Theory, frameworks, case studies

1. Knowledge Management
Theory, frameworks, case studies
The great end of knowledge is not knowledge, but action.
- Thomas Henry Huxley
John Bordeaux, Ph.D.

2. Knowledge Management
Enhance Client Value and Solution Delivery
through Harvesting, Sharing and Reuse - Enabled
through Social Sharing, Work-Knowledge
Architecture and Tooling Alignment
2
I will not give this talk.

3. Intelligence Analyst
Sr. Programmer
Analyst
Chief Knowledge
Officer
Associate Partner,
Social Knowledge
Management
1982-1990
1990-1998 2000-2009 2010-2015
2009-2010
Director,
Knowledge
Innovation
Sr. Management Scientist
1998-2000
Knowledge
Manager
2015-pres
Short order
cook “Retirement”

4. I appreciate your attention and will try not to waste it.

5. Failing Without KM:
1. You repeat mistakes
2. Work gets duplicated - reinventing the wheel
3. Customer relations are strained
4. Good ideas don't get shared and transferred
5. You have to compete on price
6. You can't keep up with the market leader
7. You're dependent on key individuals
8. You're slow to launch new products
9. Don't know how to price services.
(Source; Fortune - 23 June 1997)
“The monetary impact on the organization of wasted time is anything but small - For
instance, an organization employing 1,000 knowledge workers loses $5.7 million annually
just in the time wasted by employees having to reformat information as they move among
applications.”- IDC 2006

6. Failing with KM
>70% of KM programs fail. A few reasons why:
• The focus was on the technology rather than the business and its people.
• There was too much hype–with consultants and technology vendors cashing in
on the latest management fad.
• Companies spent too much money (usually on ‘sexy’ technologies) with little or
no return on their investments.
• Most knowledge management literature was very conceptual and lacking in
practical advice, which led to frustration at the inability to translate the theory
into practice – “it all makes so much sense but why isn’t it working?”
• Knowledge management was not tied into business processes and ways of
working.
• It was seen as another laborious overhead activity or yet another new
initiative.
• A lack of incentives – employees quite rightly asked the ‘what’s in it for me?’
question.
• There wasn’t sufficient senior executive level buy-in.
NHS Report on KM

7. The CEO Slide

8. First, define the terms
Knowledge management (KM) is the practice of using an organization’s
content, social networks, experience and collective intelligence to increase
organizational effectiveness & productivity – and also to spark innovation
and transformation.
KM’s success includes adapting better to changing circumstance, not just doing today’s
work better.
"Knowledge is a fluid mix of framed experience, values, contextual
information, and expert insight that provides a framework for
evaluating and incorporating new experiences and information.
It originates and is applied in the minds of knowers.”
Thomas H. Davenport & Laurence Prusak, "Working Knowledge: How Organizations Manage What They Know." Harvard Business School Press. Boston, MA: 1998

9. Volume
t
Data, Information,
Knowledge
Information
Processing
Technology
Access
Network
Bandwidth
Attention
Davenport, T. H. and J. C. Beck (2001). The Attention Economy: Understanding the New Currency of Business. Cambridge, MA, Harvard Business School Press.
Our ability to pay
attention does not
keep up with
increase in
information

10. Information is data in context
Understanding what information
means
Deciding what to do
within constraintsKnowledge
Options
Action
Data
Sense
Making
Path Finding
Analysis
Execution
Iteration
Information
Dave Snowden, http://cognitive-edge.com

11. KM is not focused on fixing individual
knowledge
(There is a sub-branch called PKM, however)*
Knowledge is what we know, what we “comprehend, understand, and learn” (Wilson,
2002)
Knowledge is “biologically determined” (Shutz, 1967)
The knowledge structure in the receiver will never match the sender’s
*Harold Jarche is your sherpa for PKM

12. 12
Organizational Culture
A pattern of shared basic assumptions that the group learned as it solved its problems
of external adaptation and internal integration, that has worked well enough to be
considered valid and, therefore, to be taught to new members as the correct way
you perceive, think, and feel in relation to those problems.
Schein, Edgar H. Organizational Culture and Leadership. 2nd ed. San Francisco, CA: Jossey-Bass, 1992.

13. Every decision is
a guess about the
future

14. What happens when we predict
in groups?

15. If knowledge is personal
If decisions are predictions emerging from
interactions
If organization culture embeds shared assumptions
that thwart creativity
Then perhaps the product for KM is conversation as much as content.

