knowledge management, km, designing km, fundamental, change management, diwaniya, culture

1. Technology Culture Process People
Org-context
Abdul Jaleel Tharayil | Knowledge Management Consultant | Government of Kuwait
The Kuwait Context
Designing KM from the Ground Up
KM Conference, Kuwait, April 23-25, 2012

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3. Technology Culture Process People
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Twitter Penetration Face Book Usage
100%
8
80%
6
60%
4
40% 80%
2
20%
0 30%
0%
Qatar
UAE
Kuwait
KSA
Bahrain
Oman
Facebook Users As a % of Internet
Users
 Close to 50% under the age of 25 & Tech Savvy (80%
Internet Users)
 Very fond of Technology Advancements, (160% Mobile
Penetration)
 Driven by Technology (Perhaps strength)
Key Point : Technology Could be driving force for evolving a
knowledge Sharing culture 3
Abdul Jaleel Tharayil | Knowledge Management Consultant | Government of Kuwait

4. Technology Culture Process People
DIWANIYA [Defines the Social Fabric of Kuwait]
 Is a well knit Network of Communities across Kuwait – where
deep sharing is observed.
 More than a few 1000s Exist (Approx. 400 / District)
 Types : Family, Youth, Political, Women, etc
 High influence on Politics
KEYPOINT : Perhaps a Model to evolve Knowledge
Communities or Networks in Kuwait
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Abdul Jaleel Tharayil | Knowledge Management Consultant | Government of Kuwait

5. Technology Culture People
Process
 Process Vs Practice : Huge Gap Between What’s written in
the Process and what gets practiced
 Some processes, especially procurement processes are so
slow to be considered worthy of integration with KM
 Processes are quite disconnected from each other and
therefore hinder flow of knowledge
 Sometimes, people view process as a last resort to hinder
movement forward.
Key Point : One must be careful when Integrating with
existing process. It might fall under the weight of KM
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Abdul Jaleel Tharayil | Knowledge Management Consultant | Government of Kuwait

6. Technology Culture Process People
 It’s a talking culture – But, what does it mean to KM?
 Hugely Incentive Driven – What is in it for me?
 Acceptance and Acknowledgement doesn’t necessarily lead to
decision. It’s part of the culture.
 Attracted towards, all the newly emerging corporate Jargon
 Absolute absence of Questioning Habit/Seeking Help.
 Engage in one-to-one conversation
Key Point : People won’t change, because you as KM
consultant/KM Manager tell them to.
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Abdul Jaleel Tharayil | Knowledge Management Consultant | Government of Kuwait

7. Technology Culture Process People
Org-context
 Hierarchically Top Driven Culture
 Vertical flow of Knowledge
 Heavily Outsourced Model of Operation
 Who you know matters more than, what you know - Heavy
Family Relationships Influence Decision
 Projects/Contracts Driven – Perception that more projects
means, higher efficiency
 Sense Of Urgency is a Top Down Pull
 Largely Technology Driven Model of Knowledge Sharing
Key Point : Any intervention seeking to change the vertical flow of
knowledge would call for change in Org-Structure. So, explore
Competency Based Business Models in addition to Asset-based
Models (Vertical) 7
Abdul Jaleel Tharayil | Knowledge Management Consultant | Government of Kuwait

8. KM - Design Considerations!
Soft Culture – Seek a Engage in One-to-One
Focus on Outsourced
Soft Approach Conversation a lot
Entities (Easier Route)
[DIWANIYA] Initially!
Big bang approach
Focus on improving a Be careful not to
work better than “start
process (k-Sharing) as address the most
small” and nobody
against person critical , sometimes.
notices
Initiatives are very Be aware! Of slower,
Talking culture : Ability
short-lived and relatively drowsy
to interact over voice
therefore Plan a series months and plan
And Scribe/Technical
of small scale nothing new during
Writer Support
interventions these months
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Abdul Jaleel Tharayil | Knowledge Management Consultant | Government of Kuwait

9. In Summary…
 Weigh your options when there are conflicting priorities
 Invest in one-to-one conversation heavily during design.
 Evolving model suites best here in Kuwait – Keep options
open.
 Change of flow from Vertical to Horizontal would call for
Structural changes
 Remember! Most critical is not always the most suitable
 Big bang approach works better than starting small and
nobody notices approach
 Initiatives are short lived, so plan for a series of
interventions.
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Abdul Jaleel Tharayil | Knowledge Management Consultant | Government of Kuwait

10. Thank you
abdul.tharayil@gmail.com
Connect me on Linkedin at
http://www.linkedin.com/profile/view?id=10127581&trk=tab_pro
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