Knowledge Management Strategy Version 0.8

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1 Knowledge Management Strategy Version October

2 1. Introduction 1.1 What is knowledge management? Knowledge management is creating, capturing, sharing and using the skills and experience we all possess to enhance the ICO s performance. the idea is not to create an encyclopaedia of everything that everybody knows, but to keep track of people who know the recipe, and nurture the technology and culture that will get them talking Arian Ward, Hughes Space & Communications. It is crucial in a rapidly changing world that the ICO is across the issues that affect it and its stakeholders. We need to be able to respond to increasing demands for our time and expertise in a focussed, efficient and effective way. Managing and exploiting the knowledge we possess will create an environment that supports the ICO s Mission, Vision and Values. The key components of good knowledge management are: the right conditions (a common reliable infrastructure, a willing organisation, a culture which encourages learning and sharing) the right means (a common model, processes and tools) the right actions (where people instinctively seek, share and use knowledge) the right leadership (where learning and sharing are expected and role-modelled). 1.2 How did we get here? The strategy has been developed to act on the: outputs from KM self assessment workshops, at which we asked staff to assess how well they thought the ICO manages knowledge; and recommendation to ET that the ICO needs to develop its knowledge management to capture, create, distil, share and use know-how; knowledge and experience of the steering committee a group that consists of staff from across the ICO. This strategy will be reviewed annually by the Knowledge Management Steering Group. See our pages on ICON for more information. 2

3 1.3 Why is this important? We aim to be recognised as the authoritative arbiter of information rights, delivering high-quality, relevant and timely outcomes. It follows that good knowledge management is central to our purpose. And our Corporate Plan for says we will [m]ake better use of internal knowledge by improving our knowledge management. During the self assessment workshops carried out in 2011 staff told us very clearly that: we genuinely want to share and use knowledge, but feel that the opportunities to do this are not there; we aren t always sure where to go to find what we need; we can t always find the definitive ICO position; we need a business case for knowledge management, which allows us to give it the right priority; and we need a culture where sharing our knowledge is both expected and rewarded. 1.4 What are the business benefits? The ICO is primarily a knowledge-based and knowledgegenerating organisation, so the impact, on our operations and reputation, of not getting it right is high. It will facilitate the integration of teams and help our structure work more smoothly. It will help with succession planning and talent development, and reduce the impact of losing key members of staff. It will make us more efficient and effective, reducing the need to reinvent the wheel and speeding up our responses. It will improve the consistency of messages, advice and decisions which, in turn, will improve stakeholder and customer confidence in us. It will help us to embed expertise within the organisation and in those we regulate. Supports continuity ensuring that we are ready to respond to change. A more effective and efficient policy development lifecycle and more informed evidence based policy. 3

4 2. Aim and objectives 2.1 Our aim The aim of this strategy is that, by 2014: The core business knowledge that the ICO needs to succeed is consistently captured, shared and used in the most efficient and effective way possible. 2.2 Our strategic objectives Knowledge management will make a real, measurable contribution to the ICO achieving the objectives in its corporate plan, by: 1 creating a working culture where all staff are encouraged to share knowledge and use it efficiently and effectively; 2 developing a leadership approach that demonstrates recognition of the value of knowledge management; 3 building and maintaining business networks which routinely share and use captured knowledge; 4 making learning - before, during and after - an integral part of every project and process; and 5 giving staff the technology, the processes and the time to capture, share, find and use knowledge as efficiently as possible. 4

5 3. Strategic outcomes By 2014 the ICO will have achieved the following outcomes: 3.1 Culture Our organisational culture recognises, promotes and values knowledge management at all levels. We all accept responsibility for managing knowledge and support others to do so. Managers empower others to share knowledge and information. Managers listen and act on feedback from their teams. Formal processes contain triggers to promote knowledge sharing and collaboration. We all act when we can see how to improve processes, raising ideas and issues The way we manage knowledge is based on business need, rather than organisational structure. The value of sharing expertise and working collaboratively as one ICO is recognised in Corporate, Directorate and Departmental business plans. 3.2 Leadership Leaders reinforce the right behaviour and act as role models. We have the time and the resources to capture and share knowledge. Managers share information with their teams on a regular basis. Our staff survey results, and analysis of annual PDRs, reflect the fact that our leaders are reinforcing effective knowledge management. 5

