Competencies:Current & Future In the

Knowledge Transfer Organization

Productivity Systems for the Knowledge Workforce652 Solitude Lane, Suite 100

Boyce, VA 22620-3136amurray@aksciences.com

byArthur J. Murray, D.Sc.

SLA 2006Baltimore, MD

The Knowledge Life Cycle:

Capture

ShareApply

Source: Pan American Health Organization/WHO

Knowledge Life Cycle Check:

1. What is the desired result?

2. Has the right knowledge been identified and captured ?

3. Is that knowledge being made available to those who need it?

4. Is that knowledge being applied consistently, in the right way?

©2006 Applied Knowledge Sciences, Inc.

Acquire Information

Assess/Interpret

Decide

Act

Communicate

The Decision Cycle

©2006 Applied Knowledge Sciences, Inc.

Where Is Most of the Effort?

?

Acquire Information

Assess/Interpret

Decide Communicate

Act

©2006 Applied Knowledge Sciences, Inc.

Results: USA and Europe1

Acquire Information

Assess/Interpret

Decide Communicate

Act

Over

Greater % indicating over-investment

Over Under

UnderUnder

Greater % indicating under-investment 12003 survey of 99 managers and executives

Poor decisionsInconsistent decisions

Wrong interpretationsRepeated mistakes

Erroneous adviceWasted time and effort

Short-Changing the Assessment, Decision and Communication Phases Creates Errors

=Many times more expensive in the long run

React

Information Overload

Demand for immediate action

©2006 Applied Knowledge Sciences, Inc.

The “Multiplier Effect”

Can one decision do you in?

React

©2006 Applied Knowledge Sciences, Inc.

It’s a whole bunch of little ones…

React React

React

React

React

React

React

React

React

React

React

React

React

React

React

©2006 Applied Knowledge Sciences, Inc.

What is the biggest obstacle/barrier to sharing knowledge in your organization?

The Four Stages® of Contribution

1. Contributing Dependently

2. Contributing Independently

3. Contributing Through Others

4. Contributing Strategically

Source: Dalton & Thompson, The Four Stages® of Careers in Organizations, Novations Group, Inc., 1993.

Old (document-centric)

1. Document comes in

2. Classify and file document

3. Help people access the document when they need it

©2006 Applied Knowledge Sciences, Inc.

New (knowledge-centric)

1. Everything in the old model, PLUS

2. Cataloging people

3. Connecting people who need to be connected

4. Motivating them to collaborate and contribute their knowledge

©2006 Applied Knowledge Sciences, Inc.

Key Enablers

Core Capabilities

Performance Drivers

Key Process Areas

Mission

Strategic Objectives

Strategy

Vision

Organiza-tional and

Structural Capital

Human and

Social Capital

• Design from top-down

• Implement from bottom-up

Organizational Alignment

©2006 Applied Knowledge Sciences, Inc.

Tips to Remember

1. Always “Eat your own cooking”

2. Get others to link what they do directly to a strategic result

3. “Jump start” if necessary, but let them quickly take over the reins

©2006 Applied Knowledge Sciences, Inc.

THE FOUR PILLARS OFKNOWLEDGE MANAGEMENT1

M U L T I P L E D I S C I P L I N E S

KNOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering

1Michael Stankosky, ed., Creating the Discipline of Knowledge Management: The Latest in University Research, Elsevier Butterworth-Heinemann, 2005.

LEADERSHIP

TECHNOLOGY

ORGANIZATION

LEARNING

CompetencyFour KM Pillars Knowledge Life Cycle

L O T L C S A

1

2

3

4

5

Knowledge Sharing Competencies Worksheet

©2006 Applied Knowledge Sciences, Inc.

Challenges

Complexity

Compressed Time Cycles

Globalization

Shifting Demographics

Do More With Less

Corporate Social Responsibility

CommoditizationDisintermediation

Regulatory CompliancePrivacy

EnvironmentTerrorism

Public Health

Open Source

© 2006 Arthur J. Murray and Kent A. Greenes.

The Enterprise of Today

CEO

CFO COO CIO

Won’t solve these problems…© 2006 Arthur J. Murray and Kent A. Greenes.

People

Organizational Structures

Relation-ships

Work Environ-

ment

Competencies

Inputs• Capital• Resources• Raw materials of

the Knowledge Economy• Data• Information• Knowledge

Enabling Technologies

Strategy-Driven Processes Outputs• Products &

Services that deliver improved performance

Tangible and Intangible Asset Inventory

Enterprise of the Future

Innovation

Learning

© 2006 Arthur J. Murray and Kent A. Greenes.

“We are all knowledge

workers now”

© 2006 Arthur J. Murray and Kent A. Greenes.

ChangeHow We

Live

ChangeHow We

Work

ChangeHow We

Learn

Enterprise of the Future

+ Professional GrowthPersonal Satisfaction

= Fulfillment© 2006 Arthur J. Murray and Kent A. Greenes.

“You create the future by what you do today”

©2006 Applied Knowledge Sciences, Inc.