|
|
|
|
|
|
|
|
|
If you have people you would like to forward this
email to, please forward using the button above
|
|
|
If you are not subscribed to this newsletter and would
like to be, please subscribe using the button above.
|
|
|
|
You're
receiving this letter because you signed up at knoco.com
or ordered free templates from us.
If you no longer want to receive this newsletter, please unsubscribe
using the button above.
|
|
|
|
Most organisations embark on a Knowledge
Management Journey only once, and so are trying something they
have never done before. Training is therefore essential, in
order to develop an understanding of the journey ahead, and to
gain the necessary skills that effective KM will require.
|
|
The 4 audiences for KM Training
|
There are four main
stakeholders or actors involved in Knowledge Management, and each of
these groups require some form of training to develop either their
understanding of Knowledge Management, or their KM skills. These four
audiences are as follows:
The
senior managers are one of the first groups who need KM training, to
develop their awareness of what Knowledge Management actually is, how
it will affect their organisation, what their competitors are doing
in KM, and what they will need to do to support the development
of KM in their own organisation.
The second group is the Knowledge Management
team themselves, who need to understand the issues
involved with implementing KM, and to develop some of the skills they
will need in the early stages.
The third group is the people with specific KM
roles within the business - the Community Leaders,
Lessons facilitators, Best Practice owners and so on - who need to
understand that this role entails, and also need to develop a new set
of skills.
The final group is the Knowledge Workers
- the users of the new Knowledge Management system, who need to be
aware of what they need to do in KM terms, and also how any new
processes and technologies might work.
Hopefully you will have mapped
out these stakeholders as part of your stakeholder mapping in the KM
early stages, and will have some idea of what the training will be
required. Generally the first people to engage are the senior
managers followed by the KM team, who will need training in the early
stages of KM implementation. Training for the people with KM
specialist role comes later, once you have defined what these roles
will be, and identified the role-holders. Finally once the Knowledge
Management Framework has been finalised, you will need a run of
user training, and probably also will need to re-engage the senior
managers.
|
Training participants in
Greece engaged in our Bird Island exercise
|
Contact
Knoco if you want more help with implementation planning,
stakeholder mapping or development of a KM training plan.
|
|
|
|
The senior managers are the
ones who will sponsor Knowledge management and provide the
implementation budget. Given they are paying the money, they need to
know what they are paying for and what they will receive as a result.
And remember - senior managers do not want KM per se, they want the
benefits that KM will bring. So before submitting the KM budget
request, you need to conduct an awareness workshop, or awareness
training, for senior managers. This should cover:
·
An introduction to Knowledge Management, and what it
means in your organisational context;
·
A vision for what Knowledge Management will deliver
for your organisation, and the benefits it will bring;
·
If time allows, a clear demonstration of KM value such
as our Bird Island exercise;
·
Case studies of best practice KM as applied by your
peers or competitors;
·
A discussion of what will be involved in KM
implementation; and
·
Agreement on the next steps.
If this agenda is successful,
then the senior managers should understand KM and its benefits
well enough to make an informed decision to support the next stage of
the KM implementation program.
In the later stages of KM
implementation you may need a second round of awareness training for
the next level of management - the middle managers, divisional
leaders and heads of discipline. The time for this is once the
Knowledge Management Framework has been finalised and agreed, and you
are about to roll out the roles, processes, technology and
governance. The middle managers need to understand their role,
particularly how they set expectations for KM in their teams and
divisions, how they recognise and reward the good performers, and how
they react to people who shirk their KM duties. This second round of
training should cover:
·
The rationale for Knowledge Management in the
organisation;
·
Success stories from the piloting phase;
·
The details of the KM Framework;
·
A discussion of the management role within this
framework, particularly as part of the governance element;
·
A discussion of what will be involved in KM
implementation;
·
An overview of the roll-out timetable, and
·
Agreement on the next steps.
|
|
Engagement training for
managers in Hungary
|
Contact
Knoco to learn more about developing awareness of Knowledge
management at senior management level.
|
|
|
|
|
The KM team, assuming they have
not conducted a Knowledge Management Implementation before, have a
lot to learn. In the early stages of KM implementation you should
schedule a Masterclass in KM theories and models, KM skills and
techniques, and the processes of KM implementation. We find that the
best approach is to combine this training with workshop activity, so
that (for example) training in KM strategy is followed by a strategy
development workshop, and training in knowledge capture is followed
by a knowledge capture session from an expert or a project
team. Training and on-the-job application can then be
mixed into a "Knowledge Management Starter Week" for the KM
team and some or all of the KM champions, with an agenda such as the
one below:
Day
1 of the
week covers introduction and strategy:
·
An introduction to Knowledge Management;
·
The Bird Island simulation;
·
Identification and prioritisation of business drivers;
·
KM visioning workshop;
·
Critical Knowledge Analysis workshop;
·
KM Intervention options.
