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Battle Command Knowledge System

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Battle Command Knowledge System

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    1. KM From the Combined Arms Center (CAC) Perspective “Soldiers learning, adapting and acting faster than our adversaries” Battle Command Knowledge System Purpose: to update stakeholders and discuss how knowledge management plays a key role in “Winning the Learning Competition” against our adversaries. The BCKS KM strategy focuses on the Warfighter Mission Areas of the Army.Purpose: to update stakeholders and discuss how knowledge management plays a key role in “Winning the Learning Competition” against our adversaries. The BCKS KM strategy focuses on the Warfighter Mission Areas of the Army.

    2. Warfighting KM Strategy Knowledge Enabling Conditions for Strategic Implementation: 1. Establish a knowledge vision, 2. Manage conversations, 3. Mobilize knowledge activists, 4. Develop an enabling context, 5. Globalize knowledge, 6. Create Knowledge Leaders Precursors: AAR – learning only at Team/Unit level; CALL – need for strategic knowledge transfer capability; CSA Training and Ldr Dev Panels Soldiers created online communities - NCOTeam.org, CompanyCommand.com; 1st Cav site – CAVNet; Official Army directive to create BCKS - AKM Memo #5; Futher expansion of KM - Stryker COE Pilot: Professional Forums; Knowledge Management Advisors; Warrior Knowledge Base; KM Training - Staffs (Div/BDE), BCO, Individuals; Doctrine; Integration and Leadership of KM efforts Knowledge Enabling Conditions for Strategic Implementation: 1. Establish a knowledge vision, 2. Manage conversations, 3. Mobilize knowledge activists, 4. Develop an enabling context, 5. Globalize knowledge, 6. Create Knowledge Leaders Precursors: AAR – learning only at Team/Unit level; CALL – need for strategic knowledge transfer capability; CSA Training and Ldr Dev Panels Soldiers created online communities - NCOTeam.org, CompanyCommand.com; 1st Cav site – CAVNet; Official Army directive to create BCKS - AKM Memo #5; Futher expansion of KM - Stryker COE Pilot: Professional Forums; Knowledge Management Advisors; Warrior Knowledge Base; KM Training - Staffs (Div/BDE), BCO, Individuals; Doctrine; Integration and Leadership of KM efforts

    3. Strategy: Ends, Ways, Means ALL Ends need to be measurable. Quantifiable Continuous improvement Fosters an environment of knowledge collaboration and sharing (Metrics?) Balance the culture of compliance by affecting behaviors and mindsets Make effective decisions faster than our adversaries or circumstances Before, during and after fighting Enable Mission Command The description and relationships of ends, ways and means illustrates strategy. Ends are objectives or desired conditions that result when we achieve the criteria for success. (What we will accomplish) Ways are the concepts, processes and courses of action that explain how we will accomplish the ends. (How we will accomplish the ends) Means are the resources needed to apply the concepts or undertake the processes and courses of action to accomplish the ends. Risk: filling the gap between what’s needed for Army KM (what we’re trying to accomplish) and what the resources could otherwise be used for. Sufficing D-M vs. Superior D-M? Deliberate practice of the SECI model Learning and identifying cues and patterns (Cognitive Task Analysis [CTA]) Requiring less ‘items of info’ to make decisions; being able to self correct along the way because there is a shared vision and understanding. Enabled through Telecommunications (Technical) Organizational design (Hierarchical) Collaborative networks (Social) Purpose, method, endstate Purpose: ALL Ends need to be measurable. Quantifiable Continuous improvement Fosters an environment of knowledge collaboration and sharing (Metrics?) Balance the culture of compliance by affecting behaviors and mindsets Make effective decisions faster than our adversaries or circumstances Before, during and after fighting Enable Mission Command The description and relationships of ends, ways and means illustrates strategy. Ends are objectives or desired conditions that result when we achieve the criteria for success. (What we will accomplish) Ways are the concepts, processes and courses of action that explain how we will accomplish the ends. (How we will accomplish the ends) Means are the resources needed to apply the concepts or undertake the processes and courses of action to accomplish the ends. Risk: filling the gap between what’s needed for Army KM (what we’re trying to accomplish) and what the resources could otherwise be used for. Sufficing D-M vs. Superior D-M? Deliberate practice of the SECI model Learning and identifying cues and patterns (Cognitive Task Analysis [CTA]) Requiring less ‘items of info’ to make decisions; being able to self correct along the way because there is a shared vision and understanding. Enabled through Telecommunications (Technical) Organizational design (Hierarchical) Collaborative networks (Social) Purpose, method, endstate Purpose:

