Inaugural HHS Executive Knowledge Management Summit – 2019 pt 1
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LET’S GET STARTED. IT’S 9:00. I HAVE A FULL AGENDA. MY NAME IS RAMIN. I TALKED TO A LOT OF YOU AND I KNOW MANY OF
YOU ALREADY. SO THANK YOU FOR BEING HERE. I WANT TO INTRODUCE MR. CHARLES KECKLER WHO IS THE EXECUTIVE SPONSOR
FOR KNOWLEDGE MANAGEMENT. HE WILL GIVE YOU GUYS A COUPLE OF OPENING
REMARKS. CHARLES. [ APPLAUSE ]
>>CHARLES KECKLER: SO THIS STARTED FOR ME WITH AN ANECDOTE THAT I KEPT HEARING IN DIFFERENT
FORMS. SO I WOULD SEE A PROJECT AND I’D SEE ANY NUMBER
OF IDEAS FROM MY POSITION AND SORT OF LEADING REIMAGINE HHS, FOR THOSE OUTSIDE OF HHS, IT’S
OUR ENTERPRISE CHANGE MANAGEMENT APPROACH. AND WE WOULD ENCOUNTER A LOT OF GREAT IDEAS,
PEOPLE WORKING ON DIFFERENT THINGS AND I WOULD ASK, HOW DID THIS PROJECT, THIS WORKING GROUP
OR THIS PROPOSAL, GET STARTED? AND THE ANSWER WOULD COME IN SOME FORM OF,
I WAS AT A CONFERENCE AND I WENT TO A TALK OR I WAS AT THE LECTURE, AT THE COFFEE TABLE,
AND I NOTICED THERE WAS SOMEBODY ELSE FROM HHS BECAUSE THEY WERE WEARING SOMETHING THAT
SAID HHS. IT WAS SOMEBODY I DIDN’T KNOW. MAYBE I HEARD THE NAME BUT I DIDN’T KNOW THAT
PERSON BUT THERE THEY WERE, AN HHS COLLEAGUE. WE GOT TO TALKING AND I NEVER REALIZED THAT
SOMEBODY FROM THIS DIVISION OR FROM THIS CENTER, WHATEVER, HAD ANY INTEREST IN THE TOPIC LIKE
I DID. OF COURSE THAT PUT A WHOLE NEW PERSPECTIVE
ON THE ISSUE. THEN THEY WOULD SAY SOMETHING LIKE, SO YOU
KNOW, SERENDIPITY. BUT THE FUNNY THING WAS, ABOUT SERENDIPITY,
SINCE A VARIANT OF THIS STORY KEPT POPPING UP, SERENDIPITY SEEMS TO OCCUR WITH A KIND
OF MEASURABLE FREQUENCY. AND SO THEN I BEGAN TO WONDER IF THIS FREQUENCY
WOULD BE SOMETHING TO CHANGE. HHS HOLDS VAST DIVERSE AMOUNTS OF DATA, INFORMATION,
KNOWLEDGE, WHICH CAN BE LEVERAGED TO ENHANCE PUBLIC HEALTH, SAFETY, WELL-BEING, THE SCIENTIFIC
EMPIRE. AND AS WE WERE DESIGNING WHAT WAS TO EVENTUALLY
BECOME THE REIMAGINE HHS PROJECT, OF WHICH THIS IS A PART, THE PROBLEM OF INFORMATION
SILOING WAS HIGHLIGHTED BY ALL OF OUR PARTICIPANTS. SO THE EARLY SESSIONS OF REIMAGINE, WE BROUGHT
IN ABOUT 200 SENIOR CAREER PEOPLE WITH A LOT OF EXPERIENCE HERE AT HHS, FOR TWO WEEKS,
TO THINK OF HOW DOES THE DEPARTMENT NEED TO CHANGE? WHAT ARE THE AREAS WHERE IT NEEDS TO MAKE
AN EFFORT, TO MAKE A STRATEGIC SHIFT? AND THEY WERE DIVIDED A LITTLE BIT RANDOMLY
INTO ELEMENTS OF THE STRATEGIC PLAN. WE HAD A FINANCIAL GROUP AND WE HAD A PUBLIC
HEALTH AND SCIENCE GROUP AND WE HAD OTHER PEOPLE, MORE FOCUSED ON ADMINISTRATIVE OPERATIONS. AND ALL THAT CAME UP WAS THE SAME THING. RIGHT? WE HAVE ALL THIS INFORMATION SILOING PROBLEM
THAT HHS IS DATA RICH AND INFORMATION POOR, AND ESPECIALLY INSIGHT-POOR. AND SO THE WAY WE DEVELOPED THE CHANGE MANAGEMENT
PROGRAM AND PUT INTO REIMAGINE HHS, IT LED TO A NUMBER OF OUR EFFORTS, OUR TECHNICAL
EFFORTS THAT WE ARE SPONSORING, TO MAKE OUR SYSTEMS TALK TO ONE ANOTHER, TO SHARE DATA
ACROSS OUR PLATFORMS, AND OTHER SOLUTIONS THAT WE HAVE IDENTIFIED. BUT REALLY THE MOST CRITICAL INFORMATION RESOURCE
IS ULTIMATELY IN THE MINDS OF OUR EMPLOYEES, BY-AND-LARGE, WE ARE KNOWLEDGE WORKERS. THIS IS A KNOWLEDGE ORGANIZATION. AND EMBODIED INFORMATION, KNOWLEDGE, IS OUR
MOST PRECIOUS ASSET. SO LEARNING WAYS TO MORE EFFECTIVELY SHARE
KNOWLEDGE BETWEEN ONE ANOTHER AND BUILD PRODUCTIVE CONNECTIONS HAS BECOME A KEY PART OF THE OVER
ALL VISION OF REIMAGINE. NOW AS MANY OF YOU KNOW, THIS ISSUE OF SHARING
INFORMATION IS A STUDIED PHENOMENON. AND IT’S STUDIED IN VARIOUS FORMS IN ORGANIZATIONAL
MANAGEMENT AND NETWORK THEORY, WHICH IS ONE OF THE MOST POWERFUL INSIGHTS AS THE STRENGTH
OF WEAK TIES AS IT IS CALLED. AND BUILDING EXCELLENT NETWORKS, NOT JUST
WITH YOUR DIRECT COWORKERS BUT WITH THOSE MORE DIFFERENT COLLEAGUES, WITH WHOM YOU HAVE
AN AFFINITY AND INTEREST IS NOW CONSIDERED THE HALLMARK OF EFFECTIVE AND INNOVATIVE ORGANIZATION. AND THOSE COLLEAGUES WHO ARE MORE DISTANT
ARE IN SOME WAYS ESPECIALLY VALUABLE BECAUSE THEY ARE MORE DISTANT, UNLIKE THE PEOPLE WITH
WHOM YOU HAVE BEEN WORKING ALONGSIDE FOR YEARS, THEY HAVE THE WONDERFUL VIRTUE OF KNOWING
THINGS THAT YOU DON’T KNOW. EVEN ABOUT THINGS THAT YOU CARE ABOUT. AND HELPING FOSTER THOSE TIES IS ONE IMPORTANT
BENEFIT THAT YOU CAN DERIVE FROM APPLYING THE DISCIPLINE OF MODERN KNOWLEDGE MANAGEMENT. SO TODAY AS A KICKOFF, WE ARE IN THE POSITION
OF BEGINNING THE DISCUSSION OF HOW TO BRING KNOWLEDGE MANAGEMENT GREATER VISIBILITY AND
USE AT HHS. KNOWLEDGE MANAGEMENT INCLUDES STRATEGY PROCESSES
AND TOOLS THAT ARE USED TO GENERATE, ORGANIZE, DISTRIBUTE, AND MAKE OUR VALUABLE INFORMATION
DISCOVERABLE. AND THAT, IN TURN, WILL LEAD TO BETTER COLLABORATION
AND IMPROVED DECISION-MAKING. AND IMPROVED PUBLIC HEALTH OUTCOMES, WHICH
IS WHY WE MADE IT PART OF THE ACCELERATED CLINICAL INNOVATION PROJECT, ONE OF OUR 10
REIMAGINE HHS INITIATIVES, AND ASKED THE TEAM, RAMIN AND JOHN, TO EXPLORE KM AT HHS AND BRING
IT TOGETHER. TODAY WE ARE VERY PLEASED TO HAVE EXPERTS
FROM OTHER GOVERNMENT AGENCIES TO SHARE THEIR EXPERIENCE WITH US. THANK YOU FOR BEING HERE, ROGER, STACEY, JAY,
ALEXIS. WE ARE LOOKING FORWARD TO, ON THE ONE HAND,
THINKING ABOUT DEVELOPING COLLABORATIVE NETWORKS TO A GREATER DEGREE. THERE IS ALSO A NUMBER OF OTHER POTENTIAL
BENEFITS THAT WE’LL HEAR ABOUT OR WE SHOULD THINK ABOUT FROM KNOWLEDGE MANAGEMENT, THE
MOST OBVIOUS PERHAPS IS SIMPLE SAVINGS IN TIME AND EFFICIENCY. EVERYBODY HERE IS PART OF BEING A KNOWLEDGE
WORKER AS THEY ARE DOING YOUR WORK, YOU HAVE QUESTIONS. HOW YOU GET YOUR QUESTIONS ANSWERED. THERE IS ALWAYS QUESTIONS IN WHAT YOU’RE DOING. THERE IS ALWAYS THINGS THAT YOU DON’T KNOW
AND SO YOU CAN GO TO GET RESEARCH. YOU COULD SAY WELL, I DON’T KNOW THIS. PERHAPS I NEED TO FIND MONEY, GET AN ACQUISITION,
LET A CONTRACT FOR CONSULTANT, AND A YEAR LATER, I MIGHT GET THE ANSWER TO MY QUESTION. ON THE OTHER HAND, IF YOU KNEW EVERYBODY WHO
KNEW ABOUT THIS AREA AMONG THE 80,000 EMPLOYEES OF HHS, YOU MIGHT JUST PICK UP THE PHONE AND
THAT WOULD BE FASTER. AND MUCH LESS EXPENSIVE. AND, MOREOVER, AS WE ARE WORKING THROUGH ISSUES,
EVEN WITHIN ONE OF THE LARGE DIVISIONS LIKE NIH OR FDA BUT REALLY ACROSS THE ORGANIZATION,
WE ARE, IN DIFFERENT WAYS, DEALING WITH THE SAME ISSUES, HUMAN HEALTH, BIOMEDICINE, POPULATIONS
HUMAN SERVICES, HUMAN DEVELOPMENT. AND THERE IS A LOTS OF EXPERTISE IN HHS.
AND I THINK THAT AS WE ARE THINKING ABOUT SOLUTIONS OR THINKING ABOUT DEALING WITH PARTICULAR
ADMINISTRATIVE THINGS AS WELL AS SCIENTIFIC THINGS, YOU DON’T WANT TO REINVENT THE WHEEL. SO HAVING ACCESS TO A NETWORK OF EXPERTS WHO
HAVE DEALT WITH SIMILAR ISSUES WHO — OR MIGHT HAVE DEALT WITH THEM. ALL YOU NEED TO DO IS SOMETIMES JUST HAVE
A LEAD WHERE THEY MIGHT HAVE DEALT WITH THEM. YOU CALL THEM UP AND THEY DON’T KNOW THE ANSWER
BUT THEY KNOW SOMEBODY WHO KNOWS THE ANSWER. JUST BUILDING THOSE NETWORKS CAN SMOOTH THE
WAY TO RESOLVING A LOT OF ISSUES, A LOT OF BARRIERS AND ROAD BLOCKS AND SPEED BUMPS THAT
DELAY PROGRESS THROUGHOUT THE ORGANIZATION AND ARE OFTEN COSTLY, EVEN IN MONEY BUT CERTAINLY
IN TIME. SO WE ARE LOOKING FORWARD TO IMPLEMENTING
AT SOME POINT A ROBUST KM PROGRAM THAT CAN — WHERE THE PEOPLE FIND USEFUL TO DEAL WITH
THESE ISSUES. AND NASA’S USED A GOOD EXAMPLE OF KNOWLEDGE
MANAGEMENT AT WORK AS ANOTHER KNOWLEDGE-BASED ORGANIZATION. AND THEY HAVE MANY SUCCESS STORIES RECENTLY. BUT OUR OVERALL GOAL IS TO CONSIDER HOW KNOWLEDGE
MANAGEMENT STRATEGY CAN WORK AT HHS AND HOW IT CAN MAKE US A MORE EFFECTIVE 21ST CENTURY
ORGANIZATION. WE ARE PART OF THE ANSWER, PROBABLY IS TECHNOLOGICAL,
AND IT DOESN’T HAVE TO BE SUPER ADVANCED TECHNOLOGY. IT CAN BE A DATABASE. IT CAN BE WHAT NUMBER ORGANIZATIONS HAVE DEVELOPED
AS A TALENT FINDER AND EXPERT FINDER. AND I GUESS FROM MY PERSPECTIVE IN THE MEETING
WITH THE SECRETARY, SUCH A DEVICE WOULD BE VERY VALUABLE. WE ALWAYS HAVE QUESTIONS. I’M A LAWYER, I’M NOT A SCIENTIST. DON’T CLAIM TO BE ONE; BUT I HAVE ALL KINDS
OF SCIENTIFIC AND CLINICAL QUESTIONS THAT COME UP ON A REGULAR BASIS. HAVING AN EXPERT FINDER OR TALENT FINDER TO
GET ANSWERS TO THESE QUESTIONS QUICKLY AS OFTEN AS NEEDED, IS A TREMENDOUS VALUE. BUT REALLY THAT FACILITY, THAT FUNCTION, IS
SECONDARY TO THE LATERAL FUNCTION OF THE 80,000 EMPLOYEES IN HHS HAVING QUESTIONS AND HAVING
ACCESS TO A TALENT FINDER AND EXPERT FOR ANSWERING ALL OF THEIR QUESTIONS AND BUILDING UP THAT
ACROSS THE WAY. SO THERE IS A TECHNOLOGICAL PIECE OF IT. WE WILL HAVE CHRISTINA LACHANCE FROM HRSA
TALKING ABOUT THEIR TALENT FINDER EFFORTS. REALLY, OVERALL, THIS IS ABOUT — NOT ABOUT
THE TECHNOLOGY. IT’S ABOUT PEOPLE. REIMAGINE HHS HAS AN OVERALL VISION TO HARNESS
CUTTING-EDGE TECHNOLOGY AND FOSTER CONNECTIONS BOTH INSIDE AND OUTSIDE OF THE DEPARTMENT,
AND INSTITUTIONALIZE CONTINUOUS IMPROVEMENT. KNOWLEDGE MANAGEMENT IN SQUARELY IN LINE WITH
THESE GOALS. AS A TECHNOLOGICAL ELEMENT — IT IS PEOPLE
FIRST. IF WE WANT TO KEEP IMPROVING AND IF WE WANT
TO INSTITUTIONALIZE CONTINUOUS IMPROVEMENT, IT’S NOT GOING TO BE ENOUGH TO RELY ON OURSELVES. I LIKE TO IMPROVE MYSELF EVERY DAY, BUT THAT’S
NOT GOING TO GET ME WHERE I NEED TO GO. IN THE BEST ORGANIZATIONS, WE SUCCEED BECAUSE
WE KEEP IMPROVING EACH OTHER. IN LIGHT OF THAT, WE HAVE MANY PEOPLE HERE
TO HELP US IMPROVE. I INVITE YOU TO STAY FOR THE ENTIRE SUMMIT
IF YOU CAN. WE HAVE GREAT SPEAKERS LINED UP AND PLEASE
HELP IMPROVE US BY FILLING OUT THE MEETING FEEDBACK FORMS. WE WANT TO THE HEAR FROM Y’ALL AND I LOOK
FORWARD TO IT. THANK YOU. [ APPLAUSE ]
>>THANK YOU. I APPRECIATE YOU. YOU HAVE NO IDEA HOW DELIGHTED I AM BECAUSE
I RARELY WORKED FOR SOMEBODY WHO ACTUALLY GIVES KNOWLEDGE MANAGEMENT LIKE YOU DO. I’M SURE SOME OF OUR COLLEAGUES HERE AGREE
WITH THAT TOO. SO IT’S REALLY — THANK YOU FOR BEING HERE. I WANT TO INTRODUCE JOHN RIGG WHO HAS BEEN
MY SUPERVISORS, MY MENTOR AND KNOWLEDGE MANAGEMENT CHAMPION ALSO AND HE IS GOING TO TALK ABOUT