Day
2 covers
the KM Framework, and consists of an Assessment and Framework
workshop addressing:
·
Knowledge creation and capture;
·
Knowledge ownership and synthesis;
·
Knowledge seeking and reuse;
·
Knowledge sharing and discussion;
·
KM Governance.
Day
3 covers
identification of the KM Framework components and KM skills
development in these components, such as;
·
Skills training in knowledge capture;
·
Training in knowledge packaging;
·
Training in community of practice development;
·
Training in meeting facilitation (if needed).
Day
4
covers Knowledge Management, including: the
KM implementation roadmap; Pilot project selection;
Implementation planning; Communication and culture change.
·
Skills training in knowledge capture;
·
Training in knowledge packaging;
·
Training in community of practice development;
·
Training in meeting facilitation (if needed).
Day
5 is set
aside for further development work based on days 1 through 4. This
might involve Further skills training; Knowledge retention approach
and strategy; Knowledge audit; KM culture audit; Development of a KM
communication pack; Technology user case development.
|
|
Training a KM team in China
|
Contact
Knoco to learn about how we can help you design a KM starter
week program for your organisation.
|
|
Skills training for the people with
a KM role
|
Introducing a Knowledge
Management Framework means introducing a number of specific KM
roles to the organisation - many of them part-time, but some of them
potentially full-time. These roles might include some of the
following, depending on your organisational context:
·
Community of Practice leader;
·
Community of Practice facilitator;
·
Owner for a specific knowledge topic (a subject matter
expert, subject author, or research field leader for example);
·
Project or department knowledge manager;
·
Lesson capture facilitator;
·
Lesson management team;
·
Knowledge base content owner;
·
Knowledge base administrator.
You may need to train these
people so that they fully understand their new role and develop the
skills they need. Some examples of the training they might need
are below.
The community leaders and
facilitators need to understand:
·
How communities of practice work, and how they are
different from other business structures;
·
How to define a community charter and business case;
·
How to launch and grow a community;
·
How to manage and facilitate online discussion;
·
How the community software works;
·
How to track value delivered by a community;
·
How to measure community development and maturity;
·
How to link community activity with other elements of
the KM framework.
The knowledge topic owners need
to know:
·
The different between documented knowledge and other
forms of information;
·
How to synthesise knowledge from many sources;
·
How to develop best practice;
·
How to run events such as knowledge exchange and
wikithon;
·
How to write and structure knowledge to make it
maximally useful for the user;
·
How the knowledge base software works;
·
How documented knowledge is updated with new material,
new lessons and new community input.
The lessons facilitators,
lesson management team and project knowledge managers need
to know:
·
How projects and divisions are required to create and
apply knowledge;
·
How to capture knowledge from individuals and from
project teams, including interviewing skills and facilitation skills;
·
How to document captured knowledge to retain as much
value as possible;
·
How to use audio, video and pictures as part of
documented knowledge;
·
How to write and structure lessons;
·
How the lesson management software works;
·
How lessons are linked to the communities of practice
and knowledge owners.
|
Training for community of
practice leaders in the UK
|
Contact
Knoco for advice on the roles you will need in your organisation,
and on developing training courses to provide them with the necessary
skills.
|
|
General training for the Knowledge
Workers
|
The final suite of training
will be for the users of the new Knowledge Management Framework - the
Knowledge Workers themselves. They need to know the new way they will
be expected to work, and they need to be familiar with new processes
and technologies. Ideally training should be offered to every team
and every division in the organisation, covering the following
topics:
·
What Knowledge Management means for the organisation,
and why it is important;
·
The new expectations for Knowledge Management - what
they are, and how they will be measured and rewarded;
·
The new KM processes - how they work and when they
will be applied;
·
The new technologies for KM - how they work and what
they do (ideally including hand-on training);
·
The new KM roles, and the people who will take those
roles;
·
The important knowledge that needs to be managed.
|
Training for Knowledge
Workers in Indonesia
|
|
|
|
|
|
Some updates from across the
Knoco family are listed here.
