Maturity, Maturity, Maturity

It is the not the first time that I am writing about this topic, but where 5 years ago I felt alone, shouting in the dessert debating the importance of maturity,
today,
the issue becomes well recognised.
I can refer to following artcile quoting KMPG : Digital strategies are barely effective (and sorry - it's in Dutch, but the title says it all).
https://www.computable.be/artikel/nieuws/digital-transformation/6374549/5440850/kpmg-digitale-strategie-is-nauwelijks-effectief.html

This lack of effectiveness is because, whether we talk about knowledge management, or a specific application of knowledge management, such as social, designing digital transformations, new ways of working,... 

always, when we talk about change: take into account the maturity.

That is why we developed a methodology over the last decade, refining this methodology, each time it is applied, to assess maturity: from person, to division, to company.

That way, you KNOW your maturity - because you have measured it.

So you KNOW how to design and implement your digital strategy.

Because success of your digital strategy depends on the people, who need to live it....

Imaging you know how each person reacts to change,

imaging you know what the skillset of each person in digital technologies is,

imaging you know how each person and division will react when implementing digital strategies....

....if you truly know this - from the associates yourself, you do not need us on this point.

If you have any question on this: we invite you to have a look on www.whiteravensculturalanalysis.com - and drop us a line.

We can do more than you think - and we will make sure, your digital strategy IS effective...

Why is this still an issue?

Please look at following figure:

You see overlap in QMS procedures and training material.

Why is this still the case?

My starting position is:

Use your procedures as training material.

If you cannot do that, something is wrong with your procedure.
If you have separate training material, consider making that your QMS procedure.

You see overlap between customer documentation and training material.

Are you sure this is minimized?

My starting position is:

Use single sourcing where possible.

Use customer documentation as training material where possible.
Or the way around.

Or do you have an overlap in what's shown in the user interface of your software and your documentation? Or do you want documentation material in your user interface?

etc.... etc....

But why is this still an issue?
Isn't that normal? Isn't that the standard?

...well, apparantly not.

Because of history...
"we are giving training using presentations already for decades"
"because it would cause company internal tensions - reducing work for the training division"
"because we do not have the tools"
"because we do not know how to start"
"because it is the responsibility of different departments - and I do not want to pick-up that ball!"
"because we're happy with the way things are"

So most of the "Reasons" I encounter are reasons focused on a status quo - and since that is not an acceptable term, typical the term "stability" or "unwanted change" is used.

But life is change.

Survival is change.

Optimization is survival.

Innovation, efficiency and effectivity are required for survival.

So what's the lesson?

There are few!

1 It is easier to manage handling continuous improvement and change,
than to handle a process - in status quo - in innovative environments.

2. Sometimes the question is just not asked: 'Do I perform double work, and
what would be the profit in optimizing this?'

And this doesn't need to take long...

An analysis is only taking maximum a few days.

Suggestions to imrpove, and building a related business case, same.

And if you need guidance, or someone else to do so?

Just call us !! 

Cultural Analysis - What you always wanted to know but were afraid to ask

Imagine.

A world where you can anticipate reaction to every change in your organization.

Imaginge a world where you know the hick-ups in your knowledge flow.

Imaging you know the knowledge maturity of every associate.

The old wolves - working for decades in your organization.

The young stallions - you want to hire.

Imaging being conscious about the focus of innovation and knowledge.

Imaging knowing which associates are good to go - without additional commounication - for innovative projects,

and which associates need a different approach or are blocking innovation.

This is only a small fragment of what cultural analysis can do for you.

Need to know more? Contact geert.willems@whiteravensconsulting.com

Quality Management Systems: the moment it is installed, it is obsolete !

www.whiteravensconsulting.com

Quality Management Systems: elaborating on a white ravens consulting service:

Why a Quality Management System?

The moment it is installed it becomes outdated and obsolete!

check it out on www.whiteravensqms.com

www.whiteravensconsulting.com - Twitter: GeertSWillems

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20 years proof of added value by knowledge management - and why this can help you...

Knowledge management is still a key differentiator.
The possibilities of this area of expertise are enormous:
- SCRUM is an application of knowledge management
- CDT&R is an application of knowledge management
- VSM is an application of knowledge management
- Working out loud is an application of knowledge management
- Problem solving techniques are an application of knowledge management
- Kaizens are an application of knowledge management
- The ‘new way of working’ (getting old in the meantime) is an application of knowledge management
And there is so much more in the pipeline…. Knowledge management is not that very small kitten any more, it has been grown for some time. And a lot of people didn't notice, because one of the big rules in knowledge management to introduce it, is not to call it knowledge management...

‘Yeah, right’, I hear you think.
From my beginning in knowledge management (start of the nineties of previous century) I always had difficulties answering the question: “What can you do with knowledge management in a practical way”.
And even then I answered: “The possibilities are numerous ! Tell me your need, and I will give you the solution based on knowledge management principles. It will be the right solution!”.
And being a consultant, you see a lot of changes in different companies, and again I noticed that SCRUM, CDT&R, VSM etc… all have a common denominator:  knowledge management techniques.
SCRUM and agile is nothing more than applying theoretical knowledge management techniques on software development. The same for the “New Way of Working”, solving problems in organization,…
For each application, a new string of companies, consultants and methodologies was created. And we see that the tools that get hyped and are not based on knowledge management principles disappear, or only apply in very specific circumstances. We also see that the tools that are based on knowledge management principles are here to stay, or to evolve further.
But here is great thing about knowledge management: this is only the tip of the iceberg.
Four years ago, I wrote some books on knowledge management, and in one of them I gave a list of more than 100 strategic goals which can be pursuit by knowledge management.
…and if you are not pursuing your needs using knowledge management principles – as taught in our trainings – you may be heading for unpleasant surprises…
…do you know these principles?
…do you know your needs and the related knowledge management based solution?
www.whiteravensconsulting.com