why networks (and meditation) matter in a virtual world

It’s been an effort getting back into the swing of things after a lovely Christmas spent in Cascais!  Maintaining a portfolio of activities as I have since 1999 requires a considerable amount of self motivation and a supportive network. So it was nice when ‘on cue’ a couple of my oldest friends / former colleagues (Martin, James and Victoria) got in touch to arrange catch up sessions and Tony Melendez of Saudi Aramco posted a picture (see below) of the 50 copies of The KM Cookbook his KM Team ordered for the management of the world’s largest oil company.

Importance of reflecting

Over the past few months I’ve been full on helping my fellow partners at Bees Homes LLP run our annual ‘Pride of Eastbourne’ campaign. It culminated in the donation of 5 hampers to deserving people/causes prior to Christmas. Apart from managing the logistics of the campaign and mobilising mayoral resource, there is also the media and a “pause & reflect” to run so that, following good KM practice, lessons are transferred back into process for the next campaign. Taking the time out to reflect on any campaign, event or project is essential irrespective of size and number of stakeholders.  Our session which included debriefing with the Chamber of Commerce yielded a number of learning’s that would not have surfaced if we’d have not met face to face. It enabled us to also reflect on why the campaign was a success. These were deemed critical success factors:

  • Clarity of roles / absence of hierarchy;
  • Clarity over timings / regular updates;
  • Willingness of everyone to pitch in; and
  • Clarity over budget.

And this is what the local paper (The Eastbourne Herald) printed:

 

President Elect (CILIP)

Some of you will be aware that on January 1st I was appointed President Elect of CILIP having been nominated by my good friend (former Chair and fellow BSI KM Standards Committee member) Karen Macfarlane. It took a few months to come to closure as for the first time I will be in a figurehead role devoid of executive authority.  Here’s why I said yes:

“In 2017 in ‘Navigating the Minefield: A Practical KM Companion’ I noted inter alia that to achieve corporate legitimacy, KM professionals would benefit from the introduction of a set of universal standards plus recognised practitioner led accreditation. I was pleased to have been a member of the BSI Committee that contributed to the development and publication of the ISO KM Standards 30401 and the CILIP project board overseeing the development of the Knowledge Management Chartership accreditation.  

I am delighted to be appointed as President Elect CILIP as it allows me to remain close to and promote the ongoing development of a global practitioner led KM Chartership and Fellowship while expanding CILIP’s global reach.”

Knowledge Matchmaking

My wife Ana was at a charity event recently where she bid for and won a morning’s session with someone ‘Calmer Self‘ who helps:

…busy, successful people who are struggling to find moments of calm in their day to day lives…

Ana gifted it to me so two weeks ago I spent a ‘morning on the couch’ much of it in a state of meditation. I found it insightful and thought provoking. Among a number of observations handed to me were:

…when you offer advice and help to others it’s ok to truly let it go and to know that it is ok for them to do what they want with what you have given them… that it is perfectly acceptable to protect yourself from people that take too much from you energetically.

This resonated in respect of my previous writings on Knowledge Matchmaking. Perhaps this is the missing #10 on my list?

KM Cookbook

Nick Poole CEO, CILIP  (who own the publisher Facet) told me a few weeks before Christmas that the book is now well on the way to being their best seller (in 4 months) which is great news. And that was before this bulk order from Saudi Aramco.

What’s been particularly pleasing are the reviews, the highly respected Portuguese KM’er Ana Neves said:

“The authors’ combined experience permeates every page: it is in the book’s concept and structure, in the useful artefacts they developed (like the KM Chef’s Canvas, for instance), and in the way they expertly led and made sense of the interviews to then compose the 16 core chapters of the book – the KM approaches taken by different organisations.”

My coauthors and I have been delighted too at the wilingness of people to send photos of their copy in some amazing venues to contribute to the ‘Chelfies’ Gallery.  How many of the faces do you recognise?

Forthcoming Q1 ‘Gigs’

My aim over the coming year is to build on the success of the KM Cookbook and specifically draw on the KM Canvas to help organisations review existing programmes, build a new one or prepare for a future KM Audit against ISO 30401.

Chris Collison and I are booked for an event at the EU soon and I will be helping the good folks at NetIKX at the end of January to consider: Virtual working and learning: is it working for you?

