United States Army Combined Arms Support Command Chief Knowledge Officer (CKO)

1. United States Army Combined Arms Support Command Chief Knowledge Officer (CKO) Practical Applications of Knowledge Management (KM) “Types of Problems You can Solve using Knowledge Management and Collaboration” Session 1 (30 Min) Potomac Forum March 2010

2. A Few Points Up Front… • Every Organization is Different: • - Size • - Mission • - Complexity • - Geographic Dispersion • - Demographics of Population • There are no “One size fits all” Solutions • Examples Stimulate Thought and Discussion • Goal…Provide Practical Insights You can Use

3. A Little Background… • The CASCOM “Knowledge Challenge”: • - 449,000 Soldiers (with Families) and DA Civilians • - Supply, Maintenance, Transportation, HR, Finance • - Active, Reserve, Guard, Joint, DOD, Multinational • - Globally Dispersed and in Combat Theaters • - Span of Age Groups • Classified, Unclassified, Official and Public Facing • Spans entire Scope of Business Mission Areas • Doctrine, Organization, Training, Material, Leader Development, • Personnel and Facilities (DOTMLPF)

4. What We Wanted to Achieve… • Perform Missions, Functions and Decision-Making Faster • Leverage Best Practices and Lessons Learned • Transform and Improve Business Processes • Retain/Transfer Experience, Talent and Intellectual Capital • Recruit, Mentor, and Coach Soldiers and Civilians • Enhance Individual and Organizational Learning • Grow, Develop and Identify Future Leaders

5. What Problems We Found… • The Right Knowledge wasn’t Readily Available • - Outdated or Incomplete…Not Relevant • - Format…Couldn’t be Rapidly Distributed or Shared • - Too Much…No “Management” • - Wasn’t Actionable…lacked Context • Knowledge Sources were not Balanced • - The “Know What” vs “Know Who” • - “Class Room Solution” vs “On the Ground” • Business Processes weren’t Adequate • - Knowledge Production…too long • - Knowledge Sharing…hit and miss • - Knowledge Consumption…limited

6. Contributing Factors… • People – “Knowledge Bottlenecks” • Process – “We’ve Always Done it This Way” • Content – “Library without Card Catalog” • Technology – “Digital Immigrants vs Natives”

7. What Emerged as Our Specific Needs… • Establish a Ubiquitous Knowledge Sharing Environment • Intuitive/Adaptable to Individual & Organizational Needs • Supporting the Entire Target Population • Achieve Specific Purposes: • - Enhance Individual day-to-day Performance • - Harvest Experience and Expertise • - Improve How we do Business • - Attract Talent by Stimulating Innovation

8. What’s Your Challenge? • Large Exodus of Experience? • Not using Knowledge very well? • Takes too Long to Get something done? • Digital Immigrant vs Digital Native Challenge? • Casual Interest…or Boss Just told me to be Here! Use of Knowledge Management (KM) & Collaboration to Solve a Problem is Directly Related to How Well You Define the Needs!

9. Defining Your Knowledge Needs • Who? Establish the Target Population Your After • What? Specify What it is You want to do • When? Identify during what Times or Frequency • Where? Indicate Your Population Dispersion • Why? The Purpose…what makes this of Value

10. Group Exercise: Session 1 “What are Your Individual or Organizational Knowledge Needs?” Collaborate & Document (30 Min) (Followed By Lunch)

11. Check On Learning “What Knowledge Sources Have You Gained This Morning?” Group Discussion (15 Min)

12. United States Army Combined Arms Support Command Chief Knowledge Officer (CKO) Practical Applications of Knowledge Management (KM) “Addressing Knowledge Needs Through Defined/Measured Communities of Purpose” Session 2 (45 Min) Potomac Forum March 2010

13. KM What Does this Entail… Knowledge Tacit (People) Explicit (Content) People “Knowledge characterized as information or data, and documented, recorded, stored, or otherwise codified, so that it exists and is independently transferred within hard copy, digital, media, web, database, and like formats.” “Knowledge characterized as experience, judgment and expertise, residing solely within the heads of individuals, and transferred through group collaboration, dialogue, interview, or other forms of personal interaction.” Content Process Technology Knowledge Management (KM) “The art (Processes) and science (Technologies) of creating, applying, organizing, and transferring explicit (Content) and tacit (People) knowledge to facilitate learning, understanding, and decision making. KM provides individuals and organizations the means to improve innovation, adaptability and performance by rapidly sharing, harvesting and applying knowledge that is relevant, accurate, timely, and actionable.”

