“Anytime, anywhere, any device”: Working smarter in a knowledge world

Last week was fun. A couple of enjoyable dinners, an interesting day at the BSI KM Standards Committee helping to shape the UK’s response to the latest draft of the  emerging ISO KM Standards and a thought provoking day at Quora Consulting’s flagship Smartworking Summit. I will focus on the latter as it impacts the former.

Why are you here?

As I said in answer to that direct question posed to me by one of the speakers during his address:

Because John invited me for which I thank him.  I am also here as the discipline I focus much of my time on (Knowledge Management) relies heavily on the right environment to facilitate the sharing of knowledge. Also as a member of the BSI KM Standards Committee which is looking at ISO standards for KM I am keen to seen something in there that reflects the move towards smarter working.

I coud have added that, following the lead of Professor Clive Holtham and Victoria Ward, I have been banging on for a long while about the importance to Knowledge Management of an effective physical environment, it’s one of the indicators I look for when performing a Knowledge Audit or Assessment at any organisation.

The event:

The very well attended senior level event (of the near 200, 75% were C-Suite Directors) was held near St Paul’s and had as it’s focus in the morning “unlocking the full potential of women at work”.

quora-summit-pmThe afternoon comprised a series of breakout sessions. I went for the “Creating productive workplaces” session facilitated by John Blackwell, Quora’s founder and CEO.

As an aside it was nice to see Euan Semple again who was cofacilitating a round table session that draws on an interesting piece of work he is doing and was entitled “Building Bridges, dismantling siloes”.

Interesting fact of the day from Wednesday’s Smartworking Summit – collectively, the registered delegates interact with over 80 million employees on a daily basis – impressive!

Smartworking in context:

Statistics released by the Department of Work and Pensions and The Office of National Statistics are terrifying for the future of the UK economy which has already seen productivity fall by 17% over the last 10 years. These stuck out:

  • The UK will need to fill 13.5 million job vacancies in the next ten years but only 7 million people will be leaving schools and universities during that same period. And further, 70% of those graduates will be female.

The Summit’s premise was:

“…there are only two realistic ways of plugging this 6.5 million job vacancy shortfall – encourage people to remain in work beyond the conventional retirement age and crucially, attract far more women into the workplace.”

The morning speakers drawn from some of the UK’s largest employers shared their stories.

I liked:

  • The ‘Come Back’ returnee programme for a 12 week period which helps Mums rejoin the organsation after pregnancy leave.
  • The carers work programme wherein flexible working hours (often in chunks of 30-60 minutes) are offered to remote workers who look after those incapable of doing so themselves.
  • The bottom up shadowing programme wherein senior staff are mentored by young employess on the use of Social Media.
  • Anytime, anywhere, any device. The strapline of a programme at a financial services firm who are faciliting a blend of working practices and estimate that 40% of their work will be done flexibly.
  • That Cabinet Office and BSI recently launched a Smart Working Code of Practice.  PAS 3000 gives recommendations for establishing good practice for the implementation of Smart Working, against which organizations can be benchmarked. It covers changes to working practices, culture, working environments and associated technology.
  • The following quotes:

On expecting staff to focus for 8 hours a day: “You can’t leave your life at the door”

On the imposition of a dress code for the office: “How about we trust you to do the right thing?  If you look in the mirror and ask whether you can get away with wearing this it’s probably wrong”

On the need to change mindsets: “What the boss does gets copied”; “It’s great to talk, its better to listen”; and “Climbing the greasy pole to reach the corner office”.

I was surprised by:

The results of Quora’s recent survey.  Here’s what they said:

We have just released our latest research publication titled “Creating today’s workplaces for tomorrow’s talent”. This study engaged with just short of 3,000 people to explore the correlations between productivity, employee engagement and retention, and amongst its stunning findings are;

  • In 1990, 10% of the workforce was over 55.  By 2010 that had risen to 26% and, by 2030 the proportion of workforce over 55 will exceed 50%,
  • Just 21% stated that the impact of changes at their organisation are tracked and measured.
  • Only 33% regard their workplace as optimised for productivity,
  • Less than half trusted their manager to do the ‘right thing’ by them,
  • 66% stated the main reason for leaving their job was because they ‘found their managers dull and boring’.

