need experience and skills in the operational processes of the business. The KM team should contain people with good and credible backgrounds and skills in each major organisational subdivision.

This is really to establish as much credibility as possible. When members of the task force are working with business projects, they want to be seen as "part of the business", not "specialists from head office who know nothing about this sector of the business". They have to be able to "talk the language" of the business - they need to be able to communicate in technical language and business language.

They act as Best Practice champions within their area of business, and when the working task force is over, may take a leading Knowledge Management role in their subsidiary. Technology skills. The KM team needs at least one person who has strengths in the details of the current in-house technology, understands the potential of new technology as an enabler for knowledge management, and can help define the most appropriate technologies to introduce to the organisation.

Governance skills. Finally the Km team needs a person who can look at KM from a high level - who can understand how it fits into the governance systems of the organisation, and twho can work at a high level to introduce the policy changes and the governance systems that are vital to the long term survival of KM. This person can be the KM team leder, or even the executive sponsor. Monday, 23 January What knowledge managers wish they had done to communicate KM better. Communication is key to KM. How could we do it better? Here's what Knowledge managers say. What if you have no senior management backing for your Knowledge Management program?

Thursday, 19 January Communities of practice - wild gardens, or market gardens? What sort of garden is your community of practice?

Managing Knowledge: A guide to good practice

Barnsley House kitchen garden, from wikimedia commons One of my stock sayings is that if knowledge is organic, KM is gardening. This recognises that knowledge is not a uniform commodity than can be counted out like money, but also recognises that looking after knowledge is hard work. However even within the topic of gardening there is a range of approaches, and we can see that also in KM terms when it comes to how we work with communities of practice.

The first - "select and support" - is a bottom up approach. It sets the conditions for community growth, lets communities emerge spontaneously, and then selects and supports the ones that are felt to be strategic. You get a wildflower garden if you are lucky, or a bramble patch if you aren't. The second approach - "seed and promote" - is more of a top down approach.

Here you deliberately seed communities on key topics. Here you plant the things you want to grow — the gardenias and the hollyhocks, or the carrots and the pumpkins. Each approach has its merits and demerits The "select and support" approach makes use of existing networks and existing energy. As a manager or network champion, you will be "pushing on an open door". Payback will be rapid, as there will be very little start-up time and cost. The communities will spring up.

However there may be no existing communities which cover the most crucial and strategic topics, and many of the communities that do emerge may have relatively limited business benefit. The "seed and promote" approach allows you to set up communities to cover the three areas of Strategic Competencies crucial to competitive success , New competencies crucial to growth and new direction , and Core competencies crucial to income and market share.

However payback may take longer, as you need to climb the start-up curve, and it may be hard work generating enthusiasm and energy among prospective community members. These communities will take more work, just as creating a vegetable plot full of prize-winning vegetables takes more work. But the results may, in the long term, be more valuable to the organisation. Posted by Nick Milton at 6 comments click for details.

Wednesday, 18 January 6 danger signs for a Knowledge Management Strategy. Tuesday, 17 January More success factors for Communities of Practice. Building on yesterday's post , here is some more data on the success factors for CoPs. These are interesting results, suggesting that the old concept of CoPs being loose, anarchic and free from governance does not work out in modern practice, and the CoPs that were identified as being most successful have developed a leadership and governance framework that provides a level of structure and direction to CoP activities.

Monday, 16 January Why communities of practice succeed, and why they fail. This blog has already published several articles about KM success factors. Here is another slant on the topic.

Knoco stories: January

Communities of practice are such as core component of any Knowledge Management Framework that people are very interested in why they work, and why they fail. We find, for example; the 10 worst CoP practices , from comprac the effect of the balance between push and pull in CoP interaction the effect of size on community success why communities die young Top 10 success factors , from a Warwick University study Here is some more input to the debate - a paper from Gilbert Prost and Stefano Borzillo, called Why communities of practice succeed, and why they fail , where they use a study from a number of organisational settings to identify 10 success factors and 5 common reasons for failure, as listed below.

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Prost and Borzillo give a rather different view of the role of communities of practice compared to the traditional organic bottom-up view, seeing them more as a top-down structure for developing and sharing best practices. See what you think. Success factors.


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Stick to strategic objectives. Have a sponsor and a COP leader who are best practice control agents.

Stealth KM: how to make KM successful in any organization

Main reasons for failure. Lack of a core group. Rigidity of competences "Members tend to primarily trust their own competences, and are therefore less willing to integrate practices originating from other COP members into their daily work". Lack of identification with the COP. The 12 unsuccessful COPs all used inappropriate tools e. Friday, 13 January 6 reasons why After Action reviews are such a great tool. After Action reviews are one of the core tools in Knowledge Management - but what makes them so powerful?