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knowledge at your fingertips - across operations functions processes & regions
Citation preview
reduce cost of ignorance
DNV | KNOWLEDGE MANAGEMENT
Knowledge Exchange & Transfer
OPERATIONS FUNCTIONS PROCESSES & REGIONS
ACROSS
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reduce cost of ignoranceCOST OF IGNORANCE /// Costly mistakes are repeated, as earlier ones were not recorded or analysed
Drivers for knowledge management Smart
organisations are always looking for ways to improve
their performance, reliability and to increase overall
business excellence. Common sense says that rigorous:
■ learning from successes and failures,
■ sharing knowledge amongst employees and
■ reuse of lessons learned across operations can strongly
contribute to this strive for continuous improvement
and adaptation to external and internal conditions.
However for many reasons these processes might not
function properly in organisations anymore resulting in
symptoms such as:
■ Costly mistakes are repeated, as earlier ones
were not recorded or analysed;
■ Good ideas and best practices are not shared,
raising costs and missing opportunities;
■ Loss of critical knowledge due to retirement
and mobility of workforce;
■ 1 or 2 key employees hold crucial knowledge,
putting continuity at risk;
■ Knowledge is not readily available at the point
of action;
■ Employees spend too much time to search
for information and knowledgeable people;
■ Employees use outdated and non-validated
information in action;
Everyday reality demonstrates that these symptoms
lead to avoidable costs and risks. We call these
symptoms the ‘costs of ignorance’.
Smart organisations do not accept this reality and
invest in strategies, processes and systems that will
avoid these costs of ignorance, now and in the future.
Knowledge Management /// reducing the costs of ignorance
reduce cost of ignorance reducereduce cost of ignorance
4 5
What is Knowledge Management? COST OF IGNORANCE /// 1 or 2 key employees hold crucial knowledge, putting continuity at risk
Professional Knowledge Management enables organisations to:
■ Identify, safeguard and retain critical knowledge and skills;
■ Build and update critical knowledge and skills ‘just-in-time’ and at the point of action;
■ Exchange and transfer knowledge, lessons learned and proven practices across operations,
regions and businesses;
■ Support employees by web-based tools that allow them to access all required information
and expertise and to collaborate with all relevant parties in their environment.
Knowledge Management creates barriers for loss and degradation of capabilities, experiences and skills.
At the same time it creates enablers for development and maximum use of new and innovative capabilities
in operations.
/// A
sys
tem
atic
fra
mew
ork
fo
r kn
ow
led
ge
cap
ture
, tr
ansf
er a
nd
reu
se
Learning after Learning before
Post Mortem analysis
Debriefing reports
Lessons identified
Urg
ent requ
ests 24x7
kn
ow
led
ge
su
pp
ortNon-
conformities, emerging
events
Solutions, advice
Colleagues, 2nd line support
Problem solving
reac
tive p
roblem solving
Peer assist
Sharing day
Training
intranet
People to people
Corporate functionsCentres of expertise
Consolidation of knowledge
Standards & procedures
Guidelines
Experts & knowledge communities Sharing & review of experience & learning
24x7 real time collaboration
People to content
pro-a
ctiv
e
preventive learning
Standards
Validated knowledge
Shared knowledge
Corporate memory
Face-to-face & virtual knowledge market
Learning during
Value creationProject delivery
Use & creation
of knowledge
Retention of critical knowledge
Good practices
Key learnings
Check lists
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A systematic framework for knowledge capture, transfer and reuse COST OF IGNORANCE /// Good ideas and best practices are not shared, raising costs and missing opportunities
DNV has developed a framework (see page 6-7 for an overview) for assessing and improving knowledge
exchange and transfer processes, enabling technology, required infrastructure and organisational culture.
The framework identifies two learning processes:
1 /// Reactive problem solving Employees at the front line will encounter unforeseen situations - such
as non-conformities and emerging events - that require action at short notice. For an effective response
people must have quick access to experts and documents with highly ‘actionable’ and verified knowledge.
