Ron young 2 5 nov km in public sector chuncheon ro korea
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This document discusses knowledge management (KM) strategies and practices in public sector organizations in Europe. It covers KM frameworks and initiatives in the European Union, UK government, UK National Health Service, and BBC. The document emphasizes that effective KM involves capturing, sharing, and applying knowledge to innovate and improve operations. Case studies show how organizations implemented KM programs through activities like knowledge assessments, communities, expertise directories, and measuring improvements.
![Contact Me Email: [email_address] Twitter: www.twitter.com/ronyoung Blog: http://km-consulting.blogspot.com Facebook: www.facebook.com/ronyoung Linkedin: www.linkedin.com/ronyoung website: www.knowledge-management-online.com](https://image.slidesharecdn.com/ronyoung2-5novkminpublicsectorchuncheonrokorea-101220064728-phpapp01/85/Ron-young-2-5-nov-km-in-public-sector-chuncheon-ro-korea-70-320.jpg)
Ron young 2 5 nov km in public sector chuncheon ro korea
- 1. Good Practices/Strategies for KM in the Public Sector in Europe Ron Young, CKO, Knowledge Associates International
- 2. KM in the Public Sector in Europe KM in the Global Knowledge Economy KM and Europe 2020 Vision KM and UK Government Strategy KM in UK National Health Service KM in the BBC Summary Conclusions
- 3. APO KM Publications 2009-2010
- 5. KM in the Public Sector in Europe KM in the Global Knowledge Economy KM and Europe 2020 Vision KM and UK Government Strategy KM in UK National Health Service KM in the BBC Summary Conclusions
- 6. Exponential explosion of Knowledge
- 7. 油
- 8. 油
- 9. 油
- 10. 油
- 11. 油
- 12. 油
- 14. KM in the Public Sector in Europe KM in the Global Knowledge Economy KM and Europe 2020 Vision KM and UK Government Strategy KM in UK National Health Service KM in the BBC Summary Conclusions
- 15. British Standards Institute Guide to Good Practices
- 16. Knowledge Asset Framework Developed by the Know-Net Consortium 1998 2000 Enhanced by Knowledge Associates 2001-2009
- 17. 油
- 19. KM Framework European Perspective
- 21. Europe 2020
- 22. Europe 2020 headline targets 75% population aged 20-64 employed 3% EUs GDP invested in R&D 20/20/20 climate energy targets met Under 10% early school leavers & 40% younger generation have a tertiary degree 20 million less people at risk of poverty
- 23. KM 2020 Vision 7 Flagships Innovation Union Youth on the move A digital agenda for Europe Resource efficient Europe An industrial policy for the globalisation era An agenda for new skills and jobs European platform against poverty
- 24. Europe 2020
- 25. KM in the Public Sector in Europe KM in the Global Knowledge Economy KM and Europe 2020 Vision KM and UK Government Strategy KM in UK National Health Service KM in the BBC Summary Conclusions
- 26. UK Government White Paper
- 27. Origins of the UK Government White Paper Knowledge viewed as a key determinant of economic growth and, therefore, national prosperity. Knowledge Driven competitiveness, globally, exploits knowledge, skills and creativity difficult to copy
- 28. Our success depends on how well we exploit our most valuable assets: our knowledge, skills and creativity. These are key to designing high-value goods and services and advanced business practices. They are at the heart of a modern, knowledge driven economy.
- 29. Our success depends on how well we exploit our most valuable assets: our knowledge, skills and creativity . These are key to designing high-value goods and services and advanced business practices. They are at the heart of a modern, knowledge driven economy.
- 30. Government needs to learn and innovate as much as the private sector and it must create new mechanisms for sharing ideas and best practices.
- 31. Government needs to learn and innovate as much as the private sector and it must create new mechanisms for sharing ideas and best practices.
