Corporate Amnesia Discipline and Knowledge Management A presentation

Corporate Amnesia, Discipline, and Knowledge Management A presentation to the KM Singapore 2006 Conference. Graham Durant-Law BSc, MHA, MKM, Grad Dip Def, Grad Dip Mngt, Grad Cert Hlth Fin, psc. The University of Canberra and Holis. Tech® Pty Ltd, Australia Copyright © Graham Durant-Law 2006

Outline of Presentation • • • Some Background The Problem - Corporate Amnesia The Knowledge Management Journey The Major Lesson – Discipline! Some Conclusions Questions Copyright © Graham Durant-Law 2006 2

Some Background Copyright © Graham Durant-Law 2006

Mission and Scope About 200 Major Projects Government Approval >$20 m Managed About 200 Major Projects AUD$50 bn worth of projects in pipeline. >$20 m Monitored Requirements Acquisition In-Service Disposal 100+ Minor Projects <$20 m Managed and Monitored Copyright © Graham Durant-Law 2006 4

The Business Process -5 -4 Copyright © Graham Durant-Law 2006 -3 -2 -1 0 5

Organisation 300 staff, 80% military, and mainly males Copyright © Graham Durant-Law 2006 6

The Problem: Corporate Amnesia ‘An immense and ever-increasing wealth of knowledge is scattered around the world today; knowledge that would probably suffice to solve all the mighty difficulties of our age, but it is dispersed and unorganised. We need a sort of mental clearing house for the mind: a depot where knowledge and ideas are received, sorted, summarized, digested, clarified and compared. ’ H. G. Wells, Novelist, 1938 Copyright © Graham Durant-Law 2006

Corporate Amnesia Results from Capability Systems Division Survey 2003, N=191, n = 106 More than 45% have spent less than 12 months in their job. Copyright © Graham Durant-Law 2006 8

The Knowledge Management Journey ‘The science of knowledge management is not mature. It is exceedingly difficult, not technically, but with respect to achieving desired organisational goals. The phrase “not rocket science” has been frequently used in relation to TARDIS, meaning that the approach being taken is not technically difficult. However, we believe that solving the larger management problem is another matter. It is much harder than rocket science’. Goodburn & Webb, Defence Scientists, 2004. Copyright © Graham Durant-Law 2006

Where They Began Performance Projects Capabilities Schedule • • Information management approach • No new software • Copyright © Graham Durant-Law 2006 Cost No coding beyond application CDE staff to manage 10

Where They Are Now Results from Capability Development Executive Survey 2006, N=291, n = 114 Copyright © Graham Durant-Law 2006 11

The Major Lesson: Discipline! ‘Very much and very stupid comment has been made upon the discipline of the Australian soldier. That was because the very conception and purpose of discipline have been misunderstood. It is, after all, only a means to an end, and that end is the power to secure co-ordinated action among a large number of individuals for the achievement of a definite purpose. It does not mean lip service, nor obsequious homage to superiors, nor servile observance of forms and customs, nor a suppression of individuality. ’ Lieutenant General Sir John Monash, 1918 Copyright © Graham Durant-Law 2006

Types of Discipline • • • People Culture Process Technology Content Corporal Copyright © Graham Durant-Law 2006 13

Some Conclusions ‘Knowledge management is an ongoing, evolutionary process. Once it’s part of your business model, it will always be part of your business model. ’ David Keller, Marketing Vice President Zoneworx Inc. , 2003 Copyright © Graham Durant-Law 2006

The Lessons • • Knowledge management is about people Knowledge management is process It is a change management journey Begin the journey from a firm base and work with what you have Take one step at a time and always have a foot on the ground Don’t expect instant results – it takes time Discipline is required at every step! The journey never ends! Copyright © Graham Durant-Law 2006 15

Questions ‘The real questions refuse to be placated… They are the questions asked most frequently and answered most inadequately, the ones that reveal their true natures slowly, reluctantly, most often against your will’. Ingrid Bengis, Author, 1973 Copyright © Graham Durant-Law 2006