In March I will be running sessions at the annual KM Summit, a K&IM Professional Development Day and AGM (a CILIP event) plus addressing a group of award winning entrepreneurs in Brighton on the importance of Knowledge Management to SME’s.

And finally

2020 is here. I’d already mentally devoted the bulk of it to helping Bees Homes and Coastway Financial expand and take a step back from KM Consulting other than associated with KM Cookbook. A recent email from an organisation to me (among others) with a Request for a Proposal (RFP) convinced me of the veracity of the decision. Dated 19th December the email asked for a written response to be on the desk of the Procurement Team by mail on Sunday 22nd December.  And it gave 17th December as the last date for submission of questions of clarification. Having spoken to like minded people I trust I immediately contacted Procurement to ask if they’d had no luck with an earlier mailing to prospective consultants or whether this was a mistake.  I received no formal acknowledgement but I and others got an email within 4 hours saying:

“… received various requests for the extension from our potential bodies and the Consultant Selection Panel members for this assignment came to the consensus to provide the extension for the submission date…”

How can Knowledge Management possibly thrive in an environment where the conduct of an audit of work done is a ‘tick box’ exercise aimed at justifying spend?  Life’s too short!!!!

 

The power of positivity, of space and of images

A few weeks back I went to London for a celebratory luncheon with my fellow KM Cookbook coauthors, Chris Collison and Patricia Eng. I got the 09.24 from Eastbourne to London Victoria. As usual it was composed of just 4 coaches. At Lewes, boarding passengers were made to stand for the next 60 minutes despite an additional 4 coaches coupling up enroute at Haywards Heath. At Gatwick 1st class is decommissioned but still there is not a seat to be had.

It’s the same every day: the “On Board Supervisor” (OBS) apologises for overcrowding noting that 1st class passengers can claim a refund and the passengers fulminate about the half arsed way the railway is run.

However my 16th May journey was notable for a very different reason, the banter provided by “Driver Steve Copley“. From his welcome and throughout the 90 minute journey Steve kept up a regular litany of anecdotes, poetry and humour. At first my reaction was one of irritation. When I took a time out (and gave myself permission) to really listen I began to appreciate how clever and varied his oratory was. At Gatwick (where there was a delay) Steve greeted onboarding passengers in 5 languages and recited a poem as a way of apologising for the delay caused by a malfunctioning toilet.

Intending to change at East Croydon I felt compelled to stay aboard to see what he’d say about Britain’s busiest station, Clapham Junction, and how he’d mark the end of the journey.  Steve didn’t let me down: Clapham is the place where you change for all stations beginning with the letter S – he listed a number – and for those who want to avoid the hustle of the capital!  Victoria, named after a past Queen, is where you alight to see the home of the current one.

At Victoria I sought him out – there was a queue of people doing the same, thanking him for making their by now delayed journey such a pleasure.

It was notable that people had smiles on their faces, they talked to each other and in one case the young lad next to me made conversation with a lady across the aisle who had taught him for just one term some 3 years before. Steve’s rhetoric had created an environment where barriers were lowered and people felt comfortable conversing.

It took me back a few weeks to a couple of experiences in Hong Kong and Kuala Lumpur.

Space

I was in Kuala Lumpur to run a Masterclass (my fourth) at the International Islamic University of Malaysia and to give the keynote address at the second KM Exchange held at the Securities Commission’s lovely offices.

Keynote in KL

Well attended, the KM exchange was very well run (as you’d expect from an event Straits Knowledge are involved in) with the tables arranged cocktail style with plenty of interactive time built into the agenda.

The speakers were part of and came from the audience. It encouraged the collaboration that occured.

Getting among the delegates

It contrasted to the KM Asia event in Hong Kong the week after which was less well attended and where the speakers occupied the front tables and the delegates the rear creating an “us and them” feel.  It meant the only way to get engagement in a society where deference trumps demonstrative was to leave the stage and be among them.

While in Asia I wrote a longer article for Business Information Review on collaborative knowledge spaces which will appear in the June edition. In it I will draw on my experiences to demonstrate the importance of set up to running any event. Keep a look out for it.

And finally: when you look at things differently, the things you look at change

I spent last Saturday morning helping Bees Homes Managing Partner, Ana to stage a property ahead of its listing for sale. Previously on the market with another agent and empty it had failed to attract sufficient interest.