6 3.3 Networking We are encouraged and find it easy to network. Where networks and communities exist they are efficient and effective with clearly defined roles. We all know which communities of practice meet, when they meet and what their purpose is. We have systems that enable us to easily set up a network or community of practice and when it has achieved its purpose close it down. We are empowered to work outside of silos created by the organisational structure. 3.4 Learning All of our business processes contain prompts for learning at the right stages. We all take responsibility for building learning opportunities into our everyday work. Working with others we analyse and evaluate the way we do things as well as what we produce Before When starting a piece of work we all seek out appropriate knowledge to ensure we begin in the right way During Taking the opportunity to reflect immediately on the successes and failures we all experience everyday so that we can act to improve After Learning from wider experience: what went well; what didn t; what we would change; and what we would do again not just from your own perspective but also from others We have a formal process for capturing learning from leavers and movers We recognise the value of tacit knowledge and have a process to formalise the capture of tacit knowledge from those who leave the ICO. 6

7 3.5 Capturing and using knowledge Knowledge is easy to get to, easy to retrieve. We are trained to use the systems that are designed to capture and distil knowledge and information. We have the right tools to quickly access information the what, the who, the where when we need it. We recognise the value that keeping these resources up to date and well maintained will bring. We have the right range and mix of external information resources available Relevant knowledge is constantly refreshed, distilled and pushed out. We take advantage of technology so that knowledge is distributed quickly and effectively to those who need it We use a common language and use the same templates and guidelines for all of our work. There is a seamless approach to the language used in all communications, training, business processes, and IT systems The ICO is an effective organisation in the way it enables its staff to access agreed lines and positions We understand the issues where a collective ICO line or position is needed. We understand where to find ICO lines and agreed positions using information systems. We understand how to locate expertise and advice about ICO lines and agreed positions. Discussion and feedback is welcome but when an official position is reached this is respected and advocated. 7

8 4. Roles and responsibilities 4.1 All Staff including Executive Team members, managers, department heads, and contractors should understand and fulfil their role in creating, capturing, using and sharing knowledge in the most effective and appropriate way fostering a culture of collaboration and cross-office working. 4.2 The Knowledge Management Steering Group - will monitor progress, supporting change, championing new initiatives and identifying fresh opportunities to create the knowledge culture we need. 4.3 Knowledge Network influential opinion formers within their department, members of the Knowledge Network co-ordinate, motivate, and lead by example, working with the support of the Steering Group to ensure the successful delivery of our strategic outcomes. 5. Measures 5.1 Measure 1 Through the knowledge management self-assessment workshops we have established the ICO s current level of knowledge management maturity (see Appendix A). The strategic outcomes identified in section 3 of this strategy relate directly to the matrix at Appendix A. Annual self assessment workshops will provide the ICO with a rolling measure of progress and provide a sound basis for an annual review of this strategy. 5.2 Measure 2 The ICO carries out periodic staff surveys which can be used provide a wider overview of our current status and progress against our desired strategic objectives. 5.3 Measure 3 As part of the ICO s balanced scorecard the Knowledge Management Steering Group will monitor, measure and assess the outcomes of the Knowledge Management Action Plan, providing a regular report to the Executive Team. 8

9 Appendix A Knowledge Management Maturity Matrix Level KM strategy and culture Leadership Behaviours 5 Everyone knows where knowledge is and how to get it. Leaders recognise link between KM and performance. Networking Clearly defined roles and responsibilities. Learning before during and after Prompts for learning built into business processes. Capturing knowledge Knowledge is easy to get to, easy to retrieve. KM strategy is embedded in the business strategy. Leaders reinforce the right behaviour and act as role models. Networks and communities of practice have a clear purpose. People routinely find out who knows and talk with them. Relevant knowledge is constantly refreshed, distilled and pushed out. Framework and tools enable learning before, during and after. Common language, templates and guidelines. Networks act as guardians of the knowledge. 4 A KM strategy exists but is not linked to business results. KM is everyone s responsibility; some jobs are dedicated KM. Networks are organised around business needs. Learning before, during and after is the way we do things around here. Just-in-time-knowledge is current and easily accessible. A clear framework and set of tools for learning is widely communicated and understood. Leaders set expectations by asking the right questions, and rewarding the right behaviours. Networks have a clear governance document. Supportive technology is in place and is well used. Customers and partners participate in review sessions. One individual distils and refreshes it, though many contribute. That individual acts as the owner. 3 There is no framework or articulated KM strategy. Some job descriptions include knowledge capture, sharing. People are using a number of tools to help with learning and sharing. KM is viewed as the responsibility of a specialist team. Some leaders talk the talk, but don't always walk the walk! People are networking to get results. Networks are created People can easily find out what the company knows. Examples of sharing and using are recognised. Peers are helping peers across organisational boundaries. Networks collect knowledge in one place in a common format. Searching before doing is encouraged. Little or no distillation. 2 Most people say sharing know how is important to success. People are using some tools to help with learning and sharing 1 A few people express that know-how is important. Isolated people with a passion for KM begin to talk and share how difficult it is. Some managers give people the time to share and learn, but there is little visible support from the top. KM viewed as a management fad. Leaders are sceptical. Leaders think networking leads to lack of accountability. "Knowledge is power" Ad hoc networking to help individuals who know each other. Knowledge hoarders seem to get rewarded. People learn before doing and programme review sessions. They capture what they learn for others to access. In practice few do access it. People are conscious of the need to learn from what they do but rarely get the time. Sharing is for the benefit of the team. Teams capture lessons learned after a project. Teams look for knowledge before starting a project. Access to lots of knowledge, though not summarised. Some individuals capture lessons in cupboards and databases. They are rarely refreshed, few contribute, even fewer search. 9

