Knowledge Management for Research Institutions: A Key Ingredient to Innovation and New Product...

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Knowledge Management for Research Institutions

Presented by Dr. Anthony RhemBrought to you by Principal Investigators Association

Live Webinar Wednesday, April 17th at 2:00 PM EST

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Meet Your Presenter:

Dr. Anthony J Rhem, PhD is an Information Systems professional with thirty (30) years of experience and since 1990 has served as President/Principle Consultant of A.J. Rhem & Associates, Inc. a privately held consulting firm focusing on Knowledge Management, Information Systems Integration and Training located in Chicago, Illinois. As a Principle Investigator (researcher) Dr. Rhem has been awarded a SBIR phase I grant and has participated in several research projects playing an integral role in successfully commercializing software methodologies, and software products. As a Knowledge Management (KM) consultant Dr. Rhem has worked with fortune 500 corporations in retail, insurance, communications, financial, and the military (US Army and US Air Force) in implementing Knowledge Management programs, policies and solutions. As a KM Instructor for the Knowledge Management Institute, Dr. Rhem has trained hundreds of personnel across many commercial, government and military agencies in the principles, practice and application of KM. As a professor at the Knowledge Systems Institute (KSI) Dr. Rhem has designed a series of Knowledge Management courses and delivered instruction within KSI’s Computer Science Masters program. In addition Dr. Rhem currently serves as the Director of Research Programs at the Knowledge Systems Institute and serves as a member of the National Science Foundation SBIR (Small Business Innovative Research) Review Panel. Dr. Rhem is an active presenter at KM conferences, and continues to write articles, books and converse in KM through his blog (The Knowledge Management Depot).

Overview

Overview: Research Institutions are critical to innovation and new product creation. The speed to market for new products are essential to stay ahead of your competitors. Knowledge Management (KM) plays a central role not only from the perspective of innovation by knowing what has been done and/or what is being done in other areas of research that can be utilized, but also from the collaboration and knowledge sharing among researchers contributing to when new products are available to the market.

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Objectives

• Research institutions and departments utilizing KM effectively will have an advantage over their competitors not utilizing KM by getting their products to market quicker, increasing the level of innovation at their organizations, and establishing an environment of empowerment for research professionals. The objective of this webinar is to equip research professionals with the necessary strategy, along with tips and techniques, that will foster collaboration and accelerate innovation.

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5 Key Take-Aways from this Webinar

1. KM Research Strategy

2. Tips & Techniques for Knowledge Sharing

3. Tips & Techniques to Stimulate Innovation Discussions

4. Tips, Techniques, & Tools for Capturing, Cataloging and Reusing Research Specific Knowledge (tacit and explicit)

5. Specific Initiatives to get Quickly Started using KM in Your Research Efforts

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Agenda

• The Case for Knowledge Management

• Developing Your KM Research Strategy

• Knowledge Sharing Techniques

• Innovation Techniques

• Tools to Facilitate Your KM Research Strategy

• Getting Started Executing KM Research Strategy

• Key Benefits KM will Bring to Your Research Department/ Institution

• Frequently Asked Questions (FAQ’s)

The Case for Knowledge Management

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• Duplication of effort

• Not having the right team in place to perform the research

• Always reinventing or starting from “square one”

• Difficulty locating current and/or historical corporate information/knowledge on a specific topic

• Expertise leaving the organization creating a knowledge gap

The Case for Knowledge Management (KM)

In order to bring KM into Your Research Department or Institution you must present a Case for KM by identifying problem or problems KM will address, such as:

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Problem KM Initiative

Duplication of effort Creating a Knowledge Map of Key Knowledge Holders and their research

Not having the right team in place to perform the research

Expertise Locator to align the expertise to the research effort

Always reinventing or starting from “square one”

Knowledge Repository (along with K-Map) contains research specific content & Knowledge

Difficulty locating current and/or historical corporate information/knowledge on a specific topic

Knowledge Repository contains research specific content & Knowledge

Expertise leaving the organization creating a knowledge Gap

Knowledge Base containing specific content align w/Knowledge Holder

Aligning KM to address a specific problem:

Developing Your KM Research Strategy

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Executive Summary

This section briefly tells your reader where your company is, where you want to take it, and why your implementing Knowledge

Management. The executive summary should highlight the strengths of your overall plan and therefore be the last section you write.

