Losing your minds
Capturing, Retaining and Leveraging Organisational Knowledge
Published on 28. October 2010
Book
Paperback/Softback
123 pages
978-1-907787-22-5 (ISBN)
Description
Severe staff cuts and a high workforce turnover drastically increase the risk of knowledge loss within your organisation. So what can you do to prevent this? Ark Group's report on Capturing, Retaining and Leveraging Organisational Knowledge is the definitive, no-nonsense guide to preventing knowledge loss in your organisation. It examines the workforce turnover and knowledge loss challenges you face, introduces key concepts for you to better understand these challenges, and provides practical guidance on how to beat them by developing a clear knowledge retention strategy for your organisation. In-depth step-by-step guidance is then provided on how to actively capture knowledge from individuals, teams and projects, and most importantly, how to make sure it is reused to the benefit of your organisation.
Specifically, the key topics, practices and guidance within this report will show you how to: * Identify your organisation's weak points and the necessary steps to remedy them; * Introduce and implement context relevant knowledge management solutions; * Design and implement effective knowledge retention initiatives; * Gain organisational buy-in, plan and manage your initiatives effectively; * Understand the three key methodologies used in knowledge capture; * Identify the most appropriate methodology to use in each scenario; * Plan and conduct peer assists, action reviews and retrospects; * Set up and maintain successful Communities of Practice to share and reuse knowledge; and more - Real-life, in-depth case studies from MTR Corporation and Airbus Europe demonstrate the best practice strategies highlighted within the report to successfully implement retention and reuse initiatives. Plus - you will find useful guides, meeting plans, templates and checklists that can be used immediately in planning and executing your own knowledge retention initiative.
Capturing, Retaining and Leveraging Organisational Knowledge is the only report of its kind to provide step by step guidance on how to actively secure your organisational knowledge.
Severe staff cuts and a high workforce turnover drastically increase the risk of knowledge loss within your organisation. So what can you do to prevent this? Ark Group's report on Capturing, Retaining and Leveraging Organisational Knowledge is the definitive, no-nonsense guide to preventing knowledge loss in your organisation. It examines the workforce turnover and knowledge loss challenges you face, introduces key concepts for you to better understand these challenges, and provides practical guidance on how to beat them by developing a clear knowledge retention strategy for your organisation. In-depth step-by-step guidance is then provided on how to actively capture knowledge from individuals, teams and projects, and most importantly, how to make sure it is reused to the benefit of your organisation.
Specifically, the key topics, practices and guidance within this report will show you how to: * Identify your organisation's weak points and the necessary steps to remedy them; * Introduce and implement context relevant knowledge management solutions; * Design and implement effective knowledge retention initiatives; * Gain organisational buy-in, plan and manage your initiatives effectively; * Understand the three key methodologies used in knowledge capture; * Identify the most appropriate methodology to use in each scenario; * Plan and conduct peer assists, action reviews and retrospects; * Set up and maintain successful Communities of Practice to share and reuse knowledge; and more - Real-life, in-depth case studies from MTR Corporation and Airbus Europe demonstrate the best practice strategies highlighted within the report to successfully implement retention and reuse initiatives. Plus - you will find useful guides, meeting plans, templates and checklists that can be used immediately in planning and executing your own knowledge retention initiative.
Capturing, Retaining and Leveraging Organisational Knowledge is the only report of its kind to provide step by step guidance on how to actively secure your organisational knowledge.
Specifically, the key topics, practices and guidance within this report will show you how to: * Identify your organisation's weak points and the necessary steps to remedy them; * Introduce and implement context relevant knowledge management solutions; * Design and implement effective knowledge retention initiatives; * Gain organisational buy-in, plan and manage your initiatives effectively; * Understand the three key methodologies used in knowledge capture; * Identify the most appropriate methodology to use in each scenario; * Plan and conduct peer assists, action reviews and retrospects; * Set up and maintain successful Communities of Practice to share and reuse knowledge; and more - Real-life, in-depth case studies from MTR Corporation and Airbus Europe demonstrate the best practice strategies highlighted within the report to successfully implement retention and reuse initiatives. Plus - you will find useful guides, meeting plans, templates and checklists that can be used immediately in planning and executing your own knowledge retention initiative.
Capturing, Retaining and Leveraging Organisational Knowledge is the only report of its kind to provide step by step guidance on how to actively secure your organisational knowledge.
Severe staff cuts and a high workforce turnover drastically increase the risk of knowledge loss within your organisation. So what can you do to prevent this? Ark Group's report on Capturing, Retaining and Leveraging Organisational Knowledge is the definitive, no-nonsense guide to preventing knowledge loss in your organisation. It examines the workforce turnover and knowledge loss challenges you face, introduces key concepts for you to better understand these challenges, and provides practical guidance on how to beat them by developing a clear knowledge retention strategy for your organisation. In-depth step-by-step guidance is then provided on how to actively capture knowledge from individuals, teams and projects, and most importantly, how to make sure it is reused to the benefit of your organisation.
