By Sairam Bollapragada & Bhuvaneswari Valluri
A recent Google Trends chart shows a spurt of interest in digital transformation from May 2015 to taking precedence over mission critical activity that has been the trend in the last couple of years. India tops the charts with a 100% interest followed by Australia at 75% and United Kingdom with 51% interest rate. Given this focus, and considering that technology once “belonged” and has/is become(ing) “open”, organizations worldwide are finding it difficult to deal with the abundance of information and knowledge assets being churned out.
While much of the above is freely available on the internet, knowledge workers and subject matter experts within the organization are largely unable to capture their expertise and experiences quickly enough to proliferate across – a natural transmission loss hence.
Businesses and customers alike are constantly demanding change and challenging the status quo.
The desire is to leverage emerging and disruptive technologies providing a competitive edge and building uniqueness into products & services, and ensure faster growth. The technology space is evolving faster and quicker than our imagination (refer: https://itservicesdelivery.wordpress.com/242)
Organizational speed and agility remains, key! Improved productivity, streamlined delivery, and higher levels of customer satisfaction are a few demands. In the process, organizations are generating that much more knowledge to present the world with alternate solutions to a multitude of problems and needs. But, organizations cannot afford to be data rich with poor insight. Availability of right information and knowledge at the right time continues to be the need of the hour. Organizational memory refresh needs to be that much quicker.
Knowledge acquisition and its conversion to explicit knowledge still remains a challenge. We need to be get more structured around how we want to manage information. The new smart knowledge management system (SKMS) is supposedly a hybrid knowledge-based decision support system that takes information and sends it through four macro-processes: diagnosis(base or integration layer), prognosis(analysis layer), solution(solutioning layer), and knowledge(finds solutions to issues and presents alternatives based on past experiences), in order to build the Decisional DNA of an organization. The SKMS implements a model for transforming information into knowledge by using sets of experience knowledge structures by leveraging Communities of Practice.
Heavy focus on Centralized KM repositories is essential and must be kept current with an inflow of latest information while ensuring redundant and outdated information is weaned out regularly and with shorter lifecycles. KM processes for the capture, storage, sharing and archival of knowledge assets have to be that much more efficient, quick and effective. Organizations that have invested in KM practices are making headway by focusing on smarter knowledge management frameworks and adopting tools and mechanisms, SEO, improved usability, tagging content to ensure relevant and faster search results, mobile interfaces to ensure availability of knowledge while on the move, etc. are trending this year.
Employee learning and unlearning curve becomes that much shorter and challenges managers to keep pace, stay relevant, make decisions based on critical factors that can also include — availability of training by experts (external and internal), and individual employee attention and memory span.
Microsoft’s Satya Nadella says, “We are moving from a world where computing power was scarce to a place where it now is almost limitless, and where the true scarce commodity is increasingly human attention”. Interestingly, Microsoft recently conducted a study on “what impact technology and today’s digital lives are having on attention spans.” Not very heartening to see that while the average human attention span was around 12 seconds in 2000 it has dwindled to 8 seconds in 2013 and this apparently is less than that of a goldfish’s attention span! Alarming in a way, considering that customer expectations are volatile and employees need to ensure they efficiently deliver services and products well ahead of time, keeping in mind competitive pricing and high quality.
Businesses worldwide are figuring out ways of ensuing a higher frequency of knowledge asset updation. Current research from HBR suggests that machine learning and computational linguistics are making a difference to organizations worldwide. Interesting examples of how an organization has used natural language processing to perform and learn time intensive data entry and documentation tasks; use computer vision to scan and analyse images; perform predictive maintenance etc. have been shared. This is good for organizations that have made conscious investment choices to stay current. But, is the writing on the wall clear enough for those who are still dealing with such issues?
Simpler ways to address this need have to be adopted. Exchange of tacit knowledge through communities, discussion boards, wikis and micro blogging must increase. Digital transformation Project and Delivery stories need to be shared by making this the KRA of each project manager. Cross pollination of expertise knowledge via webinar, podcast and other modes needs to be mandated. Usability is the essence here and information architecture is prime. Organizations must invest on periodically revamping their taxonomies and metadata structures to ensure employees are equipped with right information at the right time to make them that much more capable. Incentivization in non-monetary forms must be encouraged as this may address the WIFM (what’s in it for me!) for the employees. Periodic promotion of existing knowledge to increase KA usage should also be considered.
However, all this is not possible without proper governance. Following can help:
- Knowledge assets’ (KA) review mechanism must be established through domain knowledge experts teams
- Customer confidentiality and non-disclosure agreements must be made more stringent…
- Knowledge assets’ usage reports have to be automated.
- Managers and decision makers must be able to access these reports and dashboards as required.
- KA retention period and archival mechanisms must be established through a structured KM Strategy Plan.
- Measures to ensure knowledge is constantly being made shareable should be mandated.
- Demarcation on what is mandatory and bolt-on for teams should be established (how about a team knowledge strategy?)
In essence, what is required is a coherent and concerted effort by organizations to ensure they have the wherewithal in terms of the right set of knowledge assets enabled by effective KM processes that allows their employees to maintain high knowledge levels while challenging them consistently with improving and sharpening learning curves and hopefully better than the goldfish’s attention span!