16. Joachim Stroh
Global shifts in markets,
economies, and business
Carr, N. (2009). The Big Switch: Rewiring the World, from Edison to Google. New York: W.W. Norton & Company.
Dicken, P. (2011). Global Shift: Mapping the Contours of the World Economy (6 ed.). New York: The Guilford Press.
A fundamental shift is underway, changing how we work
“Uber owns no cars,
Airnbnb owns no
properties, and Facebook
owns no content.”

17. How we organize for work is changing
Collective Intelligence: Capitalizing on the Crowd. (2011): IBM Institute for Business Value.
Anklam, P. (2007). Net Work. Burlington, MA: Butterworth-Heinemann.
Joachim Stroh
70% of 6.4M jobs created between 1998 and 2004 required tacit interactions, rather than
transformational or transactional interactions.
“The way people work has changed dramatically, but the way their companies are organized lags far
behind.” Hindle, T. (2006, January 19). The New Organisation. The Economist.
“Vertically
oriented
organizational
structures,
retrofitted with ad
hoc and matrix
overlays, nearly
always make
professional work
more complex and
inefficient.”Bryan, L. L., &
Joyce, C. (2005). The 21st Century
Organization. The McKinsey Quarterly

18. 18
The unique KM challenges for your shop, congratulations

19. Hiring soon?
IBM CIO study

20. How you make decisions
Intuition size up a situation quickly
Mental
stimulation
imagine how a course of action may be carried out
Metaphor
draw on experience by suggesting parallels between the current
situation and something else we have come across
Storytelling
consolidate our experiences to make them available in the future,
either to ourselves or to others
Gary Klein, “Sources of Power”

21. Kahneman recently said he was hopeful
organizations could mitigate decision
bias; individuals not as much.
21

22. Knowledge can only be
volunteered, it cannot be
conscripted
We only know
what we know
when we need to
know it
In the context of
real need, few
people will withhold
their knowledge
Everything is
fragmented
Tolerated failure
imprints learning
better than success
The way we know
things is not the
way we report we
know things
We always know more than
we can say, and say more
than we can write down
D. Snowden
Before attempting KM,
understand core and humbling
principles

23. 23

24. A definition of organizational knowledge - ASHEN
ASHEN Definition Examples
Artifacts The processes, documents, filing cabinets, databases and
other constructed ‘things’
▪ Project documentation
▪ Meeting minutes
▪ Training materials
▪ Procedure manuals
Skills Expertness, practised ability, facility in doing something,
dexterity, tact.
▪ Technical certifications
▪ Engineering
▪ Architecture solutioning
Heuristics Serving to discover; ~method, system of education under
which a practitioner is trained to out things for himself
▪ Applied best practices
▪ Rules of thumb
▪ Stereo typing or
▪ Educated guesses
Experience Actual observation of or practical acquaintance with facts or
events; knowledge resulting from this
▪ Practical experience working across business
units
▪ Experienced managing online transaction
processing systems (OLTP)
Natural Talent Talent innate and unique to an individual ▪ Special aptitudes, faculties or gifts
Source: David Snowden, Chief Scientific Officer, Cognitive Edge, former Director of IBM’s Institute of Knowledge Management

25. Scope for KM begins with understanding the knowledge in question
Far beyond content, information, data, documents…

26. Differentiate KM from IM
Information Management Knowledge Management
Goals emphasize delivery and accessibility of
information
Goals emphasize value-added for users
Support existing operations Support operational improvement and
innovation
Delivers available content with little value
added
Add values to content by filtering,
synthesizing, interpreting, pruning content
Emphasis on one-way transfer of information Usually requires ongoing user contributions
and feedback
Heavy technology focus Balanced focus on technology and culture
issues in creating impacts
Assumes information capture can be
automated
Variance in inputs precludes automating
capture process
Long, D. D., Davenport, T., & Beers, M. (1997). What is a Knowledge Management Project?

27. Decision-makingEIM/ECM
Taxonomy
Metaphor
Mental simulation
Storytelling
Intuition
Motivation
Sense of engagement
Workplace design
Sleeping patterns
Time of day
Analytics
Folksonomy
Shared
workspace
User-experience design
Narrative capture
Document
collaboration
Mass ideation
Storage
Language
translation
Cognitive
computing
Contextual
computing
Machine-to-machine Machine-to-Person
Person-to-Person
People
Internet of
Things
KM strategy
Business
metrics
KM
organization
KM
program
initiatives
Master data
management
Meeting protocols
Mobile
platforms
KM

28. www.cognitive-edge.com
Here live analysts
Here are most human endeavors
Here is served by content management
Here be dragons - and radical innovation
Obvious

