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Practical KM Survey Results; Analysis and Commentary from Participants Practical KM Survey Results; Analysis and Commentary from Participants Boston KM.

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Presentation on theme: "Practical KM Survey Results; Analysis and Commentary from Participants Practical KM Survey Results; Analysis and Commentary from Participants Boston KM."— Presentation transcript:

1 Practical KM Survey Results; Analysis and Commentary from Participants Practical KM Survey Results; Analysis and Commentary from Participants Boston KM Forum, January 17, 2013 Panel: Lisa O’Donnell (Genzyme/Sanofi), Bert Saul (SGH), Glynys Thomas (The Parthenon Group), Marcie Zaharee (The MITRE Corporation) Moderators: Lynda Moulton and Larry Chait Entire Contents Copyright © 2013 Chait and Associates, Inc.

2 Practical knowledge management… 2

3 Survey Respondents said about their Organization’s ability to leverage knowledge 3

4 Perspective: Knowledge leverage initiatives  Centrality of human beings—Only knowledgeable people can determine appropriate fit of new technologies to knowledge initiatives  State of flux—Impacts of a changing environment on knowledge processing Knowledge Leverage is the operational force applied to derive institutional benefit from available and authoritative information resources (expert people, knowledge codified in content, and organizational know-how) 4

5 Critical “gut check” 5 Is the knowledge initiative about technology or does something else need to be addressed first? Long before technology connectors are acquired or planned for a knowledge opportunity, the leader of a knowledge initiative—and an organization as a whole—must do a serious gut check.

6 Questions for panel: The changing environment…  In what ways have changes in the environment impacted how your organization processes knowledge? For example: Changes in case law and litigation discovery requiring corporate retention 6

7 Critical “gut check” In a “gut check,” ask these questions:  What is the changing business, legal or regulatory environment that calls for an initiative?  Given who you are and what you know, can you and your organization address your knowledge opportunity effectively?  Can the needed people and resources be marshaled?  Can you define and convincingly defend the initiative?  Are you—and the organization—willing to take the risk? 7

8 Critical “gut check”—critical elements  People—the “who”—what knowledge and competencies are needed, and who are the key stakeholders  Goal—the “what”—what is the value proposition; what will the initiative do and how will it provide value?  Scope—the “how big”—how much of the initiative is in whose domain, and what can realistically be accomplished? 8

9 Questions for panel: “Gut checks” in your organization…  Has your organization done effective “gut checks” before launching knowledge initiatives?  If so, to what advantage?  If not, with what consequences? 9

10 Survey Respondents Think Major KM Challenges Are: 10

11 Survey: Important attributes for KM leaders 11 Deep knowledge of the business Excellent communication skills Trusted by others Respected by top management Solves difficult problems Deep connections to experts Content management expert, researcher, information scientist Experience bringing chaotic programs under control Subject-matter expertise Expertise in IT Out of 50 – Multiple Answers per respondent

12 Survey: Important attributes for KM team members 12 Deep knowledge of the business Excellent communication skills Trusted by others Respected by top management Solves difficult problems Deep connections to experts Content management expert, researcher, information scientist Experience bringing chaotic programs under control Subject-matter expertise Expertise in IT Out of 50 – Multiple Answers per respondent

13 Where does technology belong relative to these knowledge initiative elements? Knowledge Initiative ObjectivesScopeCultureStaffing Communica- tions Technology Scheduling, project management Justification Measure- ment Implementa- tion Ongoing Management 13

14 Possible tensions across roles and when defining knowledge initiatives and technologies Users – DriversI/T – Responders Demand that tools meet the true needs of knowledge initiatives Rely on standard tools to ensure a stable environment Are expert in their business and its needs Are expert in technology and its application Define business needs for technologyAddress technology needs Ensure that applications are implemented and used effectively Plan for ongoing resource and security issues Identify technology functions and usability features that must be incorporated Integrate disparate software systems Focus on how processes workFocus on how technology works Require knowledge initiatives to leverage knowledge Support IT initiatives to respond to knowledge leverage 14

15 Questions: Technology in your organization…  What role has technology played in your knowledge initiatives?  When has it been appropriate?  When has it been inappropriate? 15

16 Types of knowledge-centric initiatives  Collaboration  Collaborative Software  Knowledge-sharing activities  Human Discovery  Knowledge Analysis  Knowledge Discovery  Benchmarking  Repositories  Databases  Expertise applications  Accessibility  Electronic Discovery 16

17 Survey: Successful KM solutions 17

18 Survey Organizations: Treatment of knowledge initiatives 18

19 Survey Organizations: Ownership of knowledge initiatives 19

20 Survey Organizations: Senior management’s role 20

21 Survey Organizations: Life of knowledge initiatives 21

22 Audience Questions 22  Lynda Moulton LWM Technology Services   Larry Chait Chait and Associates, Inc. 


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