Keynote presentation 14052014vf

a km journey with no fixed destination
Paul J Corney | 14 May 2014

why Knowledge Management?
slide 2a km journey with no fixed destination

agenda
My journey
Ce sont des moments forts
3 learning‟s
Space
Stories
Structure
A view of the future
Scenarios for 2020

destinations on my journey so far

Ce sont des moments forts

1980s & before 1990s 2000s -
ICT 1980 first hard drive disc for
computers
1980 IBM PC, MS-DOS, floppy discs
1982 Lotus Notes
1984 „cyberspace‟ term invented by
sci fi writer William Gibson
1990 World wide web
1991 Linux
1994 Yahoo
1996 Google research project
search / taxonomy
end user navigation tools, shared drives
Intranets & Extranets
EDRM strategies in major institutions, arrival of
Sharepoint
Web 2.0 tools /rise in social media (facebook,
twitter)
Concept of 0pensource starts to take hold
VOIP / Wireless / Mobile communications
Nomadic, distributed workforces responding to and
making demands of ICT
Knowledge 1966 Peter Drucker first coins term
knowledge economy and knowledge
worker
1989 fall of Berlin Wall signals new
attitudes to knowledge transfer out
or research and into the
marketplace
1991 KM established as a discipline with
Nonaka‟s book on “The Knowledge Creating
Company”
1992 Lave & Wenger write about
communities of practice
1996 Knowledge subscription service:
Anderson Consulting
1997 Tom Stewart writes “Intellectual
Capital, the Wealth of Nations”
World Bank experiment with the use of
narrative, communities and networks
World Bank 4 pillars of a knowledge economy
(new technologies, human capital,
enterprise, innovation)
2000–2002 ADB, SDC, IDB develop first and second
generation knowledge and learning strategies
2001 “Learning to fly” by Collison and Parcell
2008/9 ADB investing in legacy story and narrative
practice as core component of knowledge strategy
and embedding into 2020 organisation strategy
2009 first formal evaluation of SDC knowledge
strategy
KM 3.0 emerging, responding to ICT changes and
taking on lessons of first 10 - 15 years
Credit crunch and new forms of organisational
structure challenge assumptions about relevant
knowledge & processes
Paul J
Corney
Working in finance, sets up Islamic
Development Bank disbursement
process in 1981, running oil & gas
portfolio for Saudi International
Bank
Learn to type own visit reports
1994 Creates early stage intranet using Verity
search and Adobe OCR technology
1995 Senior Manager KM of consortium bank
1998 Vice President Zurich Re with mandate
to build knowledge into risk process.
1999 Knowledge Audit and km strategy for
Schroder's Merchant Bank
Knowledge and information frameworks, plans and
assessments for BMS Group, Islamic Development
Bank, Caribbean Development Bank.
Storytelling and narrative as key components of
knowledge strategy for DEZA and ADB.
Mission to Darfur to see how a KM strategy might be
grounded in the lessons of a humanitarian crisis
Knowledge Capture & Retention programme for HMRC

1980s & before 1990s 2000s -
computers
1982 Lotus Notes
1990 World wide web
1994 Yahoo
search / taxonomy
end user navigation tools
shared drives
Sharepoint
twitter)
worker
marketplace
Company”
Anderson Consulting
strategy
Paul J
Corney
Bank
Learn to type own visit reports

Information & Knowledge Management 1994
slide 8
the information and knowledge world…
• arrival of disintermediated search
• growth of end user search tools (MAID Profound)
• MAID announces zero connect charges (1993)
• monetizing of content
• early stage clippings services via the desktop (ESMERK)
• tagging of content seen as important to augment search
• taxonomy enters KM lexicon
„Getting information off
the Internet is like taking
a drink from a fire
hydrant.‟

why Knowledge Management (1994)
slide 9
a one screen view…
„…when clients call me I want to know
at a glance what we know about
it, specifically:
• whether we have spoken to the client
about it, who did it and what was said?
• what is being said about it in the
outside world and who are the leaders
in …..and funding them?
• what our exposure to the client is?‟

1980s & before 1990s 2000s -
computers
1982 Lotus Notes
1990 World wide web
1994 Yahoo
search / taxonomy
end user navigation tools
shared drives
Sharepoint
twitter)
worker
marketplace
Company”
Anderson Consulting
strategy
Paul J
Corney
Bank

why Knowledge Management (2001)
Audit identifies key information and knowledge
needs
Attack on World Trade Center leads to formation of
knowledge steering committee led by CEO
Intranet 1.0 & policies for document and records
management
Intranet 2.0 “BMS Today” designed with staff and
launched together with new website using same
content management system
3-year quali-quant review, including benchmarking
Knowledge hub created in new office
Launch of discussion forums, blogs, publishing
matrix and new search
Learning and sharing events for collaboration
Cultural alignment with business restructuring

