1 1 organizational strategy for knowledge sharing: benefits to frontline contracting professionals...
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Organizational Strategy for Knowledge Sharing:
Benefits to Frontline Contracting Professionals
Breakout Session # WC10-392
Name Randy Adkins
Knowledge Director
Alphaport Inc
9374226516
Date July 19, 2010
Time 200 - 315
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• Alphaport, Inc. is a technology business dedicated to providing a full spectrum of critical engineering services and product development to aerospace organizations, since 1999.
• Women-Owned HUBZone Business
•Three Business Sectors•Knowledge Management Services and Training
• Aerospace Engineering Solutions
• Product Development
3 Factors Contributing to Interest in KM
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1.Organizations feel overwhelmed by their own information
• Data, information, knowledge, reports, emails, web pages, shared drives, information silo’s, etc.
2.Organizations want to control their information • Knowledge is a primary strategic mission asset
3.Organizations aware of the bottom-line results produced by knowledge
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Resource savings from not “re-create the wheel”
Improved decisions from replicating proven practices and share lessons learned
Reduce gaps and foster performance improvements
Value Proposition
Strategic Factors That Drive Success
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– Leadership: Do leaders value expertise and organizational knowledge
– Strategic Focus: Demonstrated vision for organizational expertise
– Resources: Adequate resources applied to knowledge
– Intellectual Capital: Workers are aware and have access
– Community: Collaborative culture of openness and sharing
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Leveraging Contracting Knowledge Study
1. Is our organization exchanging information
about successes, failures, ideas and initiatives with our
counterpart contracting offices?
2. To the extent we are not, why not?
GS-13 PCO
Virginia
Study Objectives:
GS-12 Buyer
Japan
GS-9 Buyer
Colorado
Deployed Contingency Contracting Officer
Study Conducted by Lt Col Kurt Stonerock
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Do You See a Lot of Value in Inter-Org Knowledge Sharing with Peers?
“For non-routine issues, I think there’s a lot of value in contracting personnel from different contracting orgs exchanging ideas, initiatives, &
lessons learned.”
100
90
80
70
60
50
40
30
20
10
0
91%
Would You Like Contact Informationof Inter-Organizational Peers?
91%
AGREE
OR
STRONGLY
AGREE
Web 2.0 Video
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Mentoring
On the Job
Support
Online Learning
Communities of Practice
Sharing Ideas
Water Cooler
Integrated Knowledge Environment
Formal Classroo
m
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Interesting! I just received an “alert”
about a PBSC checklist that DHS is
using!
Give me names & phone numbers of peers who have developed multi-functional PBSC specifications!
Give me a listing of PBSC training modules other
contracting organizations are successfully using!
Let me see if anyone in my
community has an answer to this
PBSC question…!
GS-11 Buyer
Dynamic Tension
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Informal
Local
Tacit
Open
Laissez Faire
Formal
Global
Explicit
Controlled
Regulated
Each organization must find the
proper balance among solution
variables
Implementation Strategies
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• Have a vision
• Start small, find a topic with high interest (poll staff)
• Identify “experts” within and outside your organization who are willing to share their knowledge
• Determine best methods to share knowledge
• Brown bag, VTC, question and answer, storytelling
• ID one person to capture event and post
• Conduct After Action Reviews; what did we learn, not what did we do wrong
• What went well
• What would you do differently
Make It Easy / Make It Fun
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• Create low barriers to participate
• Do not limit to your organization, find likeminded people in other locations/organizations
• Use available technology
• Create an email group to share what is captured
• Incentivize: Reward participants
• Get presenters in front of the “boss”
• Acknowledge those who attend
• Staff meetings/emails/newsletters
Actions
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• Have a vision
• Align organizational goals to support sharing expertise
• Target high payoff areas that support strategic objectives
• Keep it simple and integrate within how you do business
• Encourage people to participate, develop rewards
• Start small think big
• Develop a coalition of the willing
• Yes, it does take time
• Measure results
KRMITS Approach
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KM Implementation - Strategic planning / alignment - Vision/Goals
Organizational Development - KM leadership - Organizational Knowledge Management Maturity Model
Change Management - KM buy-in / commitment - Process integration
Facilitated Sessions - Workshops - Measures
KM Maturity Model
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Intellectual Capital
Resources Focus Leadership Community
5 - Optimized
4 - Managed
3 - Defined
2 - Disjoined
1 - Initial
NOMINAL Data
Negotiating