Here’s the same room as seen through the lens of two different agents:

As presented by Agent 1

As presented by Bees Homes

 

 

 

 

 

And this is what a prospective buyer (who previously saw it online but did not pursue it further) said when he contacted us for a viewing:

“Have they had work done, it looks so different now and really nice?”

Each of the above examples illustrate the importance of presentation and empathy. You need to get in the shoes of people (buyers/delegates/passengers) if you are going to connect with them. And to do that you need to create the right enviroment.

 

Knowledge et al: view from 46K

I write this at Dubai airport. I left a very fractured and troubled nation that is the UK, torn apart by a futile attempt to sustain the unsustainable (maintain unity in the largest party in our parliament).
Without pinning my political colours to the mast I must confess I despair at the majority decision to abandon a group that has been in part responsible for peace in Europe these last 75 years. The rush towards right wing nationalism across the globe is in no one’s long term interest and terrifies me as does the bellicose rhetoric that passes for debate.
It’s a good time to reflect on what’s gone and what’s to come.

Knowledge Management: the future

I was interested to see James Robertson and his team at Step Two in Australia post this week that Knowledge management isn’t dead, it’s more important than ever!and describe a number of assignments they’ve done at the practical end of KM.  That they (an excellent Digital Workplace and Intranet focused group) should highlight the importance of their KM practice feels significant.

Knowledge Management (KM) has been around for over 20 years as a set of tools and methods for connecting, collecting and creating knowledge. Lots has been written, and there are tens of thousands of practitioners out there—in-company specialists and consultants. Unlike Lean, Agile and other business improvement methodologies, KM has never had a single agreed set of tools, or a commercial accreditation or standard.

ISO KM Standard

In many ways, the arrival of an internationally agreed standard and vocabulary, imbues fresh professional credibility to the field of Knowledge Management. It provides knowledge managers with a ‘brand-new kitchen’, and a moment during which they can pause for a moment and consider the service that they provide to their organisations. I sat on the UK’s BSI KM Standards Committee one of the international bodies that provided input to ISO as the KM Standards were developed and ultimately published in Q3 2018. I said at the start and still believe
“The arrival of the ISO KM Standards (albeit that adherence is voluntary) provides a framework against which KM Programs can be viewed. An independently assessed external accreditation is another key component of the KM practitioner’s path to corporate legitimacy.”

KM Cookbook

The KM Cookbook written by Chris Collison, Patricia Eng and I serves up a menu of success stories and strategies for organizations wanting to know more about Knowledge Management Standard ISO30401 – whether they intend to pursue certification, or simply seek to use it as a framework to review their existing programme and strategy.
In writing this book, we want to catch the excitement of the arrival of this ‘new kitchen’ and to demonstrate how the arrival of the ISO Knowledge Management System Standard (ISO 30401) provides so much more than a moment to certify a level of consistency in practice.
It provides a moment to re-evaluate, to return to first principles, and to learn from others. Imagine you had the opportunity, not just to enjoy a new, well-equipped and fully inspected kitchen – but also the chance to sit down with KM ‘chefs’ from around the world, across different industry sectors and listen to their stories.
That’s exactly what we have set out to do with the KM Cookbook.

Chartered Knowledge Manager Accreditation

Concurrently in my role as Knowledge & Information Management Ambassodor for CILIP I have been assisting them with the development of what we hope will become a globally recognised accreditation for Knowledge Managers. The first cohort of two dozen has being signed up and they are going through a process of submitting a KM portfolio of work for assessment in anticipation of the award of a Chartership in Knowledge Management.

Assignments, Masterclasses & Speeches

I am Asia bound to give the opening address at a Knowledge Exchange Roundtable event at Securities Commission in Kuala Lumpur and then to run a Masterclass (my 4th) at the International Islamic University of Malaysia
The next stop is then Hong Kong for another Masterclass this time with my good friend Eric Hunter followed by presentations / panel sessions at KM Asia 2019.with Patrick Lambe, Hank Malik on the ISO standard and Bruce Boyes, Rajesh Dhillon, John Hovell and Bill Kaplan on KM Accreditation.
At all these events I will be drawing on the soon to be published “KMCookbook: Stories and Strategies for organisations exploring Knowledge Management ISO Standard 30401” as well as the latest developments in the KM Chartership Accreditation.
Then it’s back to the UK for the Thomson Reuters Practical Law event where I will be running a session and speaking, then a co session with Victoria Ward (more of her in a minute) at the UK KM Summit followed by a trip to Lisbon for the launch of the KM Cookbook in Lisbon in early June at one of my favourite events, SocialNow.

