Knowledge Services in Action

Transcription

1 A Management Consultancy Specialization Managing Information, Knowledge, and Strategic Learning in The 21st Century New York University Tisch Institute for Sports Management, Media, and Business Advanced Research Seminar Dr. Lee H. Igel Guy St. Clair SMR International Columbia University New York NY USA New York University School of Professional Studies Consulting Strategies / Dr. Elizabeth Eidersheim February 24, 2016 Guy St. Clair Lecturer, Post-Baccalaureate Studies Program Columbia University in the City of New York President, SMR International Guest Speaker June 15, 2017

2 = the New What s the Challenge? All organizations and most groups of people working together (working groups, committees, study groups) have problems with knowledge sharing. Generally speaking, information, knowledge, and strategic learning outcomes are not shared as well as they should (or could) be shared.

3 = the New Knowledge Development The New Knowledge Sharing Organizational, Corporate, or Institutional Mission Success Knowledge Utilization

4 = the New The New

5 = the New an approach to the management of intellectual capital that converges information management, knowledge management, and strategic learning into a single enterprise-wide discipline. The purpose of knowledge services is to ensure the highest levels of knowledge sharing within the organization in which it is practiced. Guy St. Clair : A Strategic Framework for the 21 st Century Organization Berlin and Boston: De Gruyter 2016

6 = the New A specific framework for supporting knowledge sharing in any organization for-profit, non-profit, or not-for-profit Enables the application of management, leadership, and knowledge services principles throughout the organization. Connects prescriptive directions ( how-to ) for applying knowledge services to the philosophy and history of management and leadership. Enables knowledge workers to use management and leadership skills for knowledge sharing, establishing the value of knowledge services strategy for building the organizational knowledge culture.

7 = the New Information Management Strategic Learning Knowledge Management Characterized By: Transparency Collaboration Collegiality Strengthened Research Contextual Decision-Making Accelerated Innovation Successful Knowledge Asset Management Fundamental Elements: Interactive Planning Network-Based Partnerships Cross-Functional Communications Shared Learning and Training

8 = the New = Since the early 1900s, organizations have struggled to identify and manage practical and utilitarian information, knowledge, and strategic learning. The 20 th century continuum from information management to knowledge management and the 21 st century continuum from KM to knowledge services now enables the knowledge culture. Guy St. Clair and Dale Stanley Building the Knowledge Culture: The Effect (SMR Int l Management Action Plan, 2009)

9 = the New The Practical Side of KM TRANSITIONING Information, Knowledge, and Strategic Learning to Strategic Knowledge ENABLING Contextual decisionmaking Accelerated innovation Strengthened research Excellence in knowledge-asset management SUPPORTING An enterprise-wide knowledge culture Strategic KD/KS/KU Organizational effectiveness

10 = the New Across the Organization Research and Development (CoPs, Social Networks, Web 2.0, Network Analysis, etc.) Knowledge Repository Management (Reports, studies, background and client- and project-related content ) Enterprise-wide non-knowledge related functions (usually internal) Records, archives, digital assets, research library services Enterprise Content Management External relations (client/customer, other affiliates)

11 = the New Managing Research in the New YOUR RESEARCH PROJECT What is the subject of your project? Narrow the subject does it have to be as broad as it is in your mind now? What is the SCOPE? Who is involved? Who will be affected by the results of your study? What are you trying to accomplish with the project? Not WHAT you want to do Not HOW do you propose to do it Begin with the purpose: WHY are you doing this project?

12 = the New Managing Research in the New YOUR PROJECT PROCESS Who knows about your subject? Who can advise you? Personal/Professional/Business colleagues Professional associations and organizations Research libraries/specialized libraries Project resources ( technical bibliography )? SMR Links: Use the Project Management Model in Your Work as a Knowledge Services Management Consultant (October 15, 2014) Developing Your Knowledge Strategy Begins with the Knowledge Audit/Knowledge Assessment Proposal (October 9, 2014)

13 = the New Managing Research in the New WHAT RESEARCH METHODS ARE YOU USING? Private study ( desk research )? Online searching (Bing, Google, Ixquick, etc.)? Library research? Prior studies in organizations and clients similar to your client Conversations and collaboration with client or client representatives, project teammates, and faculty read this: Working Together Collaboration and : Eight Things You Need to Know (October 23, 2014) What else?

