국가지식관리 사례와 제언

1. 국가지식관리 사례와 제언 매일경제신문 강 영 철

2. 사례 1:미 육군 AKO

3. SOLDIERS ON POINT ExecutiveInformationBriefing The United States Army Using Army Knowledge Onlinefor Mission Success

4. The AKO Vision • Army - Transform the Army into an intellectually agile force that organizes and shares knowledge to be strategically responsive and dominant at every point on the spectrum of operations. • HQDA - Headquarters, Department of the Army will become a collaborative environment that dissolves organizational barriers in order to increase the ability of leaders to rapidly make informed decisions in support of Army objectives.

5. Knowledge Management • "They copied all that they could follow but they couldn't copy my mind, and I left 'em sweating and stealing a year and a half behind." • -Rudyard Kipling • “The notion of putting the combined knowledge of the firm at an employee's fingertips is the essence of knowledge management. The basic goal: to take key pieces of data from various sources, such as groupware, databases, applications and people's minds, and make them readily available to users in an organized, logical form that represents knowledge.” • -“Getting to AHA!”, Sharon Watson, Computerworld, 01/26/98

6. Army Knowledge Management • Defense Planning Guidance FY02-07, Page 102, April 2000 • “(U) Promote the development of a knowledge-based work force. The ability to achieve and sustain information superiority depends, in large measure, upon the creation and maintenance of reusable knowledge bases; the ability to attract, train, and retain a highly skilled work force proficient in utilizing these knowledge bases; and the development of core business processes designed to capitalize upon these assets.” • “Central to this effort is the employment of a number of strategies aimed at optimizing information sharing, consistent access to valid record information, collaboration, and reuse. Components will specifically address knowledge management and personnel strategies as part of their C4ISR and information technology (IT) training.”

7. 1989 Yesterday: • Containment Strategy • Forward-Based Forces • Global, Nuclear War Focus • Monolithic Soviet/WP Threat • Deter and Defend Soldiers:780,000 Active467, 000 ARNG 594, 000 USAR Civilians: 265,000 Today & Tomorrow: Decreasing Force, Increasing Missions Economic Dangers Transnational Dangers • Engagement • CONUS & Overseas-Based • Power Projection • Regional Conflict Focus • Major Regional Competitor Only • Peacetime Engagement • Preventive Defense 1990-2000 35 Major Deployments Soldiers:480,000 Active350, 000 ARNG 205, 000 USAR Civilians: 170,000 Need KM To: Regional Instability WMD Proliferation 2000 Get It RightAllow the Army’s Enterprise Information to be accessed more quickly and easily for less cost Get AheadUse information technology to leverage Army-wide innovation in services, processes, and knowledge creation Why The Army Needs Knowledge Management 1950-1989: 10 Major Deployments

8. AKOSpectrum of Operations AKO On the SIPRnet • Highly restricted access • Content is Secret and below • In development for VCSA AKOOn the NIPRnet • Restricted access • The Army’s private Web site • Content is sensitive (but Unclassified) • Portal to other Army private sites Covering The Range Of Knowledge from Secret to Public Information The Army Homepage • Unrestricted access • The Army’s public Web site • Content updated daily by Army Public Affairs Office

9. 사례 2:미 연방정부

10. Knowledge Management in the Federal Government: Donald C. Brasek Program Expert - Mkt Rsch / KM Federal Technology Service don.brasek@gsa.gov

11. What [Is] Was Going On Here? Reality The Federal Government

12. Managing vs. Control • Governments and its agencies can sometimes assume that management and control are the same, However: • Management encourages and harnesses abilities leading to self control • Control limits management to fit into a box - legislation quite often connotes inflexibility

13. Effects of Government “Adjustments” • People leave -- quite often the best people • Temporary or contract workers fill the gap • Stresses on procurement processes • Duplication - every man for himself • Apathy and lack of motivation • Tendency to add more controls

14. Typical Reactions to This - I • Outside Culture: informal, fear, suspicion • Inside Culture: face-to-face, void of documentation • Reaction in the trenches to a KM initiative: • “Engineers are treated like a commodity” • “They will use it to crucify people” • “Why should I communicate my wisdom, when the senior people don’t even communicate facts to us” • “This company is run by who you know, not what”

15. Typical Reactions to This - II • Outside Culture: Apathetic and bureaucratic • Inside Culture: Willingness to share any info externally; voice mail preferred! • Reaction in the trenches to a KM initiative: • “If you ask someone about us in the head office, we do not even exist anymore. No one visits us and we have no travel budget. We are merely virtual robots writing tech reports. And now they want the customers to do our job.”

