 Nice picture Everything okay If you don't mind I think we should start Because otherwise Maria and I will discount my time afterwards. I have to finish on time I think again our afternoon with Monica's presentation That will allow us revisiting some of the topics that you have touched on through the pre-training Okay, so thank you Monica. Thank you. Thank you very much. So my idea is you did a pre-training Somehow the idea of this pre-training was to have all of you on the same page coming here So somehow what I want is to go through very quickly many So lots of echo no Many very quickly on this pre-training We will ask you at the end at the end of the session to give us some feedback on the pre-training the objective of this was To give you some understanding so we don't have to start discussing We don't have to start start discussing what does it is what knowledge is of though I really like very much Larry's presentation. Thank you very much. It was a very very nice opening to the thing so you have Been this I don't know why do you also hear an echo or it's only me Is it open? Maybe this is it When you did the the pre-training first question was what is knowledge man? Aren't we all doing knowledge management? Are you aren't you doing knowledge management when you are teaching your kid how to ride a bike? It's not my mom doing knowledge management when she's teaching me how to do a tiramisu We do But of course at the agency we do have sorry somebody copied the The presentation that is not the right one Not the last not the last version. Yeah, can I have the my pen drive back? There was a view version one I'm really sorry. There was a version one there. Yeah Okay like this in the in the where it says cool NKM school 2017 version one Not I will put my computer Didn't save it. Okay. No, it's okay Can we copy from my computer? I'm sorry. Well, then you'll take pictures project form. So I give me two minutes We cannot do it You want to check if it's the right version? Yes, it's this one Last one or whatever save it here Okay, good. Sorry, I did I should have checked that before Okay No, no, no, no, no You didn't copy I don't know so same problem I Yeah Continue Now should be okay Okay, good Okay, I'm really sorry for this delay. I should have checked before if it was the right version So during the pre-training you have this picture in many places this iceberg So Larry was talking this morning about codified or not codified So for the sake of the course, we are not making any difference between Tacit and implicit. It's not the same, but we don't want to start this discussion today So for the sake of this course, we will treat tacit and implicit as synonyms so we will only deal with managing explicit managing Implicit or tacit? So is this clear for after the presentation we have this morning that not everything can be managed In the in during the pre-training you also had this question. What is knowledge management? so for the agency We have a definition that is very much in line with what we were telling this morning because it's a systemic approach in all the Organizations in many departments in many So we do have knowledge management. The question is are you doing this with a certain objective? Are you doing this with with an approach to get a certain result? If you do this in a system in a systematic way integrated In your managerial systems, then you can tell that you are doing knowledge management somehow So this is the agency definition nuclear knowledge management is an integrated and systemic approach Applied to all stages Serving to a poor purpose So knowledge is actionable is something that allows us to do something in a better way in the more efficient way You during the pre-training you also discussed a lot about managerial aspects so How do you do? Okay? You decided you have a problem You have a problem that can be solved with knowledge management tools and processes So how do you start you do it small you do it big? Do you need a written policy? What resources do you need? What is your scope? What will be your approach? There are many questions and somehow I put these questions because Also in this exercise that you are doing here with the group projects you might think about these questions When whenever setting your project? So is there is your organization prepared for a K&M program? What's your governance approach? So there are many managerial aspects that you have to think about There are also information management or explicit knowledge management Aspects to be taken into account So if you talk about Information management and we know from the pre-training and from this morning that explicit knowledge is not Information and you know you know already that data information knowledge is not the same no Okay, what's data? What's the difference between data and information? Again, sorry unprocessed okay Maybe we need the microphone or you speak a little louder Well, obviously There is a lady there who are willing to say something maybe If you have the adequate circumstances around Not necessarily that's that's my maybe it may but it's it's not for sure Yeah, but yeah Okay, so just then talking about Information management or talking about explicit management. That was another chapter of your of your pre-training What to manage how to classify knowledge information systems metadata? What tools will you use then the other chapter was tacit knowledge implicit knowledge? So which is very much related with human resources Larry was somehow talking today about first generation second generation The other thing that we see from the agency somehow It's very much in line with that at the very beginning people would understand that Doing knowledge management is having a good content management system Then well somehow they realize that this is not all so somehow they started Associating knowledge management with human resources development. It's not this or that they are parts of But of course you cannot Think about knowledge management without thinking about your people and then a concept that will be touch