Knowledge Management
Week 7
7/8/13
1.What it mean by “communities of practice” in the context of knowledge management? Why is important to have “proven/best practices”? What are the basic functions of communities and associated examples? What are the approaches that make the “communities of practice” work for ConocoPhillips, Fluor, and Schlumberger? (p61-64)
Knowledge retention has been a top priority for the Aerospace Corporation since its founding in 1960. Most of the programs in which Aerospace is involved go on for decades, making knowledge retention critical in the face of rapid staff turnover at customer organizations. The types of knowledge that are critical to retain within the technical and programmatic areas of the organization are also the elements that are most valued by Aerospace’s customers. The Aerospace knowledge retention strategy is organization-wide and integrates with both its KM strategy and its workforce planning strategy. Aerospace’s KM office is charged with leading a KM sub council that coordinates KM approaches through a customer council, whose members represent across-section of business interests throughout the organization. Aerospace has dealt with the challenges of retaining and transferring key knowledge through: * The development of intensive content and document management resources and systems * A governance and organizational structure aligned with knowledge needs The acculturation and orientation of new employees * A robust and long-standing retiree work program * A strong focus on communities of practice in engineering and programs to cut across the organizational structure
2. What are the traits of successful communities and how does these train related to your personal and business experience? What are the unique characteristics of communities approaches that ConocoPhillips, Fluor, and Schlumberger were taking? What are the Success factors for the “Communities of Practice”? (p64-68)
1. A compelling, clear value
7/8/13
1.What it mean by “communities of practice” in the context of knowledge management? Why is important to have “proven/best practices”? What are the basic functions of communities and associated examples? What are the approaches that make the “communities of practice” work for ConocoPhillips, Fluor, and Schlumberger? (p61-64)
Knowledge retention has been a top priority for the Aerospace Corporation since its founding in 1960. Most of the programs in which Aerospace is involved go on for decades, making knowledge retention critical in the face of rapid staff turnover at customer organizations. The types of knowledge that are critical to retain within the technical and programmatic areas of the organization are also the elements that are most valued by Aerospace’s customers. The Aerospace knowledge retention strategy is organization-wide and integrates with both its KM strategy and its workforce planning strategy. Aerospace’s KM office is charged with leading a KM sub council that coordinates KM approaches through a customer council, whose members represent across-section of business interests throughout the organization. Aerospace has dealt with the challenges of retaining and transferring key knowledge through: * The development of intensive content and document management resources and systems * A governance and organizational structure aligned with knowledge needs The acculturation and orientation of new employees * A robust and long-standing retiree work program * A strong focus on communities of practice in engineering and programs to cut across the organizational structure
2. What are the traits of successful communities and how does these train related to your personal and business experience? What are the unique characteristics of communities approaches that ConocoPhillips, Fluor, and Schlumberger were taking? What are the Success factors for the “Communities of Practice”? (p64-68)
1. A compelling, clear value