How to keep the knowledge when the guru leaves
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Transcript of How to keep the knowledge when the guru leaves
KNOWLEDGE CAPTURING & SHARING
Niklas Sinander
Enterprise Information Manager
www.eumetsat.int [email protected]
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Knowledge Capturing & Sharing
EUMETSAT
• Enterprise Information Manager
• Previous Intranet and Web manager
• Speaker at conferences
• Initiated Information Management
Community of Practice with ESOC
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Knowledge Capturing & Sharing
EUMETSAT Enterprise Information Management -Governance - Policies, Processes, Procedures - Tools – Document Management, Intranet, Web Site
ESOC Knowledge Management -Governance - Policies, Processes, Procedures - Tools – Enterprise Search, Knowledge repositories
Information Management Community of Practice in 2011
Knowledge Capturing & Sharing Toolkit
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Agenda
• Knowledge Capturing & Sharing (KC&S) Concepts
• Tools, Processes and Practises • Exercise #1 – Analyse a KC&S method
• Challenges
• Guidelines for starting a KC&S initiative • Exercise #2 - Build your own KC&S action plan
• Wrap Up
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Knowledge Capturing & Sharing Concepts
Types of knowledge
• Explicit – knowledge that can be codified
• Information
• E.g wikipedia, a map
• Tacit – knowledge that is difficult/impossible to codify
• In addition to explicit knowledge (information) needs
experience and thinking skills
• E.g recognising a face, riding a bike
• Example: Walk from the UN headquarter to Grand Central
station on Manhattan
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Knowledge Capturing & Sharing Concepts
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Tools, Processes and Practices
• Tools
• Wiki
• Blogs
• Streams
• Instant
Messenger
• Webinars
• Expert Directory
• Search Engines
…
• Processes
• Lesson Learned
• Exit interview
• Tagging
Guidelines
• Taxonomies
• …
• Practises
• Community of
Practice
• Knowledge Café
• Mentoring
• …
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Exercise #1 – Analyse a KC&S method
• Analyse one of the following KC&S Processes/Practises • Lessons Learned
• Exit interview
• Community of Practice
• Different method for each group
• Consider different aspects:
• In which context/when would it be effective
• Advantages/disadvantages with the method
• Any particular challenges by using the method
• What impact may the culture in the company have on using this method
• Etc
• Each group to present a main finding for the other groups
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Where are we?
• Challenges
• Guidelines for starting a KC&S initiative • Exercise #2 - Build your own KC&S action plan
• Wrap Up
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KS&C Challenges
Culture and Mindset (1)
• Unwillingness to share
• What
• People are hired for their skills and knowledge and are in many cases not willing to share their
knowledge and risk losing their competitive edge.
• What to do about it
• Promote a culture of sharing
• Lead by example
• Create incentives for sharing knowledge
• Confidence to share
• What
• Users might not feel confident enough to share if they believe others are more knowledgeable
• What to do about it
• Create a safe environment where people feel confident to share. Start in smaller groups and
expand to larger groups once confidence is high in the smaller group
• Build a culture of trust between people in the organisation
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KS&C Challenges
Culture and Mindset (2)
• Capturing and sharing takes time
• What
• Even if people are willing to share their knowledge they might feel that they do not have the time
or other tasks have higher priority.
• What to do about it
• Allow people to set aside time to share their knowledge
• Integrate knowledge sharing in the daily tasks
• Distance
• What
• Distance between people makes it difficult to interact and share. Note that distance can be
geographical, be due to language barriers and different cultures
• What to do about it
• Geographical distance: Unit or company wide physical meetings, video or phone conferences
• Language barriers: Promote a common company language and use it frequently allowing people
to be comfortable using it. Use simpler language, allow enough time for questions, speak slower
• Cultural barriers: Use people with experience from different cultures to moderate meeting.
Educate about differences in cultures
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KS&C Challenges
Management resistance
• Not enough support from management
• What
• Middle management do not demonstrate support for knowledge sharing, do not allocate time for it
and do not lead by example so employees will neither
• What can be done about it
• Convince senior management to lead by example
• Create incentives for middle management for information sharing
Information & technology related
• Usability of Tools, Processes and Practices
• What
• All methods used for knowledge capturing and sharing need to be non intrusive and easy to use
• What can be done about it
• Processes and Practices need to be integrated in the day to day work
• Activities for sharing should not be perceived as additional tasks to perform
• Any tool used need to intuitive to use
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Short break or shore break …
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Guidelines for starting a KC&S initiative
Use Case for KC&S
• List different areas where there might be a problem with how
knowledge is managed
• Are these real problems for the company?
• Would solving these problems have a real impact on the company?
• Could a KC&S initiative solve the problems? How?
• Would your management understand the problem and be willing to
act?
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Guidelines for starting a KC&S initiative
Get buy in from management
• What is the problem • Describe the problem in terms that your management will understand
• Provide concrete examples, e.g long time to market, takes too much effort, high cost or risk, people retiring, etc
• How can KC&S solve the problem
• Present a solution that is realistic to achieve
• Outline additional benefits if any
• How soon could the solution deliver positive results
• Again real life examples from other companies may be useful
• What would the solution require from the company
• What would the cost and effort be
• How would employees be impacted
• Any other impact
• In the end, you need to convince management that the benefits by solving the
problem out weights the cost/impact on the company
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Guidelines for starting a KC&S initiative
Start the KC&S initiative (1)
• Set up a project/activity
• Define what shall be achieved and by when
• Define concrete objectives
• Specific
• Measureable
• Accountable
• Realistic
• Time bound
• Define a scope for the project
• Define how to meet the objectives
• Tools, Processes and Practices
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Guidelines for starting a KC&S initiative
Example Objective: By June 2014 the Product Delivery Unit shall reduce the amount of changes needed after customer Acceptance Test to be less than 5% of the cost of development.
Activities to meet the objective Same mistakes repeated over and over again -> Lessons Learned -> Community of Practice
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Guidelines for starting a KC&S initiative
Start the KC&S initiative (2)
• Consider challenges in your company and how they should be addressed
• Define the activities needed
• For each activity define who shall perform it and how much effort is needed.
• Consider Change Management
• Order the activities in a logical order to form a project plan
• Get sign off for the project and start executing!
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Now, where are we?
• Exercise #2 - Build your own KC&S action plan
• Wrap Up
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Exercise #2 – Build your own action plan
• Groups of 3 – 4 people
• Three building blocks for creating the action plan
a) Use Case for KC&S ~10 min
b) Get buy in from management ~ 20 min
c) Start the KC&S initiative ~ 20 min
• Material
• Templates for a), b), and c) above plus for Activities
• Lists of Tools, Processes and Practices, Challenges
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Template – Use Case
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Template – Get Buy In
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Template – Start KC&S Initiative
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Template – Challenges
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Template - Activities
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Wrap Up
• What have we learned today?
• A lot of theory
• We have applied this on real life problems
• You leave this workshop with an action plan ready to execute
• Feedback round
• Share one take way from this workshop