14. Process Process How Do We Go About it… Knowledge Needs & Gaps Process Improvement Content Management Technology Assessment Knowledge Exchange Enable & Facilitate Knowledge Transfer Knowledge Owners* (and Consumers) Knowledge Consumers* (and Owners) Products, Content & Objects Explicit Explicit Army, DOD & Non-DOD Websites Explicit Tacit Publications, Documents & Media Meetings, Discussions & Classes Tacit Explicit Meetings, Conferences & Events Recordings, Video & Pictures Tacit Tacit Expertise, Experience & Mentorship Lectures, Interviews & Counseling

15. Where Does This Take Place… Process Sites Classified .Mil Sites FOUO .Mil Sites Organic .Mil Sites Public Non .Mil Sites Secret Accessible FOUO Accessible Locally Accessible Publicly Accessible Publicly Hosted & Accessible Organization Approved Content Proponent Approved Content Public Affairs Approved Content What Why Knowledge Product & Services • People: Training and Support • Content Management & Access • Process Improvements • Technology Insertions • Social Networking Capabilities • Improve Interoperability/Access • Enhance Support to Soldiers/Civ • Enable Enterprise Innovation • Meet Gov’t, DOD & Army Stds • Optimize Processes & Resources CASCOM KM Office Knowledge Owners and Web Authors Staff Schools Higher HQ Deployed Home Gov’t Fort Lee Garrison Other Partners

16. How To Make this Work… Characteristics To Consider • Communities of Interest: Broad, voluntary Involvement, where participation is at the discretion of the individual • Communities of Practice: Voluntary, but more focused on a given profession, trade, or field of endeavor • Communities of Purpose: Sometimes voluntary, often mandated, and designed to achieve sustained results • Virtual Teams: Small, mandated group, focused on rapidly completing a specified project or task

17. Establishing Communities of Purpose… From Your Knowledge Needs • Identify the make-up of your target population • Assess other considerations (how many, where they are, what technology they use) • Identify a few key Leaders to stimulate activity • Garner Leadership Support • Determine how best to measure before you start. The More Value a Community of Purpose Provides to Individuals within the Target Population, the Faster it Grows and Sustains Itself!

18. Group Exercise: Session 2 Using Your Previous Work “Define Your Knowledge Community of Purpose” Collaborate & Document (15 Min)

19. United States Army Combined Arms Support Command Chief Knowledge Officer (CKO) Practical Applications of Knowledge Management (KM) “Using Collaboration, Social Media and Technology to Power Communities of Purpose” Session 3 (45 Min) Potomac Forum March 2010

20. Things to Remember… • Collaboration is Knowledge Sharing with a Purpose, and Produces an Outcome • The key to using Social Networking tools is to drive it with a purpose • Technology is not Knowledge Management - it is merely a means to accomplish Knowledge Management • There is no one Knowledge Management Technology that does it all…pick the right tool for the situation

21. Keys to Successful Collaboration… • Couple the “Know What” with the “Know Who” • Use the Right Type of Collaboration for the Situation: • - Synchronous (Live, Real-Time Interaction) • - Asynchronous (Sequential Exchanges) • Large or Small, Organization is Essential • Monitor and Capture Results/Performance as Needed

22. Social Networks Are Another Tool … • Myth -“Social Networks Will Disrupt Work” • Define How to use Social Networks to Support your Target Population and Knowledge Needs…Purpose! • Must also Consider Organization’s Information Security, Access Protocols, and Develop Rules • Examples of Good Social Networking Use: • - Providing Updates After Fort Hood Tragedy • - Keeping Family Members Informed • - Public Affairs and Transparency

23. Technology-Not One Tool, but The Whole Toolbox Consider All the Ways to Transfer Knowledge Distributed Learning (DL) On Line & Multimedia Gaming & Simulations Mobile Training & Exercises School Unit “Rolodex” of Mentors, Experts & Peers Deployed Home Meetings & Brain Storming Sessions Gov’t Discussion Forums & Social Networks Knowledge Repositories

24. Don’t Forget to Measure Effectiveness… • Defining the Effectiveness of you Community is Key • Measure from Where You Started…Capture Progress • - Quantitative (Objective…but Limited Meaning) • - Qualitative (People Remember Stories/Anecdotes) • Promote and Highlight Community Members • Keep Leaders informed and Send Strategic Messages

25. Group Exercise: Session 3 Using Your Previous Work “What Tools Do You Put in Your Community of Purpose” (Include How You Would Measure Progress) Collaborate & Document (15 Min)

26. Check On Learning “Knowledge Journaling…Prove it!” Group Discussion (15 Min)