What it Takes to Build Command Agility with KM

Transcription

1 What it Takes to Build Command Agility with KM KM Implementation = Enabling Agility Mr. Art Schlussel, CKM, CDIA, ECMs/p Digital Government Institute s DoD Knowledge Management Conference 15 Oct 2009, Washington, DC

2 What is Command Agility? Command Agility can be thought of as the ability to be flexible and adaptable so that fleeting opportunities can be grasped.

3 How is it realized? By the Commander issuing clear intent and then delegating the control authority to subordinates so allowing them the scope to exercise initiative. By being innovative, creative and unpredictable in a manner that increases the confusion in the mind of the opponent. This process is command led meaning that human decision-making is primary and that the role of technology is secondary. BATTLESPACE DIGITIZATION - COPING WITH UNCERTAINTY IN THE COMMAND PROCESS - Anthony Alston, Patrick Beautement MSc, PGCE

4 KM as an Agility Enabler The Army KM End-State Create a culture of collaboration and knowledge sharing where knowledge is pushed and pulled from across the enterprise to meet mission objectives an Army where good ideas are valued regardless of the source, the knowledge base is accessible without technological or structural barriers, and knowledge sharing is recognized and rewarded.

5 Single Sign On Across the Enterprise - A Principles Based Approach - Culture of Collaboration Robust Search Capability Open Architectures Promoting KM Standard Collaborative Tool Sets Standard Business Processes Embed KM Into Business Processes Protect Knowledge Prevent Knowledge Loss Acquire and Share Knowledge KM Doctrine of Collaboration Reward KM Efforts TECHNOLOGY PROCESS PEOPLE and CULTURE KM Train and Educate

6 The Army KM Principles PEOPLE Principle 1 Train and educate KM leaders, managers and champions Principle 2 - Reward knowledge sharing and make knowledge management career rewarding. Principle 3 Establish a doctrine of collaboration. Principle 4 Use every interaction whether face-to-face or virtual as an opportunity to acquire and share knowledge. Principle 5 Prevent knowledge loss. PROCESS Principle 6 Protect and secure information and knowledge assets. TECHNOLOGY Principle 9 Use standardized collaborative tools sets. Principle 10 Use Open Architectures to permit access and searching across boundaries. Principle 11 Use a robust search capability to access contextual knowledge and store content for discovery. Principle 12 Use portals that permit single sign-on and authentication across the global enterprise including partners. Principle 7 Embed knowledge assets (links, podcasts, videos, documents, simulations, wikis...) in standard business processes and provide access to those who need to know. Principle 8 Use legal and standard business rules and processes across the enterprise.

7 Army KM Competency Model AKO/DKO Social Networking Web 2.0 Sensemaking Virtual Worlds Emerging Technologies Identification of Requirements Imbedded KM Practices in Business Processes KM in Lean Six Sigma Balancing Need to Know vs. Need to Share KM & Classifications KM& Data Privacy KM& Information Mgt Policy Technology & Tools Process Improvements Metrics Information Assurance Content Management Defining Knowledge and Knowledge Management KM from a Historical Perspective The Value of Knowledge KM in the Army, DOD, and Beyond The Knowledge Development Process KM to Mission Accomplishment KM in Action KM Principles & Foundations KM Culture Communities of Practice & Knowledge Transfer Venues KM Leaders, Managers & Champions KM Governance Knowledge-Enabled Work KM Awareness Change Management Learning Culture Rewards & Recognition CKO Role & Responsibilities KMO Role & Responsibilities KA Role & Responsibilities COP Leaders & Facilitators Measuring Impact Measuring Effectiveness Measuring Performance Qualitative/Quantitative Measures Metrics as a KM Promoter Creating Actionable Metrics Content Management Life-cycle Managing Content for Discovery Enterprise Search Facilitation Communities of Practice/Interest Expertise Transfer Knowledge Continuity

8 Army KM Maturity

9 KM is a discipline that promotes an integrated approach to identifying, retrieving, evaluating, and sharing an enterprise s tacit and explicit knowledge assets to meet mission objectives. The AKM Principles = vision, components, end-state The AKM Competencies = establish the skills The AKM Maturity Indicator = provides assessment Army Knowledge Management = Command Agility

10 Contact Information Mr. Art Schlussel