2018: a varied and stimulating year

Looking back to 2018 I had the great pleasure of working alongside Victoria Ward (formerly of Spaknow) on a really interesting KM assignment for a global manufacturingl company. Involving the embedded of KM practices into an organisation undergoing rapid transformation it was challenging and stimulating in equal measure and the use of effective visualisation, personae and archetypes key to delivering on our mandate.

As if the above and researching, interviewing and coauthoring the KM Cookbook wasn’t enough I also managed to fit in a couple of Masterclasses in London and Stockholm around the soft skills (the critical 8 ‘ates) of the Knowledge Manager and deliver a few keynotes in Italy and Sweden.
Back in the UK it was the 2nd year of operations for the two businesses I helped establish and run, award winning Bees Homes  and Coastway Financial. Today is the end of both companies financial years so it’s great to report we are on target to where we wanted to be. 
Despite all the uncertainty, Brexit is proving less of a challenge as there is a move from vendors towards the type of quality service we are offering. A key statistic for us is “Property Views” online and it’s great to be able to report we are currently #1 in our region.
Transparency and trust are important values so we are running “How to sell your property in a post Brexit world” on April 16th at Eastbourne’s swankiest new boutique hotel to share some of the techniques we apply to dress a property to its optimum potential.

In the Community

Our initiative to help with the transformation of our town continues on a couple of fronts. The Urban Art idea has gathered momentum and support from the Municipalities CEO and I am helping him and the regeneration team to attract conferences to the town.

And finally

46k is my preferred seat on the Emirates A380 (and the Boeing 777). Check out Seat Guru.com to see why!

New Year, new book: getting the KM Cookbook over the line

Stop press: 4 February 19

Today Chris Collison handed over the first iteration of the manuscript to Facet Publishing. The countdown begins to the May publication date.

——

The past 3 months have been hectic as Chris Collison, Patricia Eng and I raced to meet a publisher deadline of 31st January. I’ve enjoyed the discipline of conducting interviews and turning them into chapters that showcase their KM activities.

I’ve also enjoyed working virtually as a team even though bandwidth in Chile and at some airports can be a challenge (Patricia is touring South America and Chris spends more time on planes than I do).

It all begun over dinner as most good things do. Having run a joint Masterclass in Lisbon in May 2017 Chris Collison and I were sitting in a restaurant overlooking the River Tejo supping a wonderful Alentejo Red wine enjoying Arroz do Marisco (Portuguese Paella).

Over the next 6 months we had a number of discussions culminating in a decision to go ahead and write a book using the release of the ISO KM Standards as a backdrop.

A book that makes no promise to help the reader ‘pass’ an assessment, more one that draws on great examples from leading global organisations and highlights aspects from their KM Programmes others might find inspirational.

I’ve learned so much during this time and could not have wished for a more varied group of organisations to interview:

  • PROCERGS of Brasil
  • MAPNA of Iran
  • Saudi Aramco of Saudi Arabia
  • Petroleum Development Oman
  • Dstl (Defence Science & Technology Labs) of the UK
  • Transport for London of the UK
  • Financial Conduct Authority of the UK
  • TechnipFMC of the US, UK and France

There have been so many interesting stories and reassuringly endorsement of the importance of the “8 ‘ates (soft skills essential for KIM’ers) I’ve spoken about and led masterclasses on. It’s also been interesting to learn that one organisation has aligned it’s own KM consultancy effort to the new ISO 30401 KM standard.

Introducing the book

The KM Cookbook serves up a menu of success stories and strategies for organizations wanting to know more about Knowledge Management Standard ISO30401 – whether they intend to pursue certification, or simply seek to use it  as a framework to review their existing programme and strategy.

