Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy. This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.

1. Designing
a
Successful
KM
Strategy:
A
Guide
for
the
Knowledge
Management
Professional
April
29,
2015

2. For
the
next
60
minutes
.
.
.
• Feel
free
to
ask
quesIons
at
anyIme
• Feel
free
to
share
stories
at
anyIme
• InteracIve
.
.
.
• Just
starIng
a
KM
adventure?
• Why
create
a
KM
Strategy?
• What
steps
should
be
taken
to
creaIng
a
KM
Strategy
• Examples
and
Stories
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3. Meet
Samantha
.
.
.
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4. Should
Samantha
Just
Start?
• StarIng
a
KM
program
without
a
strategy?
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5. Samantha’s
early
KM
experience
.
.
.
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6. Samantha
Makes
a
Case
to
Senior
Management
for
CraWing
a
KM
Strategy
• GeXng
the
Investment
Promise
• Knowledge
is
an
asset
for
the
organizaIon
• Knowledge
is
currently
being
managed
sub-­‐
opImally
• The
organizaIon
needs
a
KM
strategy
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7. CreaIng
a
Strategy
Document
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8. 10
KM
Strategy
Principles
1. KM
implementaIon
needs
to
be
organizaIon-­‐led;
Ied
to
organizaIon
strategy
and
to
specific
organizaIon
issues
2. KM
needs
to
be
delivered
where
the
criIcal
knowledge
lies,
and
where
the
high
value
decisions
are
made
3. KM
implementaIon
needs
to
be
treated
as
a
behavior
change
program
4. The
endgame
will
be
to
introduce
a
complete
management
framework
for
KM
5. This
framework
will
need
to
be
embedded
into
the
organizaIon’s
structures
6. The
framework
will
need
to
include
governance
if
it
is
to
be
sustainable
7. The
framework
will
be
structured,
rather
than
emergent
8. A
KM
implementaIon
should
be
a
staged
process,
with
regular
decision
points
9. A
KM
implementaIon
should
contain
a
piloIng
stage
10. A
KM
implementaIon
should
be
run
by
an
implementaIon
team,
reporIng
to
a
cross-­‐organizaIonal
steering
group
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9. What
Samantha’s
Strategy
Document
Needs
1. Strategic
KM
principles
2. The
organizaIonal
imperaIve
and
focus
for
KM
3. A
KM
vision
for
the
organizaIon
4. CriIcal
knowledge
areas
5. Stakeholders
6. A
KM
Framework
7. InformaIon
management
8. Change
management
9. Business
case
10. Recommended
pilots
11. Next
steps
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10. OrganizaIon
Learning
ImperaIves
and
Drivers
OperaIonal
Excellence
Improving
internal
processes
through
applicaIon
of
knowledge
Best
pracIce
development
Process
innovaIon
CommuniIes
of
pracIce
Customer
Knowledge
Building
a
beder
understanding
of
customers
wants
and
needs
and
how
to
saIsfy
them
Customer
knowledge
Market
knowledge
Product
knowledge
InnovaIon
CreaIng
new
and
beder
products
Knowledge
acquisiIon
Knowledge
development
Reducing
cycle
Ime
for
new
products
Growth
and
Change
ReplicaIng
exisIng
success
in
new
markets
or
with
new
staff
Defining
and
deploying
good
pracIce
Bringing
new
staff
up
to
speed
quickly
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11. Knowledge
Management
Vision
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12. Knowledge
Management
Vision
• CreaIng
the
Vision
• Defining
Scope
• “Every
Ime
we
do
something
again,
we
should
do
it
beder
than
the
last
Ime.”
• Lord
Browne,
BriIsh
Petroleum
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13. IdenIfying
the
Strategic
Knowledge
Areas
• Business
Strategy
• Business
acIviIes
• CriIcal
knowledge
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14. Samantha
maps
out
the
current
state
of
KM
in
her
organizaIon
• Why
is
this
knowledge
not
being
managed
already?
• What
is
prevenIng
knowledge
from
flowing
from
the
people
who
have
it
to
the
people
who
need
it?
