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Knowledge Management in UNDP

A Presentation for the International Olympic Committee (IOC)

Johannes Schunter

on 13 September 2013

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Transcript of Knowledge Management in UNDP

Network starting point
Your Profile
a personal storefront featuring
your expertise and
your network contributions
Teamworks Spaces
flexible "rally points" for any topic or purpose
Building upon what we've learned:
a purpose-built platform,
specifically designed for networking
Knowledge Management in UNDP
connecting people.
These spaces are created using Drupal Organic Groups. If that means something to you , then so will this:

Teamworks is OG, plus
advanced invites,
nuanced role management,
delegated panels layout control,
delegated taxonomy defaults
optional screening / moderation
built-in Google translate.
now we can visualize (and measure) a real human network
green dots are people who seek partners

blue dots are people who are followed.
the bigger the circle, the higher the "betweeness" of the person.
This is the actual Teamworks human network, as of 2013
People play distinct, vital roles in a network
This person, and their red lines, is what we call a "connector"
connectors keep different parts of the network in touch with each other
What draws people into a knowledge network?
People follow the expert - they can have exponential influence (when followed by connectors!).
the Groundbreaker expands the boundaries of the known network by drawing in new Experts
Ground Breakers
“Groups of people who share a common concern, set of problems, or passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis” (Etienne Wenger)

Formalized knowledge networking as the primary aspect of knowledge management in the organization.

Since 1998 Knowledge Networks were established in all of UNDP’s priority areas of work.

Knowledge Networks subsequently became part of UNDP’s business plan (formalized practice approach)

Knowledge Networks have helped overcome traditional organizational boundaries, but cross-practice and emergent topic networking difficult (knowledge silos).
Communities of practice
Advisory Team members can have specific engagement resonsibilities to the space members (publishing quotas, response time agreements, prediction market trades)

Advisors can invite external experts to the space to fill knowledge gaps.
Teamworks spaces come with KM roles
Ingredient: a Knowledge Support Team with more integrated, just-in-time responsibilities
This social graph becomes a knowledge asset.
Knowledge measurability turns knowledge exchange from an "add-on" into something that is mission critical.

We analyze our social graph, note areas of weakness (e.g. lack of experts in a subject area), and then design possible interventions.

This drives investment decisions.
prior profile of UNDP knowlege specialists:
dedicated to a specific thematic knowledge network
consolidation and management of e-discussions
public publication management
today's profile of UNDP knowlege specialists:
curate a collection of Advisors and External resources
be accoutable for targets of community engagement
reinforce and reward good peer-support practices
structure "knowledge appeals" (quarterly polls, predicition markets)
focus on on "a dear few" formal standardization products
Even though we are primarily focused on connection and "knowledge fitness", we "hedge" that focus with a small portfolio of systematization
Crisis Respsone: worth the effort
Crowdsource for priorities - users can
often tell you which processes are worth
Johannes Schunter
Knowlege Management Specialist
United Nations Development Programme
A Presentation to the International Olympic Committee (IOC)
Structured sharing legacy: email networks
Teamworks was designed as a multi-host platform.
Each sponsor defines their access rules
The "courtyard" is for
for groups open to all
Selective access to specific rooms
can be granted to any guest
Active community development planning
An integrated organizational collaboration strategy
Intranet: organizational records and business process support
Teamworks: for personalized peer networking
Public web: the official organizational publishing point
Only for staff
For staff and partners
For media and public
Models for partners' use of Teamworks
Try it out:

Host a space on one.unteamworks.org
No cost
Invite selected colleagues
Sponsor a time-bound virtual dialogue (or series) for public / south south engagement
Flat monthly charges plus setup fee (average $20,000 to $40,000 for a 6 month simple discussion with text analysis)
Open to the public, registration required for contributions
Can be IOM-branded, or co-branded with partners

Subscribe to a renewable IOM Teamworks domain

IOM staff can use their corporate passwords
Integration with intranet and/or public website
Public / Private options - can have a mix of open and closed exchanges
"Enterprise-level" services and support
Up to 1,000 users = $75,000 per year
Up to 5,000 users = $125,000 per year
Over 5,000 users = $200,000 per year

- Enterprise-grade security and management
- Penetration testing
- "safe zone" for linking to public social networks
- RSS / feeds to import / export content and updates
Leverage social analytics for talent management
Track and rate space engagement levels
Next-generation text analysis and summary
The new Teamworks (march 2013)
This allows novel and innovative uses of the platform
How can an organization enable
ongoing knowledge exchange
across 150 offices globally?

The Challenge
Email-based COPs not up date with technological advancements
Knowledge sharing still sporadic
Bottom-up knowledge from COs doesn't reach the ones who need it
Consultants leave without sharing their knowledge & solutions
Too much knowledge gets lost in the "black hole" of personal email inboxes
UN agencies are cut off from UNDP info flows, not aware of UNDP’s experiences and knowledge (and vice versa)
Challenges remained
Facilitating knowledge exchange within context
Facilitating knowledge exchange “just in time” versus “just in case”
Open our knowledge sharing facilities to other UN agencies, clients and external partners
New Knowledge Strategy in 2009
Three principles:
Taking advantage of bottom-up, participatory collaboration concepts and Web 2.0 technologies.
In KM 1.0, knowledge was delivered vertically from above and was isolated from its producer; in KM 2.0, knowledge is linked to the people and context which generated it.
KM 2.0 empowers individuals and facilitates demand-driven collaboration processes.
KM 2.0 establishes communication channels which were not available before, thus triggering new people interactions, learning and business opportunities while doing what you already do.
Introducing KM 2.0
The story of Lisa and Chen
UNDP's Social Collaboration
Platform "Teamworks"

