Fourth Annual KM Conference (Mumbai K-Community)

by Madanmohan Rao http://twitter.com/MadanRao
Editor, The KM Chronicles http://bit.ly/TU12l
Mumbai; January 22, 2016

Kicking off now in Mumbai: Annual Knowledge Management Conference of the Mumbai K-Community! https://www.eventbrite.com/e/annual-km-conference-2016-mumbai-km-community-tickets-20806842827 http://kcommunity.ning.com

FYI: My books & blog on knowledge management (KM Chronicles): http://amzn.to/NpHAoE http://km.techsparks.com
FYI: Annual CII ‘KM India’ conference coming up in Varanasi in February:

Rudolf D’Souza, InKnowin Consulting, kicks of 4th annual conference of the Mumbai KCommunity!
Knowledge ecosystems need networkers and connectors to be sustainable and insightful.
So are you an influencer, connector or maven?
A Global KM Network has been formed

Uday Salunkhe, Welingkar Institute of Management http://www.welingkar.org/
Multi-stakeholder, cross-disciplinary approaches are needed for India to succeed
What are you as an organisation doing to nurture citizen leadership?
Teacher as leader, leader as teacher.

Sandeep Desai, Deepak Gaikwad, AFCONS
Case Study I: ‘A Ground-up Approach to Knowledge Management’ www.spcl.com
We have 55 years of experience in marine works, tunnels, etc across Asia, Africa, M.E. (Chennai Metro, Calcutta Metro)
Challenges of construction industry: project estimation, risk management, resource/waste management, cost control
KPIs of construction industry: time, cost, quality, client satisfaction, client satisfaction, business development
How KM helps (map onto KPIs): time (project database), cost (best practices, classroom modules, lessons learned), quality (lessons learned in quality, design database, best practices), client satisfaction (quality, timely delivery), business development (lost order analysis, project requirements database, project process demos), safety (best practices, lessons learned)
AFCONS KM initiative is called Gnosis (vision: conducive environment and culture for execution excellence)
Resource – the book ‘Learning to Fly’ by Chris Collison (coming up next)! Learn before/during/after projects
Our KM initiative is for civil engineers, focused on core operational knowledge (separate from Intranet with basic info)
Robust and scaleable platform – built on SharePoint.
Tacit knowledge capture – in any Indian language, eg. Marathi, Hindi
Before any major activity, workshops are conducted
CoP – expert and P2P interaction
Tools for Tendering: database of required data (1992 geo-tech data was used for a 2015 project)
Best practice re-use: promotional campaigns, Ask an Expert, Lessons Learned
Challenges: change is difficult, sustaining commitment, conflict resolution, remote IT access, motivation
New tools – integrating with Google tools.
Need to be in continuous touch with all hands to sustain motivation.
Our KM journey started in 2011. Design, launch, awareness, feedback+revamp, motivation, KM on mobile
Q&A: We have KM on mobile for site engineers. We use IRM to protect data. Motivation is via competition, awards

Audience activities
KM Mumbai conference promotes another level of audience feedback/interactivity by asking them to use Post-Its to write responses to questions:
My 14 Qs to audience:
1. Write down 3 job titles you have come across in the field of KM
2. What are the 3 key challenges the KM field is facing today
3. What are the 3 biggest opportunities for the KM field today
4. What are the 3 key contributions KM has made to your organisation so far
5. What are the 3 main challenges you face as a KM practitioner
6. For your local KM meetups, what are the 3 topics you can talk about best and share with fellow attendees
7. For your local KM meetups, what are the 3 topics you want to learn the most about from your fellow attendees
8. What are the 3 most useful books you have read about KM and related work
9. What are the 3 most useful Websites or blogs you have read about KM and related work
10. Other than KM, what are the 3 most useful disciplines/methodologies for your work, eg. design thinking, Six Sigma
11. What do you think are 3 success factors which will make your KM initiative work like magic
12. What is your career path in KM 5 years down the road (eg. who/what will you be?)
13. What are the top 3 things you want to get out of this KM conference?
14. What are the top 3 things you got out of this KM conference?
Get up, walk to the posters, and stick your Post-Its – we will make you walk 10,000 steps today!