    4. Strategy: Ends, Ways, Means Establish Authorities, Responsibilities, Processes and Relationships for the networks and enablers KM governance: principles, policies, rules, practices – for the hierarchy Knowledge leadership: principles, competencies/behaviors and norms By developing the four networks and enablers, Senior leaders can balance the hierarchy/network tension while the strategic Corporals act? Senior leader role: balance the tension between hierarchy and network KM governance: principles, policies, rules, practices – for the hierarchy Knowledge leadership: principles, competencies/behaviors and norms By developing the four networks and enablers, Senior leaders can balance the hierarchy/network tension while the strategic Corporals act? Senior leader role: balance the tension between hierarchy and network

    5. Strategy: Ends, Ways, Means Lean Six Sigma Senior Leaders, Commanders and staffs play key roles in the practice of KM. They provide the hierarchy needed to ensure disciplined process enable knowledge transfer. They can provide the impetus for the transfer of knowledge among less structured informal networks, such as communities of practice. “Attention is the main currency of the knowledge age” – Davenport & Prusak in Working Knowledge Information technology plays a key enabling role. KM practitioners should have a bias toward using Best of Breed operational force systems. These Means (if resourced) have to tie into the Ways to arrive at the Ends Lean Six Sigma: “6 M” Manpower (people), machine (Technology), methodology (process), Need stakeholder buy-inSenior Leaders, Commanders and staffs play key roles in the practice of KM. They provide the hierarchy needed to ensure disciplined process enable knowledge transfer. They can provide the impetus for the transfer of knowledge among less structured informal networks, such as communities of practice. “Attention is the main currency of the knowledge age” – Davenport & Prusak in Working Knowledge Information technology plays a key enabling role. KM practitioners should have a bias toward using Best of Breed operational force systems. These Means (if resourced) have to tie into the Ways to arrive at the Ends Lean Six Sigma: “6 M” Manpower (people), machine (Technology), methodology (process), Need stakeholder buy-in

    6. Comment 1

    7. This is a proposal for an Army wide Knowledge Management system Three 3-star General Officers oversee three main and interconnected knowledge networks Right: Operating Forces – orchestrated by the DCG FORSCOM Center: Joint Functions – orchestrated by the Combined Arms Center CG Left: Capabilities integration – orchestrated by the Army Capabilities Integration Center CG – to balance the DOTMLPF The Army staff plays a key role The Army Reserve and National Guard also play key roles Knowledge Integration Teams (KNI Teams): links/integrates the hierarchy and the decentralized network for the 3-star CGs – manage within the hierarchy while facilitating and being a catalyst within the network. This is a proposal for an Army wide Knowledge Management system Three 3-star General Officers oversee three main and interconnected knowledge networks Right: Operating Forces – orchestrated by the DCG FORSCOM Center: Joint Functions – orchestrated by the Combined Arms Center CG Left: Capabilities integration – orchestrated by the Army Capabilities Integration Center CG – to balance the DOTMLPF The Army staff plays a key role The Army Reserve and National Guard also play key roles Knowledge Integration Teams (KNI Teams): links/integrates the hierarchy and the decentralized network for the 3-star CGs – manage within the hierarchy while facilitating and being a catalyst within the network.

    8. This is a proposal for an Army wide Knowledge Management system Three 3-star General Officers oversee three main and interconnected knowledge networks Right: Operating Forces – orchestrated by the DCG FORSCOM Center: Joint Functions – orchestrated by the Combined Arms Center CG Left: Capabilities integration – orchestrated by the Army Capabilities Integration Center CG – to balance the DOTMLPF The Army staff plays a key role The Army Reserve and National Guard also play key roles Knowledge Integration Teams (KNI Teams): links/integrates the hierarchy and the decentralized network for the 3-star CGs – manage within the hierarchy while facilitating and being a catalyst within the network. This is a proposal for an Army wide Knowledge Management system Three 3-star General Officers oversee three main and interconnected knowledge networks Right: Operating Forces – orchestrated by the DCG FORSCOM Center: Joint Functions – orchestrated by the Combined Arms Center CG Left: Capabilities integration – orchestrated by the Army Capabilities Integration Center CG – to balance the DOTMLPF The Army staff plays a key role The Army Reserve and National Guard also play key roles Knowledge Integration Teams (KNI Teams): links/integrates the hierarchy and the decentralized network for the 3-star CGs – manage within the hierarchy while facilitating and being a catalyst within the network.

    9. Comment 2 The next chart describes the 9 “Knowledge Enablers” These are capabilities that will enable the force to rapidly transfer timely, relevant knowledge. They start with the individual, work through teams, organizations and ultimately, the enterprise. See notes page for descriptions.