Knowledge Management (KM) has been around for over 20 years as a set of tools and methods for connecting, collecting and creating knowledge. Lots has been written, and there are tens of thousands of practitioners out there—in-company  specialists and consultants.  Unlike Lean, Agile and other business improvement methodologies, KM has never had a single agreed set of tools, or a commercial accreditation or standard.  Attending a KM conference can feel a bit like visiting an international street food market!

In many ways, the arrival of an internationally agreed standard and vocabulary, imbues fresh professional credibility and to the field of Knowledge Management. It provides knowledge managers with a ‘brand-new kitchen’, and a moment during which they can pause for a moment and consider the service that they provide to their organisations.

Why a Cookbook?
For a potential restauranteur who has gone beyond casual street-food and is looking to sell a service to customers, the challenge – and the opportunity – is to provide a distinctive offering with consistency and professionalism.  To do that successfully requires a number of elements:  credible reputation, premises, staff, tasty and appealing menus and recipes, compliance with relevant food hygiene standards, and, of course, blood, sweat and tears.  And at the heart of it all, with its appliances, utensils and food stocks, is the restaurant kitchen.

In the KM Cookbook, we use the metaphor of the restaurant, its cuisine, owner, chef, staff, ingredients, menu-planners, customers – and a restaurant critic to serve up ISO30401 on a plate for the readers. The second half of the book explores sixteen different examples of KM in practice, through the words of their ‘KM chefs’.

Imagine you had the opportunity, not just to enjoy a new, well-equipped and fully inspected kitchen – but also the chance to sit down with KM ‘chefs’ from around the world, across different industry sectors and listen to their stories. That’s exactly what we have set out to do with the KM Cookbook.

Who we’ve written it for

Our aim has been to produce a highly readable, slightly tongue-in-cheek dinner companion for a wide readership. We hope anyone looking to see how Knowledge Management can make a difference to their business will enjoy this as a good read and that KIM Professionals, Senior Management, Quality Management and Human Resource Professionals will find much of specific interest to them.

Agreeing a framework and table of contents took time; we narrowed down the immediate target audience to:

  • Senior Management: trying to decide whether to adopt the standards
  • Practitioners: tasked with implementing the standards and remaining compliant
  • Assessors: who will assess organisational KM activity against the standards to help them understand KM

Draw up a chair –  we hope you’re hungry!

 

The KM Standards are coming: Is this a big deal?

The following article published by Karen Mcfarlane and I appeared in abridged form in this month’s edition of “Information Profesional”

For the past couple of years, national standards committees have been working on the development of an ISO Standard for Knowledge Management Systems. Is this a big deal? How have we got here? Will it have an impact? Who is likely to benefit? What does it cover?

We would like to stress from the start that the new ISO BSI Knowledge Management Systems Standard is a standard of principles. We believe, contrary to some in the Knowledge & Information Management (KIM) community, that there is real value in having a set of universally-agreed principles that practitioners can align with.

The new standard sets down a marker for future knowledge managers to benchmark activities against. As with all BSI standards, it will be reviewed every five years to ensure that it is up to date.

The idea of KM Standards is not new; the British Standards Institution (BSI) first discussed it in 2000.

A long time in the making

BSI’s initial look at Knowledge Management standardization in 2000 resulted in a publication: Knowledge Management PAS 2001: a guide to good practice.

In 2002, BSI’s KMS/1 Committee produced BSI Position Statement on Standardization within Knowledge Management which concluded: “The judgement of BSI is that, at this point in the development of Knowledge Management, it is too early to attempt to impose too rigid a framework or too narrow a view of this rapidly developing field.”

Interestingly it presented this figure to illustrate the above conclusion.

BSI noted: “…within British Standards there are effectively three levels of standardization that can be applied according to the requirements of the industry at that specific point in time.

As an area grows in maturity it is generally the case that the documents produced will tend to move up the pyramid, reflecting the greater consensus within the industry and public. It is important to note that, unless directly referenced in legislation all Standards (and other documents mentioned here) are voluntary documents.”

Notwithstanding, BSI continued to publish KM guidance material:

  • April 2003 – PD 7500 Knowledge Management Vocabulary
  • May 2003 – PD 7501 Managing Culture and Knowledge – A guide to good practice
  • July 2003 – PD 7502 Measurements in Knowledge Management

Following on, European Standards (CEN Workshop) Agreements published in 2004 a European Guide to Good Practice in Knowledge Management

So what has changed? Why is the time right for a standard?