THE ATI AND HOW HE GOT STARTED IN KNOWLEDGE MANAGEMENT.>>JOHN RIGG: I WANT TO WELCOME YOU TO THE
HUBERT HUMPHREY BUILDING. I ALWAYS ENJOY SEEING COLLEAGUES FROM HERE
AND THERE, FROM ROCKVILLE AND FURTHER AFIELD AT THE HUMPHREY BUILDING, OUR HEADQUARTERS
AND THANK YOU TO CHARLES FOR THE OPENING REMARKS. IT’S GOING TO BE DIFFICULT TO FOLLOW BECAUSE
HE COVERED ABOUT 85% OF WHAT I WAS PLANNING ON TALKING ABOUT. WHICH IS THE WAY IT GOES WHEN YOU WORK WITH
SMART PEOPLE. BUT IN ANY EVENT,ACI IT IN SOME WAYS AN APT
OR INAPT HOME FOR KNOWLEDGE MANAGEMENT. WE GOT STARTED ON THIS KICK BECAUSE, AS CHARLES
MENTIONED, WE OFTEN SEE OPPORTUNITIES FOR COLLABORATION IN THE CONTEXT OF THIS VAST
CLINICAL AND SCIENTIFIC ENTERPRISE THAT IS THE DEPARTMENT OF HEALTH AND HUMAN SERVICES
BUT ON THE TECHNICAL SIDE OF THINGS. WE HAVE PEOPLE FROM NIH WHO FIND COLLABORATORS
AT FDA AND THEY FIND THEM THROUGH SERENDIPITY OR FIND THEM THROUGH WRITING A JOURNAL OR
ARTICLE TOGETHER. BUT THAT’S NOT THE ONLY APPLICATION OF KNOWLEDGE
MANAGEMENT OF COURSE. YOU CAN ALMOST ERASE ACCELERATE CLINICAL INNOVATION
FROM THIS AND INSTEAD PUT ON SOMETHING ABOUT PROCUREMENT OR HUMAN RESOURCES OR SOMETHING
ABOUT FINANCIAL MANAGEMENT. THERE IS A CASE TO BE MADE, A BUSINESS CASE
TO BE MADE FOR KNOWLEDGE MANAGEMENT AND EACH OF OUR ADMINISTRATIVE AND CLINICAL AND SCIENTIFIC
DISCIPLINES. IT’S A STRATEGIC APPROACH TO WORKING ON KNOWLEDGE,
TO SHARING KNOWLEDGE, TO KNOWING WHAT OTHERS ARE DOING AND TO KNOWING WHAT WE KNOW. THIS DEPARTMENT IS BRIGHT. WE HAVE BUILDINGS FULL OF PEOPLE WITH PH.D.S
AND MDS FAR MORE ACCOMPLISHED PEOPLE THAN I WILL EVER BE, YET THEIR KNOWLEDGE STAYS
INSIDE THEIR HEAD 95% OF THE TIME. WE AS A DEPARTMENT HAVE A LOT TO GAIN. AND WE HAVE A LOT TO SHARE WITH THE AMERICAN
PEOPLE IN THE IMPROVEMENT OF HEALTH AND WELL-BEING AND IMPROVEMENT OF HUMAN SERVICES. IF WE CAN FIGURE OUT HOW TO STRATEGICALLY
HARNESS THAT KNOWLEDGE ON THE ENTERPRISE LEVEL. TO THAT END, DURING THE COURSE OF THIS LAST
EIGHT MONTHS WITH RAMIN AND OUR KNOWLEDGE MANAGEMENT WORK STREAM, WE HAVE DEVELOPED
A REPORT, KNOWLEDGE MANAGEMENT REPORT IN THE DEPARTMENT. THAT REPORT CORE FINDINGS BOIL DOWN TO SOMETHING
THAT WILL PROBABLY BE INTUITIVE TO MANY OF YOU WHO WORKED IN THE DEPARTMENT FOR A LONG
TIME AND THAT IS, WE HAVE SILOS. IF ANYTHING, AS A DEPARTMENT, ONE OF OUR CORE
COMPETENCIES IS BUILDING SILOS. THERE IS A REASON WE BUILD SILOS. LIKE WE BUILD THEM BIG AND BUILD THEM STRONG. SOMETIMES THEY ARE IN PENETRABLE AND THEY
ARE THERE FOR A REASON. BECAUSE THEY HOLD REMARKABLE STORAGE OF KNOWLEDGE
AND ABILITY, WAYS TO LEVERAGE THE INTELLECTUAL ASSETS, FISCAL ASSETS OF THE DEPARTMENT AND
THE AMERICAN PEOPLE TO IMPROVE THE PUBLIC HEALTH AND HUMAN SERVICES AND THEY DO THAT
VERY WELL. BUT, WHEN YOU NEED TO GET OUTSIDE OF THE SILOS,
IT CAN BE REMARKABLY DIFFICULT. THAT ULTIMATELY IS THE GOAL OF KNOWLEDGE MANAGEMENT. IT IS TO FIND WAYS TO PENETRATE THOSE SILOS
WITHOUT WEAKENING THEM, TO CREATE OPPORTUNITIES FOR CROSS FERTILIZATION TO CONTINUE THE AGRICULTURAL
METAPHOR. TO PROMOTE WORKFORCE MOBILITY SO PEOPLE CAN
LEARN WHAT OTHERS IN THE DEPARTMENT DO. I SEE A LOT OF FACES FROM THE FOOD AND DRUG
ADMINISTRATION. HOW MANY ARE FDA? SHOW OF HANDS. HOW MANY OF YOU HAVE DONE PRODUCT REVIEW AT
FDA? RAISE YOUR HANDS. HOW MANY OF YOU WHO HAVE DONE PRODUCT REVIEW
HAVE ANY, IN YOUR JOBS OF DOING PRODUCT REVIEW, HAVE ANY KNOWLEDGE OF WHERE A BIOMEDICAL PRODUCT
HAS COME FROM, IE WHAT THE SCIENTIFIC DISCOVERY PROCESS WAS IN BRINGING IT TO THE DOORSTEP
OF THE FDA AND/OR — I’LL MAKE IT ANAND. AND AN IDEA OF WHERE THAT PRODUCT GOES ONCE
IT LEAVES THE DOOR OF THE FDA, SAFE AND EFFICACIOUS AS YOU PUSH IT ALONG. I’LL GIVE THAT A 50%. I THINK THAT IS PROBABLY HIGH BECAUSE YOU’RE
IN THIS ROOM, YOU CARE ABOUT SUCH THINGS. IBLE POSTULATE THAT A LOT OF — I WOULD POSTULATE
THAT A LOT ARE VERY CONSUMED AND FOCUSED ON LOOKING AT THEIR PRODUCT, MOVING IT ALONG,
DON’T NECESSARILY KNOW WHAT GRANT MONEY WENT INTO IT, IF ANY GRANT MONEY WENT INTO IT,
WHETHER THE PRINCIPAL INVESTIGATORS HAVE ANY AFFILIATION WITH ANY OTHER FEDERAL AGENCY,
NOR DO THEY NECESSARILY HAVE ANY VISIBILITY ABOUT WHAT HAPPENS AFTERWARDS, WHETHER COMMERCIALIZED,
WHO COMMERCIALIZES IT, WHETHER IS THERE A COVERAGE DECISION NEEDS TO BE MADE AND WHAT
REIMBURSEMENT LEVELS ARE SET. THAT’S AN EXAMPLE OF WHERE JUST ONE CONCRETE
EXAMPLE OF A PLACE WHERE KNOWLEDGE MANAGEMENT, GREATER VISIBILITY UP AND DOWN IN THIS CASE,
THE BIOMEDICAL INNOVATION PIPELINE CAN PROMOTE GREATER EFFICACY, GREATER PUBLIC HEALTH AND
PROBABLY A FASTER CYCLE TIME. AND I THINK THIS DEPARTMENT IS FULL OF SUCH
OPPORTUNITIES. SO I WANT TO THANK YOU ALL AGAIN FOR COMING
TODAY. I’M LOOKING FORWARD TO THE CONVERSATION OVER
THE COURSE OF THE DAY AND I’M GOING TO HAND THE MICROPHONE BACK OVER TO MY DEAR FRIEND
AND COLLEAGUE, RAMIN ASSA WHO WILL WALK US THROUGH A LITTLE BIT MORE. RAMIN. [ APPLAUSE ]
>>RAMIN ASSA: THANK YOU, JOHN. CAN YOU IMAGINE BOTH CHARLES AND JOHN HAVE
SPOKEN. SO I WAS SUPPOSED TO TALK ABOUT KNOWLEDGE
MANAGEMENT BUT I’M NOT GOING TO. INSTEAD I’M GOING TO TALK ABOUT AND EXPLAIN
WHY IT IS IMPORTANT. WE USE THIS ALMOST EVERY DAY. I WONDER IF YOU CAN GUESS WHAT THIS IS. IT’S A VERY SIMPLE DEVICE. IT’S A SEATBELT. SO A SEATBELT WAS BEFORE THE 1940S, THIS WAS
THE IDEA OF SEATBELT. IF YOU CAN SEE THE LADY, SHE HAS THE HAND
ON HER CHILD AND YOU GOT ONE HAND ON HERSELF. THAT WAS THE IDEA OF SEATBELT. BUT THEY KNEW SEATBELTS SAVED LIVES AND PREVENTED
INJURIES. SO WHAT HAPPENED IS THAT IN 1950, A VERY BRIGHT
COMPANY CALLED NASH, AN AMERICAN CAR COMPANY, STARTED INSTALLING SEATBELTS IN THEIR CARS
FOR THE FIRST TIME. SO AT THAT POINT, THEY KNEW SEATBELTS SAVED
LIVES BUT NOBODY ELSE DID. THEY FOLLOWED UP AFTERWARDS. SO WHENEVER THEY WENT TO ANOTHER CAR COMPANIES
AND ASKING THEM, YOU WANT TO PUT SEATBELTS, THEY SAID WHAT IS THE BUSINESS VALUE? THERE IS NO BUSINESS VALUE FOR SEATBELTS. OOPS AN EXPENSE. AND THEY ALSO SAID IF YOU PUT SEATBELTS IN
THE CARS, NOBODY WILL USE THEM. AND THEY WERE RIGHT ON BOTH ENDS. IT’S AN EXPENSE. IT DOESN’T SELL NEW CARS AND PEOPLE WEREN’T
GOING TO USE THEM. SO FAST FORWARD TO 1968, THEY PASSED A LAW
THAT ALL CARS NEEDED TO HAVE SEATBELTS BUT STILL PEOPLE WEREN’T USING THEM. BUT THEY WERE REQUIRED TO PUT SEATBELTS. JUST IMAGINE FOR THE SPAN OF 20 YEARS FROM
1950-1970, THERE WERE NO SEATBELTS IN CARS AND FROM 1970 TO THE YEAR 2000, ONE MILLION
LIVES WERE SAVED. IMAGINE HOW MANY LIVES WOULD HAVE BEEN SAVED
IF THEY DECIDED TO PUT SEATBELTS AND NOT JUST LOOK AT BUSINESS VALUE OR LOOK AT ROI. SO THE REASON WHY I’M SAYING THAT IS KNOWLEDGE
MANAGEMENT IS ALSO ABOUT SHARING KNOWLEDGE AND IT’S YIELDING TO BETTER COLLABORATION
WHICH YIELDS TO BETTER OUTCOMES. THERE IS A STATEMENT THAT I’M MAKING THAT
A STATEMENT THAT A LOT OF KNOWLEDGE MANAGERS ARE MAKING AND DO WE NEED ANY KIND OF DATA? DO WE NEED STUDIES TO PROVE THAT? BETTER OUTCOMES LEADS TO SAFER DRUGS, BETTER
TREATMENT AND BETTER DEVICES IN THE MARKS? DO WE NEED A STUDY TO PROVE THAT? CHARLES WAS TALKING ABOUT SOME STUDY AND DID
YOU KNOW THAT THERE IS A NON-COMMERCIAL ENTITY THAT SPENT TWO MILLION DOLLARS DOING A STUDY
TO SHOW THAT URBAN AREAS WERE HOTTER ON THE SAME DAY THAN AN AREA IN BETWEEN. I LIVE IN BETHESDA AND TIME I DRIVE THROUGH
DC AND GO THROUGH CHEVY CHASE, THE GOLF COURSE, I CAN TELL YOU THAT. IT’S COOLER. I COULD HAVE DONE THAT STUDY AND SAVED TWO
MILLION DOLLARS. THE SAME THING. MAJOR CITY, I DON’T WANT TO NAME IT, THAT
HAS A LOT OF MUSEUMS IN IT, SPENT 1.2 MILLION DOLLARS PROVING THAT IF YOU HAVE A CAR THAT
IS GOING FASTER, THE DAMAGE TO YOUR BODY IS GOING TO BE WORSE. I LEARNED THAT IN PHYSICS. REALLY? 1.2 MILLION DOLLARS? I WANT TO GET THOSE CONTRACTS. [ LAUGHS ]
SO, AGAIN I WANT TO SAY, I DON’T THINK WE NEED ANYTHING TO SHOW THAT BETTER KNOWLEDGE
ENGAGES TO BETTER COLLABORATION WHICH RESULTS IN BETTER OUTCOMES. BUT WITH KN, THESE ARE THE DEFINITION THAT
IS CHARLES AND JOHN COVERED. THEY ARE BASICALLY ONE IS HOW TO FIND INFORMATION,
HOW TO FIND EXPERTS AND HOW TO NAVIGATE OUR SYSTEM, OUR IT SYSTEMS, OUR ADMINISTRATION. KNOWLEDGE MANAGEMENT DOES THOSE THINGS. THERE IS ANOTHER DEFINITION OF KNOWLEDGE MANAGEMENT,
AND OUR GOAL IS TO IM– EMPLOYEES SHOULD BE ABLE TO REACH FOR, FIND AND ACCESS THE INFORMATION
THAT THEY NEED FOR DECISION-MAKING QUICKLY AND EASILY. SO, AS CHARLES SAID, KM IS A SET OF STRATEGIES,
PROCESSES AND TOOLS THAT HELP CONNECT PEOPLE WITH INFORMATION AND WITH EACH OTHER. THERE ARE SOME BENEFITS TO KNOWLEDGE MANAGEMENT,
SOME OF THEM ARE DECISION-MAKING, HELPS TO IDENTIFY KNOWLEDGE GAPS, WHAT YOU HAVE OR
DON’T HAVE. FOR EXAMPLE, DO WE HAVE — THAT MIGHT BE AN
ISSUE. DO WE HAVE EXPERTS WHO WORKED ON SMALLPOX? ZIKA? WHO ARE THEY? DID SOMEBODY AT NIH DO RESEARCH ON THAT? IT’S HARD TO GET OUR HEADS AROUND THAT. AND THESE ARE SOME OF THE OTHER REASONS. KNOWLEDGE MANAGERS AND I HAVE SOME EXPERTS
IN THE ROOM HERE. SO PLEASE IF I’M WRONG, CORRECT ME. THESE ARE THE TOOLS WE USE, COMMUNITIES OF
PRACTICE, TALENT FINDER’S, TAXONOMIES. WE HAVE CHRISTINA LACHANCE HERE TODAY THAT
WILL BE TALKING ABOUT TALENT FINDER’S. WE ALSO HAVE A COUPLE OF COLLEAGUES FROM CEDER
AT FDA WHO ARE EITHER CURRENTLY WORKING ON OR ALMOST DONE WITH THE TALENT FINDER. IT IS VERY EXCITING TO HAVE THEM HERE. AND LIKE FOR EXAMPLE, REVIEWERS ARE FANTASTIC. I THINK WE HAVE SOMEBODY HERE. THEY ARE VERY USEFUL TOOLS. BUT GUESS WHAT? EVEN YOU DO THEM, TWO YEARS LATER, IT’S HARD
TO FIND. SO IF YOU HAVE ANOTHER GROUP LIKE THAT, WHERE
DO YOU FIND THEM? THAT’S THE KIND OF THINGS THAT KNOWLEDGE MANAGEMENT
CAN HELP. I WANT TO EMPHASIZE AND CHARLES MENTIONED
THIS, KM IS NOT IT. IT IS AN ENABLER, NATURAL LANGUAGE PROCESSING
AND OTHER THINGS CAN HELP US BUT IT’S NOT IT. ANY TIME I TALK TO SOMEBODY ABOUT KNOWLEDGE
MANAGEMENT, THEY SAY DO YOU HAVE KNOWLEDGE MANAGEMENT? THEY SAY YES, WE HAVE SHAREPOINT. WOW.