14 = the New Managing Research in the New INTRODUCTION Why this project? YOUR PROJECT FRAMEWORK What s the problem? or initiative/innovation? PROJECT OBJECTIVE STATEMENT OF WORK Research (see previous) Knowledge services audit for context and background) Recommendations based on audit findings Strategy framework development and report preparation (deliverable) DELIVERABLES EXPERIENCE AND PAST PERFORMANCE

15 = the New Managing Research in the New GUIDANCE FOR THE RESEARCH PROJECT TEAM: Alfred P. Sloan, Jr. at General Motors Corporation in 1944, to Peter F. Drucker as he began his study for the company: I shall not tell you want to study, what to write, or what conclusions to come to. My only instruction to you is to put down what you think is right as you see it. Don t you worry about our reaction. And don t you, above all, concern yourself with the compromises that might be needed to make your recommendations acceptable. There is not one executive in this company who does not know how to make a compromise without any help from you. But he can t make the right compromise unless you first tell him what right is. Decision Making (October 3) in The Daily Drucker (New York: HarperBusiness, 2004).

16 = the New How Does Research Work? The process is relatively simple just four steps: First Step: Identify the knowledge-sharing problem (or proposed knowledge-sharing innovation) a. Define the problem or articulate the proposed innovation b. Describe the background how did the subject come up? c. Focus on the why? Why solve the problem or undertake the innovation? What will be the benefit?

17 = the New Second Step: Conduct a knowledge services audit/evaluation/opportunity assessment. [Note: use whatever language is appropriate in the organization] Among the points you will address are: a. Whose work is affected by the problem or would be affected by the proposed innovation? How? b. Identify knowledge-sharing gaps. c. Identify related procedures (perhaps in other departments or business units) that are working well can these be replicated or adapted to solve the problem or to implement the innovation? d. Establish recommendations from the audit findings.

18 = the New Managing Research in the New Review and Assess The Research Function for This Project Inventory/Catalog the Organization s Vision, Mission, and Values Infrastructure Identify Knowledge Assets and Enablers (People Process - Technology) Identify Gaps and Constraints Define and Establish Objectives Provide the Client Organization the Customer with Actionable Advice Enable KD/KS/KU (Emphasis on ) for the Client Organization

19 = the New Third Step: Develop a knowledge services strategy. Use these steps as your road map: a. Establish how each knowledge services element (information management, KM, and strategic learning) contributes to the solution or supports the proposed innovation b. Determine how each knowledge services element affects the removal (or lessens the impact) of identified barriers or impediments c. Will change be required? If so, will change management be accepted so the change can be implemented? d. Likewise, determine if the solution to the problem or the implementation of the innovation requires training/strategic learning; if so, how will the training/strategic learning process be managed e. Create a feedback loop by assigning metrics in order to measure the efficacy of the implemented knowledge services solution or the proposed innovation.

20 = the New Fourth Step: Devise an implementation plan for your knowledge services strategy. Your responses to these questions provide your deliverable: a. What recommended actions are proposed? b. What is a reasonable timeline? c. What resources will be required (staff time, new staff, financial resources, etc.)? d. Who owns the strategy? Who has implementation responsibility and oversight?

21 = the New Always aiming for. An intense focus on customer service Accurate measurement Continuous improvement Work relationships based on trust and teamwork A desire for quality on the part of all organizational stakeholders The commitment and enthusiasm of senior management

22 = the New It s All About Asking Questions Analytical thinking and commitment to resources in action Continual process of making present entrepreneurial decisions systematically and with the greatest knowledge of their futurity Organizing systematically the efforts needed to carry out these decisions Measuring the results of these decisions against expectations through organized, systematic feedback What do we have to do today to be ready for an uncertain tomorrow? Peter Drucker

23 = the New For Context Four examples: Cleveland Clinic US Agency for International Development National Geographic Society United Nations Human Settlements Programme (UN-HABITAT)

24 = the New Cleveland Clinic in Practice KM/ enables links between medical and technical staff for creating Internet tools Revolution in the management of the EHR (electronic health record) using technology to transform the practice of medicine Managing the change: Convincing physicians: We had to prove that this effort was going to make their job easier not harder first step: putting records in the physicians hands immediately saves time, money, and energy Convincing patients: computers on moving carts (so physicians don t turn away from the patients to enter data) flagship product: MyChart, which enables patients to access their own EHRs and find up-to-date medical research Medical Mouse Practice, by Kathleen Kingsbury, Time, June 16, 2008

