Gartner PCC Summit 2007 (part 14)
- what are the best practices for KM success?
- how can you incorporate new PCC technologies in KM projects?
Knowledge Management is not in their Hype Cycle anymore because it has reached the “plateau of productivity”.
- workplace products such as portals, content management and collaboration are good enough to get out of the way
- emerging technology will help people manage knowledge in new ways
- people, business and operational issues remain the most difficult
- What must we consider when starting a KM initiative, and when improving KM projects in their second or third iteration?
- how can KM help specific vertical and horizontal processes?
- how can emerging technologies help organizations manage knowledge better?
formalizing (deliberate program) the management of an enterprise’s intellectual assets (information resources that improve the operation of the company)2007 key issues:
- what are the best ways to justify and initiate a KM initiative?
- what are the best practices for improving KM projects in their second and third iteration?
- how can emerging technologies help organisations manage knowledge better?
- how can KM improve the execution of specific vertical and horizontal processes?
- methodologies and frameworks
Not a market
- something one does
Not something one buys
- Collected best practices
Not a collection of technologies
Knowledge Management Organization: start with the initiative and application (bottom-up and top-down approach).
- initiative (high-level commitment to improve how the organization manages intellectual assets)
- programs (set of ongoing projects within a particular process or business area)
- projects (specific efforts focused on one aspect of knowledge)
- applications (systems used in daily work)
How to get started?
- decide on scope: initiative or application?
Get sponsorship or at least high-level validation
- find a recognizable business issue to address
- minimize initial investments; use what is already available
- build credibility with initial small-scale successes before scaling up the effort.
KM professionalization
Some of the most frequent questions in the past:
- are there certification programs?
- what are the job descriptions and roles?
- what training is available?
Institutes offering KM training and certifications (partial list):
- Crainfield University
- Danube University
- George Mason University
- KMCI
- George Washington University
- KM Institute
- Lancaster University
- Tilburg University
(However, mostly IT focused...)
How to keep KM going and growing?
- encourage usage (find out why people aren't using 'it')
- look for multipliers
- promote business value first, KM tie-in second
- beware of direct $ incentives
- use it or lose it
- embed KM in (current) processes
Regina also discussed outsourcing from a knowledge management perspective. Many mistakes made, due to misunderstanding of what corporate knowledge really is/was.
Retaining knowledge from employees leaving due to retirement or restructuring.
- start early, don't wait until he/she leaves
- use different approaches: apprenticeship, retainers, continuing coaching, expert-as-coach
- determine technology support for capturing and storing
A natural place to start a KM initiative is in the IT organization, because they are used to technology. However, don't expect this project to replicate in another part of the organization.
Regina gives a nice overview of (known) technologies that you can use for KM initiatives, for "network collective intelligence/crowd sourcing". E.g. wiki's, blogs, etc.
Mentions the portal as important tool, personal portals based on mashups.
KM priorities in 2008:
- recognizing and encouraging adoption of best practices
- connecting different projects into a larger project
- applying specific KM initiatives to vertical and horizontal processes
- demonstrating value
- adopting and adapting emerging technologies to support KM goals
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