Among the conclusions are that workplace design needs considerable fresh scrutiny into the productivity impacts of light intensity and spectrum, daylight, sound amplitude and direction, air quality, air temperature, odour, and occupant location and activity, and provision of quiet space.

Lastly, given that the brain takes 30% of all energy input into the body, the provision of nutrition needs a complete rethink.   Considerable attention needs to be given to eating frequent, portion controlled small meals focused on nutritional value.

I am concerned about:

  • The rate of commercial redevelopment that is taking place in London. If the workplace of the future is so uncertain and large organisations are consolidating their sites, making workspace more collaborative and shared, who is going to occupy the offices being developed now?
  • The scarcity of skilled British workers to fill the impending void at a time when the authorities seem to be making it harder for overseas workers to come to the UK.
  • A survey that found only 1:5 believed their leaders would do the right thing.

I took away:

  • The notion that the future cv will evolve from being a list of employers to a list of interesting projects and that 75% of new graduates today are predicted to leave within 2 years due to dull management and an unproductive environment.
  • The revelation that we now have 4 generations working at the same time so personalisation of approach is really important. Generation Rent employees have vastly different value sets from the Baby Boomer employees.
  • The suggestion that the leaders of the future will be Influencers with a focus on outcomes and that some organisations are using Social Network Analysis to identify who they might be.
  • The need to manage nutrition as well as the physical and virtual environment of the workforce. Better nutrition and conditioning = better performance in physical activity so why not in the workplace?the-edge
  • A desire to visit The Edge the greenest most efficient ‘smart’ building in the world when I am in Amsterdam in January. The Edge has proved a big attraction to prospective employees of the building’s tenants who include Deloitte’s.
  • The importance of effective knowledge capture and retention to ensure that, whatever technique is used, knowledge from skilled elders gets passed on.

And finally:

Fast forward two days and I am at Chiswick for the BSI Meeting.  The first person I meet is someone I heard speak a few years back in Amsterdam at SocialNow.

Dana Leeson is a Digital Workplace Architect at BSI helping to transform bsi-spacetheir working practices and environment.  One metric they are using: reduce occupancy levels (from 100% usage of the office by their staff to the mid 70’s).

Theirs reflects similar initiatives across UK government who are reducing the number of buildings they occupy and introducing co-working hubs for many departments.

 

 

A case for raising ISO standards: an emerging KM driver

bir-sept-16The following article was published in Business Information Review Magazine.Summary

This article seeks to raise awareness of the moves by the International Standards Organisation (ISO) to establish a set of Knowledge Management Standards. In it the author Paul J Corney will suggest that the adoption of such standards has the potential to become a game changer for Knowledge Management professionals providing a clear rationale for future KM Programs.

A case for raising standards: home and away.

Summer has finally appeared and visitors to London can be heard bemoaning the lack of air conditioning that is commonplace in their societies where 25c is the norm rather than the exception.

The political climate too has been hot enough the past month with the Brexit vote, the flurry of resignations that accompanied it and a slew of economic forecasters downgrading short-term UK growth predictions.

The brave new dawn promised by the Vote Leave campaign is predicated on striking bilateral trade deals quickly!

Yet as anyone involved with cross border negotiations will tell you, they take time to reach consensus.

I have previous (or current). I am a member of the British Standards Institute (BSI) committee providing input to the International Standards Organisation (ISO) working party responsible for drafting.

Invited to join the ‘great and the good’ of the UK KM world a year ago, I accepted as I’d seen in assignments and tender requests how important this was becoming. But I wasn’t convinced the process would be a speedy one since the ‘call to action’ from the Israeli Standards body who were behind the proposal for a set of international KM standards was already a couple of years old.

This is how the US standards body alerted its members in 2013:

The Standards Institution of Israel (SII), Israel’s member body to the International Organization for Standardization (ISO), has submitted a proposal for a new international standard focusing on requirements for knowledge management systems.

As the U.S. member body to ISO, the American National Standards Institute (ANSI) invites all interested stakeholders to submit comments on the proposal by Friday, February 14, 2014.

