Framework & Strategy

DAY 1, Monday;
FACILITATOR: Beat Knechtli   

Module: KM Framework, Strategy, Program Planning

Much as we like to spread the word about the importance of better using knowledge in development of our work, I think we all need to ask ourselves whether what we are doing what is needed and whether it really adds value (given the competing demands on time and resources inside organizations). In our efforts to get knowledge management more “institutionalized” as part of the way we do business we promote the idea and share ways to include it into regular systems including getting it into our organization’s strategic plan, into our performance assessment system, into our guidance etc.

While this is a good way to get KM on everyone’s radar and to get it systematized, it also has a downside – that people might not realize why we should be doing KM in the first place. This creates a significant danger for establishing and/or fostering KM practices and activities in organizations. You are more likely to be going through the motions just so you can say you have done something.

In the theme, we are offering a practical overall roadmap to KM - including tools like a self assessment tool to the KM maturity level - from creating awareness, through strategy development, strategy implementation down to strategy evaluation supported with some real examples.

KM Roadmap

You will understand that Knowledge Management is not an end in itself – its aim is to make better use of knowledge while doing whatever we are doing as our core business. If not understood and clearly articulated, it’s not a good investment of our time and money.

Module: Organisational Factors

While having a KM strategy and a plan is foundational for any KM program to succeed, organisational culture, the behaviour of people, the leadership model or existing networks might accelerate or disable the successful implementation already early on.

Understanding the forces at play in an organization, understanding existing barriers to KM, understanding how to best manage knowledge workers, understanding how we sometimes limit ourselves with our own view of the world (so called mental models) and finally starting to see organizations from a systemic thinking perspective will help the participants to be better prepared for dealing with resistance, to clearly articulate the value of KM in their organizations and to challenge the status quo with top management and other stakeholders. The theme closes with a video case study to apply the learnings in a real case and various examples out of business practice to enable a learning transfer.


08.30-09.10BHProgram Overview, Group Introductions 
09.10-10.00BHKM Principles & Models, Case StudyeCKM Theme 1, Assessment
10.00-11.40BKKM Framework, Strategy, Program PlanningCoffee break 10.30 – 11.00
11.40-12.40ALLGroup Work & DiscussionsLunch 13.00 – 14.00
11.40-12.40BKOrganisational FactorsCoffee Break 15.15-15.45
15.45-16.45ALLGroup Work & Discussions 
16.45-17.00ALLAction Review for Day 
17.00-18.00ALLGroup Presentation Preparation Work (own time)