- 32. Learning, Knowledge, Skills, Creativity, Innovation,
- 33. Understanding the 4 Dimensions of Knowledge Management & Innovation 1.Communication Stage 1 2. Collaboration Stage 2 3. KM Process Stage 3 4.Create & Innovate
- 34. KM & Innovation Strategy Sharing & Applying Knowledge Creativity Learning Innovation Collaborate Communicate
- 35. KM in the Public Sector in Europe KM in the Global Knowledge Economy KM and Europe 2020 Vision KM and UK Government Strategy KM in UK National Health Service KM in the BBC Summary Conclusions
- 36. Knowledge in Healthcare " Knowledge is the enemy of disease, the application of what we know will have a bigger impact than any drug or technology likely to be introduced in the next decade. Im talking about three types of knowledge here: Statistics, Evidence and Mistakes - we need to be able to deliver these as simply and abundantly as we deliver clean water ." Sir Muir Gray NHS Chief Knowledge Officer
- 38. Care Services Improvement Partnership CSIP Organization Profile Why KM? Identifying Knowledge Needs KM Strategy KM Implementation Plan Key Results Key Lessons Learned
- 39. CSIP Organization 70 Professionals UK Healthcare services to children, adults, older people, mental distress, physical disability, learning disability, prison health, local government Support to Local Authorities, regional agencies, voluntary and private organisations Draw from clinicians, practitioners, senior managers, specialists, networks of people
- 40. Will CSIP survive for another 12 months?
- 41. 2006 Starting to investigate KM Alastair McIntyre 油 油 油油油油油油油油油油油油油油油油油油油油 Associate Director Martin Fisher 油 油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油油 KM Lead
- 42. How to Implement KM 7 Generic Steps 1. KM Vision Development 2. Knowledge Assessment 3. KM Strategy and Framework Development 4. Compelling KM Business Case Support 5. New KM roles and responsibilities 6. Implement KM Processes & Technologies 7. Measure and Improve (K Asset Accounting)
- 43. Summary of Specific KM Actions KM Awareness and education across whole organization Establishing a KM Working Group KM Assessment surveys to determine levels of maturity Identification of Key Knowledge Areas Development of a KM Strategy Training people in knowledge-working skills & tools Creating Knowledge Roles across the organization A formal KM Process to collectively, systematically and continually manage knowledge Linking roles with organizational framework for personal knowledge & skills development
- 44. CSIP KM Assessment Survey
- 45. KM Strategy to create value by Capturing, storing and sharing knowledge more effectively Not repeatedly re-inventing the wheel Collaborating naturally Knowing what we know Know who knows what expert directory Reducing isolation and improving integration within our Team Improving cooperation with our regional stakeholders Continually improving and measuring our progress Maintaining our systems
- 46. Compelling KM Business Case What knowledge areas, if we could really manage them better, would make a big difference to our value?
- 47. Compelling KM Business Case Personal KM Team KM Organizational KM Inter-Organizational KM
- 48. New Roles & Responsibilities Associate Director (Chief Knowledge Officer) Business Manager Head and one other member of IT Services One representative Consultant Knowledge Management Lead
- 49. Personal responsibility for KM As we all need to be better knowledge managers, we must all be supported with training and ongoing assistance with knowledge-related skills and competencies appropriate to our roles
- 51. Share start conversations ask questions and provide answers work together in groups share your latest news and events share useful resources
- 52. Find find people and groups join conversations read the latest news find forthcoming events find useful resources
- 53. Support read answers to common questions get help from other users offer support and guidance personalise this website change your profile
- 54. We have identified levels of Knowledge Worker skills that are commensurate with newly created Knowledge Roles within the team, and have aligned these skills with each posts profiles within the NHS Knowledge & Skills Framework. This ties KM skills and competencies to each members personal development
- 55. KM Maturity Model 200 10 25 50 30 20 30 15 5 15 Score XYZ 9. Am I effectively maintaining my KM system? 8. Am I effectively measuring the above KM activities? 7. Am I effectively developing best experts and leveraging on Communities ? 6. Am I effectively developing shared best practices and applying best eKnowledge ? 5. Am I effectively harvesting new learnings, new ideas, insights? 4. Am I effectively collaborating and discussing problems, issues, new ideas, learnings insights? 3. Am I effectively sharing/applying new people/experts, project work, new learnings, new ideas, insights? 2. Am I effectively storing new people/experts, project work, new learnings, new ideas, Insights? 1. Am I effectively capturing information about new people/experts, project work, new learnings, new ideas, insights? Question
- 57. Key Challenges Convincing colleagues of the relevance of KM to their everyday work Making a convincing link between theory of KM and effort and personal responsibility Identifying work improvement areas without being critical of peoples work practices Perception the doing KM is extra work Overcoming the attitude Why should I share?
