AME. The New Edge of Knowledge Management and Transfer of Best Practices. Carla O Dell, Ph.D. President

Transcription

1 AME The New Edge of Knowledge Management and Transfer of Best Practices Carla O Dell, Ph.D. President

2 2009 North American MAKE Award Winners Apple APQC ConocoPhillips Fluor Google Hewlett Packard IBM IDEO Microsoft MITRE 2

3 Why transfer? Research has found it not uncommon to find 3 to 1 differences between best and worst sites in the same firm. A B

4 People are hard wired to share knowledge. Why is it so hard in organizations? 4

5 Easier to document and share Contributes to efficiency Skills and experience Explicit Easier to replicate Tacit 20% 80% Hard to articulate Harder to transfer Leads to competency 5

6 Knowledge is Sticky Information and knowledge exist but won t automatically flow. Without a systematic process and supportive environment, it won t move. 6

7 Barriers to Sharing Knowledge Why should I rely on information from you? Will it make more work for me? ANOTHER program? We don t have time Silo mentality I don t know what you know. Not invented HERE. I don t know what to ask. 7

8 Enabling the Flow of Knowledge Use Adapt Create Share Identify Prepare Review The chain won t hold if any link is broken. 8

9 Systematic Approaches to the Transfer of Knowledge and Best Practices Tacit -Internal benchmarking -Knowledge Champions -Best Practice Teams Transfer of Best Practices Communities Of Practice -Q&A - Trade tools, templates, best practices - Solve common problems - Identify best practice Explicit Self-Service + - Portals to key info: methods, templates t etc - Search capability -Expert directories -Lessons Learned Lower Human Interaction Higher 9

10 WHAT IS A BEST PRACTICE? Some prefer the term successfully demonstrated The Best Practice must demonstrate through evidence that it is 'better, faster, cheaper and leads to measurably better outcomes. Best for us: Solutions and approaches that achieve our objectives. 10

11 LEVELS OF BEST PRACTICE Tips Promising Practices Successfully Demonstrated Practices Validated Best Practices Not every process requires validation of the practice 11

12 Use an effective Lessons Learned approach to reduce the costs of not knowing. Indiana fire-fighting crew s After Action Review 12

13 Predicting successful transfer 1. Motivation of source and recipient Ongoing involvement of the source Absorptive capacity of the recipient 2. Quality of the relationship Credibility of source Strength of the relationship 3. Understanding the process & practice Poorly understood by the recipient Hard to articulate and document by the source 4. Facilitation and support 13 13

14 Best Buy s Knowledge Management Journey

15 MSN Results Pilot Results District 5 and 17 ISP UNITS/STORE/DAY Dist. 5 Unit/Store/Day Dist. 17 Unit/Store/Day Company Unit/Store/Day M A M J J A S O N D J F Dist. 5 Unit/Store/Day Dist. 17 Unit/Store/Day Company Unit/Store/Day

16 What can go wrong? 16

17 What can go wrong? Thinking a database or repository will solve the transfer problem by itself 17

18 What can go wrong? Thinking a database or repository will solve the transfer problem by itself Picking the wrong problem(s) or place to start 18

19 What can go wrong? Thinking a database or repository will solve the transfer problem by itself Picking the wrong problem(s) or place to start Naïve beliefs about human and organization behavior people won t change without a reason to do so 19

20 What can go wrong? Thinking a database or repository will solve the transfer problem by itself Picking the wrong problem(s) or place to start Naïve beliefs about human and organization behavior people won t change without a reason to do so Confusing data, information and knowledge, and how to manage them 20

21 Appendix: APQC s KM Projects

22 APQC s Consortium Research in Knowledge Management 1. Sustaining Communities of Practice (2009) 2. Web 2.0 Practitioner s Series (2008) 3. Expertise Location and Social Networking (2008) 4. The Role of Evolving Technologies: Accelerating Collaboration and Knowledge Transfer (2007 and 2008) 5. Retaining Today s Knowledge for Tomorrow s Workforce (2007) 6. Leveraging gknowledge Across the Value Chain (2006) 7. Using Communities of Practice to Drive Organizational Performance and Innovation (2005) 8. Integrating ti KM and Organizational llearning (2004) 9. Transfer of Best Practices (2004) 10. Virtual Collaboration ( ) 11. Expertise Locator Systems (2003) 22

23 APQC s Consortium Research in Knowledge Management 12. Measuring the Impact of Knowledge Management (2003) 13. Ui Using Knowledge Management to Di Drive Innovation (2002) 14. Retaining Valuable Knowledge (2001) 15. ManagingContent and Knowledge (2001) 16. Building and Sustaining Communities of Practice (2000) 17. Successfully Implementing KM ( ) 18. Creating a Knowledge Sharing Culture ( ) 19. Expanding Knowledge Externally (1998) 20. Using Information Technology for KM (1997) 21. Emerging Best Practices in KM (1996) 23

24 APQC s Knowledge Management Community Eli Lilly Pi PricewaterhouseCoopers LLP Ernst &Young Proctor and Gamble Accenture European Commission Raytheon Aerotek Federal Highway Rockwell Air Products & Chemicals Fluor Schlumberger American Express Ford Motor Co. Sequent Computer Systems American Management tsystems Gateway Computers ServiceMasters Andersen Consulting General Electric Co. Siemens AG Apple Computers Giant Eagle Siemens Westinghouse ARDEC ARMY Halliburton Skandia AFS AT&T Hallmark Cards Inc. Sollac Bank of Montreal Hewlett Packard Consulting Solvay America Best Buy Honeywell St. Paul Companies Boehringer Ingelheim Hughes Space & Communications Strategic Decisions Group Boeing Co. (IDS & Phantom Works) IBM Symantec Corp. Boeing Co., Rocketdyne Div. IBM Global Services Tata Steel BP Amoco IBM/Lotus Tennessee Valley Authority Bristol Myers Squibb Intel Texas Instruments BitihTl British Telecom Broderbund Software Johnson Controls 3M Buckman Laboratories Int'l Kaiser Turner Construction Cap Gemini Ernst & Young Lotus Development Corp. Unocal Caterpillar Inc. Manpower International U.S. Airforce Material Command Charles Schwab Millennium Pharmaceuticals Inc. U.S. Department of State Chevron Corporation MITRE Corp. U.S. Department of VA EES Cigna Property & Casualty Monsanto Co. U.S. National Security Agency Cisco Systems Motorola USAA Context Integration MWH Global VHA, Inc. Corning Inc. DaimlerChrysler National Semiconductor Corp. Washington Mutual Defense Acquisition NASA and the Jet Propulsion Lab Washington State Library Dow Chemical Co. Nokia Wells Fargo Dow Corning Nortel Networks Weyerhauser Du Pont Northrop Grumman World Bank Petrobras Xerox Pink Elephant Group Xerox Connect 24