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ITIL :: View topic - Who uses Knowledge Centered Support and how well ?
Posted: Tue Apr 04, 2006 2:40 pm Post subject: Who uses Knowledge Centered Support and how well ?
I was wondering from the many people here, who has implemented KCS together with some ITIL practices. How well has it gone and did you see any conflict between ITIL and KCS?
We have just implemented it for a company and have mixed feddback - the hard part was the culture change to full open knowledge sharing. The easy part was the incentivising to create useful knowledge as part of the job.
Measurement is extremely important and the metrics need to be well tested before implementation.
Joined: Jan 01, 2006 Posts: 500 Location: New Jersey
Posted: Thu Apr 06, 2006 1:15 am Post subject: Re: Who uses Knowledge Centered Support and how well ?
Hello Peter,
I've embedded my responses, below.
PeterOz wrote:
I was wondering from the many people here, who has implemented KCS together with some ITIL practices. How well has it gone and did you see any conflict between ITIL and KCS?
We do not specifically use KCS, although I'm aware of it and how it works. We have a custom/proprietary view for how we implement Knowledge Management within an enterprise that is very different than KCS and very effective for us. However, it does share many of the fundamental values and principles that come from KCS. It also does happen to have some intersections with processes for creating and managing Knowledge. However, I believe that's a symptom of common logic around managing Knowledge, not a result of KCS, directly.
Quote:
We have just implemented it for a company and have mixed feddback - the hard part was the culture change to full open knowledge sharing. The easy part was the incentivising to create useful knowledge as part of the job.
The issue you mentioned, with respect to the culture change, is very common, as the traditional model of managing data/information is to hoard it and build a controlling kingdom around it. Remember, most people lock in job security and protect themselves against change by having and providing things that you can't readily get from anyone or anywhere else.
When we implement an open knowledge platform, we're pitching a new concept, which is that the value of the knowledge becomes greater when it's created, managed, and leveraged by the whole enterprise, as opposed to when it's created, managed, and leveraged by a smaller organization or set of resources within the enterprise. In other words we're pitching that "there's strength and value in numbers." This means breaking down traditional barriers and thought processes around information management.
BTW, we've found that the way to achieve this, successfully, is to give everyone around the little empires access to the bigger knowledge set and a framework to help cultivate it, which ultimately makes them more powerful and self-sufficient. It eventually forces the owners of the individual kingdoms to take down their own walls, in order for them to survive in the new world. If no one knocks on their doors for information, anymore, then they will take down the door so that people can see that they're still there, trying to prove they're not useless.
The common hurdle in implementing an effective Knowledge Management System (KMS) is to get by the owners of the kingdoms to implement these solutions for the surrounding enterprise. Sometimes the owners of the kingdoms are powerful enough or have enough influence to block such progress and will use this power as aggressively as they can.
Quote:
Measurement is extremely important and the metrics need to be well tested before implementation.
What kind of measurement and metrics are you referring to?
Anyhow, I hope all of this helps.
Regards, _________________ [Edited by Admin to remove link]
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