1. Organizational Knowledge Management and Learning Overview and Opportunities

2. Agenda Evolution of Organizational KM&L (Knowledge Management and Learning) Role of Organizational KM&L Current State of KM&L – Trends, Drivers, Enablers, Issues and Challenges KM&L Strategies KM&L Service Opportunities

3. Evolution of Organizational KM&L 1880 - Agricultural to Industrial – Training through apprenticeship, senior workers – Scientific Management 1910 - Mass Production Era – Increasingly formal production efficiency training 1940 - Rise of Bureaucracy – Training and Education for Formal Management – Organization is a social structure 1960 – Social Revolution – Learning is Individual 1980 – Information age – Lifelong Learning 1990 – Internet changes behaviour – Innovation 2000 – Social Media… – Natural Learning

4. Mechanical Complex

5. Evolution of KM&L From Training to Learning From Training to Learning A learning organization is not about 'more training'. While training does help develop certain types of skill, a learning organisation involves the development of higher levels of knowledge and skill. We have developed a 4-level model: Level 1.- Learning facts, knowledge, processes and procedures. Applies to known situations where changes are minor. Level 2.- Learning new job skills that are transferable to other situations. Applies to new situations where existing responses need to be changed. Bringing in outside expertise is a useful tool here. Level 3 - Learning to adapt. Applies to more dynamic situations where the solutions need developing. Experimentation, and deriving lessons from success and failure is the mode of learning here. Level 4 - Learning to learn. Is about innovation and creativity; designing the future rather than merely adapting to it. This is where assumptions are challenged and knowledge is reframed. Furthermore this model (or adaptation of it) can be applied at three levels - to the learning of individuals, of teams and of organisations. Organizations that achieve learning to Level 4 will "reinvent not just their organization but their industry" (Hamel and Prahaled in Competing for the Future)Competing for the Future

6. Role of Organizational KM&L

7. Current State of KM&L Trends, Drivers, Enablers, Issues and Challenges

8. Learning and Knowledge Management

9. Critical Thinking - Jarche

10. PKM in a Nutshell Harold Jarache

11. PKM PKM in a nutshell Posted on March 22nd, 2010by Harold Jarche Personal Knowledge Management: A way to deal with ever-increasing digital information. Requires an open attitude to learning and finding new things (I Seek). Develops processes of filing, classifying and annotating for later retrieval. Uses open systems that enable sharing. Aids in observing, thinking and using information & knowledge (I Sense). Helps to share ideas with others (We Share). “You know you’re in a community of practice when your practice changes” (We Use). PKM prepares the mind to be open to new ideas (enhanced serendipity). PKM is related to Personal Learning Environments and Personal Learning Networks. They are different ways of addressing similar issues:Personal Learning EnvironmentsPersonal Learning Networks

12. Formal Vs Informal Learning

13. Formal vs Informal

15. Jay Cross View Formal Learning Training Formal education Publications The Spending/Outcomes Paradox SpendingLearning Informal Learning Day-to-day, on-job Co-workers Mentors & coaches

16. Jay Cross View

17. The True cost of Learning? Jay Cross View US Dept of Lab, Know Jump

18. KM&L Strategies One week workshop Selling at $5M/yr E-learning Sales Training Before Sales Training After Case study Selling at $5M/yr Coaching 6 months

21. Social Learning Strategy Model 21 Formal Training (Blended) Informal Learning (Promote) Continuous Learning (Tools) Learning Needs New Refresher Refine Just-in-time Skill Requirements Networking Search & Find Critical Thinking Analytical Skills Creative Thinking Project Launch Your learning journey……

22. KM&L Service Opportunities Development of specific KM&L Plans: – KM&L Audit and Analytics: What are driving team acquisition of information and learning? How are workers acquiring information? (tools, sources, etc) How do they process information into knowledge? Commonality/diversity of individual research and learning Quality and consistency of tools, sources, etc Recommendations on ways to improve efficiency of group information acquisition, knowledge management and learning – Stand alone plans for current operations – Part of broader change initiative, project, etc

23. How Smart Workers use Social media to learn

24. Learning - Services Formal (Blended ) Training Informal LearningContinuous Learning  Blended Learning Strategy Development