- 58. Key Results Increased team wide collective and systematic KM Better management of critical knowledge bases A natural Community of Practitioners Greater collaboration Building an asset of Learning Logs from projects Positive measures of continuous improvement
- 59. Greatest Result Established recognition for the value CSIP deliver to the NHS Group
- 60. 油
- 61. 油
- 62. Key Lessons Learned Demonstrate what you preach be practical Needing to work in a new way doesnt automatically make people good at doing it Never underestimate personal support, especially new tools Tie your KM based objectives to Organisational objectives Personal development Keep an eye on the big picture AND recognise the importance of individual elements of the programme
- 63. BBC
- 64. Step 1 Get people talking
- 65. Step 2 People Finder
- 66. Step 3 Get Blogging
- 67. Step 4 Use 安庄一庄s
- 68. KM in the Public Sector in Europe KM in the Global Knowledge Economy KM and Europe 2020 Vision KM and UK Government Strategy KM in UK National Health Service KM in the BBC Summary Conclusions
- 69. Summary and Conclusions The 4 pillars Entrepreneurial, Education, ICT, Innovation IC/Knowledge Asset Accounting & Audit Innovation Europe, a digital agenda, new skills & jobs Learning, Knowledge, Skills, Creativity, Innovation Difficult to copy Government needs to learn and innovate What knowledge areas, if we could really manage them better, would make a big difference to our value? Knowledge facilitators and knowledge brokers Get talking, find people, build stronger relationships & share knowledge using blogs and wikis KM is for everyone personal, team, organizational and inter-organizational
- 70. Contact Me Email: [email_address] Twitter: www.twitter.com/ronyoung Blog: http://km-consulting.blogspot.com Facebook: www.facebook.com/ronyoung Linkedin: www.linkedin.com/ronyoung website: www.knowledge-management-online.com
Editor's Notes
- Key Messages: Transition:
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- We see the expansion of information everywhere. Less visible, harder to track, but exploding the same is the expanision of knowledge. The number of scientific articles published each year has been increasing in a steady rise for more than 50 years. Over the last 150 years the number of patent applications has increased. By this rough metric, knowledge is growing exponentially.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages Move towards creating KM standards 油 Transition 油 Further Reading Knowledge Management A Guide to Good Practice PricewaterCoopers, BSI Website http://www.bsi-global.com
- Key Messages Transition
- Key Messages 油 油 Transition
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages Framework to help organisations to start envisioning how the KM strategy might be structured. 油 油 油 油 Transition We will look how we can do this in the next step knowledge assessment.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages These are the objectives of the session. 油 By end of the briefing/seminar/workshop you should have a better understanding of KM and ability to consider implementation of KM within your own organisations. 油 油 Transition Before we start I would like to learn a bit more about you all and also to tell you a bit more about myself and the company I work for. These are the objectives. By end of the briefing/seminar and workshop you should have a better understanding of KM and ability to consider the implementation
- Key Messages 7 steps to successful implementation of KM. 油 油 油 Transition First, lets look at developing the KM vision.
- Key Messages KM started in mid 90s as a technology driven initiative, it rapidly developed into a people driven initiative. 油 6 generations of KM so far. Transition
- Key Messages KM started in mid 90s as a technology driven initiative, it rapidly developed into a people driven initiative. 油 6 generations of KM so far. Transition
- Key Messages KM started in mid 90s as a technology driven initiative, it rapidly developed into a people driven initiative. 油 6 generations of KM so far. Transition
- Key Messages Keywords here are collectively and systematically. KM is about Creating, Sharing and applying Knowledge KM must be linked to the Business Objectives 油 Transition
- Key Messages Measure progress of the 9 steps of the KM process, using KM Maturity Model. 油 油 Transition
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.
- Key Messages The day is split into 5 modules. 油 Transition Before we move onto a further understanding of KM looking at the why, the what and the how, lets do cover the objectives of the day.