5 Days - OKS Certificate Program 2024: Managing Knowledge for Organization Effectiveness
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????????? LLC ????. ???????: ??. Peeraya Hanpongpandh Worasittanon Siribhat Glamglin ??? The Institute for Knowledge and Innovation - South-East Asia (IKI-SEA) ??????????????????????? ??????????????????????????? ??. Vincent ?????????????????????????????? MIKE Awards 2021: Silver
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The Knowledge Strategy Certificate program is centered around the World Bank Organizational Knowledge Sharing (OKS) approach and tools. This 5-day (face to face) certificate program is run as a workshop which covers the 8 elements of the OKS Framework + the innovation element necessary to develop an enabling environment for projects and organizational effectiveness and Innovation.
International guest speakers will join to share their practical experience on the topics covered.
???????? OKS Certificate Program 2024 [DAY 1]
Monday, May 27
??? Bruno Laporte ??? Dr. Vincent Ribiere
Introduction and Rules for the workshop
Review of Agenda and objectives
+ Why Knowledge Sharing
+ Organization Knowledge Sharing Framework
+ Creating an enabling environment
+ The role of Senior Management
+ Motivation and incentives for knowledge sharing
+ Governance, structure and systems for knowledge sharing
+ Using Technology for Knowledge Sharing
+ Knowledge sharing business models and financing
+ Knowledge sharing partnerships
+ Monitoring and evaluation
With Guest Speaker: Andy Credo Sibuea : PT MRT Jakarta (Indonesia)
+ Strategic Delivery and Corporate Performance Management
+ Developing a Knowledge Sharing Strategy
Top 3 Opportunities for KM to capitalize on right now
38% Employees are frustrated with chaotic, disorganized, information repositories
36% Employees retirements and churn make it critical to capture
34% New Technology like AI can help KM scale
Top 3 Prioritize KM 2024
30% identifying and mapping or prioritizing critical knowledge
27% incorporating AI Generative & Smart Technologies
25% Transferring expert Knowledge
Quality, Scale, Efficiency, Collaboration, Continuity
Why Organizational Capture Development for Knowledge
1. Increase effectiveness of service delivery
2. Increase sustainability of service delivery
3. Replication and Scale up of what work
Strengthening Knowledge Sharing of 3 levels
Internal > Domestic > International
Enabling Environment
4 Key Elements of Transformation for Knowledge Sharing
Leadership, Vision & Expectation, Strategy, Organizational policy.
Leadership
Senior Manager should have:
Build by in at the top, Act as role models, Identify KS Champion, and Communicate
Vision and Expectation
Target Audience, Needs, Business Value
Knowledge for who? Knowledge for what?
Develop goals for internal & external knowledge sharing (Result/Indicator)
Value Proposition
Vision Mission
Motivation with Extrinsic and Intrinsic along with Autonomy, Mastery and Propose
Governance and Structure & System
- Roles and Responsibility
- Skills and Training
- KM system
Supervision & Implementation
Chief Knowledge and learning officer
Learning and training center
Communities of Practice (COP)
Knowledge Champion
Role of the CKO
In-house vs Outsource
Identification, Validation, Capturing, IT-system, Learning Design, Brokering and Sharing
Roles and responsibilities
. LUNCH
Getting the mix right between
People (70%)
Technology (10%)
Process (20%)
Frequently IT system for KM sharing
Microsoft Team, Confluence/Jira
KM Evolution (1995 > 2000 > 2005)
Leverage Explicit Knowledge
From Techno Centric to Human Centric to Social KM to Innovation Centric
Leverage Experiential Knowledge
Needs for the right customized tools
KM Strategies
Codification - Collection dimension (Document Centered)
Personalization
(Connecting Dimension)
Example of tools that support KM
Push (Automatic) /Pull (Manual) technologies
8 Levels of Social Technologies Collaboration
Conversation
Communication
Coordination
Cooperation
Collaboration
Co-Creation
How new technologies enhance KM with TOP 5 Technologies
100 GEN AI tools in context of learning and knowledge management
AI assistants will require (super-) human level intelligence
Business models and financing
Knowledge sharing Partnerships
5 Benefits (Capability, Innovation, Adaptable, Skills, and Financing)
Informal vs Formal Partnerships Characteristic
???????? OKS Certificate Program 2024 [DAY 2]
Tuesday, May 28
??? Bruno Laporte ??? Dr. Vincent Ribiere
KNOWLEDGE CAPTURE
Technical Skill Side
Recap of Day 1
Knowledge as an Organizational asset
Knowledge Mapping and Knowledge Audits
The Art of Knowledge Capturing
Identifying critical knowledge
Capturing Knowledge Assets
Validating and Formatting Knowledge Asses
Guest Speaker: Robin Van Kippersluis
Guest Speaker: Anjali Sharma I Strategic Storytelling??