Sparknow
1. Identify themes and areas of enquiry
2. Find Interviewees & invite / brief them
3. Conduct Interviews
4. Debrief Interviews & send for transcription
5. Drop Interviews into narrative database, index & keyword, extract and
catalogue fragments
a. Identify possible gaps, people to interview and repeat
b. Identify found sounds & images from missions that can extend
collection
6. Synthesise fragments into textured collections, write field notes that
shape collection
7. Identify areas of work the collection can do (Teaching PPT, Photo essay,
Essay, Pod cast etc) & whether you can use a template
8. Create “wrapped” mini-collections including book
A living archive: 8 step process
why Knowledge
Management (2010)

3 learning’s: Space

physical space: the hub at ADB

physical space: refreshments

imagination space: wall exhibit at Henley

virtual (collaboration) space: legal
perspective
slide 18
“Historically law firms have been slow to
innovate with their web presences and
digital marketing as their business
generation is often led by existing
relationships and word of mouth. But
changing client behaviours such as the
increasing use of mobile devices at a time
when many businesses are reviewing all
costs and suppliers mean that these
orthodoxies are being challenged.
“Law firms rightly spend a lot of time
thinking about the first impression created
by their office spaces, but seemingly less
about the impression their websites give.
We have spoken to a number of marketing
departments at major firms who feel
frustrated by the lack of internal support for
digital initiatives.”
Source: http://clients.lastexitlondon.com/benchmark-law!rms-press/

virtual
(collaboration) space:
„…make it personal, make it
clear, and make it easy‟
Source: John Stepper, Deutsche Bank on Jive
implementation
activity stream, content, people, places &
apps, blogs
find people and expertise box on the homepage
custom stream on homepage allows user to
filter what he doesn't want to see
trending content
rich user profile: pulled from other systems?
rich profiles includes endorsements as seen on
LinkedIn
search goes inside of documents, can be as
broad or as specific as the user wants it
content can be tagged as official or final so
that people know it's a final version
popular tags

3 learning’s: Stories

stories, objects & timelines

HIPPO‟s make them interested….
Remember the HIPPO –
Highest Paid Person‟s Opinion -
make them interested by
telling them:
• in a way they would
understand
• in the limited time they
have available
source: Phil Hill

Jade‟s Story
Jade Thompson is 35 and has
worked in the London Insurance
Market for 14 years. She has
agreed to join as a senior
underwriter, moving on from one
of the big Insurance Companies.
She wants to work for a company
that really supports her initiative
and drive – not one that swaddles
her in red tape.
source: one of a set of scenarios developed for BMS Group by Sparknow LLP

Jade‟s Story
The week before Jade joins, she receives at
home a package from her new employer
Inside she finds an iPad etched with a
Corporate logo and the slogan:
“Using clever technology”
There‟s an iPhone, also with a corporate
logo and her name engraved on the back
She reads the attached note, welcoming her
to the company and giving her the logon and
password information she needs to use the
equipment. “Wow!” she says to herself,
“this is great – they really know how to
make you feel special.”

Jade‟s Story
Monday morning arrives. She comes
into the office with her iPhone and
iPad. She meets HR to cover the final
detail – an unusually brief session
HR point out that her iPad contains a
map of each of the group‟s offices and
a directory of all staff, including
photos, biographies and locations.
She shouldn‟t get lost and find who
knows what.
This information is provided by the
office WiFi to which her phone and
tablet connect automatically.

