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David Skyrme Associates offers a variety of presentations and workshops that can be tailored to meet your needs. This page describes an example of a workshop focussed on Knowledge Management in Practice - strategies, implementation, key processes, developing an action plan. It provides a practical grounding in the processes and techniques of knowledge management.


Why and Who

Many organizations are now in the throes of implementing knowledge management strategies. However, like many other ground-breaking initiatives, success is often elusive. This workshop is primarily aimed at knowledge managers and knowledge management teams, taking them step by step through the key stages of the implementation of knowledge-based strategies. It is also beneficial for any senior manager, especially R&D, marketing, and business development manager, who wants to use better knowledge management as a key to improved business performance.

Benefits

This workshop will enable participants to:

  • Understand the role of knowledge in organizational success
  • Understand the relationship of knowledge management to other initiatives such as Total Quality Management and Business Process Reengineering
  • Learn the fundamental concepts of knowledge management and relate them to their own activities
  • Learn about a process model of knowledge management and how to apply it in practice
  • Relate existing practices within their organization to 'world class' practice, based on insights into the activities of knowledge leaders
  • Evaluate the different mechanisms that can be used to improve knowledge development and sharing
  • Assess systems and skills requirements and consider ways of filling the gaps
  • Develop a framework for initiating knowledge management in their own department and in the organization as a whole
  • Be aware of success factors and what pitfalls to avoid
  • Develop an initial plan of action.

See also the list of wider benefits you can expect from attending this workshop.

Features

This workshop is designed to give knowledge teams the practical approaches and tools needed to devlop successful knowledge initiatives. It focuses on these key challenges:

  • Diagnosis - What is the current state of knowledge management in our organization? How could knowledge be better exploited for improving performance?
  • Knowledge - What is our vital knowledge? Where is it held and how is it used? How can we conduct a knowledge inventory?
  • Framework for Action - What is the scope of our knowledge agenda? Which processes need to be developed?
  • Key Processes - What are the key business processes and knowledge process that need to be more systematically addressed?
  • Team and Stakeholders - Who are our stakeholders? What are their objectives, needs and expectations?
  • Practices and Processes - What knowledge management practices are should we adopt or enhance? What are the practical considerations for implementing them?
  • Tools and Techniques - What can help knowledge users be more effective? What computer solutions should be considered?
  • Examples and Cases - What are the practical experiences of other organizations? How can we learn about them and adapt them?
  • Human and Organization Factors - Have we the desired knowledge culture? What do we need to do to encourage knowledge sharing? What new roles and skills do we need to develop?
  • Learning and Improvement - What do we need to put in place in order to draw and exploit the lessons from our own experience?

This workshops allow participants to apply the concepts learnt to their own organizational situation, through a carefully designed set of learning cycles, each consisting of three parts:

  • Concepts - presentation of key theory and frameworks
  • Practice - small group exercises addressing key questions and choices
  • Review and questions - plenary session to draw out and share key learnings, and to address areas that need further clarification.

Contents

Part 1: Introduction and Key Concepts

The Knowledge Agenda
Why Knowledge - why now?
What is Knowledge Management
Relationship to other Activities (TQM, BPR etc.)
Two thrusts
Seven strategic levers

Key Concepts
Types of Knowledge
Vital Knowledge (exercise)

Part 2: Knowledge Processes

Knowledge Cycles
Knowledge Management processes
Knowledge Innovation Processes
IRM - Information Resources Management
Effectiveness of KM Processes

Creating New Knowledge
Innovation activities
The Innovation Process - what goes wrong

Identifying Existing Knowledge
Internal/external
Needs Analysis
Adding tacit richness

Gathering and Extracting
Gathering mechanisms
Modes of knowledge input
Push vs. Pull
The Role of a Knowledge Centre
Do you need a Knowledge Centre?

Classifying and Organizing
The Value of Taxonomy
The Knowledge Base
Forms and Formats
Media

Disseminating and Using
Accessing Knowledge
Knowledge Navigation Aids
Searching and Retrieval
Knowledge Management Assessment (exercise)

Part 3: The Wider Context

What Needs Managing
Enablers - the potential show stoppers
Levers - amplifying your efforts
Foundations - building your knowledge capability
The Critical Factors

Management Processes
The Knowledge Audit
Valuation
Strategic Linkages
Systems
Skills
SWOT Analysis (exercise)

Practical Applications/Cases
The State of Practice
Applications/Benefits
Case Studies
Leaders vs. Laggards
Developing a Plan
A Holistic Planning Framework
Triggers and Starting Points
Action Planning
Resources and Milestones
Being a KM Exemplar
Planning Outline and Priorities (exercise)

This workshop also introduces participants to the elements behind either the Knowledge Management Assessment or the ENTOVATION Knowledge Innovation SM Assessment.


Further Information

This workshop is customized for each client and is developed from our evolving set of structured modules. It is often a good introduction to our style of knowledge management implementation consulting. Typical formats for this workshop are:

  • Half day overview seminar - with emphasis on practical mechanisms and the knowledge process model.
  • Full day workshop - with opportunities for more interaction and discussion. This is the minimum we recommend to start serious planning.
  • As part of a 2-3 day workshop for knowledge management teams (e.g. using elements from the workshop Succeeding with Knowledge Management. This is a sensible format for teams of eight or more, and allows break-out sessions and serious development of plans to take place.

To discuss your specific requirements in further detail please contact our principal consultant David Skyrme. Email: david@skyrme.com. Tel: +44 1635 25 35 45.

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Read what clients have said about our workshops.


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