Pramod Krishnamurthy, Consultant:
Business strategy for life insurance companies in a digital world
Life insurance sector is showing signs of recovery. 1 public player, 23 private
Insurance IT: Wave 1 (basic setup), Wave 2 (process automation, customer/agent portals), Wave 3: tidal wave – consumer IT
Birla Sun Life: No. 6 in India now. Goals – quality, profitability, sales growth
India has one of the lowest penetrations of insurance
(Virtualisation is great, also need visualisation to make sense of digital data tsunami)
50-70% of online Indians research online before making financial product purchase offline
Birla Sun Life maps out market lifecycle, policy-holder lifecycle, sales force lifecycle. Where does trust get created?
Digital strategy: salesforce enablement, partner enablement, direct to customer, customer engagement
Need to move from push (product info) to co-create (counseling)
Need of the hour – ‘business technologists,’ marketing & IT collaboration, tech quotient of business managers, bi-modal IT org, Innovation Labs
Insurance company to watch in terms of digital strategy: Ping An
Digital India trends to watch – Indian languages, video, wellness management, programmatic buying
Insurance + IoT: sensors (cars, fleets), healthcare (wearables). KM’s role is to detect data patterns, convert into insights and learnings

Nigel Heredia, eClerx Services
Started in 2000. 80 global clients (fin, digital, telecom), $200M revenue.
Challenges: dynamic processes (frequent changes), short time to go love, high attrition, high cost of error
Expertise locator: locates specialists, offer SMEs greater visibility, helps with competency gap analysis
KM is a driver of our service delivery. Framework for metrics in training design, content strategy
KM + training (phases): design (e-learning), implementation (assessments, metrics), effectiveness (Knowledge Quotient)
KM maps onto real metrics that represent Productivity, Quality, Profitability.

Vincent Ribiere, IKI-SEAsia, iKlub (video link from Bangkok)
iKlub was founded in 2012 to promote knowledge management, innovation, creativity
KM Global Network has been formed by Hong Kong, Thailand, Australia, Singapore
KMGN is about collaboration (not just coordination), a global movement (not just organisation)
KMGN goals – standards, assets, learning communities, practitioner networks
KMGN provides global access to KM experts, academics, events, jobs, content and more! http://kmglobalnetwork.net
KMGN has nine members (including India, Russia, Japan, France, Americas)
See writeup on KMGN’s last meeting in Singapore: http://km.techsparks.com/?p=889
KMGN 2016 conference will be in Singapore: Sep 26-30 – ‘KM Fiesta’
The role of KM in Innovation – systematic focus on the new and the unknown
Many organisations say they are ‘too busy’ with existing work to hear about or try new ideas
Balance needed: Operation cycle – continuous incremenetal improvements, Innovation cycle – transformational.
KM helps in knowledge creation for innovation
Creativity = Copy or Transform or Combine
See the video on ‘Everything is a remix!’ https://www.youtube.com/watch?v=coGpmA4saEk
Knowledge assets (metaphor) = periodic table. Muppets + Sesame Street = Angry Birds
Study conducted by Wendi Bukowitz (author, ‘KM Fieldbook’) on connection between KM and innovation
We conducted 16 global case studies on KM (NASA, Tata, Intel, Microsoft, etc.)
KM seems more content-focused (documentation, labels, accuracy), innovation is more social (interactions, environment)
(i) R&D, KM, IM (ii) KM first, then innovation (iii) KM and IM integrated
KM support for innovation: CoPs (identify knowledge gaps, test ideas), co-creation (social KM with internal and external customers)
KM + IM: culture of sharing, trust, communication; external knowledge sharing (AAR, peer assist)
KM + IM: sharing of best practices in innovation steps; transversal project managers for knowledge re-use between projects
Nonaka’s SECI flow applies to knowledge creation for innovation
Knowledge + Innovation -> Value. Content + Process -> realtime learning.
Challenge with integrating KM and IM: isolated business units, lack of clarity on sponsorship and budgets
The classic image of connecting the dots – information, knowledge, creativity
We are organising the Asian Symposium on Creativity and Innovation Management, and MBI (MB Innovation)
Theme of ASCIM 2016: From Imitation to Innovation. Speakers – Ravi Arora (‘Making Innovations Happen’), and me!
Q&A: Which has come first in an organisation – KM or IM?

Ved Prakash, Global Practice Head, Knowledge Management, CGI
“Standards: Giving a fillip to KM”
KM is key in organisations which are scaling
Intersection between KM & quality have been cemented in ISO 9001:2015 (in Clause 7.1.6: Support – Organisational KM)
KM has been included in international quality standards as a core element
Knowledge is explicitly recognized as a resource – a historic first!
KM has now gained more legitimacy in the business community and quality circles
Clause 7.1.6: Organisational Knowledge – Determine the knowledge necessary for the operation of its processes and to achieve conformity of products and services. The knowledge shall be maintained and made available to the extent necessary. When addressing changing needs and trends, the organisation shall consider its current knowledge and determine how to acquire or access any necessary additional knowledge and required abilities.
Note 1: Organisational knowledge is knowledge specific to the organisation; it is generally gained by experience. It is information that is used and shared to achieve the organisation’s performance.
Note 2: Organisational knowledge be based on internal sources (IP, lessons learned, undocumented knowledge) and external sources (eg. standards, academia, conferences, gathering knowledge from customers or external providers)
Commentary: organisational knowledge needed to ensure process operation, conformity/quality
Safeguarding from the loss of knowledge (attrition) and encouraging the organisation to acquire knowledge (learning from experience, mentoring, benchmarking)
Therefore KM can be re-positioned to executive sponsors as a mandatory element for retaining ISO certification.
KM is no longer optional in the organisation – it has to meet explicit global standards.
Rework KM to cover missing elements
Ensure coordination between KM and Quality (eg. checklists, templates, KM audits)
Risk management for companies has become more important in the context of global economic turbulence
There are other relevant clauses on Organisational Competence, Documented Information