The proposed International Standard would set down requirements for organizational knowledge management systems, including the creation and maintenance of such systems, the nurturing of a knowledge management culture, measurement of organizations’ knowledge, and approaches to sharing knowledge management solutions.

The standard would cover businesses, nonprofits, government organizations, and other groups of any size and in any field.

An emerging KM driver?

Is this the game changer for KM that some are predicting? Potentially and here’s why.

I am co-authoring a book. ‘Navigating the Minefield: A Practical KM Companion’ will draw on KM programs of leading firms and practitioners. My co-author Patricia Eng was previously Head of KM for the US Nuclear Regulatory Authority so knows a thing or two about making sure lessons are fed back into processes. As part of our research we asked a wide range of practitioners were the impetus for their program had come from.

A couple spoke about compliance audits being the driver a few mentioned improving productivity but the vast majority said they were addressing a business issue or risk. None pointed to adherence to a quality standard.

So in the Keynote Speeches I have been delivering this year I have been suggesting that increasingly there will be four key drivers for KM programmes:

  • Strategic / Visionary
  • Risk
  • Process Efficiency
  • Compliance with Quality Standards

The ISO standard will provide impetus to practitioner requests for KM resource. The C-Suite understands Risk and Compliance so the door is already ajar!

‘In Search of Excellence’

Followers of Tom Peters will recall this seminal work from 1982 described in Forbes Magazine as “An essential book for founders and CEO’s”.

In an excellent review of the tome published by Forbes in 2014 Scott Allison notes:

Before company culture became a well discussed topic, Tom Peters and Bob Waterman urged readers that perhaps the single key piece of advice from their findings was “figure out your value system: what your company stands for. What gives people pride?”

And it describes how excellent companies have family-like atmospheres, make a point about being transparent with and sharing information widely, and insist upon informality in communications between workers.

There’s also more open doors and open spaces instead of corner offices and cubicles.

Why this reference? Well the UAE Federal Government as well as the Dubai Government has laid out a set of excellence programmes aimed at raising the levels of service provided by their government departments.

If you visit the offices of the Knowledge & Human Development Authority in Dubai for example (they are responsible for the quality and growth of private education) you will discover that they have made extensive use of open spaces and informality. It works for them and has improved service.

Broadly aligned with those in EFQM’s Excellence Model Dubai & UAE Federal Government have added specific clauses that make reference to the delivery of Knowledge Management especially Knowledge Transfer and Learning Lessons.

As a result government entities in Dubai face periodic reviews to assess the efficacy of their KM operations. Assessors are sharpening ‘green pens’* and setting out inspection timetables as I write this.

Recognition of superior KM performance by the Dubai Government Excellence Programme is highly sought after. Failing to meet the minimum quality criteria is not!

The certification conundrum

While adherence to UAE Quality Standards is mandatory the same does not apply with ISO or EFQM.

It will be the decision of the user as to whether they wish to be certified against it – it is not a requirement.

And yet if you are a manufacturer of locomotives for example you will need the IRIS Kite mark in order to sell your engines or rolling stock. To get / maintain that Kite mark requires certification and assessment. KM is included in their standards so implicitly the manufacturer needs to be able to demonstrate that they ‘do’ KM.

And finally

Gazing into my crystal ball I am prepared to speculate that others will follow Dubai / UAE’s lead and that ISO KM Standards when released circa 2017/2018 will have an impact on KM programs. KM’ers it’s a good time to start flagging this as a potential issue!

*The pen colour of choice for auditors in the financial services sector.

References

http://www.forbes.com/sites/scottallison/2014/01/27/an-essential-book-for-founders-and-ceos-in-search-of-excellence/#23f82b152062

http://www.khda.gov.ae/en/

International Organization for Standardization

CILIP’s KM quandary in Brighton

This was my first Chartered Institute of Library & Information Professionals (CILIP) annual conference though I’d previously chaired events for them on outsourcing and participated in discussions on CILIP’s future direction.  Vice Chair Karen McFarlane, a fellow BSI KM Standards Committee member asked me to speak to the Managing Information stream which for the 3rd consecutive year featured ‘leading KIM practitioners and commentators’. After speeches and masterclasses in 2016 in Amsterdam, Lisbon and London, Brighton was a nice and close change.

