Editorial:
Welcome to the first edition of the K3-Cubed quarterly KM Observatory Newsletter. The purpose of this newsletter is to provide interesting content that can stimulate your thought process and hopefully contribute to your KM practice.
Please get in touch if you would like to contribute to one of our features: 'Spotlight On...'; 'An interview with...'; or 'Guest Commentary...'
If you have any feedback or suggestions for future content, drop us an email...
David Griffiths
(david@theknowledgecore.com)
Peter Evans
(peter@theknowledgecore.com)
K3 Spotlight on...
Farzana Maraghi
Talks about the knowledge challenges facing Bahrain
According to the World Bank (2001), the four pillars that are critical to the development of a knowledge based economy are: (1) an economic and institutional regime which provides incentives for efficient use of existing knowledge, creation of new knowledge and use knowledge, (2) educated and skilled population which can use and create knowledge, (3) dynamic information structure which can facilitate effective communication, dissemination and processing of information, and (4) effective innovation system comprising a network of firms, research centres, universities, think tanks, consultants and other organizations.
Based on that, several challenges are facing Bahrain in its transformation from an oil-based economy to an economy based on industry, and essentially, knowledge. The creation of environment highly conducive to entrepreneurship and innovation is a challenge. This requires establishing a platform for advancing innovations to market readiness, and transforming low-wage manufacturing sectors into innovation-based industries. One of the challenges facing the country is the education system. Starting from the very beginning until the last schooling year, students should learn how to appreciate the power of knowledge in developing societies. They should be encouraged on critical and logical thinking and creating and using knowledge rather than merely acquiring it. Creating an Information infrastructure based on both technology and human capital is a challenge. It should be solid and comprehensive in order to help decision makers at all levels to make informed decisions at the right time with the least efforts in getting the information needed. At the same time it should be dynamic for continuous improvement and updating. Fostering knowledge sharing, knowledge transfer and explicating tacit knowledge in both the governmental and private bodies in Bahrain is another challenge. This requires creating innovative HRD systems in a way that fosters knowledge creation, employment, sharing, and transferring. New Roles for HR and new policies for HRM are needed to help create competitive organizational capabilities.
That is our challenge!
An interview with...
Paul Campbell
(Skills and Development Manager: Scottish Water)
What does KM mean to you?
For me KM is about sharing, building and creating knowledge by focusing
on people as the solution. It's about encouraging social interaction,
collaborative behaviours and learning with a view to increasing the
capacity for individuals and organisations to innovate, transform and
perform.
Your biggest KM Challenge?
Our biggest challenge is establishing a collective recognition about
what KM means for us so that we can integrate it more effectively across
the organisation. We need to create a shared understanding that KM is
primarily about people, behaviours and culture which is supported by
effective information systems, collaborative structures and KM processes
as the enablers.
Best KM read?
Personally I love the book 'Managing Knowledge' by Stephen Little & Tim
Ray as it's an easy read and captures the thoughts of many leading
people in the KM field to provide a very balanced overview of KM theory
and practice. I also generally enjoy reading the thoughts of Steve
Denning.
Biggest contributors to KM success in your organisation?
The range and depth of people centric activities that take place with a
view to supporting learning, knowledge sharing and knowledge creation.
Your KM tip?
Easy if you've read the rest - focus on people, their relationships,
collaborative environments and the social aspects first and wherever
possible collaborate and knowledge share across boundaries.
Guest commentary...
Gwen Bergin
Senior Consultant with
Culbert Healthcare Solutions
Moving from paper to technology:
Common mistakes include converting too fast and underestimating how much time and training people may need
The key to moving away from paper is not to panic, converting is not an event but a process of gradually weaning staff off paper and helping them adjust to new technology and workflows. The best approach to that process is to leave gaps between the big changes to allow for adjustments in between. One of the worst mistakes you can make when converting to a technology platform is to underestimate the upfront time and effort needed to ensure success down the road.
Avoid implementation pitfalls. Below are some tips to a smooth transition:
·
Take enough time. Training should take place outside of normal operational time and allow enough time to get everyone up to speed on new software. Training time varies from a few days to a few months, depending on how the new process affects workflow.
·
Enter most useful information first. Enter the most useful information into the paperless world first. This will encourage other people to use the system.
·
Preload data when possible. Preload templates for the most commonly used processes.
The payoffs
It may take a while for everyone to buy into the switch from paper; eliminating dual processes such as paper and electronic phone messages, for example, is a common problem. But eventually the benefits of a paperless office become apparent; a key one being that you have more operational time and spend less time on documentation.