Specifically, the key topics, practices and guidance within this report will show you how to: * Identify your organisation's weak points and the necessary steps to remedy them; * Introduce and implement context relevant knowledge management solutions; * Design and implement effective knowledge retention initiatives; * Gain organisational buy-in, plan and manage your initiatives effectively; * Understand the three key methodologies used in knowledge capture; * Identify the most appropriate methodology to use in each scenario; * Plan and conduct peer assists, action reviews and retrospects; * Set up and maintain successful Communities of Practice to share and reuse knowledge; and more - Real-life, in-depth case studies from MTR Corporation and Airbus Europe demonstrate the best practice strategies highlighted within the report to successfully implement retention and reuse initiatives. Plus - you will find useful guides, meeting plans, templates and checklists that can be used immediately in planning and executing your own knowledge retention initiative.
Capturing, Retaining and Leveraging Organisational Knowledge is the only report of its kind to provide step by step guidance on how to actively secure your organisational knowledge.
More details
Language
English
Place of publication
United Kingdom
Publishing group
Globe Law and Business Ltd
Target group
Professional and scholarly
Illustrations
Illustrations
ISBN-13
978-1-907787-22-5 (9781907787225)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Bill Kapla n is the founder of Working KnowledgeCSP, an independent knowledge management consulting company. From June 2005 through October 2009, Bill was the chief knowledge officer at Acquisition Solutions, Inc., a government-only consulting company. He provided the knowledge leadership and practical expertise to move Acquisition Solutions from knowledge management concept to strategy to implementing practice through the creation of a corporate ability to connect, collect, and collaborate at all levels within the company. Through his leadership, Acquisition Solutions earned recognition as a North American Most Admired Knowledge Enterprise (MAKE) finalist in 2007 (18th), 2008 (16th), and 2009 (13th). Prior to joining Acquisition Solutions, Bill served as the deputy knowledge management practice manager and a senior knowledge management and organization performance consultant at Science Application International Corporation (SAIC). Bill is one of the original thought leaders, practitioners, and consultants applying knowledge management in the government sector, a long time practitioner in the private sector, and is published on many articles on knowledge management and federal acquisition. He also uniquely works at the intersection of KM and federal acquisition and program management, helping government organizations leverage their knowledge to ensure mission success. He completed a distinguished career in federal acquisition and program management in the United States Air Force and the Department of Defense, retiring in the rank of Colonel. During his military career he earned numerous personal, unit awards and service medals including the Defense Superior Service Medal and the Legion of Merit Medal.
Bill Kapla n is the founder of Working KnowledgeCSP, an independent knowledge management consulting company. From June 2005 through October 2009, Bill was the chief knowledge officer at Acquisition Solutions, Inc., a government-only consulting company. He provided the knowledge leadership and practical expertise to move Acquisition Solutions from knowledge management concept to strategy to implementing practice through the creation of a corporate ability to connect, collect, and collaborate at all levels within the company. Through his leadership, Acquisition Solutions earned recognition as a North American Most Admired Knowledge Enterprise (MAKE) finalist in 2007 (18th), 2008 (16th), and 2009 (13th). Prior to joining Acquisition Solutions, Bill served as the deputy knowledge management practice manager and a senior knowledge management and organization performance consultant at Science Application International Corporation (SAIC). Bill is one of the original thought leaders, practitioners, and consultants applying knowledge management in the government sector, a long time practitioner in the private sector, and is published on many articles on knowledge management and federal acquisition. He also uniquely works at the intersection of KM and federal acquisition and program management, helping government organizations leverage their knowledge to ensure mission success. He completed a distinguished career in federal acquisition and program management in the United States Air Force and the Department of Defense, retiring in the rank of Colonel. During his military career he earned numerous personal, unit awards and service medals including the Defense Superior Service Medal and the Legion of Merit Medal.