10 Appendix B Knowledge Management Action Plan 1 Project or activity Owner By when? 3.1 CULTURE We build knowledge management into the ICO s induction process for staff and managers. Corporate Affairs March 2012 Talent management attribute - include understanding and delivering the aims of good knowledge management as a marker of talent potential. Talent board March 2012 Managers are prompted to consider including a knowledge management objective for relevant staff as part of their annual Performance and Development Review. Organisational Development March 2012 Develop a monthly formal briefing/sharing programme ( Know-about ), designed to ensure that expertise and insight on current and key issues is shared face to face. For example, via masterclasses or drop-in sessions. Corporate Affairs March This is a log of work in progress that will contribute to improvements in knowledge management at the ICO. This will be updated as required and reviewed with the strategy annually. 10

11 Ensure we have knowledge champions and co-ordinators for each directorate or department along lines of equality champions or IT user group 3.2 LEADERSHIP Corporate Affairs with support from KM Steering Group July 2012 Our Executive Team sponsor specific knowledge management initiatives, and identify a knowledge management sponsor at executive team level. We continue to require all managers to hold monthly team meetings and to cascade information at those meetings ICONNECT process is reviewed and revised in light of staff survey opinion Acting Director of Corporate Affairs until March Corporate Services Director thereafter October 2011 Corporate Affairs March 2012 Guidance review project (external) and development of new Information Rights knowledge base (internal). Policy Delivery March NETWORKING Establish project to review existing communities of practice. Publish networks and communities of practice on ICON, including group coordinators, members, role and purpose and materials. Support the Information Rights Committee, by ensuring that our networks and communities support our strategic priorities. KM Steering Group with support from Corporate Affairs March

12 Promote existing guidance (such as the hot issues group process), to support those staff who need to create a new network. Promote and share good examples of networks, for example: hot issue groups. Corporate Affairs December 2012 Encourage staff below senior management level to represent their teams on networks. ET and Heads of Departments October 2012 Talent management activities, such as talent mentoring scheme and job shadowing, are introduced and encourage cross team networking. Talent Board March 2012 We build discussion/networking opportunities into training or briefing sessions. KM steering group March 2012 Investigate a wiki, in which staff can raise issues and questions which have no official line. Corporate Affairs July LEARNING Work with process owners to ensure that learning is built into business as usual, for example, by recording and sharing lessons learnt from projects and initiatives KM Steering Group with support from IT and Corporate Affairs March 2013 Develop a formal process to capture learning from leavers. Corporate Affairs October

13 3.5 CAPTURING AND USING KNOWLEDGE ICE project - Maximise potential for knowledge management of Microsoft Dynamix the CRM tool, eg recording details of stakeholder contacts and meetings. IT with support from Corporate Affairs December 2012 Use Autonomy Idol to provide enterprise wide search of the ICO s electronic resources. IST March 2014 Rebuild ICON into an intuitive portal, which brings together all of our electronic information resources into one interface. Build additional information sharing features into ICON, such as an improved people directory and a collaboration/discussion space for staff, and use previously untapped knowledge to direct staff to the right resources and people first time. Provide staff with the means to share information about their skills, their recent experience, and status updates on their current work. Corporate Affairs End of 2011 redesign. End of 2012 rebuild. Corporate Affairs End of 2011 redesign. End of 2012 rebuild. Use the ICO s Business Intelligence Channel to prioritise allocated resources and support improvements in efficiency and effectiveness. Operations and Policy Area Liaison Group with support from Corporate Affairs Ongoing 13

14 Appendix C Relationship with values The ICO also has eight corporate values. Of those, the following support, and are supported by, good knowledge management: Team workers Proactively communicating appropriate knowledge across the organisation. Focused Seeking ideas from staff about what needs to change and how this could best be achieved. Effective Using the most appropriate language and communication method for each message. A model of best practice Developing effective processes to enable people to do their job to achieve the highest standards. Alert Identifying trends and using this knowledge to improve effectiveness. Always learning Sharing your knowledge and expertise across the organisation 14

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