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Knowledge Management in the DH - 22/04/02. Background Progress & what we have learned so far Next steps. Japanese monkeys - a story . Who am I?. Intranet Strategy Manager Intranet content Knowledge Management e-Learning Internal Directory & e-mail correspondence unit

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Knowledge management in the dh 22 04 02 l.jpg
Knowledge Managementin the DH - 22/04/02

  • Background

  • Progress & what we have learned so far

  • Next steps

  • Japanese monkeys - a story


Who am i l.jpg
Who am I?

  • Intranet Strategy Manager

    • Intranet content

    • Knowledge Management

    • e-Learning

    • Internal Directory & e-mail correspondence unit

    • background in IT, Information Management & the NHS


Background 1 l.jpg
Background (1)

  • DH vs NHS

  • DH - Leeds & London, 8 Regional Offices, over 60 locations

  • Common IT infrastructure, Windows 98, Lotus Notes 4.6/5.0, Internet access for all

  • Intranet, MEDS


Background 2 l.jpg
Background (2)

  • DH Review

    • 10 new directorates

    • CDTs

  • Recruitment freeze

  • NHS Plan delivery & No.10 contract

  • More reviews eg ensuring efficient delivery!


Why klimt l.jpg
Why KLIMT?

  • Rising expectations from Government & Public

  • Increased pressures on staff - aim to reduce long working hours

  • Increased use of IT & ‘Information overload’

  • Modernising Government

  • Shifting the Balance of Power (STBOP)


Shifting the balance of power l.jpg
Shifting The Balance Of Power

  • NHS Restructuring

    • 8 ROs replaced by 4 DHSC

    • 95 HAs replaced by 28 StHAs

    • commissioning at PCT level

  • Revised information flows (and IT systems)

  • Loss of information & knowledge


What is klimt l.jpg
What is KLIMT?

  • KLIMT is a facilitated process based on a toolkit of techniques e.g. workshops

  • Capture and share knowledge

  • Identify gaps between knowledge required and information available

  • Tools can be used to fill these gaps


Klimt 1st workshop l.jpg
KLIMT - 1st workshop

  • Awareness - what is that you know? Aimed at uncovering information assets

  • Sharing - looking at sharing behaviours

  • Value - information assets and their value

  • Action plan - how do you improve things?


What we learned 1 l.jpg
What we learned (1)

  • Process

    • time, resource & management commitment

    • review essential

  • “Knowledge Management - what?”

  • Each group different - must be flexible

  • IT has a role but is not the total answer


What we learned 2 l.jpg
What we learned (2)

  • Must define knowledge & give practical examples - case studies

  • People resistant to change - “If you want to truly understand something, try to change it” Kurt Lewin

  • KLIMT must evolve to support user needs - community of KM workers?

  • Corporate lessons learned?


Km strategy framework 1 l.jpg

Balanced scorecard

Financial

Customer

Process

Future

KM Strategy framework (1)

DH Strategy and drivers for change

Knowledge Management Strategy:

Assessment, vision, levers for change

‘What the pressures on DH? What are the goals?’

Process

People

Content

Technology

Change mgt.

Forces driving improved

use of knowledge

Leadership

Measuring the results

KM Programme: Implementation

Top

down

Bottom

up

“How do

we do it?”

Across

(personal)

(global)

(local/dir)

“How are we doing?”


Km strategy framework 2 l.jpg

Balanced scorecard

Financial

Customer

Process

Future

KM Strategy framework (2)

DH Strategy and drivers for change

Knowledge Management Strategy:

Assessment, vision, levers for change

‘What the pressures on DH? What are the goals?’

Process

Forces driving improved

use of knowledge

Change mgt.

Technology

Content

Leadership

People

Measuring the results

KM Programme: Implementation

Top

down

Bottom

up

“How do

we do it?”

Across

(local/dir)

(personal)

(global)

“How are we doing?”


Km strategy framework 113 l.jpg

Balanced scorecard

Financial

Customer

Process

Future

KM Strategy framework (1)

DH Strategy and drivers for change

Knowledge Management Strategy:

Assessment, vision, levers for change

‘What the pressures on DH? What are the goals?’

Process

People

Content

Technology

Change mgt.

Forces driving improved

use of knowledge

Leadership

Measuring the results

KM Programme: Implementation

Top

down

Bottom

up

“How do

we do it?”

Across

(personal)

(global)

(local/dir)

“How are we doing?”


What next l.jpg
What next?

  • Commitment to KM Strategy …. but

    • DH Review - 10 new directorates/CDTs

    • Shifting the Balance of Power

  • short term changes

    • DH Directory (data cleansing)

    • Knowledge Harvesting

    • IMS + KM software trials


What next 2 l.jpg
What next (2)

  • Medium term

    • Intranet version 2 (improved search)

    • e-mail management pilot/rollout

    • KLIMT version 2

    • personal competencies

    • CDT rollout


And finally l.jpg
… and finally

Vladimir Kabaidze at the Congress of the Communist Party of the USSR

“I cannot stand this proliferation of paperwork.

It is useless to fight the forms.

You’ve got to kill the people producing them.”


Or better still l.jpg
….. or better still

“ … the most powerful thing anyone can do is to alter the way they behave themselves. If you behave differently you can have an effect on everyone around you.”

- Sir Richard Wilson Head of the Home Civil Service




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