John Girard's Talk - ICKE 2013

www.johngirard.net [email protected] 1

Knowledge Shared in Knowledge Squared

www.johngirard.net/1301

History of KM

Michael Polanyi

1950s

Aristotle

c. 350 BC

Classification of

Knowledge

Aristotle

Sir Francis Bacon

17th Century 1990s

Carla O’Dell

2000s

Jeff Howe

Google Trends: Knowledge Management


Google Trends: Knowledge Management

http://en.wikipedia.org/wiki/Vasco_da_Gama

Vasco da Gama -‐ 1497

http://en.wikipedia.org/wiki/Sun_Tzu

故故曰曰：：知知彼彼知知己己，，百百戰戰不不殆殆；；不不知知彼彼而而知知己己，，一一勝勝一一負負；；不不知知彼彼，，不不知知己己，，每每戰戰必必殆殆。。

So it is said that if you know your enemies and know yourself, you can win a hundred ba�les without a single loss.

If you only know yourself, but not your opponent, you may win or may lose.

If you know neither yourself nor your enemy, you will always endanger yourself.

Sun Tzu (circa 512 BCE)

Knowing

For at the same �me Aristotle was considering the categoriza�on of knowledge, Sun Tzu wrote, “If you know your enemy and know yourself, you need not fear the results of a hundred ba�les.” And, at the same �me, that knowledge management gurus were selling their wares to business leaders across North America, we heard General Tommy Franks, saying “... as has been the case since Sun Tzu said it, precise knowledge of self and precise knowledge of the threat leads to victory.”

A leader’s view on “knowing”. . .

“. . . there are known knowns; there are things we know that we know. There are known unknowns; that is to say there are things that we now know we don’t know. But there are also unknown unknowns — there are things that we do not know we don't know.”

Knowns and Unknowns

Unknown Knowns

Unknown Unknowns

Known Knowns

Known Unknowns

Comp Intell

HP


Unknown Unknowns

Where is the wisdom we have lost in

knowledge? Where is the knowledge we have

lost in information?

—T. S. Eliot, The Rock (1935)

CHAPTER 1

THE WHERE

Informa�on Overload

Information Overload

Information overload occurs when the amount of input to a system exceeds its processing capacity.

(Speier et al, 1999, p. 338)

Information Overload

Information overload is that state in which available, and potentially useful, information is a hindrance rather than a help.

(Bawden, 2001, p. 6)

Personal Information Overload

A perception on the part of the individual (or observers of that person) that the flow of information associated with work tasks is greater than can be managed effectively.

(Wilson, 2001, p. 113)

Organizational Information Overload

A situation in which the extent of perceived information overload is sufficiently widespread within an organization as to reduce the overall effectiveness of management operations.

(Wilson, 2001, p. 113)

245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)

The Problem – Enterprise Demen�a

2/3 of managers complained of Information overload (KPMG, 2000)

38% of the surveyed managers waste a substantial amount of time locating information (Wilson, 2001)

Managers “dwell on information that is entertaining but not informative, or easily available but not of high quality” (Linden, 2001, p.2)

43% of the managers delayed decisions because of too much information. (Wilson, 2001)

The number of books published annually has increased exponentially since the 16th century. At present, the prediction is that the number of books doubles every 33 years (Hanka & Fuka, 2000).

The total accumulated codified database of the world, which includes all books and all electronic files, doubles every seven years and some predict this will double twice a day by 2010 (Bontis, 2000).

The Cost?

Big Data

www.foreignaffairs.com/issues/2013/92/3

http://www.domo.com/


Big Data http://www.domo.com/

http://www.domo.com/

http://www.dom

o.com/

Data Mining: Unknown Unknowns

Knowledge

Information

Data

Knowledge Edge

Wisdom

Understanding

Knowledge

Know

ledge

Cre

ation

“With 3,600 stores in the United States and roughly 100 million customers walking through the doors each week, Wal-Mart has access to information about a broad slice of America . . . The data are gathered item by item at the checkout aisle, then recorded, mapped and updated by store, by state, by region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)

14 November 2004

Hurricane

Google Ngram: Data Mining

Lost in the data -‐ Knowing what you see!


Learning to see things differently

Derek Sivers

A New View of KM

LeadershipMeasurement

Process

Tech

nolo

gy Culture

Will people understand your message?

HBR May 2004

In June of 1995, a health worker in a �ny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a ques�on about the treatment for malaria. Remember that this was in Zambia, one of the poorest countries in the world, and it happened in a �ny place 600 kilometers from the capital city. But the most striking thing about this picture, at least for us, is that the World Bank isn't in it. Despite our know-‐how on all kinds of poverty related issues, that knowledge isn‘t available to the millions of people who could use It. Imagine if it were. Think what an organiza�on we could become.