29. Try KM for its own sake? Sure, what could go wrong?

30. The true value of KM is realized when we connect to how decisions are made
Network / server / cloud infrastructure
Organizational goals
System
System
System
System
Organizational processes
Application integration
Homo sapiens,
homo narrens

31. Knowledge
Benefits
Intermediate
Benefits
Organizational
Benefits
External
Benefits
Fasteraccessto
information
Easierreplication
ofinformation
Knowwhoto
contact
Ready-to-use
knowledge
Accessto
best/latestthinking
Fasterproposal
writing
Betterdecision
making
Better
understandingof
availableexpertise
Novelapproaches
toproblems
Overcoming
departmental‘silos’
Facilitates
mergers
Findingright skill
quicker
Growing
competencies
Employee
motivation
Improvedquality
Moreinnovative
customersolutions
Improvedcustomer
relationships
Competingon
value-not price
Higherquality
products/services
Bettersharingof
best practices
Measures
Individual Value Network effects
Organizational
Value
Business Value
Measures Measures
Skyme KM Framework, modified
Articulating indirect value – a framework

32. KM Business Objectives (sample)
•Reduce risk & compliance costs
•Increase revenue
•Increase consistency service delivery
•Reduce employee time to performance
•Reduce duplicated work
•Accurately match resources with projects
•Increase accuracy in regulation-sensitive areas
•Shorten time to market for new product/service
innovations
•Increase innovations in process and delivery
•Increase customer satisfaction
•Faster time to value
•Increase loyalty
•Increase responsiveness
•Increase perception of firm
•Increase tailored solutions that speak
to their business needs
•Increase employee satisfaction
•Increase ability to find resources
•Increase skill development
•Increase sense of connectedness
•Increase mobile access to firm
Customer Value
Employee Value Shareholder Value

33. Organizational
Learning
Knowledge
Creation
Information
Management
KM Strategy
and Program
Information
Systems
Management
Expertise and
Experience
Management
Social Network
Stimulation
Records
Management
Suggested
purview of a
KM program
Often lives
elsewhere,
coordination
required with other
chieftains

34. 34

35. KM Vision statements map to corporate vision
statements
“We connect people to
information and people –
mobilizing the power of
‘One Global Network’”
“The power of people
sharing knowledge
results in value to our
clients”
“Bring the
company to bear
for every client”
“Knowledge without Borders”
“Ask, Learn, Share, Win”
“Apply mass ideation to develop
new knowledge and innovation”
AFKN
Air Force Largest Community of
Practice in the Department of
Defense with 400K users

36. Academe
Anantatmula, V.S. (2005). Knowledge Management Criteria. In M. Stankosky. (Ed.).Creating the Discipline of
Knowledge Management: The Latest in University Research (pp.171- 188).Amsterdam, Boston: Elsevier
Butterworth-Heinemann.

37. ‹#›
KM Strategy
MITRE KM Strategy
MITRE has inculcated learning and knowledge
sharing into its corporate culture. In particular, [this
paper] describes MITRE'S KM roots, strategy, KM
objectives, a chronology of KM practice, KM
processes, KM repositories, communities of practice,
expertise management, collaboration, return on
investment, and KM benchmarks and measurement.”
– Mark Maybury
“Bring the company to bear for every client”
• MITRE Corporation – private, independent,
not-for-profit organization, founded in 1958 to
provide engineering and technical services to
U.S. Air Force
• Two-time winner: (North American) Most
Admired Knowledge Enterprise (MAKE) Award

38. Accenture
Content and Community

39. Fluor Corporation
Network centric strategy
• Integrate and leverage
the collective intellectual
capital of our employees
• Provide optimal solutions
to our clients
• Enhance skill sets of
employees
• Improve business performance
• Key points:
– Strong people networks are a cornerstone of
strong communities of practice
– Community leadership has a direct influence on the
strength of the community
– Critical mass is required before substantial work
process improvements are possible
– Communities improve business performance
through global adoption of best practices,
improved work processes, reduced overhead and
timely expert solutions
Knowledge OnLineSM
“The power of people sharing knowledge results in value to our clients”
John McQuary

40. ‹#›
KM Strategy
• Boeing – Largest, most diversified
aerospace company. Founded in 1916 in
Puget Sound, Washington
• Two-time winner: (North American) Most
Admired Knowledge Enterprise (MAKE)
Award
Boeing KM Strategy (2008)Rationale for KM at Boeing:
- Retains expertise of employees who leave the
company
- Shares expertise, best practices and lessons
learned across the enterprise
- Avoids reinvention and accelerates innovation
“Knowledge without Borders”