Jade‟s Story – what we proposed
Internet/Intranet/Extranet support
Central Information Library
Content management Strategy
Sales management process
E-Files, and paper file vault
Mobile core information provision, including electronic
brochures
Revised Induction strategy and delivery
Tablet strategy
Effective Content management System
Customer relationship management system
Integrated Internet/Intranet/Extranet, Including blog
Multimedia file support, including video

„imagine an organization where…‟
slide 27
…not just „I‟m taking it to senior management‟ but it comes
back from senior management.
…when I arrived I was helped to find my feet quickly and
supported in contributing to my full potential….
…I know when people are going on a business trip and
get the chance to chip in and help, and I hear all about it when
they get back….
…I know how to search for what I need and can find it quickly in
databases and save the harder questions to approach colleagues
about…..
…I am aware of what others in the company are doing and how
they have done it…
source: Sparknow LLP assignment in the Caribbean

2008 2013
slide 28
future stories - back casting

3 learning’s: Structure
Pi

importance of
context: scope &
critical knowledge
Knowledge Audits
Knowledge Capture
Knowledge Strategies

31
importance of a process
3. Share
2. Store
1. Capture
5.
Harvest
6.Best
eKnowledge
8. Measure
7. Best
eXperts
/ C of P
9.
Maintain/
Improve
9 Step KM Process
4.
Collaborate
Source: Knowledge Associates Source: knowledge et al / Sparknow

importance of checklists in KM: „DEBRIEFS‟
slide 32
Design: A good agenda agreed to in advance with a specified end sent to the
right people.
Environment: If this is wrong you are starting from a negative place.
Briefing: The set up is vital – the key players need to commit to being there
and to understand what the objectives of the session are.
Roles: Make sure people know why they are there and what‟s expected of
them.
Intuition: if you are facilitating, trust your judgment and be flexible and
willing to go down different pathways; expect the unexpected!
Engagement: Be appreciative and encourage laughter. When people laugh
they relax and are engaged, when people relax they are often creative, and
when people are creative things happen.
Food and Beverages: They lubricate the tongue and act as a natural break.
Silence: Don‟t be afraid to let it hang when you are getting to an
uncomfortable moment.

importance of KM prompts: capturing

importance of tags and metadata

And so to the future, a fourth ‘S’: scenarios for 2020

towards 2020 „bumps and detours‟
a question of trust in:
Content: „testimonials are king‟
Search: „Right to be forgotten‟
Security: „…wide open to abuse‟
Source: „Referrals from people you follow‟
Source: Digital Workplace in the Connected Organisation
Jane McConnell

1990‟s 2000‟s 2010‟s
2020‟s?

„Community matters…‟
“From lawyers and young marketing managers in large consumer
good companies, the search for purpose is everywhere.”

…„a world where connectivity is king‟

…„a world where connectivity is king: the rise of Africa?‟

41
another Knowledge Management definition
Houses used to have each room
heated by a fire
Then we discovered radiators.
And we needed plumbing.
‘…effective Knowledge Management is the organisational plumbing.’
a km journey with no fixed destination slide 41

and one on Social Media
Source: Jaap Pells

„my advice to you‟
„…apply knowledge management where you want the corporate
strength to be‟
AON km head
„…never underestimate the importance of dialogue‟
DBSA km manager
„…use km to put the whole practitioner knowledge of the organisation
at the service of the individual‟
PWC km head
„…use the unique insight of new joiners as they experience knowledge
flows for the first time‟
author of Learning to Fly
„…don‟t boil the ocean, focus on two to three key business issues‟
Gartner research former CKO
„…remember the three S‟s: Space; Stories & Structure…‟
Paul J Corney

A few of the KM people I‟ve learned from
and have enjoyed working with!
Stephen Arnold
Madelyn Blair
Lee Bryant
Shawn Callahan
Chris Collison
David Gurteen
Phil Hill
Clive Holtham
Patrick Lambe
Ana Neves
Victoria Ward
Martin White
Nancy White
Ron Young

your speaker

Dear Paul, my 3 „takeaway‟s‟ from
today are:
1. ------------------------------------
1. ------------------------------------
1. ------------------------------------
Photo by P J Corney of Avenida de Liberdade Lisboa

a few references
slide 47
Doctor Anwar and making use of what he and others know in Sudan
http://www.knowledgeetal.com/?p=533
The Management of Virtual
Teamshttp://www.intranetfocus.com/archives/742
Space report
http://www.scribd.com/doc/151034866/When-Space-Matters-a-
report-on-what-works-and-what-doesn-t-in-workspace-design
Web Meeting tools
http://www.kstoolkit.org/WebMeeting+Tools
Using Timelines when Siberia and Bangkok meet: conducting a cross
cultural debrief http://www.knowledgeetal.com/?m=201305
Why co-creation is the future for us all
http://www.forbes.com/sites/ashoka/2014/02/04/why-co-creation-
is-the-future-for-all-of-us/2/
A different way to acquire lessons learned in Knowledge Management
http://www.apqc.org/blog/different-way-acquire-lessons-learned-
knowledge-management

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