AND THEN I ASK THEM, DO YOU LIKE SHAREPOINT? NO. SO THEY HAVE SHAREPOINT AND THEY DON’T LIKE
IT, THAT MEANS THEY WON’T USE IT SO THAT MEANS THEIR KNOWLEDGE MANAGEMENT SYSTEM IS NOT WORKING. [ LAUGHS ]
KNOWLEDGE MANAGEMENT IS MORE ABOUT PEOPLE. YOU CAN READ ON YELP REVIEWS OR AMAZON REVIEWS
AND YOU TRUST THE REVIEWS ABOUT THE PRODUCT, BUT YOU TRUST SOMEBODY THAT YOU KNOW, A PERSON. SO IF YOU HAVE A TRUST WITH COLLEAGUES OR
PARENTS OR A FRIEND, I NEED TO FIND A GOOD DENTIST CAN YOU RECOMMEND SOMEBODY. YOU’RE MORE LIKELY TO GO TO THAT PERSON RATHER
THAN READING THE MATERIAL ON THE INTERNET. THAT’S THE SAME THING AT WORK. IF YOU HAVE SOMEBODY, A TRUSTED EXPERT THAT
YOU CAN ASK QUESTIONS, AND THEY CAN GUIDE YOU TO THE RIGHT PLACE, THAT IS GOT A LOT
MORE VALUE THAN READING STUFF ON THE INTERNET. SO AGAIN, KNOWLEDGE MANAGEMENT IN MY OPINION
IS ABOUT PEOPLE AND I HOPE YOU AGREE. ANOTHER TOOL THAT IS USEFUL IS COMMUNITIES
OF PRACTICE AND COMMUNITIES OF PRACTICE GET PEOPLE TO WORK TOGETHER COLLABORATIVELY. THIS IS ONE OF MY HEROES. CAN ANYBODY GUESS WHO IT IS? THESE ARE SOME OF THE NAMES. HE IS ONE OF THESE FOUR PEOPLE. YOU DON’T HAVE TO YELL OUT HIS NAME. THIS GUY — DID SOMEBODY SAY HIS NAME? JIMMY RAILS. HE IS THE FOUNDER OF WIKIPEDIA. WIKIPEDIA IS JUST MEANT FOR KNOWLEDGE SHARING. HE COULD HAVE BEEN A BILLIONAIRE. HE IS NOT. THEY DON’T MAKE ANY MONEY. THEY DON’T HAVE IT ANY ADVERTISEMENT AND THE
WIKIPEDIA PAGES ARE DONE BY VOLUNTEERS. THEY WORK COLLABORATIVELY. THEY DON’T GET PAID FOR IT OR GET RECOGNITION
FOR IT BUT THEY BELIEVE IN SHARING KNOWLEDGE AND THEY CONTRIBUTE TO THIS WIKIPEDIA PAGE. AND YOU MIGHT SAY, THAT IS JUST A WEB PAGE. GUESS WHAT? WIKIPEDIA IS ACTUALLY THE SECOND MOST VISITED
WEBSITE IN THE WHOLE WORLD. SECOND MOST VISITED. IF YOU LOOK AT FACEBOOK, FACEBOOK IS HALF
THAT. AND THIS IS A WEBSITE RUN BY VOLUNTEERS. IT’S A WEBSITE THAT IS A COMMUNITY THAT DOES
WORK. ANOTHER THING I WANT TO TALK ABOUT IS — I
DON’T KNOW WHAT LENNOX WAS UNTIL RECENTLY. LENNOX RUNS THE WORLD. YOUR WATCHES, YOUR CELL PHONES, YOUR INTERNET,
AMAZON, FACEBOOK, A LOT OF GOVERNMENT AGENCIES. THEY ARE ALL ON LENNOX. WITHOUT LENNOX YOU COULDN’T DO ANYTHING. LENNOX IS ALSO SOMETHING THAT IS DEVELOPED
BY COMMUNITIES AND IT’S ALSO A COLLABORATIVE EFFORT. SO COLLABORATION AND COMMUNITY WORKS. THESE ARE REALLY GOOD EXAMPLES OF THAT. IN FACT, THE FOUNDER OF LENNOX, THE GUY WHO
WROTE THE FIRST CODE, HE PUBLICLY SAID HE HATES PEOPLE. HE DOESN’T LIKE TO GO TO BARS. HE DOESN’T LIKE TO TALK TO PEOPLE BUT YET,
HE RECOGNIZES THE VALUE OF A COMMUNITY AND FORMED THIS COMMUNITY IN ORDER TO WORK COLLABORATIVELY
WITH PEOPLE TO ACTUALLY KEEP IMPROVING LENNOX. SO WITH THAT SAID, I JUST WANTED TO SAY, LENNOX
AND WIKIPEDIA ARE TWO EXAMPLES OF THAT COLLABORATIVE COMMUNITY AND KNOWLEDGE SHARING WORKS. AND IT’S VERY IMPACTFUL IF YOU DO IT THE RIGHT
WAY. SOME OF YOU MIGHT HAVE HEARD THIS ABOUT THIS
AND THE FOX AND HEDGEHOG. RECENTLY I HAD AN EXPERIENCE OF GOING TO A
— ACTUALLY MANAGER’S OFFICE SITTING IN A LEADERSHIP POSITION AND I WAS TELLING HIM
ABOUT KNOWLEDGE MANAGEMENT AND I TOLD HIM ABOUT COMMUNITIES OF PRACTICE. HE INTERRUPTED ME, YES, THEY DON’T WORK. REALLY? YES.>>WHY?>>BECAUSE WE TRIED THEM AND IT DOESN’T WORK. OKAY. I SAID HOW ABOUT WIKIPEDIA? NO, NO, NO. WHAT YOU GOT NEXT? I TOLD HIM I GOT HOW ABOUT TALENT FINDER’S
FOR YOUR BUSINESS APPLICATION? THEY DON’T WORK. WHY? PEOPLE DON’T KEEP THEM UPDATED AND THEY DON’T
USE THEM AND IT’S HARD TO USE AND IT’S NOT GOOD. I SAID HOW ABOUT LINKED IN? BY THAT TIME I KNEW HE WAS GETTING REALLY
UPSET AND ANY GOOD MANAGER WHO IS A FOX, HE HAS THIS IN HIS TOOLBOX AND HIS TOOLBOX IS,
HE WOULD THROW IN ROAD BLOCKS IN FRONT OF ME. WHAT IS THE R ON. I FOR KNOWLEDGE MANAGEMENT? WHAT IS THE BUSINESS VALUE? WHAT IS THE BUSINESS VALUE FOR SEATBELTS? NONE BUT IT SAVES LIVES. IN CASE YOU HAVE TO DEAL WITH SOME MANAGERS
WHO ARE IN LEADERSHIP POSITIONS IN THE FUTURE. INTERESTINGLY, I WAS HERE YESTERDAY AND MARGEAUX
WAS HERE FOR INNOVATION, HHS INNOVATION AND I FOUND TWO COMMUNITIES OF PRACTICE. THE ONE ON THE RIGHT IS THE RISK COMMUNICATION
COMMUNITY OF PRACTICE AND THERE WAS A BUNCH OF YOUNG PEOPLE WORKING AROUND THIS TABLE
THAT THEY CREATED. THEY CREATED A DIAGRAM. THAT IS FROM CMS. SO CMS HAS CREATED THAT COMMUNITY AND THEY
ARE VERY EXCITED. THE ONE ON THE LEFT-HAND SIDE, I ALSO MENTIONED
HERE THEY ARE FROM GSA AND IT IS HUGE. I UNDERSTAND THE RPA COMMUNITY OF PRACTICE
HAS 4000 MEMBERS IN IT. I WANT TO GET BACK TO MY MANAGER, THE FOX. HE WAS RIGHT. COMMUNITIES DON’T WORK UNLESS YOU HAVE SOMEBODY
YOU CAN PUT RESOURCES IN IT. YOU HAVE TO NURTURE THEM. THEY ARE NOT GOING TO WORK BY THEMSELVES. SO THE RPA HAD FOUR PROJECT MANAGERS PROMOTING. THEY HAVE WEBSITES AND EVERYTHING. SO YOU CAN NOT JUST CREATE A COMMUNITY AND
HAVE A STRATEGY CALLED HOPE. YOU CAN HOPE PEOPLE TO SHOW UP. YOU CAN’T HOPE PEOPLE TO PARTICIPATE. YOU CAN’T HOPE THAT THEY LIKE THE COMMUNITY. YOU HAVE TO FEED THEM. YOU HAVE TO WATER THEM. YOU HAVE TO NURTURE THEM. THE RISK MUNE INDICATION COP HAS TWO MANAGERS. — RISK COMMUNICATION — THEY WORK BUT YOU
HAVE TO DO THE RIGHT THING. THIS IS ABOUT ADOPTION. SO SEATBELTS AFTER THEY IN 1970, BECAME THE
LAW, STILL PEOPLE WERE NOT USING THEM. SO THEY STARTED PUTTING ALARMS, PICTURES AND
STUFF LIKE THAT. THEY SPENT A LOT OF MONEY. I MEAN I’M TALKING MILLIONS AND MILLIONS OF
MONEY ON THE CAMPAIGN T STILL DIDN’T WORK UNTIL 19 EIGHTY SIX WHEN NEW YORK STATE — 1986
PASSED THE FIRST LAW THAT PASSENGERS MUST WEAR THEIR SEATBELTS. SO IF YOU CREATE A COMMUNITY OR YOU CREATE
TALENT FINDER, YOU HAVE TO ENCOURAGE PEOPLE. YOU HAVE TO ADVOCATE. YOU HAVE TO DO SOME EFFORT. HOW MANY OF YOU GUYS REMEMBER THAT PICTURE
ON THE RIGHT-HAND SIDE, THOSE ANNOYING SEATBELTS? I HATED THEM. THEY WERE CHOKING ME EVERY TIME I GOT IN THE
CAR. I THOUGHT THE MACHINE WAS GOING TO KILL ME. [ LAUGHS ]
SOLD THAT CAR RIGHT AWAY. SO AGAIN, I JUST WANT TO SAY, I DON’T NEED
A STUDY TO PROVE THAT BETTER KNOWLEDGE SHARING LEADS TO BETTER COLLABORATION WHICH LEADS
TO BETTER OUTCOMES. THERE ARE 4 REASONS THAT COMPANIES ADOPT KNOWLEDGE
MANAGEMENT. CATASTROPHIC EVENT. IN GM THE IGNITION SWITCHES WEREN’T FIXED. ENGINEERS AND LAWYERS KNEW ABOUT IT. BUT THEY NEVER TALKED TO EACH OTHER AND NEVER
REPORTED IT TO THE LEADERSHIP. IT COST BILLIONS OF DOLLARS AND IT ALSO SOME
PEOPLE GOT FIRED AND THEY GOT BAD PUBLICITY OUT OF IT. THE WORST PART IS 150 PEOPLE DIED BECAUSE
OF THOSE IGNITION SWITCHES. AND IF THESE GUYS TALKED TO EACH OTHER AND
SHARED INFORMATION, IT WOULDN’T HAVE HAPPENED. THE OTHER REASON IS, LIKE CHARLES MENTIONED,
THEY HIRED INDEPENDENT CONSULTANTS, PAID THEM 5 MILLION DOLLARS AND THEY SAID, YOU NEED
KNOWLEDGE MANAGEMENT. I GOT A JOB BECAUSE OF A REPORT LIKE THAT. THANK YOU CONSULTANTS. [ LAUGHS ]
AND THE LAST ONE WHICH I REALLY BELIEVE IS BECAUSE OF VISIONARY FORWARD-THINKING PROACTIVE,
BRAVE LEADERS. THEY THINK AHEAD OF TIME AND SAY YOU NEED
KNOWLEDGE MANAGEMENT. WE NEED TO VALUE OUR KNOWLEDGE ASSETS. AND I HAVE ESTABLISHED FOUR KNOWLEDGE MANAGEMENT
STRATEGIES IN FOUR DIFFERENT ORGANIZATIONS AND I CAN TELL YOU, TWO OF THEM HAVE BEEN
BASED ON NUMBER 4 AND THAT IS THE ONLY THING THAT WORKS. IT’S REALLY I SEE SOME PEOPLE HERE, EXPERTS
NODDING THEIR HEAD. THAT’S THE ONLY ONE THAT WORKS. LEADERS WITH VISION. WE ARE NOT DONE WITH SEATBELTS. I WANT TO GO TO THIS ONE. SO THIS ONE, THIS BABY DOESN’T EVEN HAVE THE
MOTHER TO PROTECT HIM SO THIS IS 1940S. SO I’M GOING TO FAST FORWARD 80 YEARS. JUST THINK ABOUT THIS, 80 YEARS. 2020. ALMOST THE SAME PICTURE, RIGHT? THE GUY IS DRIVING AND WE HAVE THE MOTHER
SITTING IN THE BACK AND THE BABY IN THE FRONT SEAT EXCEPT THEY ARE VERY — TAKE A LOOK. SAME CAR AND EVERYTHING. 80 YEARS HAS PASSED. THEY ARE STILL USING THE SAME TECHNIQUES FOR
KNOWLEDGE MANAGEMENT — FOR ADVERTISING. SO WHAT I WAS GOING TO SAY IS, SAME THING
WITH KNOWLEDGE MANAGEMENT. WE AS HUMANS, EVOLVE BECAUSE WE COMMUNICATE
ADDITIONALLY. BECAUSE WE SIT AROUND THE FIRE PIT AND SHARED
STORIES WITH EACH OTHER, BECAUSE WE COLLABORATEOD BUILDING THINGS. WHY CAN’T WE DO THAT IN ORGANIZATIONS? WE HAVE THE CAPABILITY HERE AT FDA. WE HAVE 80,000 SMART PEOPLE. CAN’T WE FIND A BETTER SOLUTION FOR DIALYSIS? CAN’T WE FIND A BETTER SOLUTION FOR DIABETES? 80,000 SMART PH.D.S, SMART PEOPLE. SO LET’S DO A BETTER COLLABORATION. KNOWLEDGE MANAGEMENT IS SOMETHING THAT, THERE
IS ONE MILLION REASONS TO DO THAT. A SMALL DEVICE LIKE THE SEATBELT SAVED A MILLION
LIVES. I’M PROPOSING THAT I WANT YOU GUYS TO BE INSPIRED
AND I WANT YOU GUYS TO GO BACK TO YOUR OWN ORGANIZATIONS AND I KNOW YOU ARE THE MANAGER
OR THE LEADER OR SOMEBODY WHO IS WORKING THERE AND BE BRAVE, BE PROACTIVE. THINK OUTSIDE THE BOX. PROMOTE, ENABLE AND NURTURE AND MOST IMPORTANTLY,
FIND THE CULTURE OF KNOWLEDGE SHARING. COMMUNITIES DON’T SURVIVE BY THEMSELVES. YOU NEED TO ATTRACT THAT. AGAIN, NEXT TIME, I HOPE YOU SEE A CAR, REMEMBER
SEATBELTS HAVE SAVED A MILLION LIVES AND KNOWLEDGE MANAGEMENT IS AN IDEA LIKE A SEATBELT IN 1950S. WE NEED TO EMBRACE IT. REALLY THIS IS THE THANK YOU AND I REALLY
FEEL PRIVILEGED AND GRATEFUL FOR THE OPPORTUNITY TO WORK WITH VISIONARY LEADERS ON THIS EFFORT. I REALLY MEAN THAT. I’M HUMBLED BY THEIR UNDERSTANDING AND INTEREST
IN KNOWLEDGE MANAGEMENT AND THEIR ABILITY TO SEE THE VALUE OF IT. THEIR INSIGHTFUL QUESTIONS AND SUGGESTIONS
AND COMMITMENT TO MAKE A POSITIVE CHANGE. THESE KIND OF THINGS, BELIEVE ME, I WORKED
WITH PEOPLE WHO DON’T HAVE THOSE VISIONS, WHO ARE NOT COMMITTED TO KNOWLEDGE MANAGEMENT. SO THIS HAS BEEN A FRESH, GREAT EXPERIENCE. SOME OF YOU WE TALKED. I HAVE BEEN DOING KNOWLEDGE MANAGEMENT FOR
ALMOST 20 YEARS SO I CAN BE EXCLUDER AN EXPERT BUT I’M ALWAYS VERY PASSIONATE BECAUSE IT
WILL HAVE POSITIVE IMPACT. THE NUCLEAR INDUSTRY HAS BEEN DOING KNOWLEDGE
MANAGEMENT SINCE THE YEAR 2000. I WAS PART OF IT.