    10. BCKS Knowledge Enabling Capabilities The enablers go from individual, to team, to units/organizations to the enterprise. KE1 – Personal KM (Individual KM) KE2 - Professional forums – Online Communities of Practice KE3 - Teams Net (Virtual Teams and Teams of Leaders) KE4 - Decision Net (Narrative Engineering to include Storytelling for Leadership and Knowledge Exchange; online tactical decision games; networked game and story bench stock; story and game development wizards; the leader’s guide to developing and facilitating leader development exercises or LDXs and leader-team development exercises or LTXs KE5 - Knowledge-based, Net-enabled Command and Control (including optimal mixes of information technology to enable pattern-recognition for situational awareness and understanding and teamed expertise in developing and exploiting pattern recognition in intuition-based and deliberate decision-making) – BCKME focus KE6 - Knowledge Integration (including benchmarking, best practice development and management, translation of best practices into digital stories and decision games through knowledge engineering, and work flow of best practices into L2I, doctrine development, training developments, and leader development [especially LDXs and LTXs]) – TRADOC KM/IM study focus KE7 - Structured Learning Network (the marriage of KM with Life Long Learning Centers, Embedded Training, classroom training and education, and training exercises [especially at the Combat Training Centers] – Centers of Excellence interest KE8 - Services Network (the marriage of KM and SOA to provide dynamic tailoring of battle-command and training applications to meet rapidly evolving CCIR and tailored training requirements) – Best of Breed integration KE9 - ARFORGEN Net, the integration of KM Assessment and training into the ARFORGEN cycle to replicate best practice and best of breed where appropriate, tailor known solutions when applicable, and invent and train new knowledge solutions to meet new missionsThe enablers go from individual, to team, to units/organizations to the enterprise. KE1 – Personal KM (Individual KM) KE2 - Professional forums – Online Communities of Practice KE3 - Teams Net (Virtual Teams and Teams of Leaders) KE4 - Decision Net (Narrative Engineering to include Storytelling for Leadership and Knowledge Exchange; online tactical decision games; networked game and story bench stock; story and game development wizards; the leader’s guide to developing and facilitating leader development exercises or LDXs and leader-team development exercises or LTXs KE5 - Knowledge-based, Net-enabled Command and Control (including optimal mixes of information technology to enable pattern-recognition for situational awareness and understanding and teamed expertise in developing and exploiting pattern recognition in intuition-based and deliberate decision-making) – BCKME focus KE6 - Knowledge Integration (including benchmarking, best practice development and management, translation of best practices into digital stories and decision games through knowledge engineering, and work flow of best practices into L2I, doctrine development, training developments, and leader development [especially LDXs and LTXs]) – TRADOC KM/IM study focus KE7 - Structured Learning Network (the marriage of KM with Life Long Learning Centers, Embedded Training, classroom training and education, and training exercises [especially at the Combat Training Centers] – Centers of Excellence interest KE8 - Services Network (the marriage of KM and SOA to provide dynamic tailoring of battle-command and training applications to meet rapidly evolving CCIR and tailored training requirements) – Best of Breed integration KE9 - ARFORGEN Net, the integration of KM Assessment and training into the ARFORGEN cycle to replicate best practice and best of breed where appropriate, tailor known solutions when applicable, and invent and train new knowledge solutions to meet new missions

    11. Comment 3 The next chart describes the people who play key roles in knowledge transfer. The teams bring together key knowledge enabling capabilities such as Lessons Learned, Lifelong Learning and JKDDC. The teams network with their counterparts around the Army and JIIM communities. The teams use processes enabled by technology to help make the Army a learning organization.

    12. MBB – Master Black Belt (LSS and/or SS) CKM – Certified Knowledge Manager (KM Pro or alternate) CKMP – Certified Knowledge Management Professional (KM Pro or alternate) MCKM – Master Certified Knowledge Manager (KM Pro or alternate) CLLP – Certified Lessons Learned Professional (CALL Course) CMF – Certified Master Facilitator (??) CLSSS – Certified Lean Six Sigma Sensei (LSS) CSSBB – Certified Six Sigma Black Belt (SS) CERM – Certified Electronics Records Manager (Association of Information Managers (AIM))MBB – Master Black Belt (LSS and/or SS) CKM – Certified Knowledge Manager (KM Pro or alternate) CKMP – Certified Knowledge Management Professional (KM Pro or alternate) MCKM – Master Certified Knowledge Manager (KM Pro or alternate) CLLP – Certified Lessons Learned Professional (CALL Course) CMF – Certified Master Facilitator (??) CLSSS – Certified Lean Six Sigma Sensei (LSS) CSSBB – Certified Six Sigma Black Belt (SS) CERM – Certified Electronics Records Manager (Association of Information Managers (AIM))

    13. ?? Questions ??

    14. BACK UP SLIDES

    15. BCKS Mission & Objectives Mission Battle Command Knowledge System (BCKS) supports the generation, application, management and exploitation of Army knowledge to foster collaboration among Soldiers and Units in order to share expertise and experience; facilitate leader development and intuitive decision making; and support the development of organizations and teams.

    16. Key Definitions

    17. Knowledge Management Personnel Battle Command Officer, KMO, CKO Champions Sponsors Advisors Facilitators Integrators Strategists Trainers IT Support Specialists “Yellow Belts” Volunteers Senior NCOs are key Champions of knowledge managementSenior NCOs are key Champions of knowledge management

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