KM Vision StatementThe KM vision statement takes into account the current status of the organization, and serves to point the direction of where KM in the organization wishes to go. As a means of setting a central goal that the organization will aspire to reach, the vision statement helps to provide a focus for the mission.

KM Mission StatementThe KM mission statement serves as a guide to the actions of the organization as it pertains to KM, spell out its overall goal, provide a path, and guide decision-making. It provides "the framework or

context within which the company's KM Strategy is formulated and aligns with the KM vision (Note: the KM Vision and Mission are often combined).

Components of a KM Research Strategy

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Current KM Environment (Include if one exists)This section details the current knowledge environment. Any

knowledge management activities and experience will be detailed here. This section will also outline any benefits that have been gained and how they can be built upon or leverage in future initiatives.

Challenges and Knowledge NeedsThe key issues and knowledge needs of the organization will be summarized here and will include any knowledge resources, processes and tools that will be needed to effectively execute the knowledge management strategy.

Strategy Details and Key InitiativesThe key activities to implement the Knowledge Management Strategy (Knowledge Capture, Knowledge Transfer, Knowledge Sharing, Innovation Strategies/Initiatives)


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DependenciesThis section will detail critical dependencies such as the availability of key personnel, approval of budgets, and available technologies to the knowledge management strategy. This section will also analyze the of not executing the knowledge management strategy at all.

On-going Knowledge Management On-going support includes:

• Identifying the key knowledge holders within the organization • Creating an environment which motivates researchers to share• Creating opportunities and utilizing tools to harvest knowledge• Creating opportunities to foster Innovation• Designing mechanisms for governance and maintainability of knowledge• Measuring the effects of executing the research knowledge strategy


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Establish a Central Knowledge Management OfficeThe Central Knowledge Management Office (CKMO) comprised of Senior Management and Core Team members and is the vehicle for implementing and keeping under review the KM Program and on-going KM initiatives that will be championed by the organization.

ToolsThis section details the tools and how they will be utilized to deliver on the Knowledge Management Research Strategy.


KM Research Strategy Initiatives

Knowledge Sharing

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Knowledge Sharing is an essential part of the KM Research Strategy.

The following represents Techniques for Knowledge Sharing:

• Conducting After Action Reviews (Capturing Lessons Learned)

• Identifying/Participating in Communities of Practice

• Incentify Research Staff to Share What They Know

• Work in Collaborative Settings

Knowledge Sharing Techniques

An AAR: Makes learning conscious and explicit Identifies valuable lessons that may be

helpful to future teams Enhances team openness and

cooperation Allows closure at the end of the project

An After Action Review (AAR) is a facilitated session conducted with a team or group after completion of a piece of work or project. The objective of an AAR is to capture the new knowledge of the team.

Knowledge Sharing Techniques - After Action Review

A CoP: Can exist online via discussion boards,

wiki’s, news groups or in real life via meetups or other group settings

CoPs consist first and foremost of practitioners; specialists who perform the same job or collaborate on a shared task.

CoPs often form spontaneously, driven by the need of the members for operational knowledge.

CoPs are also deliberately encouraged where it is known there is a need for knowledge transfer

Communities of Practice (CoP) - are groups of people who share a common interest in a particular domain area, and who interact regularly to learn how to do it better.

Knowledge Sharing Techniques -Communities of Practice

Knowledge Sharing Techniques Communities of Practice

KM Research Strategy Initiatives That

Stimulate Innovation

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Having initiatives that stimulate Innovation is another key ingredient of the KM Research Strategy.

The following represents Techniques to Stimulate Innovation:

• Conducting Knowledge Café

• Creating Collaborative Work Spaces

• Conduct Root Cause Analysis Sessions

• Create opportunities for Brainstorming

• Practice Problem Finding

• Participate/Attend Industry trade shows, Conferences, Product presentations, Book signings

Innovation Techniques

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Knowledge Cafés is a term used for group sessions where a number of people (from a small number to several hundred) are assembled to discuss implications of some topic that affects them and their organization.

Typically, the knowledge café is conducted by presenting the topic and its background to the group. This presentation is followed by brief (5-15 minutes) discussions small groups(five or fewer persons) of the implications and what they may mean for the participants.

The groups are then scrambled and discussions are repeated – often for four or five cycles before summaries are collected.