AND THEY SAY KNOWLEDGE MANAGEMENT WORKS? YES, IT DOES. SINCE 1979 WE HAVEN’T HAD A MAJOR ACCIDENT
IN THE UNITED STATES. THAT’S THE SPAN OF 40 YEARS. NO ACCIDENTS. SO IT’S TIME FOR US IN THE HEALTH INDUSTRY
TO START EMBRACING KNOWLEDGE MANAGEMENT AND DO MORE. I ALSO WANT TO THANK OUR VOLUNTEERS THAT WITHOUT
THEM THIS EVENT WOULDN’T HAVE HAPPENED. SO MARGO, CHRISTINA, KATRINA, AND THANK YOU
VERY MUCH AND I WANT YOU TO GIVE THEM AN APPLAUSE. [ APPLAUSE ]
WITH THAT, I LIKE TO INVITE JOHN, WHO IS THE MODERATOR FOR OUR NEXT SESSION AND SOME OF
OUR SPEAKERS.>>JOHN RIGG: THANKS, AND EXTENDING THE SEATBELT
METAPHOR, YOU ALL SHOULD BUCKLE UP BECAUSE WE HAVE A REALLY GREAT PANEL AHEAD OF US FOR
A FEW MINUTES. SO KNOWLEDGE MANAGEMENT, YOU’LL BE HAPPY TO
LEARN THAT HHS IS NOT THE ONLY ORGANIZATION, LARGE ORGANIZATION, WHO IS GRAPPLING WITH
THE NEED FOR AND THE TACTICS AND STRATEGY BEHIND KNOWLEDGE MANAGEMENT. WE HAVE FOR YOU TODAY SEVERAL EXAMPLES OF
PEOPLE FROM ORGANIZATIONS IN THE FEDERAL SPACE WHO HAVE GRAPPLED WITH KNOWLEDGE MANAGEMENT. AND WE ALSO HAVE A BONA FIDE EXPERT IN THE
FIELD OF KNOWLEDGE MANAGEMENT FOR AN EXCELLENT PANEL PRESENTATION FOR A FEW MINUTES. WE HAVE 45 MINUTES SET ASIDE FOR THE PANEL
PRESENTATION. I WILL LET EACH OF THE PANELISTS INTRODUCE
THEMSELVES AND TALK ABOUT THE ORGANIZATIONS OR THEIR INDIVIDUALS OR THEIR FOCUS ON KNOWLEDGE
MANAGEMENT. AND THEN I’LL SEE WITH A COUPLE OF QUESTIONS
AND THEN KIND OF OPEN UP THE FLOOR FOR QUESTIONS FROM YOU ALL BECAUSE THE POINT HERE IS THAT
YOU PROBABLY NOTICED THAT THIS WHOLE SUMMIT IS AN EXTENDED EXERCISE IN THE VISUALIZATION
AROUND KNOWLEDGE MANAGEMENT AND WE WANTED TO MAKE SURE YOU HAVE AN OPPORTUNITY TO BE
ABLE TO ASK WHATEVER PROBING, CHALLENGING, INTERESTING QUESTIONS YOU MIGHT HAVE LURKING
IN THE BACK OF YOUR HEADS AS WELL. AND SO, WITHOUT FURTHER DELAY, I’D LIKE TO
INTRODUCE OUR PANELISTS. WE HAVE HERE TODAY, ROGER FORSGREN, THE CHIEF
KNOWLEDGE OFFICER FROM THE NATIONAL AERONAUTICS AND SPACE ADMINISTRATION, NASA, THE ONE LARGE
ORGANIZATION THAT OUT RANKS THE DEPARTMENT OF HEALTH AND HUMAN SERVICES IN TEMPERATURES
OF EMPLOYEE ENGAGEMENT. NOT FOR LONG. WE HAVE STACEY YOUNG, A SENIOR LEARNING ADVISOR
FROM THE USAID AND WE HAVE JAY LIEBOWITZ WHO HAS WRITTEN A NUMBER OF BOOKS ON THE SUBJECT. SO PLEASE JOIN ME IN WELCOMING OUR PANELISTS. [ APPLAUSE ]
I’M GOING TO GRAB A COUPLE OF MICS TO GET THINGS STARTED. I’M GOING TO ASK EACH PANELIST INTRODUCE THEMSELVES
AND TALK ABOUT THEIR KNOWLEDGE MANAGEMENT JOURNEY.>>ROGER FORSGREN: IN 2017 I WAS APPOINTED
THE CHIEF KNOWLEDGE OFFICER AT NASA AND I’M ALSO IN CHARGE OF APPLE. APPLE IS ACADEMY OF PROGRAM PROJECT AND ENGINEERING
LEADERSHIP AND THAT’S THE PROJECT MANAGEMENT SYSTEMS ENGINEERING TRAINING DEPARTMENT OF
NASA.>>JOHN RIGG: THANK YOU.>>STACEY YOUNG: SENIOR LEARNING ADVISOR FOR
USAID. WE SET POLICY FOR THE AGENCY’S PROGRAMS SIDE,
NOT THE OPERATIONS SIDE BUT THE PROGRAM SIDE. SO WE WORK IN HUMANITARIAN ASSISTANCE AND
DEVELOPMENT AID IN ABOUT 90 COUNTRIES. WE HAVE OFFICES IN ABOUT 70 COUNTRIES. YOU MAY HAVE HEARD OF US RECENTLY IN PRESS
COVERAGE AROUND SUPPORT TO THE BAHAMAS FOLLOWING HURRICANE DORIAN. OR YOU MAY HAVE HEARD ABOUT THE PET FAR PROGRAM
TO ADDRESS HIV AND AIDS OR ANY NUMBER EVER OTHER THINGS WE DO.>>JAY LIEBOWITZ: I HAVE BEEN INVOLVED IN
KM SINCE ABOUT 1999 AND I’M SO PLEASED TO HEAR THAT HHS IS TRYING TO EMBRACE KM FROM
AN ENTERPRISE-WIDE PERSPECTIVE. I HAVE DONE SOME WORK IN KM AT NIH AND CDC,
PART OF CDER, SO I’M GLAD TO SEE THAT HHS HAS THAT STRATEGIC VIEW AND PERSPECTIVE OF
KM.>>JOHN RIGG: PASS THE MICROPHONE TO ROGER. WE ASKED NASA TO JOIN US BECAUSE THEY ARE
AN ORGANIZATION THAT HAS A HIGHLY DECENTRALIZED FOCUS. THEY HAVE A LOT OF VERY DIFFERENT ORGANIZATIONS
WITHIN THE AGENCY WHO DO DIFFERENT THINGS. THEY CALL THEM CENTERS. SO THEY HAVE IN GREENBELT, MARYLAND, THE GUARD
FLIGHT CENTER THAT HAS BUILDINGS FULL OF PEOPLE WITH PH.D.S WHO THINK ABOUT PUTTING THINGS
INTO SPACE AND HOW THEY FLY IN SPACE. THEY HAVE DOWN IN HUNTSVILLE, ALABAMA, ANOTHER
CENTER. THEY HAVE CENTERS IN RICHMOND, VIRGINIA AND
OUT WEST. AND SO THEY HAVE BEEN GRAPPLING WITH THIS
ISSUE OF KNOWLEDGE MANAGEMENT ACROSS ORGANIZATIONS, COMPLEX ORGANIZATIONS WITH DEEP WELLS OF KNOWLEDGE
FOR A LONG TIME. SO ROGER, WOULD YOU PRIDE US WITH COMMENTS
ABOUT NASA’S APPROACH.>>ROGER FORSGREN: NASA HAS 10 SPACE FLIGHT
CENTERS THROUGHOUT THE COUNTRY. I THINK PROBABLY ABOUT 10 YEARS AGO, NASA
MANAGEMENT WANTED TO MAKE 10 HEALTHY CENTERS. I THINK EACH CENTER HAS THEIR OWN CULTURE
AND EACH HAS THEIR OWN PARTICULAR TECHNICAL SPECIALTY. AND DURING THE CONSTELLATION PROGRAM, WHICH
WAS RETURN TO THE MOON BACK IN THE GEORGE W. BUSH ERA, WHAT THEY WANTED TO DO RATHER
THAN HAVE 10 CENTERS THAT WERE SILOING INFORMATION AND SKILLS, IS TO COME UP WITH A CONCEPT OF
10 HEALTHY CENTERS AND THE HAVE ALL THE CENTERS, REGARDLESS IF THEY ARE AERONAUTICS OR JUST
BASIC RESEARCH OR SPACE FLIGHT, THAT ALL WOULD BE INVOLVED IN THE CONSTELLATION PROGRAM. SO I THINK THAT HELPED BREAKDOWN THE DIFFERENT
CENTERS FIGHTING FOR FUNDING AND BROUGHT THE AGENCY MORE INTO A COLLABORATIVE EFFORT.>>JOHN RIGG: LET’S SEE YOUR SLIDES.>>ROGER FORSGREN: IN 2017 I WAS NAMED THE
NASA CHIEF KNOWLEDGE OFFICER AND ALSO THE DIRECTOR FOR APPLE. APPLE IS THE ACADEMY OF PROGRAM PROJECT AND
ENGINEERING LEADERSHIP. WE ARE PRIMARY ROLE IS TO PROVIDE PROJECT
MANAGEMENT AND SYSTEMS ENGINEERING TRAINING FOR OUR WORKFORCE. THE ENGINEERS WE GET FROM COLLEGES AND UNIVERSITIES
ARE WELL-VERSED AND VERY GOOD AT ENGINEERING BUT WE WANT TO REFINE AND ENHANCE SOME OF
THE CRITICAL JOB SKILLS. THAT MEANS COMMUNICATION SKILLS FOR ENGINEERS,
LEADERSHIP SCHEDULES AND ALSO TEAM WORK, BUILDING SCHEDULES. WE ARE ALSO THE AGENCY LEAD FOR KNOWLEDGE
MANAGEMENT AND LOCATED IN THE OFFICE OF THE CHIEF ENGINEER AND THERE IS A REASON FOR THAT. THAT IS TO MAKE SURE THAT NASA WORKFORCE UNDERSTANDS
THE IMPORTANCE OF UPPER MANAGEMENT AT NASA PLACES AND LEARNING AND TRAINING AND KNOWLEDGE
MANAGEMENT. THE AEROSPACE SAFETY ADVISORY PANEL IS APPOINTED
BY CONGRESS AND THEY ARE A GROUP OFAURO NAUTIC AND THE EXPERTS THROUGHOUT THE COUNTRY. THEIR ROLE IS TO HELP ADVISE NASA MANAGEMENT
AND THEY ALSO REPORT BACK TO CONGRESS. IN 2013, THEY RECOMMENDED THE APPOINTMENT
OF AN AGENCY CHIEF KNOWLEDGE OFFICER. WE DID THAT AND APPOINTED A CHIEF KNOWLEDGE
OFFER AT EACH CENTER AND EACH MISSION DIRECTORATE. IN 2013-2015, NASA WAS YELLOW AS FAR AS SHARING
KNOWLEDGE. IN 2016, THEY WERE RANKED AS RED. THEY THOUGHT WE WERE FAILING AS FAR AS SHARING
KNOWLEDGE. IN 2017 WE WERE ABLE TO GET THAT BACK TO GREEN. I’D LIKE TO SHOW YOU HOW WE DID THAT. WHAT WE DID WAS TAKE A TOTAL FOCUS ON OUR
CUSTOMERS AND THAT IS THE NASA TECHNICAL WORKFORCE. OUR JOB IS TO MAKE THEIR JOB EASIER. I THINK WE FOUND THAT THINGS LIKE THEORY OF
KNOWLEDGE, STORY TELLING, DIDN’T RESONATE WITH THE NASA ENGINEERS. WHAT THEY NEEDED WAS INFORMATION AS QUICKLY
AND EFFICIENTLY AS POSSIBLE. AND ALSO WHAT WE DID IS COMBINE TRAINING WITH
KNOWLEDGE MANAGEMENT. AND AFTER ALL, WHAT IS A BETTER CONDUIT FOR
TRANSFERRING KNOWLEDGE THAN TRAINING AND TRAINING FORCES? THE NEXT STEP, WHAT WE WANT TO DO IS CONSOLIDATE
ALL THE INFORMATION THAT IS OUT THERE. THERE IS LITERALLY 10S DIFFERENT WEBSITES
OUT THERE THAT A NASA EMPLOYEE WOULD HAVE TO GO TO FIND, AND A LOT OF BROKEN LINKS AND
THINGS LIKE THAT. SO WE NEEDED TO CONSOLIDATE INTO ONE EASILY-ACCESSED
WEBSITE. APPLE.NASA.GOV AND OPEN TO THE WHOLE WORLD. AND IF YOU’RE ON A PROJECT TEAM AND YOU NEED
INFORMATION ABOUT COMPETENCY OR CAREER PATH, GO HERE. IF YOU WANT TO FIND OUT WHAT COURSES YOU NEED
TO TAKE, GO RIGHT HERE. ALSO IF YOU NEED TO FIND OUT IF YOU WANT TO
SEARCH THE VAST DATABASES AND THERE IS PROBABLY 10-15 OF THEM THROUGHOUT THE AGENCY. THERE IS JUST A ONE-STOP-SHOP. CLICK ON ONE BUTTON AND HAVE A LIST OF ALL
THE DIFFERENT LESSONS LEARNED DATABASES AS WELL AS THE SEARCH ENGINE TO ASSIST THROUGH
AND ALSO CASE STUDIES ARE INVOLVED IN THIS. WE ARE AVERAGING 24,000 HITS PER MONTH ON
OUR WEBSITE AND THE THAT REPRESENTS ABOUT A 23% INCREASE FROM THE PREVIOUS. WE ALSO DEVELOPED ENTIRELY NEW CURRICULUM
BASED ON LESSONS LEARNED AND CASE STUDIES FROM NASA. OUR ENGINEERS ARE SMART. THEY GENERALLY DON’T MAKE COMPUTATIONAL ERRORS. WHAT THEY DO IS GOING TO MAKE ERRORS IN DECISION-MAKING
AND COMMUNICATION AND JUDGMENT. SO WE CAME UP WITH FIVE NEW COURSES ABOUT
GOING TOATIVE BIAS AND ENGINEERING DECISION-MAKING, COMPLEX DECISION-MAKING AND DECISION MANAGE
ACCIDENT, CRIMINAL CALL THINKING AND PROBLEM-SOLVING. THESE ALL — CRITICAL THINKING — INVOLVE
NASA CASE STUDIES. WE PRODUCE THE VIRTUAL PM CHALLENGE. IT’S A TALK SHOW STUDIO INTERVIEW FORMAT. IT’S DESIGNED TO EXAMINE CURRENT TRENDS IN
PROGRAM AND PROJECT MANAGEMENT AND ALSO ON SYSTEMS ENGINEERING AND ALSO ON KNOWLEDGE
MANAGEMENT. WE HOST ONE ONCE A MONTH AND THEY ARE AVAILABLE
TO ANYBODY IN THE WORLD TO VIEW. ONE OF OUR MOST POPULAR ONES WAS WE HAVE THE
DIRECTOR FROM THE SCIENCE MISSION DIRECTORATE, ALSO THE DIRECTOR FROM HUMAN EXPLORATION TO
COME ON AND DISCUSS LESSONS LEARNED. WE HAD OVER 643 LIVE VIEWS AND RIGHT NOW OVER
2000 ON DEMAND VIEWS. SOMETHING WE DEVELOPED, THIS IS TO REACH OUT
TO SOME OF THE NEW HIRES AND YOUNGER PROFESSIONALS WITHIN NASA. THEY ARE INTERESTED IN A WAY OF COMMUNICATION
THAT SOMEONE FROM MY GENERATION MIGHT NOT BE THAT COMFORTABLE WITH BUT THAT IS PODCASTS. EVERY TWO WEEKS WE PRODUCE A NEW PODCAST. THEY ARE ABOUT 15-20 MINUTES LONG. WE LOOK FOR SUBJECT MATTER EXPERTS AND INTERVIEW
THEM ON A HOST OF DIFFERENT TOPICS. WE ALSO DESIGN THE COLUMBIA TOUR. THE COLUMBIA TRAGEDY IS SOMETHING THAT FUNDAMENTALLY
CHANGED NASA. EVERY YEAR, IN REMEMBERANCE THERE IS IT A
MOMENT OF SILENCE FOR THE COLUMBIA. WE WANTED TO DO SOMETHING MORE POSITIVE AND
WE WANTED TO LOOK AT COLUMBIA’S MISSION AS IT IS NOT OVER YET. NOT OVER UNTIL EVERYBODY AT NASA UNDERSTANDS
WHY IT HAPPENED. SO WE DEVELOPED A COLUMBIA TOUR. WE ARE GOING TO VISIT EVERY NASA CENTER AND
THE WE WILL TALK ABOUT A PANEL VERY SIMILAR TO THIS GROUP HERE WHERE WE INVITE FAMILY
MEMBERS FROM THE CREW. WE INVITE THE FLIGHT CONTROLLERS THAT WERE
THERE THAT DAY WHEN IT HAPPENED AND WE ALSO HAVE ONE OF OUR LESSONS LEARNED COURSES BEING
