Knowledge Continuity & Retention

Dr. Moria LevyCEO, ROM Knowledgeware

. .www kmrom com

Avi KedemCKO, IAI- Israeli Aircraft Industrieswww.iai.co.il

Methodology

The IAI Way

Summary

To Be Discussed

The Need

3

The Need

4

Why Is Knowledge Continuity an Issue?

The “Baby Boom” An era of knowledge

"there is nothing new under the sun"

Ecclesiastes Chapter 1,9

5

There is a Need!!!

Houston we have a problem

6

It is Not That Trivial (I)

The knowledge in one’s brain is ENDLESS

7

It is Not That Trivial (II)

Managers are too busy with today’s tasks

8

It is Not That Trivial (III)

In order to be used, the knowledge has to be readable and accessible

9

The Methodology

10

Redefining the Mission

Minimizing organizational business loss

11

Methodology

Preliminary stageDeciding: who's knowledge to preserve

1Scope Definition

2Knowledge Transfer

3Integration

( )

Published in Journal of Knowledge Management, Vol 15. No. 4, 2011

12

Deciding Who's Knowledge to Preserve 0

TIP: do not put too much energy into this stage (~5%)

13

Scope: what should be preserved?

TIP I: be empathic working with the retireeTIP II: prioritize. Ask- “SO WHAT?”

1

14

Knowledge Transfer

TIP I: structure the process

TIP II: structure the results (templates; structured wiki)

2

15

Integration into Organizational Environment

TIP: regard as most critical step

3

!

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Methodology

Preliminary stageDeciding: who's knowledge to preserve

1Scope Definition

2Knowledge Transfer

3Integration

( )

One more TIP: adjust to organizational characteristics

17

The IAI Way

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Methodology in IAI

Mapping processes and subjects Prioritizing according to criticality

and complexity

Documenting Packaging

Designing user friendly interface Building a performance support

knowledge-base

Embedding the knowledge into the organization’s processes

Reuse of the retained knowledge

Scope Definition - Mapping

Integration

Knowledge-base Creation

Knowledge Capturing & Packaging

Mapping & Prioritization

1919

Scope Definition - Mapping

Integration

Knowledge-base Creation

Knowledge Capturing & Packaging

20

Capturing & PackagingScope Definition -

Mapping

Integration

Knowledge-base Creation

Knowledge Capturing & Packaging

21

Designing & Building

Scope Definition - Mapping

Integration

Knowledge-base Creation

Knowledge Capturing & Packaging

22

The retiring expert

The future expert

The process coordinator

KM consultant

Website developer

Who Is Involved?

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Duration: 4-6 month (net)

The expert, future expert: 6-10 hours a week each

Time Investment

24

Summary

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Why is Knowledge Continuity an issue? In the US and Canada 20% of the total work force will leave this decade

Minimizing organizational business loss: the estimated loss of expert’s knowledge $100,000

Are experts willing to share their knowledge? 70% Yes - anytime 20% Yes - a year plus before retirement 10% No

Personal Insights (l)

26

Essential prerequisites for success of knowledge retention The experts: willingness to share their knowledge The future expert / team: willingness and desire to learn and share Manager: involvement in the process and support

(Managers are too busy with today’s tasks)

Adjust the methodology implementation to organizational characteristics

Personal Insights (ll)

Existing team of experts

Objective: sharing explicit knowledge in an existing team of experts

Process: very similar to the one used for retiring expert

Mapping: processes & subjects related to team’s know-how

Knowledge Capturing: related to several experts

Emphasis: introducing a culture of constant sharing of explicit and tacit knowledge

Knowledge Continuity

27

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Discussion

Thank You

Knowledge Continuity & Retention

Speakers:Dr. Moria LevyCEO, ROM Knowledgeware

.moria@kmrom com

Avi KedemCKO, IAI- Israeli Aircraft Industriesakedem@gmail.com