A new dimension of business analysis
Track knowledge exchange across locations
The Knowledge Age
The knowledge of humankind was doubling every 15 years since 1700 and is accelerating to a doubling rate of 5 years today
It is estimated that a week’s worth of New York Times contains more information than a person was likely to come across in a lifetime in the 18th century.
For students starting a four-year technical or college degree, half of what they learn in their first year of study will be outdated by their third year of study.
Universities are currently preparing students for jobs that don’t yet exist, using technologies that haven’t yet been invented, in order to solve problems we don’t even know are problems yet.
The top 10 jobs that will be in demand in 2015 didn’t exist in 2005
Today’s learner will have 10 to 14 jobs by age 38.
1 of every 8 couples married in the U.S. last year met online.
If Facebook were a country, it would be the 3rd largest in the world with about 1 billion inhabitants
Organizational Change in the Knowledge Age
How does your day-to-day work look like?
What skills are expected from you?
Where will you work in 5 years and in 10 years from now?
How do job profiles change?
What does this mean for you?
We all become Knowledge Workers

(= the primary resource we need and produce is knowledge)
“I can’t find the stuff I need!”
“I don’t know how to do that task!”
“Why didn’t we know about this before? We could have saved ourselves a lot of work!”
“I did all the work and now it’s not needed!”
“I can’t get in touch with someone fast when I need to know something!”
“The colleague left the organization, and now nobody knows how to do it!”
“I have to do it all over again on my own!”
Do these quotes sound familiar?
It is for experiences like these that we understand we need something like “Knowledge Management”
There are countless definitions for KM
Definition of the term is not important
Important is which knowledge challenges an organization tries to solve
What is Knowledge Management
Whatever an organization does to solve these challenges

falls under the business discipline “Knowledge Management”
The objective is to get the right knowledge to the right people at the right time.
Explicit knowledge can be captured, written down and presented in documents and databases.

Tacit knowledge is the knowledge in our heads. It is much less concrete and more difficult to document and measure, however, it is more valuable because it provides context. Tacit knowledge requires personal contact and trust to share effectively.
KM Principles: What does this image have to do with KM?
KM Principles:
The three pillars of KM
People: KM is first and foremost a people issue. Getting an organisation’s culture (including values and behaviours) right for KM is typically the most important but difficult challenge.

Processes: In order to improve knowledge flows, organisations need to make changes to the way their internal processes are structured and sometimes even the organisational structure itself.

Technology: Technology (intranet, databases, networks) is an essential enabler, but it must foremost serve the organisation's people and processes.
Communities of Practice / Knowledge Networking (http://www.kstoolkit.org/Communities+of+Practice)

Peer Assists (http://www.kstoolkit.org/Peer+Assists)

After Action Reviews (http://www.kstoolkit.org/After+Action+Review)

Knowledge Fairs (http://www.kstoolkit.org/Knowledge+Fairs)

Knowledge Systematization (http://www.kstoolkit.org/Systematization)
KM Tools
The Implementation Process
First concept note and
mockup screenshots
Mar 2008
Development of a
prototype approved
Nov 2008
"Silent" launch of
May 2009
Development of KM
Project and production
application approved
Dec 2009
Advice to
Business Units and
Training during
Country Missions
Change Management and
Communications Plan
- Communications Campaign
- Senior Mgt Engagement
- Business Unit Consulting
- Helpdesk and Support
- Country Office Missions
Apr 2010
Official Launch of
Nov 2010
7,500 users
Content migration
from legacy
Oct 2010
2,400 Teamworks users

1 Director
1 KM Manager
1 IT Analyst
1 Project Officer
1 KM Client Services Specialist
1 KM Partnerships Specialist
1 Communications Consultant
5 Regional Team Leaders
External Project Mgt Company (3)
External Development Company (3)
External Change Management Company (2)
13,500 Teamworks users

So far spent: $3 Mio
Ongoing costs: $660,000/year
Jun 2009
First external
organization to
to Teamworks
Jan 2011
38,000 Teamworks users
52,300 Teamworks users
Jul 2013
HQ training rolled out
Jan 2011
Rio+20 Online Dialogues for
Government of Brazil
May 2012
Post-2015 Online
Sep 2012
G20 Civil Society Dialogues
Dec 2012
1 Director
1 KM Manager
1 IT Analyst
1 Project Officer
1 Consultant to develop project proposal
1 Director
1 KM Manager
1 IT Analyst
1 Project Mgt Specialist
1 KM Client Services Specialist
External Project Mgt Company (3)
External Development Company (3)
1 Director
1 KM Manager
1 IT Analyst
1 Project Officer
1 KM Client Services Specialist
1 KM Partnerships Specialist
1 Communications Consultant
3 Helpdesk Consultants
5 Regional Team Leaders
External Project Mgt Company (3)
External Development Company (3)

So far spent: $2.1 Mio
Ongoing costs: $900,000/year
1 Director
1 IT Analyst
1 KM Client Services Specialist
1 KM Partnerships Specialist
2 KM Consultants
3 Helpdesk Consultants
3 Regional Team Leaders
External Project Mgt Company (2)
External Development Company (2)

Ongoing costs: $600,000/year
Development arm of the United Nations
Services as consulting agency to governments
Works in Democratic Governance, Poverty Reduction, Environment, Crisis Prevention, Gender and Capacity Building
8,500 staff members
15,000 consultants and project officers
Presence in 150 countries, working in 175 countries
Delivers programmes in the size of $5.2 billion (core budget $700 Mio)

United Nations Development
Programme (UNDP)

Prototype evaluation survey
Sep 2009
Full transcript