My first impressions on arriving at The Dome Brighton were: the size (600+ delegates); the slickness of the organisation (including the ‘hydration’ areas); and the lack of people (I counted less than 10%) with Knowledge in their title among the delegates. Cilip speechI wondered how many might turn up to mine and Andy Bent’s session in The Courtroom.

In the event the session chaired by Sandra Ward was full (I counted 100) with some familiar faces in the audience including Sian Tyrrell who, despite not having ‘knowledge’ in her title, is doing great KIM work at Royal Horticultural Society.

My last bog post Future role of the Knowledge Manager: The Knowledgeur? described what my 30 minute address would cover so I won’t dwell on that here.

poor communication = poor knowledge sharing

Following me was Andy Bent, Bolton Metropolitan Borough Council, who sparked a lot of interest with his case study of an unnamed organisation who’d fallen foul of Ofsted and received a damming report which included censure about how they shared knowledge and information in the back office and how that translated to poor decision making at board level.

Inevitably the remedy included better communication and engagement and greater ownership of the issue at board level by the appointment of an officer to ensure changes are made.

Screenshot 2016-07-19 10.57.26

Perhaps the most important observations Andy made were contained in this slide:

It made me recall the time when I was the Chairman of a business and gave my CEO explicit instructions to introduce a “no surprises’ regime. Each week I asked her to let me have a list of the key issues from the week and how they were resolved. If any were outstanding they became issues for board discussion.

Knowledge Management is dependent on good communication and engaged people. Andy’s presentation was a good reminder of how by getting it right you can turn bad news into good. The organisation in question subsequently got a great Ofsted report.

KM in a library & information environment

Does KM and KM’ers sit comfortably within CILIP? If so how is that recognised across the membership and in its charter? Is it a broad enough church to accommodate, Librarianship, Information Management and Knowledge Management or is it a case of oil and water?

Obviously the CILIP team think it all voices can be heard. The opening paragraph of the leaflet I was given before I presented said:

CILIP is committed to embracing KIM (Knowledge and Information Management) fully within its work. It is part of our challenging Action Plan 2016-2020, recently agreed following a major consultation exercise with CILIP members and other stakeholders.

And CILIP has just launched a new KIM Special Interest Group starting in 2017.

Is there a natural synergy? I can think of a number of very good KM professionals such as Sian who have a Library & Information grounding.  Indeed KM is very much dependent on good curation of knowledge assets and the maintenance of effective knowledge bases.

I struggle though to make the leap from Public Librarian, those that work in institutions that seem to be under permanent threat of closure and who are often a great community hub, to that of a Knowledge Manager (let alone that of a Chief Knowledge Officer) who is often solving a burning business issue or mitigating a business risk.

Certainly there is a difference in perception and financial reward.  Last year a prominent law firm made 2 C-Suite appointments noting:

The roles of Chief Knowledge Officer and Chief Information Officer are increasingly important to a global law firm’s success.

A quick glance at salary scales reveal that a Director of Knowledge Management will be remunerated in excess of £100k. A more junior Knowledge Management Officer is likely to be paid £60k+ and be expected to perform these tasks:

  • The Knowledge Management Officer is responsible for capturing, developing, sharing, and effectively using organisational knowledge. This role is fundamental to continuous improvement in sales excellence and bidding in order to drive an increase in the bidding success rate across …..
  • By storing and sharing information effectively (e.g. case studies, exemplar responses, previously developed value propositions) and through the production of best practice processes, templates, how to guides and checklists, the Knowledge Management Officer will help … to win work more efficiently by enabling those involved in bidding opportunities small or large to harness the experience of others.

Few of the KM jobs specify a requirement for academic qualifications in Knowledge Management but most Library roles ask for MSc in Library & Information Management and it is unlikely that the Head of Library & Information Services will be remunerated as handsomely as their KM counterparts.

Where the ‘rubber hits the road’, and the overlap between Libriaranship, Information Management and Knowledge Management is most obvious, is in the health sector. Interestingly there is a Chief Knowledge Officer of Public Health England whose remit is:

The Chief Knowledge Officer (CKO) is responsible for delivering an effective knowledge and intelligence service that covers research, statistics and know-how, to inform the practice of public health and public health improvement.