25 = the New US Agency for International Development (USAID) Knowledge for Development (KfD) Center The KfD Mission Statement: Getting the right knowledge to the right people at the right time in support of the USAID mission The process: Restructured management focus Different philosophical approach to service delivery Support to match needs of knowledge services customers Sponsorship and enthusiasm of senior agency leadership

26 = the New Potential for synergy USAID agency employees are optimistic that the KD Strategy will seriously and positively impact research management at USAID Move from decentralization to a knowledge nexus approach for effective research management - pulled together disparate and varied research efforts Arranged to (attempt to) move to standardization and the implementation of common knowledge tools Adopted a formal process for customer feedback Preference for electronic information delivery but also that staff understands that content is more important than format Desire for rapport and collaboration among various knowledge services networks throughout the agency

27 = the New Strategic Objectives: Build a leadership team for managing the KfD Center Establish an agency-wide knowledge development/knowledge sharing (KD/KS/KU) culture Build a knowledge-centric strategic learning framework for the agency (in collaboration with the USAID Human Resources Training and Education Division) Deliver knowledge services through a program of information management, knowledge management, and strategic, performancecentered learning for the future, characterized as virtual plus collaboration Manage the KfD Center with an on-going emphasis on opportunityfocused and results-focused efforts

28 = the New National Geographic Society KM/ at NGS: "...a discipline that promotes an integrated approach to identifying, managing and sharing all of an enterprise's information assets. These information assets may include databases, documents, policies and procedures, as well as previously unarticulated expertise and experience resident in individual workers. Gartner Group October, 1996 Five KM/ Elements 1. Identify knowledge - aggregate and build project teams 2. Manage knowledge - databases, reports, spreadsheets 3. Distribute and share knowledge rapidly, fostering social networks - right information to right person, provide training 4. Create new knowledge 5. Analyze and apply knowledge to benefit our organizations

29 = the New Element 5: Apply KM to Influence Think Tank Trends Analysis Group Intranet Team Green Teams Global Media Teams National Geographic Learning Systems

30 = the New At NGS, what did they learn? Align KM/ vision with business Choose stuff people care about Discover what you don t know Learn as you go Introduce change gradually Embed knowledge principles Find pockets of excellence Generate benefits Model Tell stories, share impact Special Thanks to Susan Fifer-Canby VP (Ret.),, National Geographic Society

31 = the New United Nations Human Settlements Programme (UN-HABITAT) Using the four steps: 1. Identify the knowledge-sharing problem (or proposed knowledge-sharing innovation) 2. Conduct a knowledge services audit/opportunity 3. Develop a knowledge services strategy ("road map") 4. Develop an implementation plan for your knowledge services strategy.

32 = the New United Nations Human Settlements Programme (UN-HABITAT) Agency mission: To work towards a better urban future and to promote socially and environmentally sustainable human settlements development and the achievement of adequate shelter for all. The problem (need): Looking for the new way for knowledge sharing to develop a knowledge strategy and establish knowledge services as an organizational function. Knowledge audit: For developing required background. Wide-ranging, comprehensive, and authorized and supported by agency leaders. Strategy built on audit findings: Develop knowledge-sharing principles focusing on agency role as a purpose-driven and service-oriented organization, leading to the adoption of a new vision for future strength, committing the agency to specific enhancements. Implementation plan: Improved internal collaboration, empowered staff (with strengthened capacity to share, reuse, and create information and knowledge), stronger efficiency, effectiveness, and accountability, and the development of a knowledge network system system for sustainable urbanization and actionable planning for leveraging sustainable urbanization in countries throughout the world.

33 = the New Managing Research in the New Phase 2: Strategy Development A PROJECT STRATEGY OVERVIEW Phase 0: Scoping/ Project Prep Phase 3: Solution Development Generate and Defend Recommendations Phase 1: Needs Assessment/ Objective Development [Knowledge Audit] Phase 4: Present Recommendations (Solution Implementation)

34 = the New Managing Research in the New TAKING ADVANTAGE OF KNOWLEDGE SERVICES Knowledge assets External resources Knowledge Sharing Knowledge Services Information management Knowledge management Strategic learning Shared knowledge values to support the client s vision, mission, and values Knowledge Culture

35 Thank You Contact information Guy St. Clair Evangelist President and Consulting Specialist for SMR International ( Lecturer, Columbia University in the City of New York Author: : A Strategic Framework for the 21 st Century Organization 10 Park Avenue (Suite 4-F) New York NY USA or (mobile) guystclair@smr-knowledge.com or guy.stclair@columbia.edu Guy St Clair Personal Blog: Sharing Guy s Journey (