TAUGHT AT THE CENTER AT THE SAME TIME AND WE ALSO HAVE SOME ARTIFACTS ON DISPLAY OF
THE COLUMBIA SPACE SHUTTLE. WE KICKED THIS OFF IN APRIL OF 2019 AT THE
KENNEDY SPACE CENTER. WE WILL GO TO MARSHAL SPACE FLIGHT CENTER
IN NOVEMBER. WE PLAN ON VISITING EVERY NASA CENTER. AND FINALLY, WE HAVE A MONTHLY NEWS MAGAZINE
THAT WE PUBLISH AND TO GIVE AN OVERVIEW OF THE IMPORTANT PROJECTS THAT ARE GOING ON THROUGHOUT
THE AGENCY. SOME OF THE NEW COURSEWORK THAT WE MIGHT HAVE. SOME OF THE NEW LESSONS LEARNED THAT MAY HAVE
ENTERED INTO THE DATABASE. RIGHT NOW WE HAVE OVER 60,000 SUBSCRIBERS
WORLDWIDE. I HAVE BEEN REAL FORTUNATE IN THIS POSITION
BECAUSE I NOT ONLY HAVE UPPER MANAGEMENT THAT IS INTERESTED IN SUPPORT AND TRAINING OF KNOWLEDGE
MANAGEMENT BUT I HAVE A WORKFORCE ENGINEER THAT ENJOYS LEARNING AND LEARNING NEW THINGS. AND I ALSO HAVE A FANTASTIC TEAM OF INDIVIDUALS
WITHIN APPLE THAT HELP ME. TOGETHER WE HAVE WON SEVERAL INTERNAL NASA
AWARDS AND ALSO HAVE BEEN AWARDED THE BEST ACADEMY IN THE WORLD AND EVERYBODY IN HHS
KNOWS NASA IS NUMBER 1 IN THE FEDERAL GOVERNMENT FOR PLACES TO WORK. AND PART OF THAT CRITERIA IS DEVELOPMENT AND
TRAINING AND WE ARE NUMBER 1 IN THAT ALSO. WITH THAT —
>>JOHN RIGG: THANK YOU VERY MUCH. [ APPLAUSE ]
NEXT I’M GOING TO ASK OUR COLLEAGUE FROM USAID, STACEY YOUNG, A SENIOR LEARNING ADVISE OW
TO TELL US ABOUT YOUR APPROACH TO KNOWLEDGE MANAGEMENT.>>STACEY YOUNG: I’M GOING TO TALK ABOUT WHERE
WE ARE HEADED AND THEN TALK ABOUT WHAT WE ARE BUILDING FROM. BUT I’LL BE BRIEF. AS WE MENTIONED, I WORK IN THE POLICY BURRY. I HAVE BEEN THERE SINCE 2011. BEFORE I WAS IN THE ECONOMIC BUREAU SINCE
2003 LEADING A KNOWLEDGE MANAGEMENT EFFORT THERE. I TALKED A LITTLE BIT ABOUT WHAT USAID IS. ONE OF THE THINGS OR POINTS I WANT TO MAKE
IS YOU CAN SEE MANY OF OF THE SECTORS WE WORK IN IN THE BOTTOM BULLET. WE DON’T HAVE EASY ANSWERS TO THE QUESTIONS
THAT CONFRONT US. THERE IS NO ONE-SIZE-FITS-ALL IN DEVELOPMENT. A PROGRAM THAT WORKS IN SRI LANKA MAY NOT
WORK IN EL SALVADOR. THINGS THAT WORKED TWO YEARS AGO IN KENYA
MAY NOT WORK THIS YEAR IN KENYA. OUR CONTACTS ARE FLUID, THEY ARE CHALLENGING
AND THE SOLUTIONS ARE VERY MUCH DEPENDENT ON A RANGE OF FACTORS THAT ARE ALWAYS INFLUX. SO, THAT RAISES A LOT OF KNOWLEDGE MANAGEMENT
CHALLENGES, AS YOU MIGHT IMAGINE. WE ARE JUST LIKE HHS, WE ARE ALSO GOING THROUGH
AN AGENCY TRANSFORMATION RIGHT NOW. SO THIS IS A QUOTE FROM OUR EXTERNAL WEBSITE,
USA.GOV. AND KNOWLEDGE MANAGEMENT IS PART OF THE BROADER
TRANSFORMATION THAT WE ARE AIMING FOR. THE CHALLENGES THAT WE’VE HAD WITH KNOWLEDGE
MANAGEMENT AT USAID. WE HAVE SILOS OF EXCELLENCE. WE TOO, ONE OF OUR CORE COMPETENCIES IS GENERATING
KNOWLEDGE SILOS. WE HAVE SOME REALLY GOOD ROBUST KNOWLEDGE
MANAGEMENT PROGRAMS BUT THEY ARE IN FOOD SECURITY OR THEY ARE IN MARKET OR SOME OTHER SPACE. BUT THEY DON’T REALLY WORK TOGETHER AND IT’S
VERY UNEVEN ACROSS THE AGENCY. THERE IS SOME PARTS OF THE AGENCY THAT HAVE
NOT INVESTED IN KNOWLEDGE MANAGEMENT AND DON’T HAVE ROBUST KNOWLEDGE MANAGEMENT EFFORTS. THAT’S ONE ISSUE. ANOTHER ISSUE IS THEINS INSTITUTIONAL MEMORY
AND THE CYCLE OF GENERATING KNOWLEDGE AND EVIDENCE USING IT ONCE, MAYBE TWICE AND THEN
WE LOSE TRACK OF IT. WHERE IS IT? WHO KNOWS ABOUT IT? WHOEVER KNEW ABOUT IT IS GONE. SO WE WASTE A LOT OF KNOWLEDGE RESOURCES. THIS IS EXACERBATED BY THE FACT THAT WE ARE
OBVIOUSLY A GEOGRAPHICALLY DISBURSED ORGANIZATION. WE ALSO HAVE BUILT IN AMNESIA BECAUSE WE HAVE
REGULAR ROTATION OF STAFF. SO OUR STAFF IN THE FIELD STAY THERE ONLY
AT EACH POST, ONE-4 YEARS AT MOST, DEPENDING ON THE POST AND THEN THEY ROTATE. SO WE BUILT THAT IN. THE LOCAL STAFF OFTEN ARE LESS EMPOWERED TO
BRING THE INSTITUTIONAL MEMORY OF THE ORGANIZATION TO BEAR ON DECISION-MAKING AND THERE IS A
FAIR AMOUNT OF TURN IN WASHINGTON OF WEALTH. SO THERE ARE PEOPLE MOVING AROUND ALL OVER
THE PLACE. NOBODY REMEMBERS WHAT HAPPENED. OR WHERE TO FIND OUT WHAT HAPPENED. SO THAT IS A BIG ISSUE. AND THEN FINALLY, THE IT-LED SOLUTIONS THAT
HAVEN’T REALLY BEEN SOLUTIONS BECAUSE THEY VIOLENT TAKEN INTO ACCOUNT THE PEOPLE WHO
WERE SUPPOSED TO USE THEM. I THINK WE ALL HAVE THAT STORY TO TELL. SO SOME OF THE FIRST THINGS THAT WE ARE DOING
AROUND KNOWLEDGE MANAGEMENT IN THIS AGENCY TRANSFORMATION. WE ARE ESTABLISHING A NEW SENIOR KNOWLEDGE
AND ORGANIZATIONAL LEARNING OFFICER POSITION. AND I WANT TO EMPHASIZE THAT IT’S KNOWLEDGE
AND ORGANIZATIONAL LEARNING BECAUSE WE ARE BUILDING FROM A BASE, WHICH I’LL GET TO IN
A MOMENT, THAT STRONGLY EMPHASIZED THE ORGANIZATIONAL LEARNING AND DEVELOPMENT ASPECT OF THE ENDEAVOR. WE ARE DEVELOPING AN AGENCY. WE WILL BE DEVELOPING AN AGENCY-WIDE KNOWLEDGE
MANAGEMENT POLICY. WE HAVEN’T HAD THAT. THAT WILL EMPHASIZE THINGS SUCH AS INSTITUTIONALIZING
KNOWLEDGE EXCHANGE FOR BOTH PROGRAMMATIC WORK AND OPERATIONAL WORK. SO ON THE OPERATIONAL SIDE THINK ACQUISITION
AND ASSISTANCE. THINK HUMAN RESOURCES. THINK IT. THAT SORT EVER THING. ON PROGRAM SIDE OF COURSE IS ALL THE WORK
I WAS TALKING ABOUT BEFORE THE PROGRAMS BY WHICH WE ARE TRYING TO FACILITATE DEVELOPMENT
AND PROCESSES IN DEVELOPING COUNTRIES. KM PLATFORM DIRECTORY SO AT LEAST WE HAVE
ALL THE SILOS LISTED SOME PLACE AND YOU KNOW WHERE TO FIND THEM, AND THEN THE LAST ONE
I THINK IS REALLY IMPORTANT IN STATING A STAFF TRANSITION MANAGEMENT PROCESS SO WE HAVE A
WAY TO EFFECTIVELY TRANSFER NOT ONLY KNOWLEDGE BUT RELATIONSHIPS AS STAFF MOVE AROUND BECAUSE
WE HAVE IMPORTANT PARTNERSHIPS IN DEVELOPING COUNTRIES AS WELL AS IMPLEMENTING PARTNERS
AND AMONG OURSELVES. WHEN THOSE RELATIONSHIPS STOP AND HAVE TO
BE RESTARTED AND STARTED FROM SCRATCH, MUCH IS LOST. THERE IS A BURN OF OTHER STUFF, OF COURSE,
OBVIOUSLY WE WILL HAVE TO GET TO AND OF COURSE OUR TRANSFORMATION TO HAVING A STRONG AGENCY-WIDE
KNOWLEDGE MANAGEMENT EFFORT. THESE WILL ALSO BE FAMILIAR TO MOST OF YOU. SO THIS IS HOW WE ARE APPROACHING KNOWLEDGE
MANAGEMENT AT THE AGENCY LEVEL IN OUR TRANSFORMATION BUT IT’S IMPORTANT TO NOTE THAT WE HAVE BEEN
WORKING ON INSTITUTIONALIZING KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING FOR A LONG TIME
IN OUR FIELD PROGRAMS. THAT’S A SUBSET OF THE AGENCY’S WORK AS I
MENTIONED. AND THE AGENCY LEVEL KNOWLEDGE MANAGEMENT
WORK WILL BUILD ON THAT. SO JUST A FEW WORDS ON WHAT THAT EFFORT HAS
LOOKED LIKE AND THIS IS THE EFFORT I HAVE BEEN LEADING SINCE 2011&IN THE POLICY BUREAU. SO THE GRAPHIC ON THE LEFT IS — THE ONLY
GRAPHIC ON THIS SLIDE IS OUR PROGRAM CYCLE. SO THAT DEPICTS HOW WE DO COUNTRY-LEVEL STRATEGIC
PLANNING AND THEN WE DESIGN OUR PROGRAMS AND MANAGE THEIR IMPLEMENTATION AND THEN WE ASSESS
THEM THROUGHOUT ALL OF THAT, THAT DARK BLUE CIRCLE IS LEARNING AND ADAPTING. SO THAT IS OUR COLLABORATING LEARNING AND
ADAPTING PROCESS. IT’S USAID’S FLAVOR OF KNOWLEDGE AND ORGANIZATIONAL
LEARNING IN THE FIELD. SO, HERE YOU CAN SEE THAT WHAT WE HAVE DONE
IS WE HAVE, OVER THE YEARS, ITERATED AND REFINED A HOLISTIC FRAMEWORK FOR WHAT ORGANIZATIONAL
LEARNING LOOKS LIKE AT USAID. SO A LITTLE BIT MORE ON THAT. YOU CAN SEE IN THE FRAMEWORK, IT BREAKS DOWN
INTO TWO HEMISPHERES. COLLABORATING, LEARNING AND ADAPTING INNER
PROGRAM PROCESSES. HOW ARE WE DESIGNING AND IMPLEMENTING AND
ASSESSING OUR PROGRAMS? HOW ARE WE LEARNING AS WE GO? AND HOW ARE WE ADAPTING BASED ON NEW KNOWLEDGE
OR CHANGES IN OUR CONTEXT? ON THE RIGHT SIDE ARE THE ENABLING CONDITIONS
THAT NEED TO BE IN PLACE FOR ALL THAT WORKED WELL. THAT IS WHERE WE GET INTO CULTURE, THINGS
LIKE OPENNESS TO NEW INFORMATION PROCESSES BECAUSE THIS HAS TO BE BUILT INTO PROCESSES. IT CAN’T BE A SEPARATE THING THAT YOU DO ON
EVENINGS AND WEEKENDS, AND RESOURCES. HOW WE RESOURCE IT. SO THIS EFFORT IS BUILT INTO OUR MISSION PROGRAMS. THERE ARE SOME PROGRAMS IN WASHINGTON THAT
HAVE ADOPTED IT ON VOLUNTARY BASIS. BUT I WANTED TO JUST SAY A FEW WORDS ABOUT
THE SUCCESS FACTORS BECAUSE RAMIN WANTED US TO SPEAK TO WHY THESE THINGS WORK WELL. SO ONE IS, IT’S GROUNDED IN THE USAID EXPERIENCE. THIS IS BASED ON TESTING AND REFINING IN THE
USAID AND ALSO BRINGING IN THE INSIDE FROM KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING
AS DISCIPLINES. ANOTHER IS TEAMS CHOOSE WHAT TO PRIORITIZE. WE DON’T SAY YOU SHALL EXCELL IN ALL 16 SUB
COMPONENTS OF THE ORGANIZATIONAL LEARNING FRAMEWORK AT THE SAME TIME. NOBODY CAN DO THAT. SO TEAMS GET TO CHOOSE WHAT THEY WANT TO PRIORITIZE
BASED ON WHAT THEY THINK WILL MAKE THEIR PROGRAMS MORE EFFECTIVE OR RELIEF PAIN POINTS AT ANY
GIVEN MOMENT. SO IT CHANGES OVER TIME. THE IMPORTANT THINGS FOR THEM IS THEY GET
TO START WITH THE THING THEY CARE ABOUT, WHICH IS IT DEVELOPMENT. AND THEN FIGURE OUT WHAT THEY NEED TO PRIORITIZE
IN ORDER TO MAKE THEIR DEVELOPMENT WORK MORE EFFECTIVELY. WE HAVE A LOT OF PRACTICAL BEHAVIOR-BASED
TOOLS AND EXAMPLES FOR EACH OF THE COMPONENTS AND SUBCOMPONENTS. SO IF SOMEBODY SAYS I WANT TO IMPROVE INTERNAL
COLLABORATION AND ALSO OPENNESS TO NEW INFORMATION, WE HAVE THE TOOLS AND EXAMPLES. LIKE I SAID, THEY ARE BEHAVIOR BASED AND THEY
INTEGRATE INTO EXISTING PROCESSES SO IT’S NOT NEW EXTRA WORK. WE HAVE A TOOL THAT IS BASED ON THE FRAMEWORK
THAT IS MATURITY MODEL. IT’S A TOOL THAT TEAMS USE FOR SELF-ASSESSMENT
AND ACTION PLANNING AND IT DOESN’T SAY, ARE YOU COLLABORATING OR NOT. IT SAYS, HERE IS WHAT COLLABORATION LOOKS
LIKE ALONG FIVE DIFFERENT LEVELS OF MATURITY IN OUR CONTEXT. SO TEAMS CAN SAY, WE ARE AT THIS LEVEL AND
ACTUALLY WE ARE OKAY WITH THAT BUT OVER HERE ON THIS OTHER THING, WE ARE AT THIS LEVEL
AND WE WANT TO MOVE UP ONE OR TWO IN THE NEXT 18 MONTHS OR WHATEVER IT IS. SO THEY GET TO AGAIN DECIDE. THE TOOL ITSELF IS COLORFUL. IT’S EASY TO USE. IT’S A DECK OF CARDS. PEOPLE TAKE TO IT LIKE WATER. THEY LIKE TO PICK IT UP AND FEEL IT AND TALK
ABOUT IT. IT IS DESIGNED TO CREATE A CONVERSATION. IT’S NOT DESIGNED TO GIVE A SCORE. SO IT’S APPRECIATIVE IN NATURE AND IT HIGHLIGHTS
GOOD THINGS THAT ARE ALREADY HAPPENING THAT TEAMS CAN BUILD ON. SO WE HAVE ALL OF THAT. THE WAY THAT WE HAVE INSTITUTIONALIZED IS
WE ITERATED THIS ON AN OPTIONAL BASIS FOR SEVERAL YEARS AND THEN WE FIGURED OUT WHAT
WORKED AND THEN WE CODIFIED IT IN POLICY. WE SAID THIS IS REQUIRED BUT IT’S CUSTOMIZABLE. SO WE GOT THAT SWEET SPOT OF EVERYBODY NEEDS
TO DO IT, RIGHT? EVERYBODY NEEDS TO WEAR THEIR SEATBELT. IT’S NOW CODIFIED IN LAW. BUT FOR KNOWLEDGE MANAGEMENT, THE LAST THING