• What
is
the
most
important
thing
we
can
do
to
unblock
this
flow
of
knowledge?
copyright:
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15. Defining
the
KM
Framework
to quickly understand how the various components and activities fit
together to create a cohesive whole.1
People Process Technology
Enable remote
collaboration
Support communities of
practice
Reward and recognize
knowledge sharing
Encourage storytelling
Enhance knowledge
capture
Manage information
Enhance system
integration and data
mining
Utilize intelligent agents
Exploit expert systems
Sharing and Using Knowledge
Supporting Activities
Education and
Training
Integrated Financial
Management
IT Infrastructure Human Resources Security
Figure 10.1 NASA KM Frameworkcopyright:
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16. InformaIon
and
Content
Management
Information and Content Management 99
n
w
n
g
n
:
g
n
Figure 11.2 Documented knowledge lifecycle
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17. KM
Technology
Collect
• Business
Processes
• Knowledge
Flows
• OrganizaIon
Strategy
and
Plan
• IT
Strategy
and
Plan
• Change
Mgmt
Analyze
• Compare
current
situaIon
against
best
pracIces
• Change
Mgmt
Resolve
• Policies
• Knowledge
&
process
flows
• Metrics
• Strategic
Goals
• Governance
• Change
Mgmt
Select
technology
• Change
Mgmt
Design/
Develop/
Test
• Change
Mgmt
Implement
• Change
Mgmt
• Processes
• Metrics
Use
• Change
Mgmt
Evolve
• Change
Mgmt
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18. IdenIfy
Key
Stakeholders
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19. Add
people
and
sIr:
Change
Management
Requirements
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20. Change
Management
Principles
• Create
a
case
for
change
• Create
a
“Guiding
CoaliIon”
• Develop
a
Compelling
Vision
for
Change
• Develop
a
CommunicaIon
Plan
• Empower
Broad-­‐based
AcIon
• Create
(and
Communicate)
Short
Term
Wins
• Remove
the
Barriers
to
Change
• Embed
the
Change
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21. Determining
your
Pilot
Projects
• Proof
of
Value
• How
does
KM
work
in
your
business
• Deliver
Monetary
Value
• MarkeIng
Support
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22. Find
a
Pain
Point
1. What
are
the
things
that
you
wish
you
knew,
in
order
to
solve
your
most
pressing
organizaIonal
problems?
2. What
are
the
knowledge
intensive
parts
of
your
organizaIon,
and
which
are
the
ones
where
beder
management
of
knowledge
would
help
you?
3. If
teams
and
managers
in
your
part
of
the
organizaIon
had
perfect
access
to
the
knowledge
from
within
the
organizaIon,
what
problems
might
be
solved?
4. What
would
it
be
worth
to
you
and
the
organizaIon
if
these
problems
were
to
be
solved?
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23. Rank
your
projects
• OrganizaIon
Support
• Measurability
• Scalability
• Feasibility
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24. The
Business
Case
and
ROI
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25. But
Ms
Barnes!!!
But
what
if
Samantha
has
no
backing
at
all?
What
if
there
is
nobody
parIcularly
interested
in
KM
in
her
organizaIon?
What
if
Samantha’s
senior
managers
don’t
care
about
the
topic,
aren’t
interested
in
a
strategy,
and
wouldn’t
read
it
even
if
it
were
wriden?
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26. Do
you
need
to
use
a
Guerilla
Strategy?
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27. Samantha
gets
ready
to
get
down
to
work
Building
the
implementaIon
team
• Appoint
the
KM
team
leader
• Appoint
the
KM
team
• Determine
reporIng
lines
for
the
KM
team
• Appoint
the
steering
team
• Plan
the
implementaIon
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28. Final
Words
For
all
the
tools
and
technologies
and
nuances,
and
all
the
things
we
do
to
complicate
KM,
at
its
heart,
Knowledge
Management
is
about
making
sure
that
the
decision
makers
at
all
levels
in
the
organizaIon
have
access
to
the
crucial
knowledge
they
need
to
make
the
right
decisions.
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29. QUESTIONS?
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30. Thank
You!
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