The Rise and Fall of Economic Eras
Agricultural > Industrial (Productivity) > Information (Quality) > Knowledge (Innovation)
Knowledge is an asset (Intangible)
To know or not to know with Quadrant
Employee/Company Awareness & Knowledge Resource (KK, KDK, DKK, DKDK)
Strategic Gap: What firm is doing > What firm must do to complete
V ^
Knowledge Gap: What firm Knows > What Firms must know
Corporate knowledge asset - loss 70% of knowledge everytime employee leave.
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How to boost knowledge
Why Knowledge leak?
Forget, out-date, irrelevant, employee leave.
Knowledge Identifying Methods
(Individual > Continuous Experience)
Knowledge Mapping is a process by which organizational can identify and categorized knowledge asset
To identify Knowledge Domains
To identify Knowledge Experts (People)
Enterprise > Cross-Functional > Process Knowledge Map
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Example of Knowledge Map
A Framework for scoping the target phenomena of knowledge audits (Lambe, 2023) with 7 dimensions
The Learning-Knowledge Loop
Experience, Cognitive Process, Social Interaction and support (Learning) --> Knowledge --> Make Decisions [Create ideas, Solve Problems] --> Take Action [Feeling, Empowerment] --> High ot Low Performance depends on Input <--> Feedback
An accumulation of bricks is not a wall. Of information is not Knowledge
If you don't know how to use them, it will never be enough, doesn't not matter how many resources you have
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DIKW Pyramid + Intelligence
Collecting > Meaning > Learning > Applying
Experiential/Tacit (Capturing your Experience and that of your peers - Personalization) vs. Explicit (Capturing from document - Codification)
The Galaxy of Knowledge
Knowledge flow (Direct 70% vs indirect transfer 30%)
Plenary Discussion
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2. ?????????????
Same knowledge assets can be variety design with different situation.
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Workshop
Identification > Capture > Validation > Formatting
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Guest Speaker: Robin Van Kippersluis
. LUNCH
A Step-by-Step process for systematic capture of operational experience & lesson learned
Knowledge Asset - A digital document or collection of media containing complied, structured, and validated guidance on a specific question or challenge.
Expert: Somebody who has a prolonged or intense experience through practice in a particular field
Who identifies what is worth sharing
Expert him/herself
The person tasked with capturing relevant knowledge
Co-worker, managers, business partner and client
Capturing Criteria
Who captures (The expert, A Colleague, A Dedicated External Expert)
Capturing
Communication, Knowledge, and Technology
"The Palest ink os better than best memory"
20 minutes is good time when to capturing (Attention Span)
The Forgetting Curve
Planning towards a Knowledge Asset
Facts
1. Context and Challenge
2. Solution
3. Result
Interpretation
4. Lesson Learned
5. Recommendation
.
5W1H
Capturing Activity
- Interview
- Storytelling
- Observation
- Blog
- focus group
- How to guide
- Community of Practice (POC)
- Job Shadowing
???????? OKS Certificate Program 2024 [DAY 3]
Tuesday, May 29
MD, Human Resources Development Consultant Bangkok (Thailand)
LEARNING DESIGN
Technical Skill Side
Recap of Day 2
Six principles of learning design
Impacts and outcomes
Learning methods
Action forward
Designing Effective Learning Offering (Knowledge Dissemination)
Start with Group Workshop: Draw picture of "What successful learning" without any word and sharing
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Solar Cell ????????????????????????????????????????????????????????
