Organizational Knowledge Management and Learning

1. Organizational Knowledge Management and Learning Overview and Opportunities

2. Agenda • Evolution of Organizational KM&L (Knowledge Management and Learning) • Role of Organizational KM&L • Current State of KM&L • Trends, Drivers, Enablers, Issues and Challenges • KM&L Strategies • KM&L Service Opportunities

3. Evolution of Organizational KM&L • 1880 - Agricultural to Industrial • Training through apprenticeship, senior workers • Scientific Management • 1910 - Mass Production Era • Increasingly formal production efficiency training • 1940 - Rise of Bureaucracy • Training and Education for Formal Management • Organization is a social structure • 1960 – Social Revolution • Learning is Individual • 1980 – Information age • Lifelong Learning • 1990 – Internet changes behaviour • Innovation • 2000 – Social Media… • Natural Learning

4. Mechanical Complex

5. Evolution of KM&LFrom Training to Learning • From Training to Learning A learning organization is not about 'more training'. While training does help develop certain types of skill, a learning organisation involves the development of higher levels of knowledge and skill. We have developed a 4-level model: Level 1.- Learning facts, knowledge, processes and procedures. Applies to known situations where changes are minor. Level 2.- Learning new job skills that are transferable to other situations. Applies to new situations where existing responses need to be changed. Bringing in outside expertise is a useful tool here. Level 3 - Learning to adapt. Applies to more dynamic situations where the solutions need developing. Experimentation, and deriving lessons from success and failure is the mode of learning here. Level 4 - Learning to learn. Is about innovation and creativity; designing the future rather than merely adapting to it. This is where assumptions are challenged and knowledge is reframed. Furthermore this model (or adaptation of it) can be applied at three levels - to the learning of individuals, of teams and of organisations. Organizations that achieve learning to Level 4 will "reinvent not just their organization but their industry" (Hamel and Prahaled in Competing for the Future)

6. Role of Organizational KM&L

7. Current State of KM&LTrends, Drivers, Enablers, Issues and Challenges

8. Learning and Knowledge Management

9. Critical Thinking - Jarche

10. PKM in a NutshellHarold Jarache

11. PKM • PKM in a nutshell Posted on March 22nd, 2010by Harold Jarche Personal Knowledge Management: • A way to deal with ever-increasing digital information. • Requires an open attitude to learning and finding new things (I Seek). • Develops processes of filing, classifying and annotating for later retrieval. • Uses open systems that enable sharing. • Aids in observing, thinking and using information & knowledge (I Sense). • Helps to share ideas with others (We Share). • “You know you’re in a community of practice when your practice changes” (We Use). • PKM prepares the mind to be open to new ideas (enhanced serendipity). PKM is related to Personal Learning Environments and Personal Learning Networks. They are different ways of addressing similar issues:

12. Formal Vs Informal Learning

13. Formal vs Informal

15. The Spending/Outcomes Paradox Formal Learning TrainingFormal educationPublications Informal Learning Day-to-day, on-jobCo-workersMentors & coaches Spending Learning Jay Cross View

16. Jay Cross View

17. The True cost of Learning? Jay Cross View US Dept of Lab, Know Jump

18. KM&L Strategies Sales Training Before One week workshop Selling at $5M/yr Sales Training After 6 months Case study Coaching E-learning Selling at $5M/yr

21. Social Learning Strategy Model • Learning Needs • New • Refresher • Refine • Just-in-time • Skill Requirements • Networking • Search & Find • Critical Thinking • Analytical Skills • Creative Thinking Project Launch Your learning journey……

22. KM&L Service Opportunities • Development of specific KM&L Plans: • KM&L Audit and Analytics: • What are driving team acquisition of information and learning? • How are workers acquiring information? (tools, sources, etc) • How do they process information into knowledge? • Commonality/diversity of individual research and learning • Quality and consistency of tools, sources, etc • Recommendations on ways to improve efficiency of group information acquisition, knowledge management and learning • Stand alone plans for current operations • Part of broader change initiative, project, etc

23. How Smart Workers use Social media to learn

24. Learning - Services