Knowledge Management
in the DH - 22/04/02
• Background
• Progress & what we have learned
so far
• Next steps
• Japanese monkeys - a story
Who am I?
• Intranet Strategy Manager
– Intranet content
– Knowledge Management
– e-Learning
– Internal Directory & e-mail
correspondence unit
– background in IT, Information
Management & the NHS
Background (1)
• DH vs NHS
• DH - Leeds & London, 8 Regional
Offices, over 60 locations
• Common IT infrastructure,
Windows 98, Lotus Notes 4.6/5.0,
Internet access for all
• Intranet, MEDS
Background (2)
• DH Review
– 10 new directorates
– CDTs
• Recruitment freeze
• NHS Plan delivery & No.10 contract
• More reviews eg ensuring efficient
delivery!
Why KLIMT?
• Rising expectations from Government &
Public
• Increased pressures on staff - aim to
reduce long working hours
• Increased use of IT & ‘Information
overload’
• Modernising Government
• Shifting the Balance of Power
(STBOP)
Shifting The Balance Of
Power
• NHS Restructuring
– 8 ROs replaced by 4 DHSC
– 95 HAs replaced by 28 StHAs
– commissioning at PCT level
• Revised information flows (and IT
systems)
• Loss of information & knowledge
What is KLIMT?
• KLIMT is a facilitated process based on
a toolkit of techniques e.g. workshops
• Capture and share knowledge
• Identify gaps between knowledge
required and information available
• Tools can be used to fill these gaps
KLIMT - 1st workshop
• Awareness - what is that you know?
Aimed at uncovering information
assets
• Sharing - looking at sharing
behaviours
• Value - information assets and their
value
• Action plan - how do you improve
things?
What we learned (1)
• Process
– time, resource & management
commitment
– review essential
• “Knowledge Management - what?”
• Each group different - must be flexible
• IT has a role but is not the total answer
What we learned (2)
• Must define knowledge & give practical
examples - case studies
• People resistant to change - “If you
want to truly understand something, try
to change it” Kurt Lewin
• KLIMT must evolve to support user
needs - community of KM workers?
• Corporate lessons learned?
KM Strategy framework (1)
Forces driving improved
use of knowledge
Measuring the
results
Balanced scorecard
Financial
Customer
Process
Future
“How are we doing?”
Change mgt.
‘What the pressures
on DH? What are the
goals?’
Knowledge Management
Strategy:
Assessment, vision, levers for
change
People
DH Strategy and
drivers for change
KM Programme:
Implementation
Top
“How do
we do it?”
down
(global)
Across
(local/dir)
Bottom
up
(personal)
KM Strategy framework (2)
Forces driving improved
use of knowledge
Change mgt.
‘What the pressures on
DH? What are the goals?’
Knowledge Management
Strategy:
Assessment, vision, levers for
change
People
DH Strategy and
drivers for change
Measuring the results
Balanced scorecard
Financial
Customer
Process
Future
“How are we doing?”
KM Programme: Implementation
“How do
we do it?”
Top
down
Across
Bottom
up
(global)
(local/dir)
(personal)
KM Strategy framework (1)
Forces driving improved
use of knowledge
Measuring the
results
Balanced scorecard
Financial
Customer
Process
Future
“How are we doing?”
Change mgt.
‘What the pressures
on DH? What are the
goals?’
Knowledge Management
Strategy:
Assessment, vision, levers for
change
People
DH Strategy and
drivers for change
KM Programme:
Implementation
Top
“How do
we do it?”
down
(global)
Across
(local/dir)
Bottom
up
(personal)
What next?
• Commitment to KM Strategy …. but
– DH Review - 10 new
directorates/CDTs
– Shifting the Balance of Power
• short term changes
– DH Directory (data cleansing)
– Knowledge Harvesting
– IMS + KM software trials
What next (2)
• Medium term
– Intranet version 2 (improved search)
– e-mail management pilot/rollout
– KLIMT version 2
– personal competencies
– CDT rollout
… and finally
Vladimir Kabaidze at the Congress of
the Communist Party of the USSR
“I cannot stand this proliferation
of paperwork.
It is useless to fight the forms.
You’ve got to kill the people
producing them.”
….. or better still
“ … the most powerful thing anyone
can do is to alter the way they
behave themselves. If you behave
differently you can have an effect on
everyone around you.”
- Sir Richard Wilson Head of the
Home Civil Service
QUESTIONS?
A story