KnowledgeForPerformanceImprovement

© 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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Managing Knowledge to Maximise Performance

Arthur ShelleyInternational Society for Performance

ImprovementMelbourne Chapter 24 September, 2008


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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


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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


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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


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Contact

Arthur [email protected]

[email protected]+61 413 047 408

KnowledgeForPerformanceImprovement

Business

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