16. The Bottom Line: KM Need Not Apply • Getting results from investing in knowledge requires a corporate culture that allows it to flow freely, which means breaking down hierarchies and scrapping rules that stifle ideas. • “You can’t just take a stodgy organization, hire smart guys, and expect good things to happen.”Julio Rotemberg

17. Myths That Legacy Thinking Believed • Knowledge Management is the same as Information Management • Information Technology IS Knowledge Management • All knowledge should be saved • KM can be done on the cheap • KM can be instituted by bureaucratic edict

18. NOW What Is Going On Here? Reality The Federal Government

19. How Our “Customers” Are Changing • Most have Web access • A growing number have Web “savvy” and know how things could be • Both internal and external to the Government, the light is dawning • Legislation is trying to respond to the challenges of eBusiness (or, in our case, eGovernment), thus paralleling stakeholders’ increasing sophistication

20. Web Effect on Knowledge

21. We Used to Know What Knowledge means . . . • Justified true belief • The difference between mere opinion and something worth believing • Apparently, we no longer care • In “KM,” K = valuable, stable, strategic, true

22. The Web Effect • Too much info • The old authorities are gone • too slow • too safe • too boring • Information is not longer just gray text • “You can’t step into the same stream twice” (Heraclitus) . . . Now: “You can’t get buried by the same (info) avalanche twice.”

23. Future Pull • Total Quality Management • Japanese Competition • Quality, Error-Free • Benchmarking • Retooling • Business Process Reengineering • Global Competition • Efficiency, Cost Cuts • IT Replaces Workers • Restructuring • Knowledge Management • Knowledge Assets • Innovation, Growth • IT Supports K-Workers • Revitalization 1980 1990 2000

24. National Performance Review Stakeholder Sophistication eEverything Stakeholder-Focused Value Propositions Globalization Knowledge Management More Productive Employees Reengineering ERP Forces for Change vs. Responses Public-Sector Forces Possible Responses

25. Stakeholder-Focused Value Propositions Globalization Knowledge Management More Productive Employees Reengineering ERP Limited Understanding of Stakeholder Needs Politics, Politics, Politics, etc. No Time and/or Desire to Share Knowledge Contrived Work to Appear Busy Culture Clash Process/Culture Complexity A Short List of Barriers Possible Responses Barriers

26. Limited Understanding of Stakeholder Needs Politics, Politics, Politics, etc. No Time and/or Desire to Share Knowledge Contrived Work to Appear Busy Culture Clash Process/Culture Complexity Collaborative Work Environment Formalize Value Chain with Stakeholders Politics, Politics, Politics, etc. Communities of Practice Infusion of Less-Old Personnel Best Practices Communicate and Share Knowledge Continuous Improvement An Idea Whose Time Has Come Attention “K”-Mart Shoppers Barriers K-Solutions

27. What Is Going On Here: NPR Let’s Go Out There and Win One for the GPRA!!! Reality The Federal Government Stakeholder Sophistication eEverything The Web Effect

28. Timing Is Everything (Unless It’s Not) • Knowledge Management Is Now Positioned to Move Ahead with Alacrity in the Government • The Technology Is Rapidly Maturing • Knowledge Management Itself Has Achieved a Sharper Focus • The Federal Government Is culturally, politically, legislatively, technically, and strategically more ready for KM than it ever has been • Your very presence at this eGov Conference Is Powerful Testimony to the above

29. Some Favorite Quotes • “The real danger is not that computers will begin to think like men, but that men will begin to think like computers.”Sydney J. Harris • “The greatest difficulty lies not in persuading people to accept new ideas, but in persuading them to abandon old ones.” John Maynard Keynes • “I not only use all the brains that I have, but all that I can borrow.” Woodrow Wilson

30. Finally, Remember . . . . “To leverage knowledge, you can’t focus on the knowledge itself.You need to focus on the communities that own it and the people that use it.” As Quoted by Richard McDermott

31. 국가지식관리의 두 측면 1. 국가기관의 지식경영 2. 국가의 인적 구성원의 지식관리