Translating KM Strategy into Action

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“…What is the JAG Corps community's greatest strength and what is the greatest weakness? In my view the answer to both questions is the same -- the vast capacity and capability of our people,

civilian and uniform alike. In my mind, the ‘greatest weakness’ lies in our inability to fully leverage the extent of our greatest strength.

To do so, we must create a ‘collective geometric’ - where the knowledge of one is multiplied through rapid association and collaboration with other members of the JAG Corps community. KM is key to

developing this collective geometric …”

-VADM James W. CrawfordJudge Advocate General of the Navy

• U.S. Navy JAG Communityo Provide comprehensive legal services across the Navy including military justice

trials, legal assistance and command legal advice.o About 2,400 personnel – officers, enlisted and civilians

• Geographically dispersed worldwide• Mostly attorneys and paralegals with some support staff

o Key Challenges:• Military = “Secrecy in Our DNA”• Legal Profession = Inherently Adversarial• Government = Limited Budget

• KM Programo Est. 2015o Core Team of 4-8 Peopleo 40-50 Embedded KMOs (part-time)

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• In-Depth Organizational Assessment -6-12 Months

• KM Strategy - Extremely Comprehensive and Detailedo Mission, Vision, Principles, Requirementso 5 Objectives and 19 Implementing Tasks

• Narrative - 33 pages

• Read by 8 people… Maybe!?!?

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Rule #1: Strategy Without Action is Just an Idea

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"Vision without action is a daydream. Action with without vision is a nightmare.”—Japanese proverb

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Rule #2: A simple organization can afford a complex strategy;

But a complex organization requires a simple strategy.

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Rule #3: Figure Out What Will Move the Needle

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“It’s not enough to be busy, so are the ants. The question is, what are we busy about?”

—Henry David Thoreau

• Focus on a single project or initiative that can be accomplished within 30 days.

• Aligned with KM strategy and based on assessments and community input.

• Leverages existing resources and delivers continuous momentum.

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• Each Participant Submits 4-5 Proposals for Consideration

• Include non-KM Perspectives

• Assess and Discuss Each Proposalo Scopeo Feasibilityo Impacto Alignment

• Have Each Participant Rate / Score Each Proposal

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1. It is aligned with our defined vision / strategy. How does it get us closer to where we want to be?

2. It has broad application / impact across a particular practice area at minimum and the entire JAGC to the extent possible.

3. It can be executed, within a 30-day period, with existing or currently available resources. This could be just us or our team with some augmentation from within the organization.

4. Identify the core components of the initiative and an estimated level of effort to complete them. For example: policy (xx hours), template (xx hours), sample (xx hours), training course (xx days), portal site or app (xx days), etc.

5. Develop at least one proposed measure of effectiveness. Once implemented, how will we know if it's working?

6. It can be a new product, process, policy, tool, event or any other form as long as it is feasible and rises to the level of scale and scope described.

7. The initiative does not have to be original and can come from anywhere... existing activity, innovation proposal, other organization, APQC, etc.

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[KM Component]

[Line of Effort]

[Vision Alignment]

[JAGC Practice Area]

[Target Audience] (Everyone, Leaders, Enlisted, FTJAs,

etc.)

[Brief Description…] (If available, include example / sample or other identified resource link.)

Component Est. LOE Assign To: [Expected Outcome / Impact…]

[Proposed Measure(s) of Effectiveness…]

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Tools and Technology

Leverage Tools

What We Need When We Need it

Business Operations

Support

Everyone & HQ Staff

Centralize content from OJAG Codes information silos into one of two places, Legal related on FLL, and programs related on /programs/. Copies of newsletters/mailers/pubs would be maintained on one of those two places.

Component Est. LOE Assign To:Code Buy-in

4 days Dir/Dep

Portal Dev. 1 day LNCPolicy Doc 4 days LNC/LTTraining 2 days LNC/LT

Would enable end-users to digest news, and search/filter info for information they are looking for, allowing a single source-location for research and content discovery.

Effectiveness could be measured through Harepoint analytics, and site visits.

8/29/18

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Month Sprint Description / Outcome KM Line of Effort

October Pause & Learn / AAR

Prior to initiating identified tasks or missions, personnel execute a brief process to access consolidated critical information relevant to the challenge.

Foster Learning

November Programs Consolidation & Portal Dashboard

Would enable end-users to quickly navigate to the program information, reducing the amount of clicks and enhancing user experience when managing Navy programs.

Connect Content

December KM Maturity Model

Leverage modified APQC KM maturity model to assess current state of KM and identified priorities going forward.

Leverage Tools

January Tacit Knowledge / Deep Wisdom

Revive “Deep Wisdom” initiative and expand as a broader tacit knowledge capture initiative. Incorporates “Mentorship 2.0” JAG Crunch proposal.

Connect Content

February Content Management Instruction

Establishes clear policy and standards for who, what, when, where and how critical content is captured and organized.

Connect Content

March Content Consolidation

Centralize content from OJAG Codes’ information silos into one of two places, Legal related on FLL, and programs related on /programs/. Copies of newsletters/mailers/pubs would be maintained on one of those two places.

Connect Content

April Digital Turnover Binder

Based on the OneNote case file approach, develop a flexibly standardized turnover binder as a template and guide for all personnel / billets.

Leverage Tools

May Online Newsroom Centralize news for the community in one of two areas – The Law and Programs. Law News would be hosted on a FLL Blog, while Programs news would be hosted on a consolidated Programs sub-site.

Connect Content

June NLSC Site Collection

Develop standardized site template and minimum information sharing requirements for all NLSC CMDs. Migrate existing content to new site collection.

Leverage Tools

July KM Training On-Demand

A core set of online on-demand KM Training Courses. KMO / KMR, Leaders, Practitioners. Foster Learning

August Collaboration and K-Sharing

Package of policy, guide and tools to enable more robust knowledge sharing. Focus on SJA community.

Connect People

September Model Guide and Knowledge Base

Establish template, development and consolidation of guides for critical, common or most complex activities (complex investigations, ADSEPS, etc.)

Connect Content

• Assess Feasibilityo Is it too ambitious?

o Any calendar / resource conflicts?

o Sequence with org calendar / key activities

• Get Buy-Ino Leadership

o KMOs

o Supporting Offices (PAO, IT, Budget, etc.)

• Executeo Three Month Cycle

• Planning Next Sprint

• Developing Current Sprint

• Implementing / Evaluating Previous Sprint (KMOs)

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“You've got to eat while you

dream. You've got to deliver on

short-range commitments, while

you develop a long-range strategy

and vision and implement it. The

success of doing both. Walking

and chewing gum if you will.”

—Jack Welch