Knowledge for Healthcare can shape society, improve the wellbeing of people and save lives through the effective use of knowledge sharing which depends of the solid foundation that Library & Information Professionals bring. The use of checklists has transformed post operation mortality rates and F1 technology improved the monitoring of children’s recovery. Health informatics (and Open Data) are helping to improve global hygiene and reduce disease transmission.

accentuating the difference

The closing keynote from Lauren Smith took me by surprise.  Her tweet a good illustration of her key theme which was that Libraries (and Librarians) should be / are already political, providing a service for the good of the public.

Need to shift debate with stories and evidence to get public to see public libraries as institutions for social justice

Screenshot 2016-07-19 13.49.15

This tweet alongside from a delegate pretty much summed up what the audience heard.:

That is some way though from the mindset of the KM professional who (apart perhaps from Healthcare KM’ers) is focused on delivering business value to his / her organisation rather than providing a service for the good of mankind.

Therein lies the quandary and the challenge for peaceful and fruitful co-existence if CILIP”s future vision of being the natural Industry Body for Knowledge Management professionals as well as Librarians and Information Professionals is to be realised.

And finally

Contained in the ‘Surprises and Admiration’ Chapter of the forthcoming book I mentioned at the start we note:

… there is no recognized industry body promulgating KM setting universally agreed qualification or certification criteria that employers find acceptable for entry and advancement.

Instead global KM’ers are attracted to training programs run by private organizations in order to demonstrate knowledge through external certification. Experience is gained on the job and there have been few mentors or coaches to help a newbie KM’er take their first steps.

Engagement with the Government’s Knowledge and Information Management Group (GKIM) is to be welcomed as a first and critical step as I have long argued that Knowledge and Information Management are natural and synergistic bedfellows. Where better to start than with the Civil Service who have KIM as one of its Professions.

I wish CILIP well in their efforts to becoming the go to body for KIM’ers.

In a world of High Value Work the case for informed and empowered Knowledge Workers is becoming stronger

Whether Lisboa, London or Tehran the pace of change is gathering apace with increased pressure for improved performance, greater efficiency and reduced risk.

Over the last couple of months I have been working in all three of the above capitals. It has been a priviledge and an eye opener: Iran is eagerly awaiting ratification of the Geneva deal and Tehran is awash with foreign companies looking to position themselves post sanctions; in Lisboa they are feeling the effects of a ‘drawn’ election and in unchartered territory over the formation of a new government and whether to continue with a programme of austerity and; in London there is considerable angst about the impact of cheap Chinese steel on an already depressed commodity market and on local communities.

In each of these capitals the role and standing of the ‘Knowledge Worker‘ is different:

  • In Lisboa, many young innovative Knowledge Workers have felt the full force of the austerity programme and fled the country rather than face an uncertain future while the cadre of secure middle managers hang onto their jobs.
  • In London, consolidation (especially in the legal sector) is growing and the push to outsource a core part of the UK Government’s drive to reduce the role of the state. Further afield UK Manufacturing continues to be battered by cheaper cost centre imports with inevitable plant closures.
  • In Tehran, as they face an openiing up of their market place and an influx of of overseas competition, local knowledge is becoming much in demand and creating a sense of eager anticipation in a workforce that has traditionally sought overseas postings as a way of enhancing their knowledge and careers.

What are the implications? 

The role of the informed knowledge worker is going to become more critical and they will need to move up the value chain in order to do so!

If you have not already done so I’d encourage you to look at a recent blog post by Andrew Curry of the Futures Company. The Futures Company has been collaborating with the Association of Finnish Work for more than eighteen months on the idea of “High Value Work”. They define this as work that is productive (it creates new value); that is durable (it creates value over time); and work that is inclusive (it spreads value beyond the business — or the C-suite. This combination, based on the emerging post-crisis literature, also creates work that is meaningful, for employees and customers. They identify four routes to acheiving it:

These are service innovation, based on a full understanding of the customer and their needs; value in authenticity, based on on a full understanding of cultural context; resource innovation, based on a full understanding of material flows; and rich knowledge, based on a full understanding of the technical knowledge held inside the organisation and a method to capture and codify it.

