Introducing Knowledge Management

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Introducing Knowledge Management

• Learning Futures Ltd

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e.learning programme

• Focused on human factors
• Introduction to key concepts
• Helps managers understand the role of KM in the
  organisation
• Customisable to your organisations own content
  and needs

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Multi-faceted

• e.learning programme
• as stand alone
• in conjunction with on-line coaching
• mapped in to dynamic resources on KM updated
  weekly
• Blended with workshops and broader programmes

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Contents

• Knowledge Management
• Knowledge and innovation
• Knowledge Culture
• Learning from Experience
• Communities of Practice
• Building your KM strategy

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1. Knowledge Management

• The knowledge economy
• The Driving Force
• Knowledge-intensive organisations
• KM processes

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2. Knowledge and innovation

• A hierarchy of knowledge
• New knowledge / better decisions
• Knowledge creation

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Sample page Module2.1
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Sample page Module2.1
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Sample page Module2.1
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(No Transcript)
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3. Knowledge Culture

• Building a knowledge culture
• Barriers and bottlenecks

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4. Learning from experience

• Learning cycle
• Systematic reviewing

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5. Communities of Practice

• Purpose
• Characteristics of communities of practice
• Your communities

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Sample Page Module 5.2
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Sample Page Module 5.2
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6. Building your KM strategy

• Purpose
• What is a KM strategy
• The KM project
• Measuring success

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Sample Page Module 5.2
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Customisable editions

• e.g. HR version
• As HR manager John was responsible for ensuring
  that his staff provided the very best service to
  the company on all human resource issues. As the
  company had grown from just under six hundred
  employees to over two thousand in the last six
  years, he had become increasingly aware that a
  great deal more time was being devoted to
  answering questions from individual employees on
  their benefits rights, pension enquiries and
  similar matters of great importance to individual
  employees. Why not set up a database of
  frequently asked questions that will enable staff
  to seek information and also free his staff to
  take on other services for the benefit of the
  organisation

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Customised editions

• e.g HR Version
• The time invested in attending the course on
  internal consultancy was about to pay dividends
  for Andy. Until now he had organised training
  programmes and hired external trainers to deliver
  courses. By and large the courses were good and
  well attended. Andy had started eleven years ago
  and at that time needed to work hard to promote
  training and development to his management
  colleagues as well as the rest of the workforce.
  In the last three years he had begun to take
  notice of the emergence of groups of staff
  members getting together informally to discuss
  important issues. The quality circle initiative
  had been abandoned a few years ago, yet the group
  discussions were nonetheless frequently similar
  in nature in that they enabled people from
  different parts of the company to come together
  to discuss issues in which they shared some
  interest.

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Customised editions

• e.g HR version
• Sheila has been given the task of managing the
  organisational culture issues created by the
  merger of her large insurance company with one of
  the UK's largest financial institutions. This was
  not the first time the company had faced the
  problems associated with integrating what seemed
  to be completely different ways of doing things.
  Her company was itself the result of two medium
  sized firms coming together to form a more
  competitive organisation. That merger reasonably
  went well five years ago although there were some
  pockets of resistance to change, especially in
  those regional offices where staff considered
  their jobs to be at risk. Sheila's first task
  was to find our what lessons had been learned
  from that experience. No systematic approach to
  capturing lessons learned existed, so Sheila
  sought to identify key staff members who were
  around at that time and who could provide some
  insights that might be valuable to her. The
  employee records kept on the payroll system
  allowed her to identify and contact twelve
  colleagues who were involved in the merger at
  that time. Two of these were from the Glasgow
  office, three in Manchester and two from Cardiff.
  The others were in the head office in London.

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Blended learning

• e.learning programme in conjunction with
  workshops
• On-line coaching

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Contact us

• sales_at_learningfutures.co.uk