Knowledge Management – A Forgotten World

1. Creating the Knowledge-Based Organisation Melbourne July 2012 Knowledge Management – A Forgotten World

2. 1.0 Context and Situation Analysis 2.0 Change Management 3.0 Implementation and Outcomes 4.0 Effecting Sustainable Change – Lessons Learnt A Case-study in Knowledge Management:

3. Context and Situation Analysis

6. Concerns arising from chaotic RM/KM • little understanding of accountabilities for RM/KM • multitude of systems and rules • auditing, enforcement, disposal; all impossible • storage areas filled to overflowing • Risks arising included: • delays in identifying required data • inability to actually find records; potential liability • dependence on memory as a KM solution The situation in 2007

7. The paradox; the organisation is an innovative, entrepreneurial TEI, that has trebled it’s enrolments between 1997 – 2012 • Successful product/market strategies; • these were established around 2000; • but, not matched with, and supported by, a current RM/KM strategy…; this dated back to the 1970’s. How did we get this way?

8. It has occurred to us that knowledge management strategy might be a bit like safe sex; …it simply has to be right……or there are likely to be consequences….

9. Culture and paradigm… • RM/KM regarded, emphatically, as an “add-on” • RM/KM was unimportant within the organisational paradigm; of priorities, objectives, budgets, and management of perceived risks • Managers “filter” their perceptions of the internal and external environments through the organisational “paradigm”, according to Johnson and Scholes (2002), and as illustrated below; Perils of the paradigm…

10. Opportunities and Threats Strengths and Weaknesses The Paradigm Strategy Environmental Forces Organisation Capabilities Performance

11. Change Management

12. Write down some key reasons why change management initiatives often fail… • These initiatives may involve; • Organisational change • Group change • Individual change Question…

13. Why Change is Difficult We are hard-wired to not change quickly Habits We stick with patterns of behavior even though they don’t work The anatomy of resistance

14. Reasons why initiatives fail… • Failure to have and transmit the vision • Poor planning • Failure to build capacity • Lack of leadership – CEO must be on board • Change not driven from the top • Poor project management • Inappropriate allocation of resources • Problems not dealt with • Poor information • Lack of ownership – build from the bottom • Low enforcement

15. Particularly so, given the central and embedded nature of the function in question; • effective KM, actually assists with performance of daily work • KM must align with business strategies and core competencies of the entity Case KM development; a study in change management…

16. Factors for consideration include: • internal inertia • cultural norms • priorities • passive and active resistance Challenges with implementing organisational change…

17. Sound business model, entrepreneurial & effective; • Time, resources, energy, all on business strategy • RM/KM had fallen off the radar, resulting in; • inconsistency • increased risk • little knowledge sharing;, and duplication • Diverse and dispersed organisational operations; wide ranging focus, and levels of capability • An ‘action-learning’ approach was adopted • action, followed by review, then further action… In case organisation context:

18. Demonstrating stages of…; • awareness • articulation of benefits • determination of strategies • development of internal factors supporting implementation • This is illustrated below in the model devised by Lim and Hase (2006). The change project proved to be consistent with KM development processes identified in the literature:

20. Implementation and Outcomes

21. External • Public Records Act; and pending audit requirements • increased perception of risk and liability • Internal • understanding that improved RM/KM systems would provide operational benefits; • consistency of approach • reliable searching • avoidance of duplication • improved security • avoidance of risk Change drivers…

22. Driven by senior management • Organisation engaged a consultant, and with consultants guidance; • developed RM charter • developed RM policy and procedures • developed taxonomy and ‘road map’ • Identified RM structure • Identified key RM development projects Strategy

23. An essential ingredient of the project; with a focus predominantly on; • training • mentoring • championing of new developments Establishment of a records management position

24. Improved systems and processes are of benefit to the organisations operations • There is now a clear understanding across the organisation of what is needed to ensure on-going progress with RM/KM • We have been most fortunate that the dated and inadequate systems in use until recently have not yet led to a litigious situation; good luck, not good management… • …and that legacy still haunts us…!!! Outcomes

26. Effecting Sustainable Change – Lessons Learnt

27. KM is often neglected; behind the façade the case organisation failed to recognise the pending challenge, and that the situation was chaotic and serious – showed a lack of KM integrity • KM must be aligned with business strategy, drawn into the organisational fabric; as business as usual • Must be seen as an enabling factor, contributing to strategic direction, efficiency and effectiveness • KM and RM are reciprocal; indistinguishable KM is strategic #1…

28. KM/RM must be a component of the operating cycle that is understood and owned by all involved in KM • Case organisation focus was, and still is, training and mentoring in systems required to achieve the organisations purposes • language must be intelligible • requirements must be practical KM is strategic #2…

29. Factors include; • managing and reducing risk • ensuring credibility • controlling costs – e.g. the cost of inefficiency from; • hunting for data • inconsistency • duplication of work, and storage of several versions • potential for innovation, as records are refined/sorted • customer service levels • ensuring the continuity of organisational knowledge KM/RM essential to organisation effectiveness…#1

30. Change as described in the case, is challenging, time consuming, and requires; • on-going support • a focus on breaking down a feral culture • An uneven degree of uptake was noted; • depending on the culture of the sub-unit • varying attitude to tasks for embedding RM/KM • This has required senior management input throughout the change process KM/RM essential to organisation effectiveness…#2

31. KM is a core competency, not just an add-on • KM is central to maintaining institutional memory • Key knowledge in this case context; • staff/student demographics • work and study focus • programme specifications • lesson plans, assessment tools • results, transcripts • information for stakeholders KM/RM; not just another task… #1

32. Requires consistent, reliable systems, for capture, storage, and retrieval • There must be a very high level of confidence in the safety and integrity of such records • KM/RM must therefore be woven into the myriad of processes required to sustain the operation • a lack of attention to this increases KM risks KM/RM; not just another task… #2

33. In case organisation, rapid adoption due to high level of buy-in from senior management • strong leadership is essential • shared understanding of difficulties and risk • resources allocated to support change • Resulted in actions including; • establishment of designated RM role • use of professional storage contractor Driving from the top, building from the bottom… #1

34. Building from the bottom to encourage ownership and accountability; • training and advice • allocation of responsibilities in job descriptions • inclusion of responsibilities and processes in policies and procedures • Resistance reduced when staff were; • provided with clear reasons for change • became involved in making the required changes Driving from the top, building from the bottom…#2

35. An essential component • Single records officer appointed; • therefore essential that staff responsible for RM/KM are trained appropriately and become self managing • Adoption of new approaches must be perceived as rewarding, of advantage; i.e. they must meet staff needs as well, to ensure their commitment in the long term Training and support

36. Systems and processes for RM/KM must be robust • for span of all activities, from planning through to delivery and reporting, and… • for both academic, and business operations • RM/KM is complex; as is the case organisation • some areas, manual processes consistent with taxonomy are sufficient • other areas require sophisticated electronic tools • Change is never over; action learning contributes to continuous improvement • A champion of change is an essential ingredient for building capability On-going development

37. Lack of on-site experience in RM/KM; • resulted in engagement of a consultant • had effect of limiting consultation with wider staff in early stages, as the consultancy firm provided the roadmap… • However, wider consultation has been essential for effective implementation; • i.e. top down first followed by; • detailed work at the operating level • approach appears to have been effective in establishing initial direction, then infusing required processes into the business operations Expert help

38. That’s it…!!!