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Creating the Knowledge-Based Organisation Melbourne July 2012. Knowledge Management – A Forgotten World. 1.0 Context and Situation A nalysis 2.0 Change Management 3.0 Implementation and Outcomes 4.0 Effecting Sustainable Change – Lessons Learnt . A Case-study in Knowledge Management:.
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Creating the Knowledge-Based Organisation Melbourne July 2012 Knowledge Management – A Forgotten World
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:
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
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?
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….
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…
Opportunities and Threats Strengths and Weaknesses The Paradigm Strategy Environmental Forces Organisation Capabilities Performance
Write down some key reasons why change management initiatives often fail… • These initiatives may involve; • Organisational change • Group change • Individual change Question…
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
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
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…
Factors for consideration include: • internal inertia • cultural norms • priorities • passive and active resistance Challenges with implementing organisational change…
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:
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:
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…
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
An essential ingredient of the project; with a focus predominantly on; • training • mentoring • championing of new developments Establishment of a records management position
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
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…
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…
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
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
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
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
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
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
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
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
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