Knoco has now opened its
first franchise in Brazil, under the leadership of Fabio Batista,
KM Manager at Summit Quality Systems Consultores Associados. Fabio
has been working as researcher, academic, practioner and consultant
in the field of KM for many years, and for 15 has published a book
intitled "KM Framework for Brazilian Public Administration:
How to implement KM to produce results to benefit citizens".
One of the organizations where Fabio provided KM implementation
consultancy services, the Brazilian National Aviation Agency, was
the winner of the 2nd Knowledge Management and Intellectual Capital
Excellence Awards 2016
Knoco Russia is now under the
leadership of Timur Gareev of Novus-KM. Timur has wide experience
in knowledge and innovation management, and has published a
knowledge management book based on the best practices and
methodologies – “Knowledge management in learning organization, a
practical guide".
Founded by Timur in 2013
Novus-KM, is a leading expert consultancy in the field of knowledge
management in Russia. The company, its experts and partners have
implemented dozens of projects, from knowledge management strategy
development, best practices analysis to implementation of holistic
knowledge management systems in various industries.
Indonesia Knowledge Summit
Sapta and Iqbal (Knoco Indonesia) organised and delivered the
second Indonesia Knowledge Summit last month in Jogjakarta,
Indonesia. This 2 day conference was a great success, attracting
attendees from every part of Indonesia to listen to the talks and
take part in the workshops.
|
Speakers, organisers and
attendees at the 2nd indonesia Knowledge Summit
|
Public KM Masterclasses
Knoco Indonesia will hold a public KM
Masterclass on 27-29 November 2017. The aim of this course is
to transfer some of the skills and techniques of knowledge
management to your employees. Through a mixture of tutorial and
exercise work, the participant will develop skills in the capture,
packaging, and transfer of knowledge, and will develop
implementation plans for business pilots. Techniques and strategies
for cultural change will also be covered. The course will also
cover transferring the keys skills and techniques of knowledge
management, and its strategic implementation. Contact Iqbal for details.
The biggest Bird Island exercise in the world
In early May, Rupert Lescott
(Knoco UK) and Don Dressler (Knoco USA) ran the largest Bird Island
workshop to date. Over 200 people took part at the annual KA
Connect conference in San Francisco. KA Connect is an annual KM
conference aimed at the AEC industry (Architecture, Engineering and
Construction), and since Bird Island involves building towers, it
was a great fit. If you're interested in using Bird Island to
demonstrate the link between knowledge and performance, please contact us.
|
200 people engaged in the
Bird Island exercise
|
KM for Firefighters
Fabio (Knoco Brazil) recenly lectured on Knowledge
Management to the National Firefighters KM Committee in Goiania,
Brazil.
|
Meeting with members of the
National Firefighters KM Committee in Goiania, Brazil
|
Activity in Chile
·
starting a project to develop the critical knowledge
map for the maintenance and engineering departments of the
Aconcagua Refinery of ENAP (National Oil Company in Chile) https://www.enap.cl/;
Knoco at KM World
Two of our Knoco consultants
are presenting at KM World in Washington DC in November. Nick
Milton (Knoco UK) will be presenting a half-day
workshop on November 6th, the theme of which will be
"Practical Ways to Demonstrate the Value of KM". Contact Nick for details. The
following day, Cory Cannon (Knoco Kansas) will be talking about
"Collaborative Tools and Solutions" based on his military
work. Contact Cory for
details.
|
|
|
|
|
An example of KM in action is the case of El Paso Corporation – a 5,000-employee North American provider of natural gas and related products. To maximise the benefits of a new organisational structure and encourage communication, El Paso decided to try a KM programme focused on business opportunities and challenges. Its aim was to foster expertise within the workforce and share technical knowledge with a scorecard used to measure and report on the programme. Its elements included: savings, improvements, successes, costs and milestones. In the first year, the goal was to save the organisation US$500,000, but it delivered $1.2 million in savings.
Posts