Bill Kapla n is the founder of Working KnowledgeCSP, an independent knowledge management consulting company. From June 2005 through October 2009, Bill was the chief knowledge officer at Acquisition Solutions, Inc., a government-only consulting company. He provided the knowledge leadership and practical expertise to move Acquisition Solutions from knowledge management concept to strategy to implementing practice through the creation of a corporate ability to connect, collect, and collaborate at all levels within the company. Through his leadership, Acquisition Solutions earned recognition as a North American Most Admired Knowledge Enterprise (MAKE) finalist in 2007 (18th), 2008 (16th), and 2009 (13th). Prior to joining Acquisition Solutions, Bill served as the deputy knowledge management practice manager and a senior knowledge management and organization performance consultant at Science Application International Corporation (SAIC). Bill is one of the original thought leaders, practitioners, and consultants applying knowledge management in the government sector, a long time practitioner in the private sector, and is published on many articles on knowledge management and federal acquisition. He also uniquely works at the intersection of KM and federal acquisition and program management, helping government organizations leverage their knowledge to ensure mission success. He completed a distinguished career in federal acquisition and program management in the United States Air Force and the Department of Defense, retiring in the rank of Colonel. During his military career he earned numerous personal, unit awards and service medals including the Defense Superior Service Medal and the Legion of Merit Medal.
Content
Part One: Are you losing your minds? The challenge of knowledge loss Chapter 1: The challenge...3 The ongoing challenge of workforce turnover and knowledge loss...4 Creating a resilient, agile organization...4 The potential impact on mission success is immense...6 People have always left organizations, so what's different now?...6 Examples of knowledge loss - ...7 Compliance versus performance...9 Chapter 2: Foundations of a high performing, knowledge enabled organization...11 What is knowledge?...11 Knowledge convergence...11 Characteristics of a high performing, knowledge enabled organization...12 Someone is accountable for the leveraging the organization's knowledge...16 The concept of value creation from knowledge...16 Moving from concept to strategy to implementing practice...17 Chapter 3: From concept to strategy to implementing practice...19 Chapter 4: Phase one - Knowledge concepts...23 KM outcomes...23 KM projects or opportunities...26 The KM business case - Link between concept and strategy...29 Chapter 5: Phase two - Knowledge strategy...31 Align with the organization's strategic planning...31 KM strategic plan...31 Measures of success...32Chapter 6: Phase three - Implementing practices...35 Critical and relevant knowledge...35 Process management...36 KM framework...38 Building a framework for knowledge convergence...39 Change management (behavior change)...43 Part Two: Driving value from knowledge: The practical knowledge management guide Introduction...49 Section 1: Engagement process...51 1.1 Sample agenda and objectives...51 1.2 Evaluating and selecting opportunities...52 1.3 Performance agreement...55 Section 2: Overview of fast learning processes...57 2.1 A process perspective...57 2.2 Participants...58 2.3 Who, what, when, where, and why...59 2.4 Resource requirements...59 2.5 Supplies and equipment needs...60 Section 3: Peer assist - Learning before doing...63 3.1 What is a peer assist?...63 3.2 When is a peer assist appropriate?...63 3.3 Who are the participants in a peer assist?...63 3.4 How much time is required to conduct an effective peer assist?...63 3.5 Preparing for a peer assist...64 3.6 Sample peer assist agenda and objectives...64 3.7 Event documentation...68 Section 4: Action review - Learning while doing...71 4.1 What is an action review?...71 4.2 When is an action review appropriate?...71 4.3 Who are the participants in an action review?...72 4.4 How much time is required to conduct an effective action review?...72 4.5 Preparing for an action review...72 4.6 Action review agenda ...73 4.7 Event documentation...73 4.8 What do you do with the output of an action review?...75 Section 5: Retrospect - Learning after doing...77 5.1 What is a retrospect?...77 5.2 When is a retrospect appropriate?...77 5.3 How do retrospects and action reviews differ?...77 5.4 Who are the participants in a retrospect?...77 5.5 How much time is required to conduct an effective retrospect?...78 5.6 Preparing for a retrospect...78 5.7 Sample agenda and facilitation guide...78 5.8 Event documentation...84 Section 6: Embedding and sustaining the learnings...87 6.1 Documenting lessons learned for reuse...88 6.2 Embedding the key advice...88 6.3 Tracking and reporting progress...89 6.4 KM enablers...89 6.5 Knowledge assets...90 6.6 Delivering knowledge to the end user...91 6.7 Reinforce the utilization of lessons learned...91 Section 7: Creating Communities of Practice to leverage the transfer and reuse of knowledge...93 7.1 What is a Community of Practice?...93 7.2 Establishing an effective CoP...93 7.3 Maintaining the CoP once it is established ...99 Part Three: Case studies Case study 1: Implementing a knowledge-sharing and collaboration program at MTR Corporation...103 The business imperative for KM...103 Establishing the vision...104 Building early organizational buy-in...105 Encouraging participation...107 Fostering collaboration...108 Embedding change and building sustainability...109 Case study 2: Knowledge and expertise transfer at Airbus...113 Knowledge management and transfer at Airbus...113 Project objectives...115 Methodology used...116 Applying ExTra in the Manufacturing Engineering Extended Enterprise department...117 Action plan and implementation...118 Evaluation...119 Final conclusions and future investigations...120 Index...123