YOU WANT, THE KISS OF DEATH, IS WHEN PEOPLE ARE TOLD TO DO THINGS THAT DON’T HELP THEM. SO THAT IS WHY WE RETAINED THIS CUSTOMIZABLE
ASPECT BECAUSE THAT WAY IT HAS WRITTEN DIRECTLY WHAT IS IMPORTANT TO PEOPLE IN A GIVEN MOMENT
AND THAT CAN CHANGE. WE HAVE A STRONG — ALONGSIDE THE POLICY,
WE HAVE A STRONG CAPACITY BUILDING AND PEER LEARNING EFFORT SO THAT THERE ARE TONS OF
TOOLS AND EXAMPLES ON THE EXTERNAL WEBSITE, USAID LEARNING LAB.ORG. WE HAVE INTERNAL WEBSITE AND PROVIDE TACTICAL
ASSISTANCE, WE HAVE INTERACTIVE TRAINING. WE USE ALL OF THAT AS A FEEDBACK LOOP TO REFINE
OUR EFFORTS. FINALLY, THE THING THAT I THINK HAS MADE THE
MOST SUCCESSFUL IS THAT IT CONNECTS TO PEOPLE’S SENSE OF PURPOSE. PEOPLE AT OUR AGENCY ARE STRONGLY MISSION
DRIVEN. THEY WANT TO DO GOOD DEVELOPMENT. YOU CAN SEE THEM LIGHT UP WHEN THEY SEE THIS
WILL REMOVE THE OBSTACLES BETWEEN ME AND WHAT I CARE ABOUT. SO CONNECTING TO THAT SENSE OF PURPOSE, WHICH
I THINK IS A RESOURCE THAT IS UNDERUTILIZED, HAS BEEN A REALLY IMPORTANT ASPECT OF IT. RAMIN SAYS WE DON’T NEED TO STUDY WHETHER
THESE THINGS WORK BUT WE DID. SO PRACTITIONERS ALREADY KNOW IT WORKS. BUT PEOPLE WHO HOLD THE PURSESTRINGS NEED
EVIDENCE. WE HAVE A HUGE LEARNING EVIDENCE BASE ON THE
WEBSITE. [ APPLAUSE ]
>>JOHN RIGG: A FEW WORDS FROM MR. LIEBOWITZ WHO IS A KNOWLEDGE MANAGEMENT EXPERT
AND AUTHOR OF SEVERAL BOOKS ON THE SUBJECT.>>JAY LIEBOWITZ: FIRST OF ALL, IT’S A PLEASURE
TO BE IN THE HUBERT HUMPHREY BUILDING. HUBERT HUMPHREY USED TO LIVE ABOUT A MILE
DOWN THE ROAD FROM WHERE I GREW UP IN CHEVY CHASE, MARYLAND, AND IF YOU WERE LATE FOR
SCHOOL, HE WOULD TAKE YOU OR HAVE HIS DRIVER TAKE YOU TO SCHOOL. AND I REMEMBER, UNFORTUNATELY WHEN HE PASSED
AWAY, DID HAVE A CHANCE TO VISIT HIS CASKET IN THE ROTUNDA. SO HE WAS QUITE A REMARKABLE FELLOW. ANYWAY, I WANT TO KEEP US TO TIME. SO I’M KIND OF THE ANCHOR ON JUST TRYING TO
DRAW MY TOP 10 DAVID LETTERMAN LIST FROM MY EXPERIENCES IN KM AS WELL AS FROM THE RESEARCH. I’M GOING TO USE A DESERT THEME. I’LL CALL THIS THE 10 RULES OF THE ROAD. THE DESERT THEME IS JUST SO YOUR ORGANIZATION
DOESN’T DRY UP. SO YOU WANT TO MAKE SURE YOU CONTINUE TO CREATE
AND INNOVATE, WHICH IS TIED IN VERY CLOSELY TO WHAT YOU’RE TRYING TO DO HERE AT HHS. SO THERE ARE TWO MAIN REASONS FROM THE RESEARCH
WHY KM EFFORTS FAIL. AND THE FIRST IS THAT YOU MAY NOT HAVE A SENIOR
CHAMPION SO IT’S GREAT YOU HAVE AN EXECUTIVE CHAMPION. AND ALIGNED WITH THAT IS YOU HAVE TO MAKE
SURE THAT YOUR KM STRATEGY IS VERY CLOSELY ALIGNED TO YOUR ORGANIZATIONAL STRATEGIC GOALS
AND OBJECTIVES. SO, IT’S VERY CRITICAL THAT YOU HAVE THAT
ALIGNMENT SO YOU CAN SHOW VALUE DOWN THE ROAD. THE OTHER MAIN REASON WHY ORGANIZATIONS MIGHT
FAIL FROM A KM PERSPECTIVE IS THAT YOU MIGHT JUST HAVE A POORLY IMPLEMENTED KM PLAN. SO WHEN WE LOOK AT KNOWLEDGE MANAGEMENT, WE
LOOK AT PEOPLE, PROCESS AND TECHNOLOGY AND AGAIN, YOU HAVE TO HAVE THE RIGHT COMPONENTS
THAT FIT YOUR PARTICULAR CULTURE. NUMBER 3, AND THESE MAY NOT NOW NECESSARILY
BE IN ORDER. IT’S VERY IMPORTANT THAT AS PART OF YOUR HUMAN
CAPITAL STRATEGY, THAT YOU ALSO HAVE A FORMAL KNOWLEDGE RETENTION STRATEGY. IN MY THESIS, IT HAS ALWAYS BEEN, IT SHOULD
BE FROM DAY ONE OF THE EMPLOYEE’S LIFESPAN WITH THE ORGANIZATION BECAUSE AS YOU INCREASE
YOUR TENURE IN THE ORGANIZATION, YOU MAY NOT EVEN REMEMBER SOME OF THE IMPORTANT RULES
OR POLICIES SETS THAT ARE STILL PREVALENT YOU SHOULD KNOW ABOUT. SO THAT REALLY SHOULD BE PART OF YOUR HUMAN
CAPITAL STRATEGY. NUMBER 4, IT MAY NOT BE NECESSARY TO CREATE
A SEPARATE KNOWLEDGE MANAGEMENT PROGRAM. WHAT NASA HAS DONE VERY WELL AND USAID IS
THEY HAVE BEEN ABLE TO INTEGRATE KM IN NASA’S CASE WITH RISK MANAGEMENT., PROJECT MANAGEMENT,
AND IN STACEY’S CASE, LOOKING AT ORGANIZATIONAL LEARNING. SO WHETHER YOU LOOK AT IT FROM — I UNDERSTAND
THERE IS A QUALITY MANAGEMENT SUMMIT DOWN THE HALL. SOME ORGANIZATIONS HAVE INCORPORATED KM AS
PART OF THEIR TOTAL QUALITY MANAGEMENT INITIATIVES. SO AGAIN, IT DEPENDS ON WHAT FITS YOUR PARTICULAR
CULTURE AND THE TYPE OF PEOPLE THAT YOU HAVE. NUMBER 5, BE VERY THOUGHTFUL IN YOUR KM APPROACH. I TEND TO BE VERY CONSERVATIVE. THERE ARE MANY TECHNIQUES AND METHODOLOGIES
YOU CAN APPLY FROM OTHER FIELDS IN SOCIOLOGY AND EDUCATION AND YOU SHOULD FEEL FREE TO
SHARE THOSE TECHNIQUES AND METHODS AS YOU APPLY THEM IN THE KM FIELD. NUMBER 6. BE CAREFUL AND BE CERTAIN TO ALIGN YOUR KM
APPROACHES WITH YOUR ORGANIZATIONAL CULTURE. I THINK AT NASA, WHEN I WAS THERE, I WAS THEIR
FIRST KM OFFICER. MOST OF THE FOLKS — I’M WILLING TO BET PROBABLY
AT HHS, YOU HAVE A NUMBER OF ISDJ TYPES ON THE MYERS-BRIGGS. AS A RESULT, YOU HAVE TO LOOK AT WHAT IS THE
RIGHT BALANCE OF SYSTEMS CODIFICATION APPROACHES, COLLECTION APPROACHES VERSUS PEOPLE TO PEOPLE
CONNECTION APPROACHES. SO AGAIN YOU HAVE TO FIT YOUR KM APPROACHES
TO THE PEOPLE YOU HAVE. NUMBER 7, CELEBRATE THE SUCCESSES FIRST AND
THEN YOU CAN BRING IN THE BITTER SWEET STORIES. SO I’M AN ADVOCATE OF LEARNING FROM YOUR MISTAKES. I MADE PLENTY OF THEM. IF YOU CAN CREATE A SAFE ENVIRONMENT TO SHARE
THOSE BITTER SWEET STORIES, ALL THE BETTER. BUT AGAIN, IT’S GREAT TO SHARE THE SUCCESSES
FIRST AND THEN MAKE THE NAYSAYERS WILL SEE THE VALUE AS YOU SHOW AND PRODUCE OUTCOMES. AND THAT LEADS US TO NUMBER 8, WHICH IS LOOK
AT DEVELOPING YOUR KM METRICS FROM AN OUTCOME PERSPECTIVE. MANY ORGANIZATIONS LOOK AT SYSTEM AND OUTPUT
MEASURES. YOU REALLY WANT TO LOOK AT OUTCOMES. AND I THINK THAT HAS BEEN EMPHASIZED WITH
STAYSY AND ROGER. NUMBER 9, DON’T FORCE FIGURE TECHNOLOGY TO
YOUR PROBLEM AREA. AGAIN, TECHNOLOGY SHOULD BE USED AS AN ENABLER
BUT IT IS REALLY THE PEOPLE, THE CULTURE, THE PROCESS ASPECTS WHERE I THINK YOU’LL GAIN
MAXIMUM VALUE. AND NUMBER 10, MY FEELING IS KM SOMEBODY PART
OF YOUR TOOLS IN STRATEGIC INTELLIGENCE TOOLKIT. AND DOING A LOT OF WORK NOW LOOKING AT IN
TUITION AND INFORMED IN TUITION AND ALL OF THESE TECHNIQUES SHOULD REALLY BE PART OF
HOW YOU APPLY YOUR STRATEGIC INTELLIGENCE IN THE ORGANIZATION. SO JUST TO WRAP UP, JUST A FEW KNOWLEDGE SHARING
TENANTS FOR SUCCESS. THESE ARE SOME THINGS TO THINK ABOUT. LOOK AT YOUR RECOGNITION AND REWARDS STRUCTURE
AND WHEN I WAS AT NASA, I WANTED TO HAVE A FAILURE AWARD. IT WAS TURNING INTO A SIGNIFICANT LEARNING
AWARD WHICH WAS GREAT. FOR SHARING THE BITTER SWEET STORIES. SO YOU MIGHT LOOK AT WAYS TO PROVIDE INCENTIVES
TO ENCOURAGE PEOPLE TO SHARE WHAT THEY KNOW. MAKE SURE EVERYONE UNDERSTANDS THE BENEFITS
OF KNOWLEDGE SHARING AND THE POWER THAT IT CAN PRODUCE. AND YOU CAN READ THE OTHERS. I THINK WE HAVE ALREADY HIGHLIGHTED MANY OF
THEM. I DID WANT TO MENTION ONE INTERESTING RESOURCE. I HAD AN OPPORTUNITY TO WORK WITH THE NATIONAL
ACADEMY OF SCIENCES, TRANSPORTATION RESEARCH BOARD IN DEVELOPING A GUIDE FOR KM FOR EXECUTIVES. MAINLY FOR STATE DEPARTMENTS AND TRANSPORTATION. BUT IT’S PRETTY GENERIC EXCEPT THE VIGNETTES
WHICH APPLY MORE TO TRANSPORTATION. AND THERE IS A PDF IN WEB-BASED VERSION. YOU CAN TAKE A LOOK AT THAT. THERE IS ALSO AN ON LINE KM COURSE THROUGH
THE UN ON LINE TRAINING CENTERS CALLED, KNOWLEDGE TRANSFERRED IN GOVERNMENT ORGANIZATIONS. IT’S FREE. THERE ARE A LOT OF RESOURCES OUT THERE. IF YOU HAVE PROBLEMS SLEEPING AT NIGHT, THESE
ARE SOME OF MY PERSONAL FAVORITES. AND ANYWAY, IT’S A PLEASURE TO BE HERE AND
LOOK FORWARD TO THE Q&A. [ APPLAUSE ]
>>JOHN RIGG: THANK YOU, JAY. AND AS THE WINNER OF THE HHS FAILURE AWARD,
I CAN APPRECIATE HOW THAT CAN BE VERY INSTRUCTIVE. I’M GOING TO TURN NOW TO OUR PANEL, ALTHOUGH
WE ARE RUNNING A LITTLE BIT LOW ON TIME, I’LL ASSERT A LITTLE BIT OF THE ORGANIZER’S PREROGATIVE
AND INTRUDE UPON MY OWN COMMENTS NEXT IN COMBINATION WITH MR. KECKLER’S AND ALLOW A LITTLE BIT MORE TIME
FOR OUR PANEL HERE TODAY. WE HEARD A LOT, PANELISTS, FROM YOU ABOUT
STRATEGY AND WE HEARD A LOT FROM YOU ABOUT YOUR ORGANIZATION AND THE WAYS IN WHICH YOU
TOOK KNOWLEDGE MANAGEMENT PRINCIPLES AND IN A MANNER, FIT THEM INTO YOUR ORGANIZATIONS. WE AT HHS, WE KNOW FROM OUR WORK TOGETHER
OVER THE LAST EIGHT MONTHS, THAT HHS IS NOT AT SQUARE ONE. WE ARE CERTAINLY NOT AT SQUARE TWO WITH REGARDS
TO ENTERPRISE-LEVEL KNOWLEDGE MANAGEMENT. WE KNOW THAT THERE ARE 100 FLOWERS BLOOMING
IN TERMS OF TACTICAL APPROACHES TO VERY DEFINED PROBLEMS ALL OVER THE AGENCY. BUT WE HAVEN’T HAD THE OPPORTUNITY TO REALLY
SIT BACK AND THINK ABOUT IT FROM AN ORGANIZATIONAL PERSPECTIVE FROM AN ENTERPRISE LEVEL. AND WOULD LOVE WHAT ADVICE YOU ALL HAVE ABOUT
GETTING TO THAT. HOW DO WE START TO — WHAT DO WE NEED TO BE
THINKING ABOUT IN TERMS OF TACTICS TO BE ABLE TO GET TO A PLACE TO WHERE WE UNDERSTAND AND
CAN START TO GRAPPLE WITH OUR ORGANIZATIONAL CHALLENGES? AND WHOMEVER WANTS TOTS GRAB THAT MICROPHONE,
YOU GET FIRST CRACK AT THE ANSWER. STACEY. OR JAY!>>JAY LIEBOWITZ: I PROBABLY SHOULD LET MY
COLLEAGUES SPEAK FROM THEIR ORGANIZATIONAL EXPERIENCE. BUT MY VIEW IN TRYING TO DEVELOP AN ENTERPRISE-WIDE
PERSPECTIVE, SOUNDS LIKE YOU HAVE DONE THE FIRST STEP. YOU HAVE DONE SOMEWHAT LIKE A KNOWLEDGE AUDIT
TO SEE WHAT ARE THE KNOWLEDGE SHARING PRACTICES THAT PEOPLE USE? WHAT KIND OF TRAINING AND TEACHING NEEDS THERE
ARE AND LOOKINGS AT YOUR KPIS. I KNOW HERE AT HHS, YOU’RE VERY CONCERNED,
AT LEAST AT THE MOMENT, LOOKING AT KIDNEY DISEASE AND THESE CIGARETTES AND MANY OTHER
IMPORTANT ISSUES. SO, I THINK THE FIRST STEP ON THIS STRATEGY
IS, IT’S WONDERFUL THAT YOU HAVE ASSOCIATE DEPUTY SECRETARY ON YOUR SIDE WHO I THINK
UNDERSTANDS THE VALUE OF WHAT KM CAN OFFER. I THINK ALSO TO REINFORCE THAT, THE KM SUMMIT
THAT YOU HAVE ORGANIZED WITH SHOWING FROM AN ORGANIZATIONAL PERSPECTIVE, WHAT COULD
BE DONE, I’M GOING TO PASS THE MICROPHONE SHORTLY TO STACEY AND ROGER BECAUSE THEY’LL
BE ABLE TO TELL YOU WHAT THEY HAVE DONE SPECIFICALLY IN THEIR ORGANIZATION. BUT AGAIN, I WOULD JUST EMPHASIZE THAT THE
PEOPLE, THE CULTURE, THE PROCESS COMPONENTS, ARE REALLY QUITE CRITICAL. SO MAKE SURE YOUER ON THAT SIDE OF THINGS.>>ROGER FORSGREN: THE MOST IMPORTANT THING
IS TO GET UPPER MANAGEMENT SUPPORT. WE TEACH THAT IN OUR PROJECT MANAGEMENT COURSES. THAT’S THE FIRST LEVEL OF SUCCESS YOU NEED
TO ATTACK. THE SECOND THING I BELIEVE FOR KNOWLEDGE MANAGEMENT
IS DEFINING WHO YOUR STAKEHOLDERS ARE. IT’S REAL ALMOST SIMPLE AT NASA BECAUSE WE
