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KM Middle East 2012 - Collison Presentation
- 1. Implementing Knowledge
Management for Success
KM Middle East
March 14th 2012
@chris_collison
Knowledgeable Ltd
www.chriscollison.com
chris@collison.com
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Two stories of success to learn from...
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Learning on an Olympic Scale
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- 2. The Olympic Museum in Lausanne, Switzerland
W I N N I N G WAY S
Learning on an Olympic scale.
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Sharing the torch of knowledge?
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What if 2022 was also a Middle East Olympic year?
Now, imagine that you are the organizing committee.
What knowledge do you need?
Jacques Rogge, IOC
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- 3. If you were the IOC KM TeaM, what would you do?
7 years advanced warning of a $10Bn project!
2002 2006 2010 2014 2018
2000 2004 2008 2012 2016
• What processes and tools would you put in place to
maximise the knowledge transfer and learning from
one host city to another?
• Please discuss at your tables.
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Two stories of success to learn from...
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Syngenta – International Agri-business and ‘MAKE’ awards winner
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- 4. Growing a new Knowledge Management Strategy
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Definition and Vision for Knowledge Management
Definition:
Knowledge management is a set of processes,
tools and behaviours which connect and
motivate people to share expertise, insights,
good practices and learning.
Vision:
Syngenta will connect information, knowledge
and people better and faster than the
competition.
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Assessment of KM Capability (Learning to Fly. Collison & Parcell 2004)
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- 5. Looking at Knowledge Management through the WIKID Spiral
• Creating
• Wisdom • Innovating
• Making Breakthroughs
• Deciding
• Discussing
• Insight • Sharing
• Building
• Learning
• Knowledge • Searching
• Finding
• Collating
• Interpreting
• Information
• Analysing
• Summarising
• Deducing
• Data • Capturing
• Codifying
• Sharing
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Knowledge Sharing Toolkit
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Nurturing the right culture
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- 6. A focus on leadership
Leadership Behaviours
Leaders recognise the link between KM and performance.
The right attitudes exist at the top to share and use others’ know-how.
5 Leaders reinforce the right behaviour and act as role models.
KM is everyone’s responsibility; a few jobs are dedicated to managing
knowledge. “Knowledge sharing is power.”
4 Leaders set expectations by “asking the right questions”, and rewarding
the right behaviours.
KM is viewed as the responsibility of a specialist team.
3 Some leaders talk the talk, but don't always walk the walk!
Some managers give people the time to share and learn, but there is little
2 visible support from the top.
KM viewed as management fad. Leaders sceptical as to benefits.
1 Leaders think networking leads to lack of accountability.
Attitude of "Knowledge is power".
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7 behavioural barriers
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Tall Poppy Syndrome
• I’ll get cut down if I say
we’ve got a good
practice to share
• I don’t want to endure
the scrutiny of others
• And I don’t want to be
inundated with
questions…
• “Let’s keep our heads
down – we’re busy!”
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- 7. Shrinking Violet Syndrome
• I don’t think we’re doing
anything special
• Actually, I’m not sure
what “special” looks like
• Nobody would be
interested in what we’re
doing…
• There are lots of real
experts out there..
• Ignorance is bliss!
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Not Invented Here
• We’re different here
• Nobody else really
understands us
• We have unique problems
• And anyway, I like coming
up with unique answers!
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Real men don’t ask directions (TomTom Syndrome)
• I didn’t get where I was
today by asking for help!
• My colleagues might think
I’m incompetent
• Success is all about self-
sufficiency
• Once I’ve solved my
problem, I’ll share what
I’ve done
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- 8. “Don’t worry, it’s documented” Syndrome
• No time to talk, but let me
email you a document.
• Of course I’ll share my
knowledge with you – it’s
all in this report…
• It’s all on the intranet
• Haven’t you searched on
SmartDoc yet?
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“Lock it away” Syndrome
• If I share this openly, it
might be taken out of
context.
• Someone might make a
decision without the full
knowledge.
• I know where it is – people
can always ask me.
• If I share this openly, it
might weaken my
position.
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Hamster-on-the-wheel Syndrome
• I just don’t have the time
to learn-before-doing
• I’d share, but I’ve got so
much on my plate…
• I don’t think it’s worth
waiting – I know what I
need to know.
• I know this knowledge-
sharing is important, but
my objectives are more
important!
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- 9. Syngenta’s TREE Awards
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Building Networks (Communities)
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LEAP Programme and Networks
8 Global Networks of Excellence in Manufacturing and Supply
Plus a Global Supply Academy
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- 10. Inspiration from other companies (Rio Tinto)
“Communities of practice are groups of people who
share a concern or a passion for something they do and
learn how to do it better as they interact regularly.”
Etienne Wenger
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Getting the purpose of their networks clear
Innovation and
Ideas Generation
Building capability.
Delivery of outputs
Improvement and
(projects, products)
problem solving
together.
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Defining and supporting strategic networks
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- 11. Using Network Analysis to assess the risks and opportunities
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Assessment of KM Capability
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Ten Lessons from Successful Implementation
• Understand the supply and • Benchmark capability
demand of knowledge
• Make it simple and
• Provide choices and options practical
• Get people talking • Understand culture
• Focus knowledge capture on • Recognise the right
repeatable activities behaviours
• Acknowledge that the cultural • Sustain through networks
context changes
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- 12. Thank You!
@chris_collison
Knowledgeable Ltd
www.chriscollison.com
chris@collison.com
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