Cindy Hubert, Executive Director of Client Solutions, APQC
Dr. Carla O'Dell, Chairman, APQC

Interview Description
Dr. Carla O’Dell and Cindy Hubert of APQC joined us for a Deep Dive into the role of knowledge management during a time of change and uncertainty. We discussed approaches to aligning KM strategies to quickly changing business priorities, engaging and connecting employees through the Coronavirus pandemic, and peeked over the horizon into what knowledge management might look like in a post-pandemic world.

Speaker Bios
Considered one of the world’s leading experts in using knowledge to drive productivity and competitiveness, Chairman Dr. Carla O'Dell leads the Board of Directors in its governance and oversight responsibilities for APQC. Often dubbed "a practical visionary," she plays a strong role in APQC's game-changing research daily. She works to inspire the next generation of ideas, research, and people so that APQC remains true to its mission: to research and embrace advances that make us more productive and enrich our work life.

As an executive director of client solutions, Cindy Hubert brings both a strategic and pragmatic approach to designing solutions for APQC clients by bringing together all aspects of APQC’s capabilities to solve real problems. Cindy supports both sales and delivery teams with her industry knowledge, valuable experience, and analytical skills to address APQC clients’ most important challenges.

Interview Summary

02:30 Q: What is KM and how does it help organizations achieve their goals?
04:20 Value is Created When Knowledge Flows
06:40 KM Program Barriers: Time, Resources, Process
07:20 Lessons Learned Transfer Barriers: Lack of Coach or Mentor
08:18 Digital Tools Change the Way Knowledge Flows

09:28 Q: What does the process of getting knowledge to flow look like?
09:34 KM is a Discipline: Systematic and Specific Processes

10:55 Q: For organizations that are new to knowledge management, what do they need to know?
11:12 Strategy and Value Proposition: Focus on Critical Knowledge
12:40 Embed Lessons Learned in the Workflow
14:14 Budget for Processes + Tools

14:50 Q: What makes a good knowledge manager?
15:05 Adaptability is a Human Superpower
16:15 X-Ray Silo Vision
16:50 Awareness of Proven Robust KM Approaches
17:23 Change Management Skills
18:44 Technical Savvy
19:12 Intersection of KM & Process Management

19:36 Q: What’s the relationship between KM and Process Management?
19:50 Executive Partner: Empathy & Vulnerability
20:35 Understanding of Business Processes and Workflow
21:00 Knowledge Map across a Process Map
23:50 Symbiotic/Partnership Relationship between Process & KM

24:08 Q: Is now a good time for organizations to start with KM?
24:40 60% of surveyed firms in “high to medium change” category in January (pre COVID-19)
25:39 Those with Existing KM programs responded to COVID-19 more effectively
27:28 What Matters to the Business and What Knowledge does it require?

28:48 Q: What is critical knowledge?
29:00 Knowledge that is both important to the business and at high risk
31:20 Rarity, Replication, Risk
31:40 Knowledge Risk Assessment

32:50 Q: What other opportunities are there for knowledge management in this time?
33:10 Knowledge Gaps & Islands

34:35 Q: As you look at the horizon (where KM goes from here), what does APQC see?
35:00 Crisis Accelerating Existing Trends
36:20 Knowledge Management can get lost to the Digital Team
37:27 Have a Re-Entry Plan for KM
38:40 Tell Your KM Story
39:00 Capture your Lessons
39:36 Focus on the Knowledge

41:08 Q: How do you create space for coaching and mentoring without forcing it?
41:45 Create Natural Connection Between Experts & Nextperts
42:55 Formal Mentor/Mentee Program
43:50 Communities Build Mentorship Relationships
44:15 Watch Experts Working Together

45:15 Q: How do you make Knowledge Mapping an ongoing exercise?
46:17 Process Must Be Owned
47:10 Focus on Knowledge that Drives the Business
48:08 AEC Business Drivers
49:15 Assessing and Managing Risk

49:55 Q: How do you motivate experts who are overloaded with tasks to put time and energy to KM?
51:06 Common Motivators
52:00 Help People Do what they Already Want to Do (Tiny Habits)

53:22 Q: What's the difference between KM and Business Intelligence?
53:55 Complementary Disciplines: Data and Tacit Knowledge
54:50 Business Intelligence Skills help Knowledge Managers Create Value

Read the Collaborative Notes

Members of our team and the KA Connect community took collaborative notes during this Deep Dive using Google Docs. Collaborative note-taking helped us summarize key takeaways, collect related links, and will provide us with a quick reference when we return to this topic in the future. We've found the notes quite useful so far and hope you will as well.

Read Notes