Copyright © Graham Durant-Law 2006 Corporate Amnesia, Discipline, and Knowledge Management A...

Copyright © Graham Durant-Law 2006

Corporate Amnesia, Discipline, and Knowledge Management

A presentation to theKM Singapore 2006 Conference.

Graham Durant-LawBSc, MHA, MKM, Grad Dip Def, Grad Dip Mngt, Grad Cert Hlth Fin, psc.

The University of Canberra and

HolisTech® Pty Ltd, Australia

Copyright © Graham Durant-Law 2006 2

Outline of Presentation

• Some Background• The Problem - Corporate Amnesia• The Knowledge Management Journey• The Major Lesson – Discipline!• Some Conclusions• Questions


Some Background


Mission and Scope

Requirements Acquisition In-Service Disposal

About 200 Major Projects

>$20m Managed About 200 Major Projects

>$20m Monitored

100+ Minor Projects

<$20m Managed and Monitored

Government Approval

AUD$50bn worth of projects in pipeline.


The Business Process

0- 5 - 4 - 3 - 2 - 1


Organisation300 staff, 80% military, and mainly males


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

http://en.wikipedia.org/wiki/Image:H_G_Wells_pre_1922.jpg


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.


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.


Where They Began

Performance

ScheduleCost

CapabilitiesCapabilities

ProjectsProjects

• Information management approach• No new software

• No coding beyond application• CDE staff to manage


Where They Are Now

Results from Capability Development Executive Survey

2006, N=291, n = 114


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


Types of Discipline

• People• Culture • Process • Technology• Content• Corporal


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


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!


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 Corporate Amnesia, Discipline, and Knowledge Management A...

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