afterwards comes What is critical knowledge? What is critical for your organization? How do you define what is critical? You have seen this in the pre-training. How do you define? What is what is critical knowledge for your organization? Yes, please Okay, your organization. Yes, you you cannot afford to lose it Yes, why because somehow you have certain objectives Knowledge is critical to fulfill your objectives in an appropriate and effective manner So this is critical knowledge. So what is your critical knowledge? Where is your critical knowledge residing? What is the risk of losing it? So we will be touching all these things in detail along the week So these are things that you have seen already and I just want to bring all these things to your head Sorry, what are your approaches will you do? Information management will you do human resources management and why or will you do only that? More than that and why so there are possible drivers To do knowledge management either you do knowledge management because it's required Because you have a client that would say and Ron will be speaking about standards and from now on ISO 9001 would have knowledge management requirements. So either you do it reactively because it's required either by legislation or by your stakeholders or customers or you do it in a proactive way To improve your processes to improve your operation. So you do competitor analogies you do KM Maturity models and then you decide that this is good for you. It's not something that is imposed from outside But this is good for you So there are two trends Larry said one is more techno center. The other one is more holistic and integral focus on organizational knowledge Culture in the organizations is very much By culture not only organizational culture, but also national culture and I totally will be talking about these aspects afterwards You know, where does the knowledge reside? Well, that's an only reside in your organizations Some of it in brains. We said it today It's all in brains Where else Documents some yeah, it's it's information or knowledge. We can discuss if what is in documents is information or it's expressive knowledge Yes panels or processes also Yes Again, I wouldn't say so Probably in the technology itself You get a lot of knowledge in the technology itself, but not the computer technology But I don't know if it's a reactor then in the in the hole from the design To your operations, you have a lot of knowledge embedded there people. Yes, of course people and the organization itself and the Culture is influencing without any doubt. Yeah So these are all things that you have been going through at least first Through the in the pre-training so things embedded in people in technological objects in processes and all of them Operating operating in a culture content So that's KM relates to hate to human resources development David there would say human resources development is the issue and KM is Somehow subsidized I would say exactly the opposite KM is the issue And human resources development depends on and it helps too In fact, it's not this or that and doesn't doesn't really matter. The most important thing is you cannot do one part of it without talking to others so Competence in the in the sense the agency understand competence is knowledge skills and Attitudes in the latest safety guides is called attributes not attitudes But it's knowledge skills and attitudes so It's Related with human being for sure. So we you cannot do it without talking to each other so and knowledge management Interacts with so many aspects in your organization To whom should you talk? Suppose you are a knowledge management officer in your organization somehow you were Very lucky, so you depend from the president of the of the organization To whom should you talk? Let's start human resources department For sure who else? No, no, I'm talking about if you want to organize of course you talk to colleagues But if you want to organize senior management If you want to organize a project a program To whom so can you do something just isolated in your office you invent something and then you go to the and and and you impose this to everybody I T systems you were talking about this system. So human resources I assist them senior management Training department is there is a training department Financial department Sorry, I didn't If you have a research and development separated department Yes, so it's something that it's connected with many parts of even international relationships even communication many of these things Alina has the right words all these stakeholders and there are many internal and external So in it depends on your scope What is what is your list of stakeholders? So what are the elements that you have to include in your checklist? When you want to set up a knowledge management project or a knowledge management program? Can you name some? I'm trying to waking you up key performance indicators risk assessment budget resources in general technology that you might use policies Well Yes, you don't do this is important. You don't do knowledge management because it's trendy because Everybody talks about knowledge management. You do knowledge management if you have a problem that you can solve being this You want to go international? You want to do more innovation? You want to be more effective in your operation? Whatever, but you have to be very clear on your objective. Yes So policy and strategy human resources development apology and strategy methods procedures documentation technical solution for explicit knowledge Approaches to capture if there is anything to capture KM culture if you do have a supporting environment So all these things I just want you to have them in your head Because we will go back and back in different aspects of this Just have this in your head. So define your project first. You were talking about that. What's your scope? What do you want to do? What's the problem you want to solve? What's the thing that I mentioned is this a Unit is this a department is this a What's your dimension? What's