Ark Group workshop introduction to knowledge management 10 May 2010
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This is a workshop I gave as part of the KM Legal conference
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Ark Group workshop introduction to knowledge management 10 May 2010
- 1. Introducing knowledge management (KM) for law firms in 2010 Steve Perry Knowledge and Information Management Adviser 10 May 2010 steveperryemail@gmail.com – +44 (0) 7710 559649
- 15. The Knowledge Pyramid Simple tools to bookmark news items allowing users to organise their information. This filtered sub-set of information can be used to contribute to discussions. When actionable knowledge is identified it can be added to a wiki-based collaboration tool. The top layer ties everything together and makes it easy for an individual to manage, track and participate. Personal home page Wikis/ blogs RSS newsfeed internal / external sources
- 16. Example Roadmap and Deliverables Client Services Winning work Systems decommissioning Web development Doing the work Information Architecture May 09 to Jul 09 Aug 09 to Oct 09 Nov 09 to Jan 10 Firmwide IA and taxonomy agreed Bus. req. for client collaboration Extranet/Client version of Wiki Establishing KBD’s people data needs Enterprise search rolled out Review know how in Athena OneSearch decommissioned Old Intranet turned off FAB decommission Alumni & employee profiles Portal launched CA workflow & Hot topics defined VISION Fee earner empowered KBD Systems Website CMS defined 2 nd round testing .com security & architecture Client mailing portal defined Experience db rolled out Pitch db rolled out Transactions db rolled out KBD data rules and bible complete Effective gov. of all KBD systems Define profile & architecture & strategy Enterprise search pilot - Athena DACEE MLT soft launch Wiki IA comms and plan Wiki IA – business case for labels & upgrade to 3.0 Information Policy & Ops Exec governance established Scaling back ERIC Publications database Alumni data work completed Profile Builder 2 implemented incl. Wiki profiles Scoping search Corporate and LMG MLT work scoped & started iFreshfields Phase 1 rolled out KBD IA defined and strategy written with clear action plan Deal.col decommissioned Beauty Parade Index decommissioned ArtWeb delivered New Global Calendar Publication Storage implemented CA phase 1 Implemented improved FBD TV solution implemented Website CMS implemented Internal comms FBD TV Phase 2 delivered Decomm ERIC Copyright permissions decommissioned Privacy Copyright solution CRM outline strategy
- 18. The Three Generations The wi-fi generation Generation Y and Millennials (born 1980+ ) The sci-fi generation Generation X (born 1965-1979) The hi-fi generation Baby Boomers (born 1946-1964)
- 21. Example – Private Equity Group
- 22. Example – ITG Sector Group
- 32. Email v Wiki Collaboration
Notes de l'éditeur
- Some people consider knowledge to be the only sustainable competitive advantage Data/Information/Knowledge
- I’m the expert
- Local practice not necessarily good practice
- Intangible asset Explicit knowledge is easy to articulate and communicate, therefore making it less complicated to transfer between individuals and organizations the innovation and application of tacit knowledge contributes to competitive advantage, especially during a time in which information transformed into knowledge is progressively more valuable and more powerful than ever before Learning has become one of the main sources of sustainable competitive advantage From risk to innovation/creativity
- In the scope do we need to say what we carried out and what we didn’t do.
- In the scope do we need to say what we carried out and what we didn’t do.
- You don't always know how it's going to be used and you can be pleasantly surprised with how creative people can be. Very quickly you find that some good practices start to emerge which become the standard way of working Make sure you have a strategy with clear goals for how it will improve the business. Design the pilot/trial around an issue/problem and have some top down guidance along with encouraging a bottom up self organising approach Set appropriate expectations of time and effort and don't over promise too much in the early stages. Once you have some success stories under your belt then crank up the PR/comms Establish new ways of working
- commitment from senior management, ground rules agreed and champions in place, .
- commitment from senior management, ground rules agreed and champions in place, .
- Economy The practice of knowledge management can be useful during tough economic times and in times of rapid growth When an organization downsizes, critical knowledge and intellectual capital are lost When a business picks up it often picks up quickly You can’t hire and train fast enough to maintain a satisfactory level of performance using traditional methods You need a more efficient way to deal with growth Projects that lack a champion generally don’t get off the ground. Those with only one champion are also at serious risk
- the way people work so that individuals do it on a daily basis gaining benefit for themselves and in turn it becomes a by product for the organisation
- You should invest in independent expert advise explain what other organisations are doing and what is right for your organisation. The outlay will more than pay for itself in increased usage and user satisfaction
- the outcome will be better knowledge sharing and collaboration which will be the main benefit for the organisation
- Where knowledge sharing is not the norm you will need to do as much as you can to get it ingrained into the way the organisation operates
- People do it because they get immediate, tangible benefits and the collective organisational benefits are derived from aggregating these actions