HAVE 18,000 CIVIL CENTERS AND 80,000 CONTRACTORS AND THEY ARE ALMOST ALL ENGINEERS. WE HAVE AN ADDED BENEFIT TO THAT IS ENGINEERS
JUST BY THEIR NATURE LIKE TO LEARN, LIKE TO LEARN NEW THINGS. AND THE ENGINEERING TECHNOLOGIES CHANGE ALL
THE TIME SO THEY FEEL LIKE THEY HAVE TO LEARN. SO THAT’S A HUGE ADVANTAGE TO US.>>STACEY YOUNG: I CAN ZIEK TO THE PROCESS
BY WHICH WE GOT TO THAT LIST — I CAN SPEAK TO — SO WHEN THE ADMINISTRATION TURNED OVER
WE HAD NEW LEADERSHIP, THEY WENT AROUND AND DID A LISTENING TOUR AND THAT IS HOW KNOWLEDGE
MANAGEMENT SURFACED AS ONE OF THE THINGS WE NEEDED TO FOCUS ON IN THE TRANSITION. AND THEN A TASK TEAM WAS CREATED AND THESE
WERE PEOPLE OPTING IN FROM ALL AROUND THE AGENCY WHO HAD INTEREST AND EXPERIENCE AND
KNOWLEDGE MANAGEMENT AND WANTED TO COME TOGETHER TO FIGURE OUT HOW WE ARE GOING TO ADDRESS
THE AGENCY’S LEVEL OPPORTUNITY AND CHALLENGES. SO THAT TASK TEAM WORKED OVER THE COURSE OF
A NUMBER OF MONTHS TO REALLY DEFINE THE CATEGORIES OF OPPORTUNITY AND CHALLENGE AND TO COME UP
WITH A SET OF RECOMMENDATIONS WHICH THEY LAID OUT IN A SERIES OF PAPERS. SO THEY HAD A SUMMARY OF RECOMMENDATIONS AND
THERE WAS ONE PAPER FOR EACH THAT PROVIDED THE RATIONAL AND THE BASIS FOR THE RECOMMENDATION. THOSE WERE THEN HANDED OFF TO LEADERSHIP. LEADERSHIP MADE STRATEGIC AND RESOURCE-BASED
DECISIONS ABOUT WHERE TO BEGIN, WHICH THINGS WILL START WITH AND SO ON. SO FROM A PROCESS PERSPECTIVE, THAT HAS WORKED
FOR US. SO IT SPEAKS TO THE ISSUE OF STAKEHOLDERS
AND MAKING SURE THAT YOU — I MEAN REALLY EVERYBODY IS A STAKEHOLDER. SO YOU WANT TO MAKE SURE THERE IS BROAD REPRESENTATION
FROM ACROSS THE AGENCY WHEN YOU BRING PEOPLE TOGETHER. YOU’RE KIND OF VALIDATING WHAT PEOPLE ARE
SAYING BECAUSE IF THERE ARE ISSUES THAT EVERYBODY THINKS ARE A PRIORITY, THEN YOU CAN BE FAIRLY
CERTAIN THAT THEY ARE. I HAVE FOUND IN MY OWN WORK THAT IT’S REALLY
IMPORTANT TO COUPLE THAT WITH BENCHMARKING BY LOOKING AT WHAT OTHER ORGANIZATIONS ARE
DOING. WHAT ARE THE WAYS THAT OTHER ORGANIZATIONS
ARE ADDRESSING THE SAME KINDS OF PROBLEMS.>>JOHN RIGG: THANK YOU. WHILE I POSE THE NEXT QUESTION, I WANT YOU
ALL TO BE THINKING ABOUT WHAT QUESTIONS YOU MIGHT HAVE FOR OUR PANEL EFFORTS. THIS IS YOUR CHANCE TO DO A LITTLE BIT OF
BACK OF THE BRAIN THINKING WHILE YOU LISTEN TO THE ANSWERS TO THIS NEXT QUESTION. WE AT THE DEPARTMENT OF HEALTH AND HUMAN SERVICES,
WE HAVE AN EXTREMELY WIDE MISSION SET. WE BOTH DO HEALTH AND HUMAN SERVICES AS YOU
MIGHT BE ABLE TO GUESS. BUT WE DO EVERYTHING FROM DISEASE PREVENTION
AND TREATMENT TO HEALTH INSURANCE, TO CLINICAL RESEARCH, TO BIOMEDICAL RESEARCH, TO HUMAN
SERVICES FOR VULNERABLE POPULATIONS. AND AS SUCH, WE HAVE A PARTICULARLY WIDE SET
OF KNOWLEDGE BASIS SPREAD THROUGHOUT THE AGENCY IN A GEOGRAPHICALLY DISPARATE SET OF PLACES
AMONG PEOPLE WITH VERY DIFFERENT ACADEMIC AND PROFESSIONAL BACKGROUNDS. AND I KNOW THAT IN VARIOUS WAYS, BOTH YOUR
AGENCY, STACEY AND YOUR AGENCY, ROGER, ARE PERHAPS A LITTLE BIT BETTER FOCUSED BUT I’M
NOT QUITE SURE THAT IS TRUE. AND I WAS WONDERING WHETHER YOU HAD ANY ADVICE
FROM YOUR PERSPECTIVE ABOUT WHETHER — HOW TO BUILD A KNOWLEDGE MANAGEMENT FRAMEWORK
FOR AN AGENCY THAT IS DIVERSE AND WIDE AS OURS AND WHETHER THAT WOULD SPEAK MORE TO
A TOP-DOWN APPROACH TO KNOWLEDGE MANAGEMENT WHERE YOU HAVE A CENTRALIZED FUNCTION WHERE
THERE IS A MORE SORT OF MANAGEMENT HEAVY FOCUS OR WHETHER A BOTTOM UP APPROACH WOULD BE BETTER,
LEVERAGING THE KNOWLEDGE THAT IS CONTAINED IN OUR COMPONENTS AND SUBCOMPONENTS. OR WHETHER SOMETHING ELSE — WHETHER IT SPEAKS
TO A NEED FOR SOMETHING ELSE?>>ROGER FORSGREN: WHAT WE HAVE DONE AT NASA
IS DEVELOP A FEDERATED APPROACH RATHER THAN HAVE NASA HEADQUARTERS AND LEAD DIRECT 10
DIFFERENT CENTERS TO TEMTHEM HOW TO DO THEIR JOB. EACH CENTER HAS THEIR OWN CULTURE AND SPECIALTY. AND IF YOU GIVE THEM THE RESPONSIBILITY TO
GATHER THAT INFORMATION, THE INFORMATION THAT IS CRITICAL TO THEM, AND WHAT WE DO IN A FEDERATED
ORGANIZATION IS, WE HAVE QUARTERLY TELECOMS WHERE WE TRY TO DISSEMINATE INFORMATION OR
KNOWLEDGE THAT MIGHT BE USEFUL TO OTHER CENTERS. WHAT I LOOK AT AS THE AGENCY’S CKO, AM I GETTING
A NUGGET OF KNOWLEDGE THAT IS AGENCY ORIENTED THAT EVERYBODY COULD USE? AND GET THAT INFORMATION OUT THAT WAY. WE ALSO HAVE TWICE A YEAR, WE MEET WITH A
FACE-TO-FACE MEETING AND ALSO WE HAVE — GENERALLY COME UP WITH A CERTAIN TOPIC TO DISCUSS. WE JUST HAD ONE LAST MONTH AT LANGLEY SPACE
CENTER WHERE THE TOPIC WAS, WHAT ABOUT ALL THE INFORMATION FROM THE HOLIDAYS AND HOW
CAN WE UTILIZE — HOW CAN WE FIND IT AND SORT THROUGH IT AND FIND OUT WHAT IS RELEVANT AND
THEN DISSEMINATE IT AS WE MOVE ON TO ARTEMIS. THERE IS THREE CENTERS INVOLVED WITH HUMAN
SPACE FLIGHT AND THAT WILL BE DOWN AT JOHNSON, MARSHAL AND KENNEDY. SOME OF THE OTHERS HAVE NOTHING TO DO. THE RESEARCH CENTERS AND AERONAUTICAL CENTERS. BUT I THINK A FEDERATED ORGANIZATION HELPS
US EXPEDITE THAT INFORMATION.>>JOHN RIGG: STACEY?>>STACEY YOUNG: I THINK IT’S A COMBINATION. IF IT’S ALL TOP DOWN, IT’S NOT GOING TO WORK. I THINK THERE ARE SOME THINGS THAT YOU CAN
SAY THAT EVERYBODY NEEDS TO DO THESE THINGS. SO THOSE WOULD BE IN MY VIEW, MORE BEHAVIORAL
AND PROCESS AND OUTCOME ORIENTED THINGS. THAT WOULD BE DEFINED FOR EVERYBODY. EVERYBODY SHOULD MAKE SURE THAT THEY ARE TRANSFERRING
THEIR KNOWLEDGE BY ENGAGING WITH THE HUMAN WHO IS COMING BEHIND THEM OR THE HUMANS THEY
ARE WORKING WITH OR WHATEVER. EVERYBODY SHOULD BE GROUNDING THEIR WORK IN
EVIDENCE AND BEING ABLE TO DEMONSTRATE THAT. AND THESE ARE THE PROCESSES BY WHICH WE DO
SOME OF THAT. BUT THE BOTTOM UP OR FEDERATED STUFF IS ABOUT
THE — VERY SIMILAR TO YOUR ORGANIZATION, THE DIFFERENT TECHNICAL SECTORS, THE DIFFERENT
GEOGRAPHIC LOCATIONS IN WHICH WE WORK, THE CONTEXT ARE DIFFERENT AND THE PRIORITIES ARE
DIFFERENT AND THE SEQUENCING FOR THE CHANGES AND THE METHODOLOGIES WE MIGHT USE TO ACHIEVE
THOSE CHANGES ARE GOING TO BE DIFFERENT AND THOSE SHOULD BE LEFT TO AND DRIVEN BY THOSE
PARTS OF THE AGENCY, IN MY VIEW.>>JOHN RIGG: QUICKLY, JAY, DO YOU WANT TO
WRAP US UP ON THIS QUESTION?>>JAY LIEBOWITZ YES, I FEEL THAT THE FEDERATED
KM APPROACH, PARTICULARLY THAT IS BEING USED IN BOTH OF THESE EXAMPLES WOULD SERVE HHS
VERY WELL.>>JOHN RIGG: THANK YOU VERY MUCH. NOW THE POINT WE GET TO HEAR FROM YOU, OUR
AUDIENCE, FOR QUESTIONS FOR OUR PANELISTS. WE HAVE PROBABLY 5 MINUTES OR SO TO BE ABLE
TO GET THROUGH THESE. SO WE’LL ASK OUR PANELISTS TO REALLY BE TERS. THANK YOU FOR YOUR ENGAGEMENT TO THE AUDIENCE. SIR?>>AUDIENCE MEMBER: I’M AT FDA, CDER, ACTUALLY. I COME FROM INDUSTRY AND I LIKE TO ASK A QUESTION
ABOUT SILOS. SO, I DID A LOT OF WORK WITH THE U.S. CENSUS
BUREAU WHICH IS A BIG SILO. SO THEIR MISSION IS TO COLLECT INFORMATION,
WHICH IS ESSENTIALLY PRIVATE AND THEY DEVELOPED A SET OF RULES AND PRINCIPLES AND FILTERS
TO PREPARE THE INFORMATION TO SATISFY THE OTHER SIDE OF THEIR MISSION, WHICH IS SHARE
THAT INFORMATION WITH THE PUBLIC. SO IT IS UNDERSTOOD THAT A LOT OF THIS — AND
ACCEPTED — A LOT OF THIS KNOWLEDGE IS DEVELOPED AND MANAGED AND KEPT IN SILOS BUT I HAVEN’T
REALLY HEARD ABOUT AN APPROACH TO SHARE. SO THE QUESTION IS, IS THERE ANY KIND OF INITIATIVE
TO DEVELOP GROUND RULES AND GUIDING PRINCIPLES HOW TO SHARE THAT INFORMATION FROM THOSE SILOS?>>JOHN RIGG: IT SEEMS LIKE AID HAS A PARTICULARLY
WELL-STRUCTURED FOCUS ON THIS. DO YOU WANT TO TALK ABOUT YOUR APPROACH?>>STACEY YOUNG: IT SORT OF VARIES BUT LOOKING
AHEAD TO INSTITUTIONALIZING KNOWLEDGE MANAGEMENT AT THE AGENCY LEVEL, KNOWLEDGE SHARING WILL
BE AN ESSENTIAL PART OF THAT. SO THAT WILL VERY LIKELY BE PART OF OUR POLICY. THAT SHOULD TAKE PLACE. IT WILL CONTINUE TO BE DRIVEN AT THE SECTOR
LEVEL SO I THINK VERY SIMILAR TO NASA. IT’S DRIVEN BY THE PEOPLE IN THE SPECIALTIES. WE BRING TO THAT A LOT OF SOFT SKILLS, AWARENESS
AND TECHNIQUES AND METHODOLOGIES TO ENSURE THAT WE ARE NOT CREATING ECHO CHAMBERS BUT
WE ARE ACTUALLY TRYING TO MAKE SPACE FOR AN INTENTIONALLY SURFACING DIVERGENT VIEWPOINT,
WHICH IS REALLY IMPORTANT BECAUSE WE HAVE THE AMERICAN STAFF, LOCAL STAFF COMBINATION
IN OUR WORKFORCE. SO THOSE ARE JUST A COUPLE OF INSIGHTS.>>JOHN RIGG: ROGER, YOU ALL INDIVIDUAL A
CHALLENGE AT NASA IN THAT YOU’RE GEOGRAPHICALLY DISPARATE. YOU HAVE A LOT OF ENGINEERS WHO TEND TO BE
IFTJS AND REMINDS ME ABOUT A JOKE ABOUT AN ENGINEER YOU PROBABLY HEARD. WHAT IS YOUR APPROACH?>>ROGER FORSGREN: WHAT NASA HAS TRIED TO
DO WITH SILOS IS GET ALL THE 10 CENTERS MORE INVOLVED WITH THE OVERALL GOAL. AND THE OVERALL GOAL NOW IS GOING BACK TO
THE MOON AND GOING BACK TO MARS. GET ALL 10 CENTERS INVOLVED WITH THAT. JUST TO GO BACK TO SILOS AND ORGANIZATIONS
THAT HOLD ON TO INFORMATION AND AREN’T WILLING TO SHARE INFORMATION. THE ONE UNIQUE THING ABOUT NASA, IT’S IN THE
LAW THAT NASA WAS ORIGINATED IN THE 1950S WAS THAT NASA HAS TO BE A CIVILIAN ORGANIZATION
AND HAS TO BE ABLE TO — AND ONE OF ITS GOALS IS TO SHARE KNOWLEDGE. AND IF YOU LOOK AT THE TWO MAJOR TRAGEDIES
THAT HAPPENED IN OUR LIFETIME WITH NASA, THE COLUMBIA AND THE CHALLENGER ACCIDENT, IT’S
PRETTY AMAZING THAT BOTH OF THOSE ACCIDENTS WERE PUBLICIZED AND THE BOOKS AND THE REPORTS
BY THE PANEL AS IT CAME OUT, WHY CHALLENGER WAS A FAILURE AND WHY COLUMBIA WAS A FAILURE. THAT’S PUBLIC KNOWLEDGE. NOT JUST TO AMERICA. IT’S PUBLIC KNOWLEDGE TO EVERYBODY IN THE
WORLD. AND WHAT A TESTAMENT TO AN ORGANIZATION THAT
IS WILLING TO AIR THEIR DIRTY LAUNDRY TO HELP OTHER PEOPLE. AND IT IS JUST — IT SHOWS THEIR — THE KIND
OF FOUNDATIONAL AWARENESS WE HAVE TO SHARE KNOWLEDGE.>>JOHN RIGG: AND A CERTAIN AMOUNT OF BOLDNESS
AS WELL. A QUESTION OVER HERE.>>AUDIENCE MEMBER: I’M ANNA AT THE LAB AT
OPM, A PRODUCT DESIGNER. I WORK A LOT WITH VA AND WE HAVE A LOT OF
REALLY SMART PEOPLE IN VA WHO HAVE A LOT OF KNOWLEDGE TO SHARE BUT ARE VERY MUCH GROUNDED
IN THE MOMENT. SO THEIR KNOWLEDGE IS ENCAPSULATED INTO A
CHECK LIST WITH NURSES OR VERY MUCH ATTACHED TO THE SINGLE TASK. AND WE HAVE TO DO A LOT OF WORK TO PULL THAT
KNOWLEDGE OUT IN ORDER TO WRAP IT UP INTO A KNOWLEDGE MANAGEMENT STRATEGY. I WAS WONDERING IF YOU HAVE GUIDANCE ON HOW
YOU MIGHT PULL PEOPLE OUT OF THEIR INDIVIDUAL RELATIONSHIP PARADIGM OR THEIR INDIVIDUAL
PROCESS WITH THIS PARTICULAR COMPUTER SYSTEMS QUIRKS IN ORDER TO CREATE A ROBUST KNOWLEDGE