???????????????????????????????????????????????????????????????????????? (Garbage in, Garbage out)
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Planning + Communication --> Precise Objective
6 Keys Principle of efficient learning
1. Starting with the end in mind
2. Motivation Drivers
3. Learning Styles
4. Challenges
5. Speed Repetition
6. Learning Define
领英推荐
5 Levels of Evaluation
1. Satisfaction
2. Skills
3. New behavior action
4. Business Impact
5. ROI
7 Impacts that related to Business Impact
1. Save time
2. Save Cost
3. Increase Output
4. Increase Quality
5. Increase Internal Climate
6. Increase External Climate
7. Numbers of Innovation
With 5W1H
12 is good numbers of Trainees.
. LUNCH
???????? OKS Certificate Program 2024 [DAY 4]
Thursday, May 30
??? Dr. Vincent
KNOWLEDGE EXCHANGE
Recap of Day 3
Anchoring a knowledge Exchange
Defining a knowledge Exchange
Designing a knowledge Exchange
Implementing the knowledge Exchange
Measuring and Reporting Results
Guest Speaker: Philip Karp
+ Overview of Knowledge Exchange Design Methodology
+ Case Study - Medellin Lab
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What is Knowledge Exchange?
Involves sharing of knowledge and experience within and across countries, regions or projects.
Why use Knowledge Exchange?
+ Learn from peer who have overcome similar challenge
+ Access practical knowledge and solution cost effectiveness
+ Share, Replicate, Scale up solutions
Proposed of Knowledge Exchange?
- Context of a Development Challenge
- Address major capacity constraints
- Targets Change Agents
- Focus on concrete outcomes/Results
Challenge
+ How to get (and measure) result from KE
+ How to systematically integrate
Book Recommendation: Art of Knowledge Exchange (Scale up, Replicate, Innovate, Adapt)
5 Steps Roadmap
1. Anchor
2. Define
3. Design & Develop
4. Implement
5. Measurement
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1. ANCHOR
to understand of broad objective and key obstruction that are constraint action or holding back change
What policy or institutional challenge are holding back change:
- Technical Skills
- Consensus
- Connections
- Implementation Know-how
2. DEFINE
- Measure results are best achieved if they are derived from cleary defined
- Understand role & characteristic of main stakeholders (Lead/Champion, Influencer, conveners, Actor)
- Identifying the most appropriate knowledge and/or solution provided
+ Determine instrument outcome
Unpacking the black box of result
(Input > Output > Outcome > Impact)
Intermediate Outcome
× New knowledge
× Enhance Skills
× Enhance Connectivity
× Improve Consensus
× New and Improved Action
3. DESIGN & DEVELOP
Selection of an appropriate blend and sequence of Knowledge Exchange's instruments & activities.
Instruments example:
÷ Expert visit
÷ Conference
÷ Twinning
÷ Study tour
Link between instruments & Intermediate outcome.
Blending & Sequencing of Instrument
Conference + Knowledge fair + Community of Practice (COP) = New Knowledge
Added up with Sequence activity planning, delivery, and Follow-up & Motivation
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Case study: Medellin Lab
14.41 minutes VDO and workshop
ANCHOR:
1.1 Identify the development goal
The development goal in Honduras was to promote development of indigenous communities while respecting thier social and cultural vision.
1.2 Define the institutional challenge(s)
Weak Environment for change
Inefficient policy instruments
Inefficient organizational arragement
1.3 Determine the change objective(s)
A change objective is the change your clients and stakeholders believe will best address the institutional challenge(s) they've identified.
. LUNCH
DEFINE:
2.1 Identify participant profiles
+ Who will lead?
+ Who will influence?
+ Who will Convene?
+ Who will Act?
