In recent posts, we’ve been talking about how our knowledge transfer tools can help innovators be more creative and present their ideas in a way that helps them be truly heard. Another one of the skills of innovation is providing feedback or critique to somebody else’s idea. For example, many of us hire new blood into our organizations to bring their perspective. But when they do, well, let’s just say there are ways to do that well, and ways to do that very, very badly. For example, sometimes, we ask existing employees to critique each other when that wasn’t part of the culture before.
In our previous post, we discussed how to use knowledge transfer to help innovators present their ideas. But where do those ideas come from? How can knowledge transfer help encourage employees to be more creative? How do you teach employees to approach the marketplace with eye towards innovation? How do you research with innovation in mind? If you have your version of “writer’s block,” how do you spur your creativity?
We are pleased to welcome this guest blog post from our business associate, Dan Roberts, President & CEO of Ouellette & Associates. As a leading provider of innovative IT training and solutions, Ouellette & Associates helps IT organizations from all industries transition their workforce from reactive, technology-centric, order-takers to proactive, client-centric, providers of choice. We at The Steve Trautman Co. have been working with Ouellette & Associates for several years to bring excellence in talent risk management and knowledge transfer into IT organizations. We think that the research report Dan Roberts describes in this post is interesting and we wanted to share it with you.
Think about it: Cloud computing. Mobile applications. Social media. Data analytics. The Internet of Things (IoT). Connected devices. Traditional enterprise applications.
These are the solutions driving today’s digital business opportunities. Today’s business models, and those of the future, require that IT professionals are innovative anticipators who can provide solutions in an increasingly complex digital business environment.
What does it take to make innovative anticipation a reality in an IT organization? Our research indicates it requires an innovative IT culture.
Your knowledge transfer strategy should include a clear cost-benefit analysis for the change you want to make from your organization’s knowledge transfer status quo to a program that meets your defined expectations. The first step is to consider the costs of a change. Be sure to include the time your experts will spend transferring knowledge to their peers. This can be as little as a few hours per week but we’ve found that ignoring this reality causes problems when it is time to execute the strategy. There is also going to be some overhead for setting up the system, potentially using internal or external help. Then think about benefits. The cleanest way I have found to get at the benefits is to assess opportunities and threats to your business and then derive potential returns from there. The main goal of knowledge transfer is to manage talent and knowledge risks, including risks of failing in your current business or failing to take full advantage of growth opportunities. Your cost/benefit analysis should be informed by a thorough understanding of the impacts those risks could have on your business.
Topics: Outsourcing, Workforce Risk Management, Knowledge Transfer Strategy, Innovation in a Workforce, Change Management, Generational Gaps/Differences, Skilled Worker Shortage, Onboarding, Aging Workers
Lots of people use the word strategy very loosely. The word gets thrown around in business like people put salt on food. For some, a strategic plan is a one-page bulleted list; for others, it’s a 40-page treatise about who an organization is going to be in the future, how that’s going to look and feel, even including the tactics to get them there. I bring this up in this knowledge transfer strategy blog series because before you create any knowledge transfer strategy, you need to think about defining what you mean by strategy.
In my way of thinking, a knowledge transfer strategy does these things:
Topics: Peer Mentoring, Outsourcing, Workforce Risk Management, Knowledge Transfer Definition, Terms & Roles, Knowledge Transfer Planning, Reorganizations & Mergers, Knowledge Transfer Strategy, Innovation in a Workforce, Change Management, Best Practices, Consistency in a Workforce, Generational Gaps/Differences, Skilled Worker Shortage, Common KT Misconceptions, Free Resources & Tools, Onboarding, Aging Workers
As you know, I’ve spent two decades working in the field of knowledge transfer and run a consulting company that focuses on solving talent management problems through knowledge transfer. It is only in the last few years, however, that I’ve developed a point of view at the knowledge transfer strategy level. It started with my last book and has continued with a spate of global projects where we’ve tested and honed this thinking. We have learned that to roll out our work to an enterprise, the client organizations have to consider the broader implications of the effort, including ensuring alignment at the exec level and assessing and overcoming roadblocks. It doesn’t matter how simple and useful our framework is—if the organization isn’t prepared for success, we’re going to have an uphill battle.
Topics: Peer Mentoring, Outsourcing, Workforce Risk Management, Knowledge Transfer Planning, Reorganizations & Mergers, Knowledge Transfer Strategy, Innovation in a Workforce, Change Management, Best Practices, Consistency in a Workforce, Generational Gaps/Differences, Skilled Worker Shortage, Common KT Misconceptions, Free Resources & Tools, Onboarding, Aging Workers