Despite frequent predictions of its demise, the discipline of KM (or whatever guise it appears in) is now a tactical/operational role in many organisations. Take a glance at the countless adverts for knowledge managers to see what we mean.

KM has grown in maturity, and can now be considered to be almost a quarter of a century old, so meets the criteria BSI applied for having a standard.

Today we await formal publication of ISO KM Systems Standard 30401, individually approved by the national standards committees and the ISO Working Group that oversaw its development. Indeed it may well have “hit the stands” by the time you read this.

What we can confidently predict is that on 8 October there will be a formal launch event organised by BSI details of which will be available soon.

Development of the standard

Work started in 2015 and was conducted by an ISO steering committee supported by eight national mirror committees including the UK, which contributed significantly to the initial draft.

A draft was made available for public review for a six-week period during December 2017 and January 2018. Hundreds of comments were received and the UK BSI committee went through each one (including those of CILIP’s K&IM SIG), identifying 270 suggestions to be referred back to the ISO committee. These were combined with comments from 15 constituent countries, including eight national mirror bodies. This means that the final standard not only reflects UK contributions but those of other countries.

About the new standard

The new KM Standard will not try to tell you how to do KM, but it does help you ensure you have set up a good management system, providing a solid foundation on which to build your KM solution.

The standard is flexible. It is applicable to large and small organisations. It sets out principles for guidance. This standard does not mandate how you implement KM. It describes requirements for the final product but not how you get there. It’s an attempt to ensure that KM is managed with a degree of consistency. It is an aid for self-audit.

What does the standard cover?

  • It starts with an outline of the purpose of the standard. It outlines why KM is important. It provides Guiding Principles and outlines the boundaries of KM.
  • Section 3 defines knowledge and also knowledge management
  • Section 4 covers the KM system, understanding the organisation and its context and how KM supports this; understanding the needs of stakeholders. It then outlines the KM system itself: the knowledge development/lifecycle; enablers (the roles, processes, technologies, governance and culture)
  • Section 5 covers leadership and governance
  • Section 6 covers planning and actions to address risks and opportunities
  • There are three annexes on: the knowledge spectrum; boundaries between KM and adjacent disciplines; and KM culture.

Benefits of the standard

  • It provides a benchmark for your KM management system and a guide to those organisations that are new to KM to help them avoid common pitfalls.
  • It gives knowledge managers leverage in their organisations.
  • It gives KM legitimacy as a profession.

Impact

In order to assess the impact it is worth providing context. Many KM programs benefit from an image. Here’s one that might help:

The standard is like a new kitchen without the utensils, the crockery, cookbook; it’s down to those who use it to determine how it will work for them.

At first, practitioners are unlikely to see a significant change. Few assessors have seen the standard, even fewer will have a KM background, though it’s arguable whether that is a prerequisite to undertake a “compliance audit”.

Our hope is that it provides a globally-accepted framework of what should be in a KM programme and how it should be supported and assessed. We are looking forward to it being drawn on by organisations that value KM.

Who will benefit?

At the time of general release of the draft for comment in Q4 17, a question that arose was: “Who is going to benefit?”

Undoubtedly consultants will develop offerings that purport to help organisations to prepare for an ISO KM Standards Audit. If that helps to raise standards then surely that’s a positive. However, we see the real beneficiary being KM practitioners, current and future in those organisations such as the public sector for which ISO Standards are a core component of their quality measurements.

And finally

A week or so ago Chris Collison published this on LinkedIn:

Excellent article in CILIP magazine by Paul Corney and Karen McFarlane CMG describing the forthcoming KM Standard. Despite one or two early reservations (and a lot of commenting) – I’m convinced that – used thoughtfully and strategically – it will become an exciting force for good. Hungry for more? Watch this space for news of an exciting collaboration!
In the intervening period the post has been viewed by more than 4k people and liked by 100+. It also spawned a number of comments from those in the KM Community who oppose the idea of standards for KM.
While everyone is entitled to their opinion and I’ve expressed mine in the article I was very disappointed that once again the integrity of those who took part in the process was called into question. I participated because I believed it was the right thing to do not because I thought it would generate future business.  Anyone who knows me and the pro bono / community work I’ve done and will continue to do will confirm that is not how I am wired!