2.2 Determine intermediate outcomes
× New Knowledge
× Enhanced Skill
× Improved Consensus
× Enhanced Connectivity
× New and improved actions
2.3 Identify the most appropriate knowledge providers
÷ Demonstrated success
÷ Relevant Experience
÷ Familiarity
÷ Resources
÷ Readiness
DESIGN & DEVELOP
3.1 Select the participants
3.2 Verify the objective and outcomes
3.3 Organize the design and delivery team
3.4 Assemble the knowledge exchange
IMPLEMENT
4.1 Guide the participants along their learning journey
4.2 Orchestrate engagement and build relationships
4.3 Document implementation and track result
MEASURE & REPORT RESULTS
5.1 Synthesize implementation data
5.2 Measure results
5.3 Report results
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Cruise Party Trip
???????? OKS Certificate Program 2024 [DAY 5]
Friday, May 31
??? Dr. Vincent and Bruno
KNOWLEDGE-BASED INNOVATION + KNOWLEDGE CLINIC
Recap of Day 4
From Knowledge creation to innovation
KM Model Canvas
Knowledge Clinic
Certificate Award Ceremony
Guest Speaker: Soha Radwan
Knowledge & Innovation Specialist Dubai Government (UAE)
If you want to make an apple pie from scratch, you must first create the universe.
Path dependence - explain how the set of decision one faces for any given circumstance is limited by the decision one has made the past.
Creativity is just Connecting thing - Steve Job
We can connect the dot that we collect
Mexican Loteria (Storytelling cards) Connecting the dot
Information --> Knowledge --> Creative
+Copy --> Transformation --> Combine
Serendipity
Find something without being for it
Process
Prepared mind --> Unexpected Event (Gen AI) --> Recognize Potential --> Seize the moment --> Amplify --> Evaluate
Knowledge is not an object.
Close vs Open Innovation.
KM is Management old knowledge (Exploitation) leads to
Innovation creating new knowledge (Exploration)
Get the water out of the glass, without touching the glass - more than method that you thought.
Innovation = Inspiration + Ideation + Incubation + Implementation
with 4 Types of Innovation (Finance, Process, Offering, Delivery)
KM Innovation Canvas (KIC)
Key KM Partners: Partners we rely onto make our KM Model work
Trigger Questions
× Who are our KM partners?
× Who are pur KM supplier?
× Which KM services do they fulfil for us?
× Which KM/KA do they perform for us?
× Which elements of our KM model do they deliveror support?
× Who are our internal partners?
× Who are our external partners?
× Why did we make the choices above?
× Reduce Risks?
× Access to special skills/competencies?
× Economies of scale
× Reduce cost?
× Improve reach?
Key KM Activities
Most important actively to make the KM Model work.
Pattern
× Define KM Business Cafe
× KM Strategy/Roadmap
× Define & Manage KM Flow
× Design & Manage KM Approaches
× Develop KM Measures/Analytics
× Define & Manage KM Governance
× Define & Reward KM behaviors
× KM Change Management
× KM Solution Enactment (KM Architecture)
× Evolve KM Maturity
× Manage KM Segment/Partner Relationship
× Drive KM Value Realization
× Define KM Offers/Services
KM Key Resources
Most Important assets to make the KM model work
Trigger Questions
÷ Which KR do our KM services need?
÷ Which KR do our KM/KA need?
÷ Which KR do our KM channels & relationship need?
÷ Which physical resources?
÷ Which intellectual resources?
÷ Which financial resources?
÷ Which human resources?
KM Value Proposition
What we deliver & the value it provides.
KM Relationship
Types
KM Service Delivery
How we communicate, deliver KM services to customers.
KM Personas
Who are creating value for?
KM Value
Where does our funding come from and what value are we creating
KM Budget
Costs underpinning our KM model
. LUNCH
Knowledge Clinic
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OKS Certificate Program, a learning management course in Bangkok from May 27-31, 2024. Read more details at https://www.okscertificates.org
#OKS #IKISEA #bangkokuniversity #knowledgemanagement #Thailand #certificate #WorldBank #knowledgesharing #organizationallearning
KM is something you do, not something you buy - Gartner