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CDCC
Knowledge management in a digital environmentSandra John, ChiefCaribbean Knowledge Management Centre
Knowledge management in a digital environmentSandra John, ChiefCaribbean Knowledge Management Centre
CDCC ECLAC Digital KM Initiatives
KM – an understanding
Making the case for KM
KM in the Caribbean Context
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CDCC
Understanding Knowledge ManagementUnderstanding Knowledge Management
• KM means different things to different organizations.
• Each organization must arrive at its own unique understanding
• KM is not about purchasing a computer software package and configuring it to suit our data needs,
• It is about first creating a "willing" human network and developing a culture of knowledge sharing as an integral part of your work flow.
• Agreeing on objectives in advance is also critical to the success of any strategy
CDCC
Data, information and knowledgeData, information and knowledge
Knowledge
Information
Data
CDCC
Knowledge involvesKnowledge involves
• Beliefs and values• Creativity• Judgment• Skills and expertise• Theories
• Opinions• Concepts• Rules• Relationships• Previous experiences
CDCC
What is knowledge managementWhat is knowledge management
• The process by which we consciously seek to build, shape and exploit the body of knowledge within our organization – Giannetto and Wheeler: KM Toolkit
• Tools and methods to help mobilize an organization’s knowledge rapidly and effectively - KM Africa
• Systematic & explicit management of knowledge related activities, practices, programmes, and policies within an enterprise - Wiig
CDCC
Understanding KMUnderstanding KM
People
Enterprise
Intellectual Asset
Information Technology
CDCC
Asking the right questionsAsking the right questions
• Who has it? Where do they keep it?
• Who else needs it?
• How can we persuade them to share it?
• How is it communicated?
• How is it kept up to date?
• Where is it stored? How to access?
• Which knowledge is relevant?
CDCC
KM- the processKM- the process
Identify sources of knowledge Determine which is key to success Capture details of expertise of staff Classify knowledge into meaningful categories Communicate the availability to all who need to
use it Encourage and facilitate sharing of best practices
and lessons learned Identify new knowledge products might be helpful
in moving closer towards the development goals
CDCC
Making the case for KM in the CaribbeanSandra John, ChiefCaribbean Knowledge Management Centre
Making the case for KM in the CaribbeanSandra John, ChiefCaribbean Knowledge Management Centre
CDCC
WSIS Development ChallengeWSIS Development Challenge
Our challenge is to harness the potential of information and communication technology to promote the Millennium Development Goals
• eradication of extreme poverty and hunger; • achievement of universal primary education; • promotion of gender equality and empowerment of women; • reduction of child mortality; improvement of maternal
health; • combat HIV/AIDS, malaria and other diseases; • ensuring environmental sustainability; and • development of global partnerships for development for the
attainment of a more peaceful, just and prosperous world.
CDCC
Information society, Knowledge economyInformation society, Knowledge economy
Widespread use of knowledge to produce economic benefit
High value on innovation and new ideas and relationships
Improved productivity High quality goods and services Knowledge recognized as a source of
competitiveness Widespread use of computers and the Internet to
generate, share and apply knowledge “smart people, smart systems”
CDCC
Development StrategyDevelopment Strategy
• A clear vision for the country accompanied by a coherent medium term development strategy … understood and communicated, debated and derided, attacked and defended, adjusted and amended …. and eventually, accepted by most stakeholders and implemented by all influential branches of government
CDCC
Knowledge StrategyKnowledge Strategy
Prominently positioned in that development strategy and consistent with its aims
should be an articulation of the expected contribution of knowledge. That strategic plan will provide the knowledge strategy
with a rationale - a context.
But to be useful, this knowledge has to be managed
CDCC
High level leadershipHigh level leadership
Responsibilities:• Leadership and implementation• Inter-departmental coordination• Identify roles for existing organisations• Make recommendations for re-training
and retooling• Assess and report on progress
CDCC
KM in the Public SectorKM in the Public Sector
The public sector’s most valuable asset is the knowledge of its people – Raise awareness of KM– Begin to think and talk about KM– Communicate the benefits– Recognize that knowledge transfer adds
value– Value knowledge as a source of
competitive advantage– Enable and reward a culture of sharing
CDCC
I do not share information becauseI do not share information because
• Do not have the time• The information I have is confidential• Did not think it would be useful• Too much trouble• Knowledge is power• Never thought about it• Might make someone else able to do my job• My information is my advantage • Information might be used inappropriately• “They” will no longer need to come to me• If it is inaccurate, I’ll be blamed
CDCC
Benefits of Knowledge sharingBenefits of Knowledge sharing
• Fosters better working relationships• More knowledgeable workforce• Avoid duplication or misdirected effort• Less time spent on research• Better reports, policies & presentations• More objective decision making• Facilitates brainstorming for innovative
ideas• Opportunity to build on the ideas of others• Smoothes process of change
management
CDCC
Efficient information flows:Efficient information flows:
• Facilitate implementation of a cohesive development strategy
• Avoid miscommunication and the dissemination of incorrect information
• Avoid presenting a distorted picture of the nation’s social and economic conditions – to citizens and to would-be investors
• Facilitate the wider use of resources, ideas, documents• Create a more positive impression of the Public Sector• Offer a more efficient service to business clients• Maintain a complete archive of projects/ policy changes• Fully exploit the investment in ICTs – the communications
enabler• Add value to existing information• Results in better communication all round
CDCC
CDCC
ObjectiveObjective
“provide an increasingly modern and efficient information service to the member countries of the
Caribbean Development and Cooperation Committee, with a view to strengthening their
capacity to bridge the digital divide and bring the goal of a Caribbean information society, knowledge
economy closer to realization”
CDCC
CKMC - responsibility forCKMC - responsibility for
WebsiteIntranetDocumentation CentreKnowledge Management PortalCaribbean Digital LibraryWSIS Follow upResearch/technical assistance related to
ICT for Development
CDCC
http//:ckmportal.eclacpos.orghttp//:ckmportal.eclacpos.org
Knowledge Management Portal - a vehicle for all web-based information services– Development profiles– Caribbean Digital Library– ICT Profiles– Bibliographic database– Skills Bank– Communities of Practice
CDCC
• Open Source, Open standards software– “Plone” is the content management
software we chose
• Partnering approach• Information sharing• Learning before advising• Capacity building• Problem solving
Our commitment Our commitment
CDCC
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Partnerships
UNESCO
UN ICTTask Force
UWI
CDB
CARICOM
CTU
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ChallengesChallenges
Human resource constraints
Maintaining productive partnerships
Time constraints – the broad scope of our activities does not allow for sufficient time to be allocated to each task.
Limited extra-budgetary funding for projects and programmes
CDCC
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2008-2009
Measurement
Training
Technical assistance
KM Portal
Development Profiles
Communities of practice
CDCC