High value businesses combine these; for example, mastery of resource innovation often creates new technical capabilities that lead to new forms of rich knowledge.

Finland is a great example of a country that is highly technological, expensive with a great education system. That it commissioned the work is unsurprising and the findings underpin the growing realisation across many organisations that people matter, are transient in nature and that processes need to be in place to recognise that.

The future role of the Knowledge Worker?

Much of my recent work has been about helping organisations to recognise that if Knowledge Management is to have value above its traditional tactical operational bias there has to be a way of measuring the output (the Intellectual Property ‘IP’ or Knowledge Assets) that is created as a result of the activity.  And generating Knowledge Assets is reliant on empowered and stimulated people. As Andrew’s findings suggest ‘Increasingly business research is finding that people drive value.’

Last Friday I hosted a Peer Assist with a group of senior HR thought leaders on People Stimulation an idea being promulgated by Dr Abdelaziz Mustafa of the Islamic Development Bank Group. A very experienced HR Director and core member of the Association of Development Agencies HR Forum he argues the need of a work enviornment that recognises and stimulates:

  • Human Imagination
  • Individual Discretionary Behavior
  • Deeply Embedded Interests
  • Self-Knowledge, Self-Accountability and Self-Development
  • The One Person Difference
  • T.E.A.M Culture
  • Happiness at Work

While to many this may seem axiomatic it is indicative of the shifting thinking around the way organisations manage and nurture today’s and tomorrow’s Knowledge Workers.

And finally

On Monday I was at Chiswick for the first meeting of the reconstituted BSI KM Standards Committee established to provide inter alia the UK’s input into the global ISO debate on the need for standards for Knowledge Management. While hugely encouraging that KM is now being more formally recognised it was instructive to see how slowly the wheel of change turns.

Finally if I needed validation of the value of embedding effective Knowledge Management techniques I got it last night in an exchange with a Chinese mentee. In discussion over the knowledge capture interviews I’d helped him to conduct for the charity I am involved with. He said:

‘It is interesting how much good ‘after taste’ after the previous interview techniques and knowlege managemnet toolsconducted a few interviews for my research using the time line map, very effective tool!’

I have asked him to write a guest blog to reflect on some of the knowledge capture techniques we used. Watch this space!

Good Knowledge Drives Good Business

This is an article inspired by a session I ran with new businesses as part of Surrey University’s Investor Readiness Programme and my work with Plan Zheroes, It sets out to illustrate why good knowledge and information management matters to a new business.

A business is the sum total of its intellectual capital/property (‘knowledge assets’).  Drawing on examples from hospitality, renewable energy storage and third sectors, it will demonstrate the value of checklists, a technical backbone, the right cultural environment and feedback loops in identifying, nurturing and exploiting knowledge assets.

Here’s what Claire & Luke (Editors of Business Information Review) had to say about it in their Editorial:

Good knowledge drives good business

Another regular contributor to Business Information Review, Paul Corney shares his experiences of working with emerging enterprises and business start-ups in developing good knowledge and information management practices. Reflecting Screen Shot 2015-09-02 at 09.16.05on the experiences of small and medium-sized enterprises in the business and third sector, Paul illustrates in his article why information and knowledge management matter to new businesses. As Paul notes, ‘ultimately a business is worth the value of its intellectual capital/intellectual property. These “Knowledge Assets” might take the form of patented products, an efficient process, a unique piece of software or brand and reputation built over time’. The lessons here for directors of start-up are obvious, but there are lessons also for those who work with information on a day-to-day basis within larger or more established organizations.

I’m glad Claire & Luke ‘got it’.  Well run and profitable business is about making effective use of knowledge and creating and enhancing its Knowledge Assets. So it follows that:

Putting in place effective measurement is key in order to demonstrate value. As KM standards get integrated into global quality and manufacturing standards so the drive for better KM will be felt. Young organizations can get ahead of that curve by putting some of these simple techniques in place today.
As a footnote I am particularly delighted to have been asked to serve on the BSI KM Standards Committee that is going to input into the to be publsihed ISO Quality Standards.

And finally

You can get the full article from here: Business Information Review Q3 2015