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Managing Knowledge to Maximise Performance
Arthur ShelleyInternational Society for Performance
ImprovementMelbourne Chapter 24 September, 2008
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
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Key Messages
Knowledge management is primarily a people focused process
People share, challenge, create and leverage knowledge when they interact for mutual benefit
Knowledge is a value rich investment opportunity which is rarely optimally harvested
Reward positive behaviours to generate performance improvements
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
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Performance Improvement
Here is Edward Bear, coming downstairs now, bump, bump, bump on the back of his head, behind Christopher Robin.
It is, as far as he knows, the only way of coming downstairs, but sometimes he feels there is really another way, if only he could stop bumping for a moment and think of it.
And then he feels that perhaps there isn’t.
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Behaviour drives Performance
Performance = Capability * Motivation * Influence *
Role
Skills, Training, Behaviour
Network and Relationship Management
Limitation of Resources * Risk
Attitude, Behaviours, Values,
Incentives, Environment
Clarity, Fit, Role definition,
Matched behaviourAdapted from David Clancy and Robert Webber (1999)
Roses and Rust: Redefining the Essence of Leadership in a New Age
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Leverage Outcomes
Review
Confirm Benefits
DeliverDevelopRefine Assess
feasibility
DefinePlan from
known foundation.
Behaviours: Collaboration leadership, Knowledge capture & sharing, Attitude biased towards leverage, Seek before reinvent, Participative learning, Support for development programs
Networks and Communities: Connect, Dialogue, Relationships, Peer Assist, Profiles, Regular InteractionsRoles, Purpose, Development, Succession plans, Benefit focused
Processes: Knowledge activities embedded into normal operations and used routinely“KM Supports”: Discovery, Benefits definition, Measures, Capture, Transfer & Capability build
Tools: Knowledgebase, Functions for capture, classification, search, storage, retrieval and communication
Infrastructure: Intranet, Connectivity, Reliability, Performance, Security, Measures
Fo
un
da
tio
ns
Kn
ow
led
ge
Pro
jec
ts
DiscoverySearch, Develop.
LeverageSearch, Adopt,
Adapt.
Learning: Learn Before, During and After. Knowledge: Capture and Sharing
Communication: Cyclic at all stages
New
opportunities
or extensions
Knowledge Framework
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Incre
asin
g m
atu
rity
&
ben
efi
ts
Initial KM Strategy. Connect up & leverage informal activities, develop basic tools. Find passionate collaborators to lead communities.
Implement foundations. Pilot community. Increase use of tools.
Several Networks and Communities operating.
Some self managing, with good use of support tools. Success stories being published.
Self supporting communities actively collaborating and with on-line presence.
Structured, well understood and widely used tools.
Knowledge processes embedded in business activity. Clear benefits from ongoing collaboration.
Lead by example and encourage others with positive reinforcement.
Each year new priority areas are added, building on the earlier foundations and leverage them.
Focus and persistence!
Turn the strategy chart sideways
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Managing the existing businessManaging the existing business
Implement Improvements and handover ownershipImplement Improvements and handover ownership
EnvisionEnvision Win Support Win Support For ChangeFor Change
ImplemenImplement Changest Changes
Build Build EngagemeEngageme
ntnt
ValueValue what you havewhat you have
Manage Manage processprocesschangechange
Sustain Sustain & & ImproveImproveDeliver Deliver
benefitsbenefitsOptimise useOptimise use
CommunicatCommunicate Benefitse Benefits
Transfer Transfer OwnershipOwnershipUnderstand Understand
opportunitiesopportunitiesOngoing Ongoing
KnowledgeKnowledgeTransferTransfer
Assess cultural Assess cultural and business fitand business fit
Performance Improvement Challenge
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Str
ateg
ic F
ram
ewo
rk
Communities are groups of people who proactively interact and collaborate on projects. They may be temporary or ongoing.
Networks are loose associations of people with common interests who are aware of each other and occasionally interact informally.
Projects are specific time bound activities with a discrete set of outcomes in a discrete timeframe.
People and Behaviours
Networks and Communities
Processes
Tools
Infrastructure
Kn
ow
led
ge
Fo
un
dat
ion
s
Systems Thinking
Personal Mastery
Shared Vision
Mental Models
Team LearningL
earn
ing
O
rgan
isat
ion
Business-goal aligned knowledge vision, strategy & roadmap
Foundations for Performance
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Mental Models
Detached
SURVIVOR
Available
VOLUNTEER
Stuck
PRISONER
Avoiding
WHINGER
Open
Positive
Closed
Negative
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Understand your Knowledge Networks
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Know WHY and with whom
Purpose
Core participants and sponsor
Interested parties and stakeholders
Extended network and beneficiaries
BenefitsReasonsOutcomes
Why?
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Connect
Collaborate
Capitalise
Ideas
Opportunities
Issues
Potential Value
Knowledge
Learning
Experience
Information
Processes
Tools & Systems
Results
Relationships, Trust
Enthusiasm, Passion
Understanding
Teamwork
Leadership
Adaptation, Adoption
Ownership, Identity
Innovation, Creativity
Financial Benefits
Continuous Improvement
Enhanced Capabilities
Facilitated interactions
Performance Cycles
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Connect
Collaborate
Capitalise
Communicate
Connect
Collaborate
Capitalise
Communicate
Replicating Knowledge Performance
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Canadian development team asked international colleagues’ advice on new product development resulting in faster time to market.
Lessons shared on portal have helped South Africa learn from their findings.
Mexico, Turkey, France and US joint workshop generates 20% increase in capacity.
Product was launched in Europe as direct result from Australia sharing their learning.
Australian & USA co-develop new technology.
India accelerated a product through development from several interactions on network teleconferences.
High potential recruit gained secondment to Australia via portal.
Stories to motivate performance
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Behavioural diversity and Matching
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Do What?
With Whom
By When WHYWhat
benefit
Share concepts of this presentation
Mary Thurs Help Mary achieve
Facilitate potential improvements dialogue
Fred DD/MM/YY Productivity
Create a risk register for the business change initiatives
Margaret (for the CHRO)
June Team
meeting
Improve alignment
with business goals
Focus on Small SMART Objectives and early wins for credibility
Save the planet By myself
Yesterday ‘cause I’m good!
Improving Performance
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
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Getting Started with KnowledgeGrowth
Efficiencies
Talent AttractionTalent Retention
Continuous improvement
Discovery (new K)
Relationships, Partnerships
Leverage assets
Performance improvement
Culture, Trust, Loyalty
Benefits
Wider community
Consumers
Shareholders
Business Partners
Clients
Groups or functionsEmployees
Individual or teams
Leadership
Beneficiaries
Products
Projects
Human Interactions
Services
Programmes
Processes
CommunicationsTeams and Communities
ToolsObjects
Outputs
Productivity
SustainabilityInnovation
Competitive Advantage
CreativityCultural Adaptability
ReputationCapability
Outcomes
What wish to
achieve?
Business continuityStrategic alignment
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
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Contact
Arthur [email protected]
[email protected]+61 413 047 408