your time scale? What's your what are your resources you were talking about budget? So define your project from the very beginning and of course tools to techniques So and you have again another set of questions that you have to pose to yourself Do you need a pilot project? Maybe you start with a pilot project. You show a good experience a Successful experience and then you replicate this Do you does your company need a full implementation of these in different parts of your department? Do you want it local or company-wide? So there are many questions that you have to pose to yourself That's the difference between a program and a project stupid question program is composed by several projects Yes, you can do a project and it's Really a set of action or you can do a program composed by several projects Stupid question, but just to be sure So you have to develop your strategy and then what are the aspects to be considered in Developing your strategy. That's what does it mean exactly? Does it mean the question of do I need a written policy or not? What what what do you mean by this quest this? Documentation so how you will implement if you have the resources or if you have this Okay Good good good good Mm-hmm. Do we need written policies? Are these policies integrated into your system? management because one of the things that Will drive you to failure is to do something that everybody will feel like oh No, another form that I have to feel and nobody will read It should be properly communicated and it should be perceived Mutual beneficial and beneficial for the objectives of the organization. Yeah So our managers involved if you don't have somebody providing the resources and convinced that this is Beneficial for the organization you will be fighting against windmills and Of course, this is important. Somebody talk about culture You cannot do knowledge management if your organization doesn't support learning if it's not a learning a continuous learning organization so before starting context analysis You have to know where you're standing regarding your projects So are you really aligned with the organizational needs? Is your project well-defined were communicated and Then you have to do a resources analysis Do I have a sponsor? Do I have clear roles and responsibilities assigned? All these things if they are not there they will make your work either Much more difficult or impossible. Also. Do I have sufficient know-how? Do I have to train somebody? Do I have to do I have enough knowledge? Because you you can identify your critical knowledge and your critical knowledge might be there Might be at risk of loss or might not be there and then you have to either create it buy it getting from somebody so cultural be addressed Is knowledge sharing encouraged? You know that We say knowledge is power. Is that valid in your countries at least in mind? The people they still say knowledge is power if I share with you tomorrow, they will hire you and they will kick me off So how do we overcome these things? How do we? Encourage sharing We will discuss about possible active measures on that Our lecturers will do so is innovation encouraged is organizational learning the norm in the organization if This is not there and you really are convinced that you should do knowledge management Then you have to include a change management product in parallel Somehow you have to influence the culture of your organization. What will be your approach? Techno centric Centered in technique in technology centered in people Larry said today one size does not fit all It depends on your problem in depends your organization. It depends on your country. It depends on your culture This is interesting which is governance. Where do you put knowledge management? Do you put knowledge management? In the managerial processes in the support processes in the core processes This is an example. Of course my preference is to put this as a in in the whoever is taking Strategic decisions, but many people they put knowledge management here And if you read books, you will find Thousands of books on one side Thousands of book on the other side Whatever what is really clear is what Larry said today. You need to think about governance Enrolls and responsibilities should be very clear But of course being here or being here or being here you might have different Support from different people in your organization You might have different types of tools very complicated ones very simple ones You don't have to buy the more expensive and the more complicated that this doesn't That you will be successful with your project the tool should be Adequate if you if you're in your kitchen and you buy a super robot And the only thing you do is a smoothie in the morning Doesn't make any sense So the tool should be adequate and tailored to your system I have seen experiences and I will not say where Where they said okay, we bought the system three million sir No, we did it and we bought this equipment. We have knowledge management. No, you don't No, you don't and maybe you bought two systems and then this system doesn't talk to this system. So No So you don't need very complicated thing just to say I have Successful management project or program. So success factors Clearly defined and aligned with business objectives If not, don't do it, please It doesn't make sense leaders convinced resources in place roles and responsibilities assigned and adequate internal communication In my view these are Kind of key success factors not the universal science refers to brains refers to people refers to communities to communication and all things in a Culture which is national culture, which is organizational culture My suggestion would be implement step-by-step try to go step-by-step and As I said before properly communicated and perceived as a benefit If you don't have this So You will fail. This is it. We went through all what you did and we will go again In different along the week different lectures will touch this Deeply and we will go deeply in this topic. So thanks a lot Couldn't take the time