1. KNOWLEDGE MANAGEMENT “If only we knew what we know” C O’Dell

2. Nelson/Smith/Rooney/Ellis Knowledge Management What? Why? How?

3. Nelson/Smith/Rooney/Ellis Knowledge Management - What? provides the competitive edge information and communication technology advances drivers and enablers

4. Nelson/Smith/Rooney/Ellis Knowledge Management - What? understanding, capturing and leveraging range of information, experiences, skills and abilities available to you as leaders assist to deliver your organisational objectives

5. Nelson/Smith/Rooney/Ellis Knowledge Management - Why? Silo Syndrome People Stakeholders Structures Mission

6. Nelson/Smith/Rooney/Ellis Knowledge Management - Why? Business Case- using your intangible assets Stakeholders Structures People Mission

7. Nelson/Smith/Rooney/Ellis Knowledge Management - Why? Surviving in a contestable environment –external policy debate and advise improve organisational productivity removing silos/barriers to communication –achieve core business objective across the organisation

8. Nelson/Smith/Rooney/Ellis Knowledge Management - How? The APS has at its fingertips the tools and knowledge to provide a whole of government approach

9. Nelson/Smith/Rooney/Ellis Knowledge Management- How? Commitment at the top Start small Market success

10. Nelson/Smith/Rooney/Ellis Knowledge Management- How? Leader’s commitment latitude small risk/big gain opportunity, support and environment Core business

11. Nelson/Smith/Rooney/Ellis Knowledge Management- How? Pilot Project critical to core business with clear boundaries an issue not an area pick your people consultants

12. Nelson/Smith/Rooney/Ellis Knowledge Management- How? Market success use pilot project –debriefing –storytelling use those affected formal evaluation

13. Nelson/Smith/Rooney/Ellis Knowledge Infrastructure people- capabilities technical- process operational- measures and rewards encourage flexible knowledge teams

14. Nelson/Smith/Rooney/Ellis People- capabilities

15. Nelson/Smith/Rooney/Ellis People- capabilities identified in Leadership Capabilities Framework harnesses information and opportunities marshals professional expertise nurtures internal and external relationships builds organisational capability and responsiveness

16. Nelson/Smith/Rooney/Ellis Technical- processes

17. Nelson/Smith/Rooney/Ellis Technical- processes IT is the tool not the answer investment in technology should be small but catalytic KM is 1/3 technology- 2/3 change management (EDS) right technology at the right time (Coleman)

18. Nelson/Smith/Rooney/Ellis Operational- rewards and measures Rewards Measures

19. Nelson/Smith/Rooney/Ellis Operational- rewards and measures rewards –need to shift from individual to team develop meaningful productivity/performance measures –what isn’t measured isn’t managed

20. Nelson/Smith/Rooney/Ellis Rewards rewards can be small and occasional –symbolic and backed with sanctions Based on getting information into the system Based on getting people to share information

21. Nelson/Smith/Rooney/Ellis Rewards for knowledge sharing Development opportunities –participation in taskforces –High level mentoring/shadowing scheme –professional recognition- Secretary medals etc Remuneration/ Higher Duties/ Promotion Social events/happy hours International/domestic trips –attendance at conferences

22. Nelson/Smith/Rooney/Ellis Measures Four categories of core intellectual capital measures –Human capital –Innovation capital –Process capital –Customer capital Van Buren

23. Nelson/Smith/Rooney/Ellis Measures Human capital –Ability to attract and retain talented people Innovation Capital –%age of workforce involved in innovation Process Capital –Processes documented and mapped Customer Capital –client satisfaction

24. Nelson/Smith/Rooney/Ellis Not a quick fix not a quick fix cultural change vested interests make sure you have a big win

25. Nelson/Smith/Rooney/Ellis Conclusion ‘The only thing that gives an organisation a competitive edge- the only thing that is sustainable- is what it knows; how it uses what it knows; and how fast it can know something now’ Prusak