Sarika Waje, MSL Group
‘Global collaboration and KM by the MSL Group’ http://mind.MSLgroup.com
MIND was launched in Feb 2015 to share PR best practices, collaboration, credentials, case studies, pitch decks, proposals
77% of employees have registered on the MIND social KM platform; 68% contribute regularly (Knowledge Plaza tool from Belgium)
Being a PR firm, the launch of our internal KM tool was also fancy! eg. spaceship, golf, drill (with ‘mind’ design)
Gamification – teaser video – people had to identify person in the image; winner won an iPad Mini!
Organisational communication and change management in action – superb photos of posters, mugs, cupcakes with KM branding!
Video of activities done by Ambassadors on the KM portal launch day.
All internal chat and social media messages are archived and searchable: interactive social knowledge-sharing base
MIND – good features: language preferences, content tagging, social and mobile friendly
When you search for a topic, that subject’s expert profile pops up automatically
Global knowledge connections help develop new business
Customised space – Case Hunt – search for case studies and locate experts. 50 proposals supported already.
Activity goals – operational goals – strategic goals
MIND brings collective intelligence to bear on our domain. Start – share – collaborate

Chris Collison, KM consultant, author of ‘Learning to Fly’
@chris_collison www.ChrisCollison.com
‘What’s wrong with lessons learned – and how to put it right’
Do organisations agree on what lessons they have learnt from their experiences?
Project reviews often leak knowledge, when they don’t ask the right questions.
Ask about not just facts, but feelings/experiences of project team members.
How many marks would you give your project, and how to make it 10/10? What magic would have made it work? If you knew XYZ in advance, how would it have made a difference? What advice do you give others? Keep an empty seat for the customer and ask how your colleagues they would have felt. (good questioning/analysis technique)
Ensure that when you capture knowledge, you don’t kill it!
If necessary, record project review conversations and transcribe them for analysis later.
Sharing knowledge is not the same as ‘not hiding knowledge’ – need to add prescriptive/actionable elements
Weakness in lessons learned practices – no discipline for reuse, no curiosity about past experience
Good KM awards – Transfer/creation of a Good Practice; Reuse; Embed knowledge in a product; Experience share of failure
Good KM awards: mascots which get transferred from one desk/winner to another; gold coins!
Lessons learned: Question – Capture – Store – Reuse – Review, and loop on. Based on connections.
Organisations don’t learn, people do! Make the right connections, not just conversations.
My Q to Chris Collins: How to extend better ‘lessons learned’ practices to whole industries, eg. auto, energy?
Industry has to have collective improvement overcome corporate self-interest
Wind energy companies should share lessons learned so that industry improves and citizens + environment benefit

Prof. Vijayalakshmi Rangarajan, Welingkar Institute
‘Academic Perspectives in KM’
Nexus between industry and government is good, but not between industry and academia in India
Emerging KM research areas: competitive strategy, core competency, cross-border KM, industry KM, axioms
Without effectiveness, efficiency is not the best goal
Academic doctorates are an untapped resource in India. Vast research and advisory capacity unused, eg. on corporate boards
Indian corporates need to invest more in academic research and education
Corporates are thinking only of short-term research, at best. Need longer-term views that academics can provide
Need more academic research/publication databases and incubators in India
India needs to explore more PPP models for academic research
Way ahead: crowdsourcing and connected labs to tap academic power in India
Good examples of countries with productive academic-industry collaboration: Singapore, US, Sweden, Germany
Me: Good example of academic-industry collaboration in KM: Ganesh Natarajan, Rishikesha Krishnan

Audience: Key success factors for KM

Leadership vision, drive, buy-in and funding
Customer focus, co-creatoin
‘What’s in it for me’ value proposition for employees
Seamless integration with workflow
Culture, eg. via rewards and recognition; gamification
KPIs to ensure compliance and excellence

Thanks to all speakers, sponsors, attendees at fourth annual Mumbai K-Community conference!
Thanks Rudolf D’Souza and Alakh Asthana for driving the knowledge management community in Mumbai!

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