Professional Documents
Culture Documents
By Mohamad Aldada
April 2011
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Purpose
The purpose of the presentation is to discuss the contribution of the GCC Police and Army towards global competitiveness. The discussion will concentrate on using Knowledge Management for Global Competitiveness taking into consideration the situation within the GCC countries.
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Agenda
Introduction Economic Knowledge Management Data Fusion Centers Knowledge Management Partnership Strategy Example: Knowledge Management in the US Army Global Competitiveness GCC Considerations for the KM Strategy
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Introduction
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5 Exabyte's of data were created between the dawn of civilization and 2003 - equal to the amount of data created in the last two days. The volume of business data doubles every 18 months 2010: corporate user receives 200 emails per day Into 2009 the average American was exposed to 34 Gigabytes each day
Online social networking is now more popular than email Managers spend more than 25% of their time searching for information 71% of employees are searching on the Web than on internal systems Knowledge workers spend up to 20 hours per week reading and sending emails
New generation communicate differently at home and will expect the same at work
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Proce ss
Peo ple
Organizations that do not follow the new approach will be less effective and efficient and eventually less competitive
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Policy
To enhance government efficiency To reduce the burden for citizens Outcome of the Knowledge management Policy
Savings from reduction of documents (as of 2007) Approximately 250 billion won (US $ 230 millions) Survey Result (March 2008) 87.8% of respondents are satisfied with the policy to go into knowledge management Application process improvement(55.4%) Reduction of time wasted searching for information (25.2%) 7Page (7 )
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The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it Andrew Carnegie
Motivations employees learn while doing their jobs The need to capture what for Managing Knowledge (experience) Empowered employees who had no way of sharing new solutions or innovations Internal and external benchmarking as a way of finding best practices (making next practices) Increasingly global and geographically dispersed operations The rise of knowledge work and increased need for collaboration The need for increased responsiveness and shorter cycle times. 9Page (9 )
Physical Information
Tacit Knowledge
Microfilm Human Resources Asset Managemen t Command and Control Images (Scan) Web Pages Paper Photographs
Video Libraries
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Police and Army Information and Knowledge Resources Threats Risks Logistics
Third Party Information and Knowledge Government info (lands, buildings, addresses, administrative boundaries)
Transportation (roads, bridges, ..etc.) Water and electricity Telecommunications Business information Tenancy and real estate Census data Banks and credit cards Cameras (video and still) Delivery Services (courier, food, ..etc.) Transport, freight, ..etc. Travel (air, sea, land) Tacit Knowledge of Third Parties
Partnership Strategy
Locations Documents (electronic / Paper) Drawings and maps Plans (emergency, strategic, ..) Audio / video digital files Audio / video media (CDs, Tapes, ..) Field reports, tips, Intelligence information Community Police reports Tacit Knowledge of Police and Army
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Mission: To facilitate the sharing of information between civilian and military actors working on complex crises in order to enhance their sense of shared awareness.
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Foster innovation by encouraging the free flow of ideas Improve service by streamlining response time Facilitate the collection, classification, utilization of information Enable beneficiaries to find the most suitable knowledge source (electronic, physical, human) information /
Streamline operations and reduce costs by eliminating redundant or unnecessary processes Enabling staff and knowledge base citizens to contribute to and utilize and the
accurate
timely
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Create a culture of collaboration and knowledge sharing Personalized and contextual information and knowledge is pushed and pulled from across the enterprise to meet mission objectives -Good ideas are valued regardless of the source The knowledge base is accessible without technological or structural barriers (only limited by security policies) Knowledge sharing is recognized and rewarded.
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considered a best practice for knowledge management that can be used by the public and private sectors
US Army Enterprise Knowledge Management The US Army KM Competency Model is Competency Model
Suggested Topics
Suggested Topics AKO/DKO Social Networking Web 2.0 Sensemaking Virtual Worlds Emerging Technologies
Suggested Topics Balancing Need to Know vs. Need to Share KM & Classifications KM & Data Privacy KM & Information Mgt Policy
Defining Knowledge and Knowledge Management KM from a Historical Perspective The Value of Knowledge KM in the Army, DOD, and Beyond The Knowledge Development Process KM to Mission Accomplishment KM in Action
Information Assurance
KM Culture
Suggested Topics KM Governance Knowledge-Enabled Work KM Awareness Change Management Learning Culture Rewards & Recognition Suggested Topics CKO Role & Responsibilities KMO Role & Responsibilities KA Role & Responsibilities COP Leaders & Facilitators
Process Improvements
KM
KM Leaders, Managers & Champions Communities of Practice & Knowledge Transfer Venues
Suggested Topics Measuring Impact Measuring Effectiveness Measuring Performance Qualitative/Quantitative Measures Metrics as a KM Promoter Creating Actionable Metrics
Suggested Topics Content Management Life-cycle Managing Content for Discovery Enterprise Search
Suggested Topics Facilitation Communities of Practice/Interest Project Teams Expertise Transfer Knowledge Continuity
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Global Competitiveness
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maintain preparedness. Their experience and best practices can be shared with Government and Private Sector to boost economy.
Technology and Innovation for Global The Police and Army generally use the latest technology and best practices to Competitiveness
Prosperity Growth
Competitivenes s
The Police and Army can play a key role in supporting technology and innovation as their success reflects positively on the local economy. For example:
1)
Competitivenes s
Productivity Growth
Innovation Capacity
Police uses advanced technology in tracking and tracing vehicles. This can support other sectors as customs, fuel and oil transporters, ..etc. The Army uses extensive technology in logistics, fleet management, ..etc. The unclassified experience can be shared with other Government and the private sector to support innovation and competitiveness. Both the Police and the Army use GIS and IT for task force management; the best (23 ) 23Page practices can be shared with
2)
Technology Readiness
3)
Partnerships and Pillars of W hile Competitiveness (World Economic Forum) the Police and Army can contribute to some of the pillars of competitiveness, with partnership their contribution can be
BASIC REQUIREMENTS
4.
1.
factor-driven
EFFICIENCY ENHANCERS 5. Higher education and training 6. Goods market efficiency 7. Labor market efficiency 8. Financial market sophistication 9. Technological Readiness 10. Market size INNOVATION & SOPHISTICATIONS FACTORS 11. Business sophistication 12. Innovation
Key for
efficiency-driven
economies
Key for
innovation-driven
economies
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Apply the concepts of knowledge management and utilize information technology as key enablers for improving government performance, effectiveness and global competitiveness 26Page (26 )
Thank You
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Support Slides
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Fusion Center
Other Interest s
M O A
M O A
Lic en se Ag re e m en t
Da ta M od el s
Ge os pa tia l Re fe re nc e
Triba l
M O A