Incorporating the Knowledge Jam into the investment planning process ensures organizations get an accurate understanding of capability gaps, risks, and even the readiness of to accept change.
CIOs who foster all three disciplines - facilitation, conversation, and translation - increase their chances of managing program interdependencies and risks more effectively, adapting their organization more practically, and persevering through obstacles more collaboratively. And, there's another bonus. The Jam process begins relationships between project veterans and would-be project participants. These relationships continue into the year and idea-sharing will continue.
Most of us are deep in the throes of our August budgeting process. But there's still enough time to scope some Jams, assign some facilitators, and crank up the Webex or GotoMeeting. When managers fund Knowledge Jams ahead of the investment planning process, decision-making doesn't just react to today's priorities. It's informed by decades of experience. Start today, and you'll create vast improvements in your investment processes for years to come.
About the author
Katrina Pugh is author of Sharing Hidden Know-How (Jossey-Bass, Wiley, 2011), and is president of AlignConsulting, a firm that helps organizations plan business and technology change by channeling insight into action. She formerly was VP of Knowledge Management for Fidelity, Senior Technical Program manager for Intel Solution Services, and held leadership roles at JPMorganChase and PwC Consulting/IBM. Pugh is on the faculty of Columbia University's Information and Knowledge Strategy Masters Program and is on the advisory board of the Knowledge Management Institute of Canada. Connect with Pugh on Twitter and LinkedIn.
This article was originally published on 08-25-2011