KNOWLEDGE MANAGEMENT: SOUTH AFRICA - UNCTAD · 2012-07-17 · South Africa The views expressed are...
Transcript of KNOWLEDGE MANAGEMENT: SOUTH AFRICA - UNCTAD · 2012-07-17 · South Africa The views expressed are...
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Simon Roberts Chief Economist, Competition Commission
South Africa The views expressed are those of the author and do not necessarily reflect the views of UNCTAD.
KNOWLEDGE MANAGEMENT: SOUTH AFRICA
UNCTAD Intergovernmental Group of Experts on
Competition Law and Policy Wednesday, 11 July 2012
Geneva
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• Why Knowledge Management?
• The Process
• Key Features of the Knowledge Management System
• An Example of the Workflow Mapping: Mergers
• An Example of the Workflow Tracking: Mergers
• Building an enabling KM organisational culture
• Benefits
• Where are we now?
Contents
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• Rapidly increasing case load
• Staff turnover and organisational memory
• No effective organisational learning from past cases
• Existing CMS becoming inadequate
Strategic Response
• Identified KM as a strategic objective in 2007
• Integrating people, process and technology
• Upgraded CMS to KMS
• Developed KM Strategy, Policy and Protocols documents
Why Knowledge Management?
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• Evaluated CMS, identified gaps and assessed needs
• Appointed KM Co-ordinator
• Planned system upgrade and appointed developer
• Mapped out organisational workflow in consultation with staff
• Designed system to support workflows
• Customised software
• Testing for functionality and user acceptance (UAT)
• Training, rollout, change management
The Process
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• Workflows (case management system)
• Document libraries (documents & reports)
• Lists (calendar; events, discussion boards)
• Corporate Portal (HR, IT and finance info)
Key Features of the Knowledge Management System (KMS)
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Example of Workflow Mapping: Mergers
Case classification
Manager Allocates
Request P&R and LSD
participation
Division Seniors Meeting
Case Creation and
Notification from Registry
MNC Allocates
Phase 1 Phase 2 or 3
Analysis/ Investigation
Memo to Exco
Draft Report
Require Changes to Draft Report
Update Draft Report
Final Report
Manager Approves Final Report
MNC (Senior Analyst)
MNC (Senior
Analyst)
M&A DM
M&A DM
M&A Analyst; P&R; LSD
M&A Analyst; P&R; LSD M&A Analyst
MNC (Senior Analyst)
M&A Senior Analysts
M&A DM
Notification to all M&A
Seniors, P&R, LSD MNC (Senior
Analyst)
P&R/ LSD suggests/ requests
involvement P&R DM
Final Report submitted to Commission
M&A DM
Commission
Decision
Approve Without Conditions: Issue
Clearance Certificate Refer to Tribunal Approve with Conditions
Representation at Pre-hearing
and/or Hearing
Prohibit
Tribunal
Decision
Approve with Conditions Prohibit Approve M&A Monitoring of Conditions
Commission
M&A Analyst;
P&R; LSD
M&A Monitoring Officer
(Analyst)
M&A Analyst M&A DM
Publish Decision in the Gazette
Decision
Key
Process
Alternative Process
Document
Process Ends
Pre-defined Process
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Example of Workflow Tracking: Mergers
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A Case Site
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Filing Library
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Information Resources Centre
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Building an enabling KM organisational culture
• Training and other Change Management initiatives are key
• Build networks of support within the organisation:
• “Super Users” for technical support to peers and ongoing input
• KM Champions to drive behaviours and culture; identify business issues, needs,
changes
• Communicate with users regularly - formally and informally, groups and individuals
• Review performance (people and system) and take action accordingly
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Benefits
• Improved information organisation and accessibility
• More efficient collaboration in cross-divisional case teams
• Move from document storage to project management (task lists, calendars, links)
• Real-time data collection
• Improved tracking and oversight – case and management level
• Supports more efficient decision-making
• Reduced induction “learning-curve” for new staff
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Where are we now?
• Fairly high levels of acceptance, but varies between divisions and individuals
• Leadership participation in practices and systems is particularly effective in increasing
people’s participation
• Integrating usage and updating of the KM system in the performance management
process, that determines employees’ performance bonuses
• Knowledge sharing has high importance and many and varied forums for doing so
• Developing structures and processes to evaluate and improve the system
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Thank you
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