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What Is Knowledge Management, Really? And Why Is It So Important?

What Is Knowledge Management, Really? And Why Is It So Important?. Making Sense Out of Category 4. American Society for Quality Section 0511 February 20, 2008. © 2008, Michael J. Novak. Disclaimer.

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What Is Knowledge Management, Really? And Why Is It So Important?

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  1. What Is Knowledge Management, Really?And Why Is It So Important? Making Sense Out of Category 4 American Society for Quality Section 0511 February 20, 2008 © 2008, Michael J. Novak

  2. Disclaimer The views expressed in this presentation are those of the presenter alone, and should not be construed as reflecting the positions, policies, or practices of the Internal Revenue Service. © 2008, Michael J. Novak

  3. About Me • President, DC Chapter, Knowledge Management Professional Society • Co-Chair, Interagency Knowledge Management Working Group (Federal CIO Council), 2006 • Co-Chair, Knowledge and Human Capital Retention Special Interest Group (Federal CIO Council), 2006 © 2008, Michael J. Novak

  4. Overview • Knowledge Management: What It IsNot • Knowledge Management: What It Is • Why KM Is Important in Performance Excellence • Why KM is Important in The Baldrige Criteria • KM Tools, Techniques, & Methodologies • Measuring and Assessing KM Solutions & Systems © 2008, Michael J. Novak

  5. Some Primary Resources

  6. Knowledge Management Is Not: • Data Processing • Information Management • Information Technology • E-Learning • E-Business • E-[Fill In The Blank] • Something New • Something Strange • The Latest Management Fad © 2008, Michael J. Novak

  7. Knowledge Management Is: • A Management Discipline • An Enabler for Decision Making, Problem Solving, and Continuous Improvement • The Key to Organizational Management and Performance Excellence © 2008, Michael J. Novak

  8. Knowledge Management: A Working Definition • Knowledge Management is the totality of activities that an organization brings to bear to provide: • the right data/information/ knowledge • to the right persons • at the right time and place • in the right quantity and quality … © 2008, Michael J. Novak

  9. Knowledge Management: A Working Definition (Continued) … For the purpose of enhancing: • decision making and • problem solving … In order to continuously improve: • business processes, • products and services, • customer satisfaction and loyalty, • employee satisfaction and engagement, and • overall organizational performance © 2008, Michael J. Novak

  10. Knowledge Management: A Working Definition (Continued) … With the ultimate desired outcome of: • serving the public, and • creating or adding value to society overall. © 2008, Michael J. Novak

  11. Knowledge Management: A [More Elegant] Working Definition "A management approach to improving organizational outcomes throughoptimizing the acquisition and use of relevant knowledge." Source: Dr. Stephen Downes-Martin, U.S. Naval War College © 2008, Michael J. Novak

  12. What Would Deming Say? All models are wrong. Some are useful. © 2008, Michael J. Novak

  13. The Big Picture

  14. Levels of Knowledge Management: Why KM Is Important – To Performance Excellence • Strategic – Focus on Achieving the Vision • Operational – Focus on Accomplishing the Mission • Tactical – Focus on Effective and Efficient Management of Processes (Approaches) © 2008, Michael J. Novak

  15. Why KM Is Important – To The Criteria for Performance Excellence • Approach – Knowledge of Processes & Procedures is Key • Deployment – Knowledge of Approaches throughout the Organization • Learning – Continuous Cycles of Improvement of Approaches • Integration – Of Approaches with One Another, and Alignment of Approaches with Purpose, Mission, Vision, Values, Strategies, Plans © 2008, Michael J. Novak

  16. Knowledge Management Tools, Techniques, and Methodologies • Storytelling (S) • Social Network Analysis (S) • Competency Management (S) • Organizational Learning (S,O) • Employee Organizations (S,O) • Collaboration (O,T) • Knowledge/Expertise Locators (O,T) • Communities of Practice (O,T) Note: S = Strategic; O = Operational; T = Tactical © 2008, Michael J. Novak

  17. Storytelling • World Bank • Army Communications-Electronics Life Cycle Management Command • GSA © 2008, Michael J. Novak

  18. Social Network Analysis – Finding the Outliers © 2008, Michael J. Novak

  19. Employee Organizations – Eliminating the Outliers • Blacks in Government • Federally Employed Women • GLOBE • HIRE • ASPIRE • …. © 2008, Michael J. Novak

  20. Competency Level Assessment

  21. Succession Readiness Matrix

  22. Organizational Learning • Learning ≠ Training • Learning ≠ Development • Learning ≠ Attendance at Sessions • Learning ≠ Acquisition of New or Enhanced Knowledge, Skills, Abilities

  23. Organizational Learning • Learning = Continuous Cycles of Assessment and Improvement of Performance • Analysis of Strengths and Opportunities for Improvement • Leveraging of Strengths • Elimination, Reduction, or Mitigation of OFIs • => Changes in Behavior • => Individual and Organizational Performance Improvement

  24. Organizational Learning in Work Teams • Learn Before • Learn During • Learn After

  25. Learn Before Learn During Learn After • Peer Assists • Best Practices • Lessons Learned • Benchmarking • In-process Reviews • Milestone Meetings • Go/No-Go Decisions • After Action Reviews • Retrospectives • Post-mortems • Hot Wash-ups • Knowledge Repository • Expertise Locators • Best Practices Databases • Communities of Practice • Content Management Systems • Storytelling Archives • … Adapted from concepts developed by Kent Greenes and Nancy Dixon

  26. Collaboration Tools • Shared Files/Folders/ Drives (e.g., SharePoint) • Portals • Wikis • Blogs • IM • Chat • E-Mail © 2008, Michael J. Novak

  27. Knowledge/Expertise Locators • Corporate “Yellow Pages” • Subject Matter Expert Directories • Communities of Practice • Communities of Interest

  28. Knowledge/Expertise Locators • Knowledge workers typically spend 35% of their time searching for data, information, knowledge, or expertise. • Half the time, they don’t find it. • Do the math: If you are a Senior BA, and your salary is over $100,000. That means you are being paid $17,500 a year to fail. • And the other half the time, the timeliness, accuracy, validity, and reliability of what you find is, at best, suspect. • Again, do the math: You are being paid $17,500 to work with bogus data. © 2008, Michael J. Novak

  29. The Hopper Retort Isn’t that just ducky! Rear Admiral Grace M. Hopper, USN © 2008, Michael J. Novak

  30. Communities of Practice • Defense Acquisition University • CompanyCommand.mil © 2008, Michael J. Novak

  31. Summary • Knowledge Management: What It IsNot • Knowledge Management: What It Is • Why KM Is Important in Performance Excellence • Why KM is Important in The Baldrige Criteria • KM Tools, Techniques, & Methodologies • Measuring and Assessing KM Solutions & Systems © 2008, Michael J. Novak

  32. Questions? ? © 2008, Michael J. Novak

  33. Thank You! Michael J. Novak Office of Procurement Internal Revenue Service202-283-1681Michael.J.Novak@irs.gov © 2008, Michael J. Novak

  34. GO NAVY! BEAT ARMY! © 2008, Michael J. Novak

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