2 /// Proactive and preventive learning Collective learning takes place through structured evaluation
and debriefing of activities. The lessons learned out of this evaluation process should be transformed
into reusable knowledge and fed back again into operations. This can be achieved either directly or via
documented knowledge:
a. People to People Learning by exchange of experiences via dialogue and collaboration.
This could be formal in training and peer assists or informal via social media or face-to-face.
By nature this type of transfer is goal driven and interactive. It is especially effective for the transfer
of experiences and creating shared insights.
b. People to content Sharing of knowledge through documents. Documents are easy to distribute
and can preserve knowledge over time. Keeping documents up to date requires effort.
Two types of content can be distinguished:
■ Reusable content: typically actionable knowledge like checklists, templates, models, good practices,
and documents providing overviews. These documents will help employees to do their job better and faster.
■ Standards: Standards, including guidelines or Standard Operating Procedures (SOPs) are built typically
on company or industry best practices. Standards are often generic, mandatory and time consuming to
develop and implement. They support the spread of best practices and a common way of working.
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COST OF IGNORANCE /// Employees spend too much time to search for information and knowledgeable peopleActors & enablers
These learning processes are connected and should be managed in an integrated way. Lessons identified
can only become lessons learned when the learning processes are closed loops. Effective learning requires
a right balance between the different learning processes, depending on business challenges, the culture of
the organisation and the nature of the knowledge involved.
Teams and employees in daily operations
The learning process starts and ends with individual people and teams. In daily work experiences are
encountered, problems are solved and learning takes place while handling internal and external events.
The widely used principle of ‘learn before, during and after’ should be used to promote learning behavior
of staff. First and foremost this is a behavioral issue that should be stimulated by leadership and enacted
by influential role models and supported by the right tools and practices.
Corporate functions and competence centers
Corporate functions and competence centres combine internal and external best practices and lessons
learned into common guidelines, standards and rules. Typically these are mandatory, resulting in a common
way of working. Corporate functions and competence centre are responsible for the dissemination of these
standards and guidelines across the organisation.
12 13
COST OF IGNORANCE /// Knowledge is not readily available at the point of actionActors & enablers
Knowledge communities and virtual knowledge marketplace
Knowledge communities and virtual knowledge marketplaces have become more and more important in
modern global organisations. Communities supported by collaborative environments play a vital role in
providing advice and guidance to employees in daily operations. These communities are gateways to the
collective experiences and lessons learned and might even extend beyond the organisation itself and play
an important role in the review and validation of new knowledge, which is identified in operations.
Knowledge portals
Organisations should provide a ‘single point of entry to knowledge’. These so-called knowledge portals
should ensure that employees can access all of the recommended and mandatory practices, key lessons
identified, checklists and methods in an effective and efficient way. The knowledge portal should also
facilitate the finding of relevant experts. Content must be validated, actionable and up to date.
14 15
COST OF IGNORANCE /// Loss of critical knowledge due to retirement and mobility of workforceKnowledge Exchange & Transfer
DNV has considerable experience in implementing robust and effective frameworks for knowledge
management and organisational learning.
We support organisations to:
■ Assess, develop and improve Knowledge Management programmes;
■ Perform risk assessments on critical knowledge and develop knowledge strategies accordingly;
■ Design and implement knowledge infrastructures for sharing, building and capturing critical knowledge;
■ Integrate Knowledge Management into existing management systems.
Our delivery modes are consultancy, programme management, coaching and training.
DNV has delivered Masterclasses and short courses on knowledge management to hundreds
of participants in the Netherlands, the UK, Italy, Germany and Taiwan.
WHAT ARE YOUR COSTS OF IGNORANCE?
iris
des
ign
.eu
For more information please contact Rob van der Spek, Director of Knowledge Management Advisory Services
/// t +31 (0)6 54781900 /// e [email protected], [email protected] /// w www.dnv.com/knowledgemanagement