Success Factors and Steps in Implementing a KM Program

Training in Knowledge Management

Department of Trade and Industry

5 - 8 May 2014

Outine

1. A leading KM practitioner in the Philippines: Department of Health

2. 22 KM case studies across 9 APO Member Countries

3. 21 KM case studies in the Philippines + combined with 2 above

Department of Health

Success Factors in Implementing KM (Department of Health)

1. Executive Sponsorshipa) Support from the Secretaryb) Support from the Executive Committeec) Support of Bureau Directors

2. Internal KM Championsa) Early championsb) KM training of DOH KM Teamc) Formalization of the DOH KM Team

3. Learning KM by doing KMa) KM Team formulates KM strategy/programb) KM Team produces web-based KM toolkits

1a. Top Executive Support

Secretary

Duque

1b. Broader Executive SponsorshipAfter Briefing of Executive Committee

1c. Getting Bureau Directors’ Buy-In

2a. Early Presence of KM Champions

Nitz

Charity

Aida

• FAQ or Frequently Asked Questions on KM:– Simple definition of concepts– Clarification of issues often met– Establish a common language among the KM Team– Helps KM Team members field questions or explain

KM to others

• “Elevator speech”: a short or 30-seconds speech explaining what KM is and its benefits

• Not just lectures but also experiential exercises, polls among participants, practice of a process

• Create an e-group (still alive after end of project)– Group communication– Common files area members can download and

read– Venue for Q&A

• KM@DOH webpage in DOH portal

2b. Set Up and Nurturean Internal KM Team

3. Formalize the KM Team

• Defining my role in the KM Team

4. Aligning Personal with Org GoalsDuring KM Framework Formulation Workshop

Energy!

• Peter and Paul

• My talents and passions Energy!

• My peak work experience

at DOH

• “Learning by doing” by the KM Team; consultants are only guides or mentors

• KM toolkits must generate benefits for the DOH knowledge worker (save time, increase productivity etc.) and for DOH’s external clients (save time, greater convenience, less hassle etc.)

• Measure impacts of KM toolkits

• Toolkits are all web-based

• Toolkits: “White Pages” (internal expertise locator), Requirements and FAQ (for applicants of permits, etc.), experimental wiki (for collaborative authoring or consultations), computerization of a business process (processes followed by new employees)

• Replication-oriented documentation for the benefit of other Asia-Pacific health departments/ministries which may want to copy

5. Learning KM Togetherby KM Doing Together

Web-based DOH

WIKI

Documentation of

a business

process

Web-based FAQ

22 Practitioners of Good KMin 9 APO Member Countries

Asian Productivity Organization: Motivating for KM

• Rewards and recognition: Knowledge Dollar (K$), Joint President’s and CEO’s KM Award at Airtel, India; Learning Award for knowledge transfer and Enterprise Award for intrapreneurship at Unilever Indonesia; 10 different awards at Wika, Indonesia

• Measurable returns from KM initiatives at Infosys, India; positive feedback on outputs/benefits of KM at Goldsun, Vietnam

• Mix of informal and formal communication modes to get employee and customer buy-in at Qian Hu, Singapore

• Physical spaces for interactions at SCG Paper, Thailand; redesigning library furniture and interior at Bank Negara Malaysia

Asian Productivity Organization: Motivating for KM

• A caring leadership is important in promoting a motivational organizational culture at JTC Corporation (Singapore). A survey of KM success factors revealed that senior management commitment ranked highest in Thailand and second in Malaysia.

• Employees are motivated when they learn, receive training or get support for their professional growth. CAPCO (Taiwan) set up a Multimedia Cyber College and included on-line training and certification as part of its employee evaluation and promotion processes.

• SAIT’s “Praise Ground” is a notable venue in the company intranet for peer-to-peer public compliments of exemplary KM behavior

Asian Productivity Organization: Motivating for KM

• The honor of being a coach/mentor or an acknowledged expert or knowledge champion is good for motivation and getting “buy-in” at SCG Paper (Thailand) and Airtel (India). Wika and Bank Indonesia created the title of “begawan” or sage for mentors.

• A workshop process for optimizing overlap between personal and organizational goals was tried among the KM Team of the Department of Health, Philippines

• Face-to-face interaction, socialization and learning in communities of practice (CoP) was found effective Unilever Indonesia, SCG Paper and Siriraj Hospital in Thailand, and SAIT in Korea. To sustain employee interest in KM, Bank Negara Malaysia uses study visits or attachments, benchmarking projects and cross-functional teams.

+21 KM case studies from the Philippines

22 case studies• 13 private corporations• 6 government agencies

• 3 NGOsin 9 Asian countries

•21 case studies• 9 NGOs

• 7 government agencies• 5 development institutions

in the Philippines

SUCCESS FACTORS IN KM: “ORGANIZATIONAL ENERGY” Executive sponsorship Informal KM champion or formal KM position Motivating knowledge workers KM team which formulates KM strategy/program KM is linked to “high-gain"/"high-pain” points in the organization Training and internal communication on KM Internal budgetary commitment to KM

Thank you