Organizational Strategy for Knowledge Sharing: Benefits to Frontline Contracting Professionals

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Organizational Strategy for Knowledge
SharingBenefits to Frontline Contracting
Professionals
Breakout Session WC10-392 Name Randy
Adkins Knowledge Director Alphaport
Inc radkins_at_alpha-port.com 9374226516 Date July
19, 2010 Time 200 - 315
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• Alphaport, Inc. is a technology business
  dedicated to providing a full spectrum of
  critical engineering services and product
  development to aerospace organizations, since
  1999.
• Women-Owned HUBZone Business
• Three Business Sectors
• Knowledge Management Services and Training
• Aerospace Engineering Solutions
• Product Development

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3 Factors Contributing to Interest in KM

• Organizations feel overwhelmed by their own
  information
• Data, information, knowledge, reports, emails,
  web pages, shared drives, information silos,
  etc.
• Organizations want to control their information
• Knowledge is a primary strategic mission asset
• Organizations aware of the bottom-line results
  produced by knowledge

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Resource savings from not re-create the
wheel Improved decisions from replicating
proven practices and share lessons learned
Reduce gaps and foster performance improvements
Value Proposition
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Strategic Factors That Drive Success

• Leadership Do leaders value expertise and
  organizational knowledge
• Strategic Focus Demonstrated vision for
  organizational expertise
• Resources Adequate resources applied to
  knowledge
• Intellectual Capital Workers are aware and have
  access
• Community Collaborative culture of openness and
  sharing

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Leveraging Contracting Knowledge Study
Study Objectives
1. Is our organization exchanging information
about successes, failures, ideas and initiatives
with our counterpart contracting offices? 2. To
the extent we are not, why not?
GS-12 Buyer Japan
GS-13 PCO Virginia
Deployed Contingency Contracting Officer
GS-9 Buyer Colorado
Study Conducted by Lt Col Kurt Stonerock
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Do You See a Lot of Value in Inter-Org Knowledge
Sharing with Peers?
Would You Like Contact Informationof
Inter-Organizational Peers?
A G R E E O R S T R O N G L Y A G R E E
100 90 80 70 60 50 40 30 20 10 0
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For non-routine issues, I think theres a lot of
value in contracting personnel from different
contracting orgs exchanging ideas, initiatives,
lessons learned.
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Web 2.0 Video
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Integrated Knowledge Environment
Formal Classroom
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GS-11 Buyer
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Dynamic Tension
Informal Local Tacit Open Laissez Faire
Formal Global Explicit Controlled Regulated
Each organization must find the proper balance
among solution variables
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Implementation Strategies

• Have a vision
• Start small, find a topic with high interest
  (poll staff)
• Identify experts within and outside your
  organization who are willing to share their
  knowledge
• Determine best methods to share knowledge
• Brown bag, VTC, question and answer,
  storytelling
• ID one person to capture event and post
• Conduct After Action Reviews what did we learn,
  not what did we do wrong
• What went well
• What would you do differently

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Make It Easy / Make It Fun

• Create low barriers to participate
• Do not limit to your organization, find
  likeminded people in other locations/organization
  s
• Use available technology
• Create an email group to share what is captured
• Incentivize Reward participants
• Get presenters in front of the boss
• Acknowledge those who attend
• Staff meetings/emails/newsletters

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Actions

• Have a vision
• Align organizational goals to support sharing
  expertise
• Target high payoff areas that support strategic
  objectives
• Keep it simple and integrate within how you do
  business
• Encourage people to participate, develop rewards
• Start small think big
• Develop a coalition of the willing
• Yes, it does take time
• Measure results

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KRMITS Approach
KM Implementation - Strategic planning /
alignment - Vision/Goals
Change Management - KM buy-in / commitment
- Process integration
Organizational Development - KM leadership -
Organizational Knowledge Management Maturity
Model
Facilitated Sessions - Workshops - Measures
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KM Maturity Model
NOMINAL Data
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Negotiating