Storytelling by Steve Denning

Purpose of Story Ø Sparking ac�on Ø Communica�ng who you are Ø Transmi�ng values Ø Fostering collabora�on Ø Taming the grapevine Ø Sharing knowledge Ø Leading people into the future

www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html

www.johngirard.net/sas/

Leadership

The Power of Words

An introduc�on to ……

Strategic Wargaming

“Execu�on excellence through disciplined rehearsal”

The Shared Strategic Execu�on Challenge 36

How do you test your plans before you execute them?

How do you test your decision support structures? How do you put your plan under realistic stress before execution?


The Shared Strategic Execu�on Challenge 37

How do you establish, align and integrate your corporate authorities, responsibilities and accountabilities? Are they aligned with the actual decisions that need to be made?

Who plays the role of your adversary, your competition, or your clients? Who is your BAD GUY?

Military Challenge versus Business Challenge 38

How are your requirements for Disciplined Testing, Refinement, Rehearsal & Execution different than those of the military?

Short Answer: they’re not.

Military Challenge versus Business Challenge 39

The best way to rehearse is if the players that are testing the plan are the very people that will eventually have to make critical decisions in the execution of the plan.

….and do it in a way that ensures your decision support SIMULATION

……. promotes decision support STIMULATION

How did we do it in the military? 40

Simply, we wargamed every course of action before committing to a preferred strategy or plan.


We rehearsed by wargaming any and all commanders that had to make decisions in the execution, or synchronization of that plan.


We rehearsed by wargaming the actions of a realistic adversary in a realistic operational environment.



We wargamed in a cooperative leadership and learning environment that believed that sweat and tears in a wargame were preferable to blood and tears on the battlefield.


So, what’s the equivalent of blood, sweat and tears on your corporate/government/NGO battlefield?

The Strategic Compe��ve Advantage 45

Wargame Hindsight becomes

Business Foresight

What is Wargaming? 46

Wargames are real-time, action-reaction, role-playing workshops that pit your key real-life decision makers and managers (Blue Team) …

….against real-time competitive adversaries (Red Team)….

…and disciplined by an executive level White team.

It’s a game in name only. 47

Wargaming is a methodological discipline to test your plans that is also designed to promote:

  risk mi�ga�on,

  innova�on,

  mechanisms of discovery for leadership,

  mechanisms of voice for your teams

  real-‐�me organiza�onal learning for all.

It’s a game in name only. 48

The aim of wargaming is to ensure continuous improvement in your ability to compete and win on your corporate battlefield.

The most important element of Wargaming is not the tool used, but the people who participate.


Wargame lessons are a LEADERSHIP ac�vity! 49

A�er Ac�on Reviews (AARs) are a LEADERSHIP responsibility and are conducted by your corporate leadership, facilitated by the White Team Lead and supported by the Blue and Red Leads.

  They are inclusive but disciplined.

  Must be construc�ve and detailed.

  Egos are le� at the door.

  Lever innova�on by posing “what if” ques�ons.

What type of Wargame suits you best?

There are 3 fundamental types of Wargames:

¡ The Course of Action (COA) Wargame

¡ The Rehearsal Wargame

¡ The Red Team Exercise

50

Course of Ac�on Wargaming 51

These are a series of two of more sequential and comparable wargames involving the same conditions, actors and weighting criteria to determine the most viable options available in terms of risk, execution, pay off, etc.

This is a decision support tool for senior executives to recommend a distinct plan of action to corporate leadership.

Red & Blue players are normally drawn from the extant pool of executives normally involved in your company’s strategic and operational planning process.

Rehearsal Wargaming

A Rehearsal Wargame is a comprehensive exercise to test a single accepted plan prior to its execution.

The BLUE TEAM involves all senior executives who must make decisions and manage activities in the execution of that plan and confined to their accepted decision support roles.

The RED TEAM is drawn from corporate leadership team or subject matter experts.

Red Teaming

A Red Team Exercise is similar to a rehearsal Wargame with the exception that none of the Red Team players are drawn from company’s decision support stakeholders.

Each RED TEAM player is an outside subject matter expert that is not a company stakeholder and is only given a reasonable amount of information that a normal competitor would have.

The RED TEAM’s role is not merely to test the plan as adversarial players but rather to put it under extreme competitive stress.

In summary – wargaming is all about:

Evaluating courses of action to recommend a distinct plan;

Levering rehearsals as a comprehensive exercise under conditions of extreme competitive stress to test critical plans

Reinforcing Unity of Thought, Purpose and Action throughout your team

Visualizing of the flow of operations, given joint strengths, weaknesses, dispositions, capabilities and possible courses of actions available to business actors in a given business sector and environment.

54

WARGAME HINDSIGHT becomes BUSINESS

FORESIGHT


Food for thought? 55

Dancers rehearse

Actors rehearse

Militaries rehearse

Shouldn’t You?

The importance of knowing . . .

http://www.youtube.com/watch?v=lH39xjXaLW8

John Girard's Talk - ICKE 2013

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Transcript of John Girard's Talk - ICKE 2013