41. ‹#›
Expertise Management
• Schlumberger
• World’s largest oilfield services company, offers professional consulting to energy firms
• Deployed Knowledge Hub for oilfield personnel in 1999
• Capture, share, and apply expertise worldwide
• Take advantage of new measurements and techniques in real time
• Consistently apply the best drilling solutions and practices
• Reduce learning time
• “Just-in-time, just enough, and just for me.”
“Schlumberger is recognized in the 2013 Global [Most Admired Knowledge
Enterprises] MAKE study for creating an environment for collaborative enterprise
knowledge sharing (1st place).
Schlumberger is an eight-time Global MAKE Winner.”

42. ‹#›
Social Networks and Collaboration
• Air Force Knowledge Now (AFKN)
• Largest Community of Practice (CoP) resource in
the Department of Defense - 8,000 active
communities in 2009
• Began within USAF Materiel Command in 1999;
by 2004 AFKN was designated the Air Force
Center of Excellence for Knowledge Management.
• A systematic process of capturing and transferring
personal practices, experience, and expertise that
can be used to enhance performance or improve
related tasks or processes
“People strengthen their
relationships on a
professional front as they
gain a more precise
awareness of others’ skills
and expertise.’”

43. ‹#›
Technology
IBM – KM principles inform internal information technology focus

44. ‹#›
MAKE Awards
“Measure of the rate at which an organization is
transforming its tacit and explicit corporate knowledge into
new enterprise intellectual capital and increased
shareholder value…or stakeholder value.”
Graded on eight dimensions
* Creating an enterprise knowledge-driven culture
* Developing knowledge workers through senior
management leadership
* Maximizing enterprise intellectual capital
* Creating an environment for collaborative enterprise
knowledge sharing
* Creating a learning organization
* Delivering value based on stakeholder knowledge
* Transforming enterprise knowledge into shareholder/
stakeholder value

45. ‹#›
Explicit, Embedded, Tacit Knowledge
Ed O’Neill, Upstream Americas, Royal Dutch Shell
• Royal Dutch Shell
• Portfolio approach to
knowledge types:
• Explicit: Formal information
curated by senior engineers
• Embedded: Practices Worth
Replicating, Shell Wiki
• Tacit: After Action Reviews,
Retention of Critical
Knowledge (RoCK), etc.)

46. 46
Shell Wiki
Inception through today
2006 Wiki pilot project
2007 Pilot deemed a success Challenges
2011 42,000+ Wiki articles
2008 Wiki governance begins through a steering group
■ Based on Wikipedia
■ Used MediaWiki because it’s low cost
■ Easy way for trainers to present course content globally
■ Use statistics are favorable
■ Handbooks and Manuals wikified
■ Back office support begins
■ Lots of articles, varying quality
■ Training of Wiki authors
2010 Wiki support decentralized
■ Back office work no longer provided centrally – work done ad hoc
■ Training of wiki authors became the regional KM team’s responsibility
2012 45,800+ Wiki articles
■ Implemented “Get Wiki Help”
Ed O’Neal, Shell Upstream Americas

47. 47
After Action Review
– A process designed to identify, analyze,
capture and share learning’s based on a
comparison of how an activity was
executed versus how it was planned
– Some of the benefits...
• Learn together to improve
performance
• Repeat value-added processes
• Avoid costly mistakes
• Save time
• SCALABILITY
Ed O’Neal, Shell Upstream Americas

48. KM Renaissance?
1. social media (collaborative) adoption
2. increased digital literacy / expectation
3. advances in contextual and cognitive computing
4. augmented humanity (reality is already augmented and filtered)
5. ubiquitous computing
6. fear
Also iPhones

49. “To learn is to optimize the quality of one’s networks”
- Jay Cross
Cross, J. (2010). Working Smarter: Informal Learning in the Cloud. Berkeley, CA: Internet Time Group.
“Human knowing is fundamentally a social act”
- Etienne Wenger
Wenger, E. (1999). Communities of Practice: Learning, Meaning, and Identity. Cambridge, UK: Cambridge University Press.
“Our realty is shaped by our social interactions. These
interactions provide context - socially scaffolding what you
have learned with what another person has learned and so
on.”
- Bingham & Conner
Bingham, T., & Conner, M. (2010). The New Social Learning: A Guide to Transforming Organizations Through Social Media. San Francisco, CA: Berret-
Koehler Publishers, Inc.