Guest lecture at ITU Copenhagen - on knowledge, learning and organisational change, and why it's important for companies

1. Knowledge, learning – and
managing organisational change
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Erik Korsvik Østergaard
Principal Business Consultant, ProActive A/S

2. About me
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Erik Korsvik Østergaard
41 years, 2 kids, married
M.Sc., DTU
Diploma in Cross-Cultural Project Management
IT strategy, Knowledge Management, social business
Principal Business Consultant, ProActive A/S
erik@proactive.dk
Leadership
@ErikQstergaard
http://erikoestergaard.dk/
Previous: DONG Energy, NNIT, Novo Nordisk

3. What are we going to talk about?
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Purpose
Knowledge
Management
Learning and
expertise
User
Engagement

4. But …
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WHY?

5. The purpose of knowledge management
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Competitiveness through
EFFECT and RELATIONS

6. Megatrends (1/2)
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Female Shift
Silver Society
Volatile Markets
Radical Sustainability
Urbanisation
Connectivity
Globalisation

7. Megatrends (2/2)
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Not
more,
but
BETTER
The
change
of
change
Relations

8. Competitiveness
26. SEPTEMBER 2013
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Today
SKILLS
and
PRICE
Tomorrow
EFFECT
and
RELATIONS

9. Business Strategy
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Why
How
What
Purpose, ambition, vision
Capabilities
(adaptability, efficiency,
mobility, skills, relations,
global reach, resources etc.)
Critical Success Factors
(knowledge, IT, user
engagement, adaption etc.)
IT strategy KM strategy User Engagement

10. The typical enterprise landscape
for information
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intranet
extranet
internet
doc man
systems
project
management
systems
financial
systems
Key processes
R&D Production Sales
Support processes
HR Finance
IT Comm.
email,
text,
voicemail
business/
process
systems
Legal Quality

11. The typical enterprise landscape
for information
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Key processes
R&D Production Sales
Support processes
HR Finance
IT Comm.
Behaviour/
events
Codified
Legal Quality
Tacit
Opinion
Experience
Transactional/
financial
Machine
generated
People
generated
Relational

12. Maturity and evolution of KM
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Archiving
Maintenance
Sharing
Social
business
• Strategy and policies for
information, e.g Record
Management policy
• Shared (enterprise)
information arcitechture
• Shared systems for
document management
and information, e.g. news
• Processes (Standard
Operating Procedures),
workflows og education
• Guidelines, better practice
and code of conduct
• Metadata og taxonomi
• Collaborative tools for document management and sharing,
blogs, wikis and discussion boards
• Updated policies and code of conduct
• Competency mapping, both for employees and departments
(who can deliver which services)
• Enterprise search across systems, for information and
competences
• Microblogging for communication, dialogue, and visible
management
• Injection of microblogging into processes and process systems
• To support discussion of the process (single loop
learning)
• To improve the process (double loop learning)
• Expert systems for questions/answers
• Crowdsourcing for ideation and problem solving

13. Social business – here is the value
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• Communication, dialogue,
leadership, culture
•Transparency, trust, knowledge,
direction, mind-setting
• Expert systems,
serendipity
•Questions, answers,
competences, crowdsourcing,
ideation
• Single-loop learning,
double-loop learning
•Better process support, faster
process improvement
?!
Provides fast and
trustworthy access to
knowledge and
competences, hence
Saves time
Saves money
Improves quality
Reduces errors
Minimises rework
Social business is
business enhanced by
relations and
interactions

14. OCTOBER 1, 2014
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So, how do we engage the users – and
make the change?

15. Change is filled with fear
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16. User Engagement
(Organisational Change Management)
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Engagement
drop
Transition period
Purpose:
Business
case
Targets:
• To minimise the transition period
• To minimise the engagement drop
• To realise the business case; to serve the purpose
User involvement on all leves is key to the change
Explain why - purpose and value
• Awareness of the need to change
• Desire to participate and support the change
• Knowledge of how to change (and what the change looks like)
• Ability to implement the change on a day-to-day basis
• Reinforcement to keep the change in place
Time
Productivity

17. User engagement – an inclusion network
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Project team
Ref group(s)
End users
User Engagement
Strategy
Stakeholder
mapping
Involvement
plan
Communication
material
Training
material
Stakeholder

18. The chain of action
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User
Engagement
Critical
Success
Factors
Capabilities Purpose
IT strategy
Knowledge
Adaptability

19. Closure

20. We talked about
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Purpose
Knowledge
Management
Learning and
expertise
User
Engagement

21. P: +45 82 32 32 32
F: +45 82 32 32 22
M: info@proactive.dk
W: www.proactive.dk
ProActive A/S
Rosenørns Allé 1
DK-1970 Frederiksberg C
ProActive A/S
Åbogade 15
DK-8200 Aarhus N
ProActive A/S
Egelundsvej 18
DK-5260 Odense