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IOC Knowledge Management
Transcript of IOC Knowledge Management
There is no definitive definition of knowledge.
“Knowledge is a mix of experience, values, expert insight and contextual information.
what you know
how you use what you know
to increase an entity’s capacity for taking effective actions.” (Davenport and Prusak, 1998; Huber, 1991; Prusak, 1997)
Definition of Knowledge Management
“…a conscious strategy to get the
, at the
through helping to share and put information into action to improve the organisation’s performance.” (Van-Ewyk, 2000)
The IOC and The Olympics
Staging the Olympic Games is extremely complex:
- 2 years bidding
- 7 years preparation
- 16 days of competition
- 1 year of dissolution
International Olympic Committee
is the organisation responsible for organising the Games.
organisation, founded in 1894.
100 active members, 33 honorary members, and 1 honour member. (International Olympic Committee, 2012)
Organising Committees for the Olympic Games (OCOGs)
International Sport Federations (IF)
International Olympic Committee (IOC)
IOC Organisation Structure
2000 - Establishment of the Transfer of Knowledge (TOK)
2002 - Olympic Games Knowledge Services (OGKS)
2005 - Olympic Games Knowledge Management (OGKM)
(International Olympic Committee, 2012)
The evolution of the IOC’s Transfer of Knowledge
IOC Knowledge Processes
Integration is attained from one country to another when the mentioned processes are achieved.
Knowledge database accessed on the IOC Extranet
Guidelines, systems, processes, regulations, manuals and etc created over the years.
Knowledge Transfer & Sharing
, workshops and seminars.
Legacies are the lasting outcomes of our efforts
Building a legacy is important to ensure the continuity of a
The Olympics are a catalyst for
– they provide a great opportunity to create environmental, social and economic legacies that can change a nation forever (Rogge, 2008)
Creating sustainable legacies is a
of the Olympic Movement.
‘The IOC is firmly committed to guaranteeing legacy is as positive as it can possibly be’ (Rogge, 2002).
Knowledge Management Problem
: The IOC understands the importance and benefits of legacy, however, this does not reflect in their actions.
PROBLEM: Failure to create a legacy
The responsibility of the IOC is to do a
Greece was economically unstable
Buildings are meant to be a source of national pride (Chaffin and Hope, 2011).
Sports facilities are meant to be
centres of excellence
Several of the buildings built for the games now sit idle or underused (Lowen, 2012)
The IOC failed to consider whether Greece could afford to create a sustained legacy (Malkoutzis, 2012).
Examples of failed legacy creation: Greece
Facilities are expensive to maintain and draining public funds – Water Cube built for
2008 Beijing Olympics
made a loss of 11 million Yuan in 2012 (Blanchard and Fan, 2012).
Aspects of the
legacy are in danger of faltering.
Examples of failed legacy creation
OCOGs fail to leave host countries with an effective legacy.
IOC need to internalise the responsibility of creating a legacy via a
Purpose: work with host country in establishing legacy plans and encourage country-to-country legacy knowledge transfer.
from within the IOC to the new division
Knowledge Management System
(KMS) to extrapolate this implicit and explicit knowledge
Done through a
E.g. Implement a
Group Support System
Internalising the Legacy-Function rather than create an external Legacy-Committee will make it efficient.
The OGKM have already internalised the KM system previously, making this a suitable direction to follow.
The success of the OGKM in organising the Games demonstrates there is a culture and passion for sharing.
Officials feel an enduring sense of pride creating the Games.
In order to create a effective solution, the IOC needs to take into account their dynamic capabilities, inherent in the OGKM’s current strengths in information, services and personal experiences.
Utilising these capabilities, the IOC can effectively share inherent knowledge both internally and externally, in order to yield positive legacy outcomes.
The Legacy-Function will work with the existing partnerships built by the OCOGs when organising the Games.
Partners have already established Knowledge Capacity through the running of the Games.
Knowledge Capacity will be outlined prior in the Olympic Charter and a pre-requisite for a successful Host-Bid
3 main sources: Information, Services and Personal Experience
: Official Games Report, technical manuals, knowledge reports
: workshops, seminars and a network of experts
: Preparations, operations and Observer Programmes for the Olympic Games (Olympic.org, 2012)
Strengths of Current Internal KM System
– Data and documentation of the games; ticket sales
- Learning experience transferred during Observer Programmes
Double Loop Learning
requires learning multiple perspectives and to learn from failures. (Argyris, 1991)
Professionals are usually very good at what they do and rarely experience failure. (Argyris, 1991).
The OGKM are very good at organising the Games.
Legacy is a major emerging issue.
The OGKM will use the existing codifying Knowledge Systems such as 'The Source' to build a database of Legacy data.
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Chaffin, J. and Hope, K. 2011. Decline and fall of Greece’s Olympic legacy. Financial Times. Available at: http://www.ft.com/cms/s/0/23b8602e-2c90-11e1-8cca-00144feabdc0.html#axzz2wVuutDvm Accessed: 20/03/14
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International Olympic Committee
Knowledge Management Problem: Legacy
(Jones et al, 2014)
The KM system of the IOC; the OGKM is very effective in organising the Games.
However, after the main event of the Games, the IOC has often failed to establish a long lasting legacy in the host nation.
Following the success of the internalisation of the OGKM department, replicating this strategy through establishing an internal Legacy Division will provide the IOC with a winning solution to overcome the problem of failed legacy creation.