Innovation Techniques – Knowledge Cafe

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Knowledge Café’s solicit input and obtain buy-in for a new product, project or initiative, as a stimulus to innovation: Knowledge Cafes connect people to people; people to ideas and ideas to ideas; they challenge people to reflect on their thinking; surface new ideas and make new connections

Breaks down organizational silos

Encourage knowledge sharing and the creation of a knowledge sharing culture

Innovation Techniques – Knowledge Café Benefits

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Practice problem FINDING. Wherever you are now, list twelve problems — big or small — you are experiencing.

Did you discover a NEW problem you or your office colleagues never noticed?

If not, List twelve more. Any NEW problem? Keep going until you find a problem no one had seen before. Voila! The solution to that new problem can be an innovation

Innovation Techniques – Problem Finding

Tools to Facilitate Your KM Research Strategy

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Knowledge Map is

• A Knowledge Map is a graphic representation of interconnected information

• Organized knowledge involves large bodies of interconnected facts. A Knowledge Map is useful for organizing related information in a structured manner that facilitates comprehension by showing the connections between the information pieces.

Tools to Facilitate Your KM Research Strategy – Knowledge Map

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Knowledge Portal/Repository

• A knowledge portal/repository is technology used to capture, catalog, store and retrieve content and knowledge

• A knowledge portal/repository provides organizations with a rich and complex shared information workspace for the generation, exchange, and use/reuse of knowledge

Tools to Facilitate Your KM Research Strategy – Knowledge Repository

Explicit Notes & Tacit Ideas

Tacit Knowledge“Experience”

Work Files

Research Reports

Thousands of ‘Articles!

The Knowledge in the Portal/Repository

Subject Team Outcomes

Knowledge From Research Projects

Knowledge About Research Projects

Knowledge In Projects

Lessons LearnedBest Practices

Lessons LearnedBest Practices

DesignDesign

Planning &Control

Planning &Control

Reporting &Evaluation

Reporting &Evaluation

Skill Mgmt.

Skill Mgmt.

Research Plan

Research Plan

DiscoveriesDiscoveries

Methods &Templates

Methods &Templates

Data Collection

Data Collection Meeting

RepositoryMeeting

Repository

Metrics/Control

Metrics/Control

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Research Staff Knowledgebase

• Similar to a knowledge repository, a research staff knowledgebase is a collection of role specific knowledge.

• This Knowledge includes tips, techniques, procedures, guidelines and work products related to performing activities and tasks for a specific role (i.e., Research Administrator, Research Analyst, Research Technician)

Tools to Facilitate Your KM Research Strategy – Staff Knowledgebase

Instituting the KM Research Strategy

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To get started instituting the KM Research Strategy follow these guidelines:

• Get Executive Buy In

• Align KM Research Strategy with the Enterprise KM Strategy and Organizational Strategy

• To begin the adoption process execute No or Low Budget KM

• Conduct the Knowledge Audit (First Major Initiative)

• Construct an (Interactive) Knowledge Map (Outcome of the K Audit)

Getting Started Instituting the KM Research Strategy

Class or Conference Attendance Meetings – Decisions and knowledge

transfer Innovation Techniques – Knowledge Cafe Informational Brown Bags - Lunch & Learn After Action Reviews and Lessons Learned Training – Mentoring & Cross Training,

e-Learning Knowledge Sharing – Alerts, Org

Awareness, Quick Tips

No or Low Budget KMNo or Low Budget KM

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The knowledge audit is the first major step of a knowledge management initiative. It’s used to provide a sound investigation into the company or organization’s knowledge ‘health’.

A knowledge audit looks at problems and puts the information in the context of the problem. The reason a knowledge audit is so vital is because it gives an organization a comprehensive picture of its strengths and weakness, allowing it to focus its efforts in the right direction.

Conducting the Knowledge Audit

KM Benefits

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Key Benefits Include:

• A Clear Direction and Focused Plan

• Increase Collaboration through Knowledge Sharing

• Increase Innovation through “Problem Finding” and interactive innovation sessions utilizing Knowledge Café’s

• An understanding of What Research has been done, what is currently being done, who are the key knowledge holders and experience level of your research staff

Key Benefits KM will Bring to Your Research Department/ Institution

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Knowledge Management for Research Institutions: A Key Ingredient to Innovation and New Product...

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