MANAGEMENT CULTURE TO EVEN PUT INTO THE SYSTEM.>>JOHN RIGG: THANK YOU, ROGER?>>ROGER FORSGREN: WE MAY HAVE A FEW ISTJS
IN NASA. SO YOU GET AN ENGINEER WHO IS REALLY SMART
AND TECHNICAL SMART BUT MAYBE THEY DON’T LIKE COMMUNICATING OR LIKE WRITING, OR MAYBE THEY
DON’T FEEL COMFORTABLE WRITING. WHAT WE OFFER AS PART OF THE AGENCY KNOWLEDGE
MANAGEMENT, IF SOMEBODY ON A PROJECT TEAM CEASE SOMETHING THAT LESSONS CAN BE LEARNED
FROM THAT, THEY CAN CONTACT US AND SEND US PHOTOGRAPHS AND INFORMATION AND WE’LL WORK
WITH THEM AND DEVELOP A LESSONS LEARNED OR DEVELOP A CASE STUDY. JUST FACILITATE IT. MAKE IT A LITTLE BIT EASIER FOR SOMEBODY THAT
MIGHT NOT BE PRONE TO PARTICIPATE.>>JOHN RIGG: WHILE THE MICROPHONE PACES TO
STACEY I’LL TELL MY ENGINEER JOKE. AN ENGINEER IS SOMEBODY IN A CONVERSATION
LOOKS AT HIS OWN SHOES. AN EXTROVERT ENGINEER IS ONE IN A CONVERSATION
WITH YOU LOOKS AT YOUR SHOES. AND WITH THAT —
[ LAUGHS ] I’LL PASS TO STACEY.>>STACEY YOUNG: THAT IS REALLY CUTE. I WONDER WHAT THEY SAY ABOUT THE DEVELOPMENT
SECTOR. [ LAUGHS ]
SO I THINK ASK THEM FIRST WHAT THEIR PAIN POINTS ARE. SO EVERYBODY HAS THEM AND IF YOU ASK THEM
THAT CAN START THE CONVERSATION AND ALSO GIVE YOU A LOT OF INFORMATION YOU NEED TO FIGURE
OUT WHERE TO FOCUS. IF YOU KEEP HEARING THE SAME THING OVER AND
OVER AGAIN, THEN YOU KNOW THAT IS REALLY IMPORTANT. THEN I WOULD ALSO, YOU MIGHT TRY THIS AND
IT MAY NOT WORK. WHAT ADVICE WOULDS YOU GIVE TO A COLLEAGUE
WHO WAS TRYING TO DO WHAT YOU’RE TRYING TO DO? I AGREE 100% WITH ROGER. IT IS REALLY IMPORTANT TO CAPTURE IN THE WAY
THAT PEOPLE ARE COMFORTABLE BUT I THINK EACH MORE THAN CAPTURE, PUTTING PEOPLE TOGETHER
FOR THAT EXCHANGE. BECAUSE WE HAVE ALL SEEN TONS OF KNOWLEDGE
THAT HAS BEEN CAPTURED AND THEN IT DIES BECAUSE IT DOESN’T GO ANYWHERE. IT REALLY IS IN THE EXCHANGE. LEARNING IS SOCIAL. IT’S IN THE SHARING. AND AGAIN, NOT EVERYBODY LOVES TO DO THAT. WE LEARNED AT USAID, WE ARE WAY ON THE END
OF THE SPECTRUM OF ORGANIZATIONS IN THE FEDERAL AGENCIES WHO HAVE BEEN STUDIED WHERE PEOPLE
DON’T LIKE TO SHARE ON LINE. WE HAVE GOTTEN OUR CLA COMMUNITY OF PRACTICE
GOING BY REALLY INTENTIONALLY BRINGING IN PEOPLE WHO WILL STIMULATE CONVERSATIONS AMONG
THEIR PEERS AND BY GROUNDING IT IN PEER DEMAND, BUT YOU’RE GOING TO HAVE TO EXPERIMENT WITH
TECHNIQUES.>>JOHN RIGG: JAY, LAST WORD?>>JAY LIEBOWITZ: THE OTHER THING I WANT TO
HIGHLIGHT TOO IS MOST PEOPLE WANT TO BE RECOGNIZED AS OPPOSED TO REWARDED. AND SO, IF YOU’RE ABLE TO BUILD IN FOR THAT
RECOGNITION IN SOME WAY, THOSE SHARING WHAT THEY KNOW, I THINK THAT WILL GO A LONG-DISTANCE.>>JOHN RIGG: I’M AFRAID WE WILL HAVE TO LEAVE
IT THERE. I APPRECIATE THERE ARE OTHER QUESTIONS, HOWEVER,
OUR PANELISTS ARE GOING TO BE IN THE ROOM DURING OUR BREAK, WHICH WILL OCCUR IMMEDIATELY
AFTER ASSISTANT DEPUTY SECRETARY KECKLER’S FOLLOWING REMARKS. SO PLEASE GIVE A ROUND OF APPLAUSE FOR OUR
PANELISTS AND THANK YOU. [ APPLAUSE ]
THE UPSHOT AND THE LAST PART BEFORE THE BREAK THAT WE WANTED TO SHARE WITH YOU IS SORT OF
OUR PRELIMINARY THOUGHTS ABOUT KNOWLEDGE MANAGEMENT AT HHS. I AM NOT A DECISION-MAKER TO BE COMPLETELY
CLEAR. I’M A PROUD EMPLOYEE OF THE HEALTH RESOURCES
AND SERVICES ADMINISTRATION WHO HAS BEEN STEEPED IN POLICY BUT CAN ONLY MAKE RECOMMENDATIONS
AND THAT IS SOMETHING I’M REALLY GOOD AT. WHILE WE HAVE BEEN WORKING TOGETHER, RAMIN
AND I WITH MR. KECKLER ON THIS KNOWLEDGE MANAGEMENT WORK
SCREAM OVER THE LAST EIGHT MONTHS, ONE THING THAT RESONATEDDED IS A NOTION OF A FEDERATED
MODEL. WE HAVE IN THE DEPARTMENT EXTREMELY STRONG
DIVISIONS. WE HAVE OPERATING DIVISIONS WHO CAN CURE DISEASE;
WHO SOLVE REALLY HARD PROBLEMS; WHO MAKE SURE THAT HEALTH INSURANCE IS AVAILABLE TO AMERICANS
WHO DO A REMARKABLE THINGS, AND WHO HAVE DEEP CAPACITY ON THEIR OWN TO BE ABLE TO DO IMPORTANT
ADMINISTRATIVE THINGS TO BE ABLE TO MAKE THAT HAPPEN. SO AS WE THOUGHT ABOUT HOW BEST TO THINK ABOUT
AN ENTERPRISE-LEVEL APPROACH TO KNOWLEDGE MANAGEMENT, IT STRUCK US THAT PERHAPS THE
BEST OPPORTUNITY TO DO SO IS TO FOLLOW NASA’S LEAD ONCE AGAIN AND FOR NOW, AND LOOK VERY
SERIOUSLY AT A FEDERATED APPROACH. AND AFTER SORT OF STEALING THE LEAD, I’M GOING
TO HAND THE MICROPHONE OVER TO CHARLES TO TALK ABOUT SORT OF WHAT WE ARE THINKING ABOUT
AS BEING POTENTIALLY NEXT STEPS FOR DOING THAT.>>CHARLES KECKLER: THANK YOU JOHN. THEY ARE PRELIMINARY BECAUSE THIS IS THE BEGINNING
OF IT EVEN THOUGH AS JOHN MENTIONED, THERE ARE PEOPLE WHO ARE HERE AT HHS WHO ARE INVOLVED
IN KNOWLEDGE MANAGEMENT. THAT’S ANOTHER JUST SORT OF TYPICAL THING
IN OUR ISSUES WITH KNOWLEDGE MANAGEMENT. UNTIL WE STARTED, REIMAGINE, WE DIDN’T KNOW
ABOUT THAT. AND LEARNING ABOUT IT AND HAVING THE DIFFERENT
PEOPLE IN THAT COMMUNITY COME TOGETHER AND LEARN FROM EACH OTHER. BUT, TO THINK ABOUT IT FROM AN ENTERPRISE
PERSPECTIVE, I ALREADY HIGHLIGHTED, THERE IS CERTAINLY SOME VALUE, SOME DIRECT VALUE,
FOR US TO DO THAT. AND I’M IN A VERY SORT OF BACK OF THE ENVELOPE
NAPKIN BUSINESS PROCESS ENGINEERING THAT WE BEGAN ENGAGING WITH. A QUESTION ARISES. WE NEED TO KNOW THE ANSWER TO SOMETHING. HOW DO WE DO THAT? FROM THIS BUILDING? WELL, THERE IS ALL OF THESE SORT OF VARIOUS
WAYS THAT PEOPLE WILL TRY BUT THE MOST OBVIOUS WAY FOR THE OFFICE OF THE SECRETARY, FOR INSTANCE,
TO TAKE THAT ONE CHAIN OF THE BUSINESS PROCESS IS TO CALL-UP ONE OF THE DIVISIONS. IT’S A RESEARCH QUESTION. IT GOES OVER TO NIH AND THE OFFICE OF THE
DIRECTOR. IF SOMEBODY DIES MYSTERIOUSLY OUT OF AN AIRPLANE
AND WE DON’T KNOW WHY, WE CALL THE CDC DIRECTOR WHO MAY BE ON THEIR WAY THERE ALREADY. BUT THE THING ABOUT THAT FROM A PROCESS PERSPECTIVE,
THAT TELLS US THAT A LOT OF OUR IMMEDIATE NEED, KNOWLEDGE MANAGEMENT ISSUES WOULD OFTEN
BE WELL SERVED IF THERE WERE VERY ROBUST KNOWLEDGE MANAGEMENT OPERATIONS AT THE DIVISION LEVEL
AS OPPOSED TO — SO IF CDC HAD A VERY GOOD ONE AND NIH AND FDA HAD A VERY GOOD ONE, A
LOT OF THOSE KINDS OF PROBLEMS WOULD BE SOLVED FROM OUR PERSPECTIVE AND THE PROBLEMS WITHIN
THE LARGE DIVISIONS FOR KNOWLEDGE MANAGEMENT, WHICH OBVIOUSLY HAVE A TIGHTER SHARE THAN
THE DEPARTMENT AS A WHOLE, ARE OBVIOUSLY ADDRESSED. IT’S NOT ONLY TRUE AS JOHN MENTIONED THAT
WE HAVE VERY ROBUST AND FAMOUS AND GREAT OPERATING DIVISIONS. BUT THEY THEMSELVES ARE SILOED. SO THAT COMPLEXITY, THAT INTERNAL COMPLEXITY
THOSE DIVISIONS HAVE, OBVIOUSLY NIH HAS 27 OR 28 CENTERS AND SO ON. THEY CREATE THE DEMAND. THAT CREATES THE NEED AND THE DEMAND FOR IT
EVEN WITHIN AT THE DIVISIONAL LEVEL FOR KNOWLEDGE MANAGEMENT AND IT WOULD SOLVE MANY DEPARTMENTAL
PROBLEMS. I THINK THAT IS ONE OF THE ATTRACTIONS. THE OTHER ATTRACTION WHICH IS PRACTICAL IS
THAT THE SPEAKERS ALLUDED TO IT. THIS HAS TO BE USEFUL. WE HAVE TO SHOW THIS TO BE USEFUL. AND FOR THAT TO HAPPEN, THERE REALLY NEEDS
TO BE A PILOT. AND I KNOW WHAT RAMIN SAID. THERE IS A LOGIC THERE AND A LOGIC — BUT
THE TRUTH IS, THERE IS HUMAN VARIATION, RIGHT? SOME PEOPLE GET THE LOGIC. RIGHT? SOME PEOPLE REQUIRE EVIDENCE. THERE IS A THIRD CATEGORY. THAT LOGIC AND EVIDENCE DON’T APPEAL TO —
[ LAUGHTER ] — WE CAN’T ALWAYS WORRY ABOUT THEM. YOU SOMETIMES NEED A POLICY ORDER TO DO IT,
RIGHT? WE DO NEED A PILOT CASE. SO SOMEBODY THAT WILL ACTUALLY FIND IT USEFUL. AN ORGANIZATION THAT WILL FIND IT USEFUL WITHIN
HHS. IT GOES BEYOND SOMETHING LIKE A MIN ALLEY
VIABLE PRODUCT. — MINIMALLY — A PRODUCT AND LEADER THAT
THE OTHER DIVISIONS CAN LOOK TO. AND IN REIMAGINE, ONE OF THE THINGS THAT WE’VE
FOUND OVER THE COURSE OF THE PROJECT IS, IT IS SORT OF THE GLASS HALF FULL ISSUE ABOUT
HHS’S COMPLEXITY. SO HHS IS ONE OF THE MOST COMPLEX ORGANIZATIONS
IN THE WORLD. IT HAS THE LARGEST SINGLE BUDGET PROBABLY
OF ANY ORGANIZATION, AND YOU’RE SOFT PEDALING WHEN YOU SAY WE HAVE A LARGE MISSION SET. I MEAN, IT’S VERY COMPLEX ORGANIZATION, ALTHOUGH
CENTERED AROUND THESE CORE IDEAS ABOUT THE FLOURISHING OF THE HUMAN PERSON. BUT ONE WAY THAT THAT ALWAYS CAUSES PROBLEMS
IS, HHS IS TOO COMPLEX. WE REALLY NEED SOMEBODY ELSE AND WE ARE USING
IT. SOMEBODY ELSE LIKE USAI DO. FIGURE THIS OUT FIRST AND THEN WE — WE DO
DO THAT. BUT THE FLIP SIDE OF THAT THAT WE HAVE DISCOVERED
AND LEVERAGED SOMETIMES IN REIMAGINE IS, THAT WITHIN THE COMPLEXITY OF HHS, IF YOU CAN’T
ENGAGE A LEADING DIVISION OR A COUPLE OF DIVISIONS, AND POWER THEM TO DO SOMETHING AND DEVELOP
A PILOT WITH POTENTIALLY THE WHOLE DEPARTMENT — IT’S NOT JUST HAND IT OFF TO THEM AND SAY
IT’S YOURS AND YOU DO THAT AND YOU DO THAT AND THE REST OF US DON’T.
INSTEAD, IT’S DONE IN CONTEXT AND IN CONCERT WITH LEADERSHIP AND WITH TOP MANAGEMENT THAT
YOU’RE THE LEADER. WE ARE GOING TO HAVE LESSONS LEARNED. WE ARE GOING TO HELP YOU. WE ARE GOING TO SUPPORT YOU. WE ARE GOING TO GIVE YOU TOP-LEVEL COVER,
AND WE ARE GOING TO HELP REFINE THIS AND AS IT IS REFINED, WE ARE GOING TO BEST PRACTICE
IT AROUND THE DEPARTMENT. SO THE COMPLEXITY CAN SOMETIMES ACTUALLY SERVE
YOU BECAUSE THERE IS A LOT OF DIFFERENT SITES AND TYPES OF ORGANIZATIONS AND WE CAN USE
THAT VARIATION, THAT HETEROGENEITY IN SORT OF APPETITE AND INTEREST AND NEED IN FAVOR
OF THIS TO DEVELOP INITIAL PRODUCT. AND I THINK THAT KIND OF WHAT WE ARE THINKING
ABOUT HOW KNOWLEDGE MANAGEMENT GETS CATALYZED AND THEN BUILDUP TOWARDS A FULL KNOWLEDGE
MANAGEMENT APPROACH. THE ONE CAVEAT I WILL SAY IS, WHEN WE TALK
ABOUT HHS BEING SILOED AND ALL OF THAT, AND HAVING DIFFERENT MISSION SETS, WE ARE NOT
JUST A SILE ODES ORGANIZATION, WE ARE A MATRIX ORGANIZATION — SILOED ORGANIZATION — SO
THESE OPERATIONAL ISSUES LIKE ACQUISITIONS, LIKE GRANTS, LIKE FINANCIAL MANAGEMENT, ALL
OF THESE THINGS CROSSCUT ALL THE TIME. SO, WE THINK OF IT AS A DIVISIONAL LEVEL BUT
THERE IS ALSO ANOTHER POTENTIAL ALTERNATIVE IS TO DEVELOP IT AT LINES OF BUSINESS BUT
THAT IS OFTEN SORT OF ORGANIZATIONALLY HARDER. THAT IS ANOTHER WAY TO TRY TO DEVELOP THAT
SORT OF MINIMALLY VIABLE PRODUCT THAT CAN KIND OF LEAD THE WAY.>>JOHN RIGG: YOU HEARD THE BOSS, THE CHALLENGE. WE ARE ALL AWARE OF THE TASK BEFORE US TODAY
AND WE’LL HAVE THE REST OF THE HALF DAY TO BE ABLE TO THINK ABOUT HOW TO ACTUALIZE THAT. WE HAVE A 5 MINUTE BREAK NOW AND WOULD ASK
THAT THOSE OF YOU WHO ARE JOINING FOR THE REMAINDER OF THE HALF DAY COME BACK IN ABOUT
FIVE MINUTES. I WANT TO THANK YOU ALL FOR THE TIME YOU SPENT
WITH US THIS MORNING. [ APPLAUSE ]

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