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GCC Police and Army Global Economic Knowledge Management Partnership Strategy

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By Mohamad Aldada
April 2011

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Purpose

The purpose of the presentation is to discuss the contribution of the GCC Police and Army towards global competitiveness. The discussion will concentrate on using Knowledge Management for Global Competitiveness taking into consideration the situation within the GCC countries.

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Agenda

Introduction Economic Knowledge Management Data Fusion Centers Knowledge Management Partnership Strategy Example: Knowledge Management in the US Army Global Competitiveness GCC Considerations for the KM Strategy

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Introduction
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People are Faced with Data Overload at Home and at Work
We are faced with huge amounts of information everyday. Unless this information is properly classified, analyzed and dessiminated, it will be of little use if at all.

We produce a massive amount of data…
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5 Exabyte's of data were created between the dawn of civilization and 2003 - equal to the amount of data created in the last two days. The volume of business data doubles every 18 months 2010: corporate user receives 200 emails per day Into 2009 the average American was exposed to 34 Gigabytes each day

We are always online…
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Online social networking is now more popular than email Managers spend more than 25% of their time searching for information 71% of employees are searching on the Web than on internal systems Knowledge workers spend up to 20 hours per week reading and sending emails

New generation communicate differently at home and will expect the same at work
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The Information / Knowledge Imperative
Organizations should put exploiting information / knowledge at the heart of the way they define and do business.
‘ Traditional’ Approach Technolo gy ‘ New’ Approach

Peo ple Informatio n/ Knowledge Proce ss Technolo gy

Proce ss

Peo ple

Application & Process centric – Information is often an afterthought

Information Centric – Information across people process & Technology

Organizations that do not follow the new approach will be less effective and efficient and eventually less competitive

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A South Korean Experience
South Korea’s Knowledge Management Program is a clear proof that proper knowledge management contributes to the economy and improves global competitiveness

Policy
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To enhance government efficiency To reduce the burden for citizens Outcome of the Knowledge management Policy

Savings from reduction of documents (as of 2007) – Approximately 250 billion won (US $ 230 millions) Survey Result (March 2008) – 87.8% of respondents are satisfied with the policy to go into knowledge management – Application process improvement(55.4%) – Reduction of time wasted searching for information (25.2%) 7Page (7 )

Economic Knowledge Management
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The Need for Economic Knowledge Management
“The basic economic source is no longer capital, nor natural resources, nor labor. It is and will be knowledge.”
Peter Drucker, 1964

The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it Andrew Carnegie
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Motivations employees learn while doing their jobs The need to capture what for Managing Knowledge (experience) Empowered employees who had no way of sharing new solutions or innovations Internal and external benchmarking as a way of finding best practices (making next practices) Increasingly global and geographically dispersed operations The rise of knowledge work and increased need for collaboration The need for increased responsiveness and shorter cycle times. 9Page (9 )

What is Knowledge Management?
Knowledge management is a discipline that promotes an integrated approach to identifying, retrieving, evaluating, and sharing an enterprise’s tacit (of individuals and groups) and explicit knowledge assets (electronic, paper, media, ..) to meet mission objectives. The objective is to connect those who need to know with the sources of knowledge (knowwhy, know-what, know-who, and know-how) and facilitate knowledge transfers / exchanges.

Nobody knows everything, but everybody knows something

You have to find out where and who knows what.

UN Public Administration Program 10Page (10 )

Information Used by Police and Army
Information exists in variable forms, most of which is not electronically accessible.

Structured Electronic Information
Logistics

Unstructured Electronic Information

Physical Information

Tacit Knowledge

Microfilm Human Resources Asset Managemen t Command and Control Images (Scan) Web Pages Paper Photographs

Knowledge and experience of Individuals

Video Libraries

Collaborative Knowledge and Experience of Groups

Information and Knowledge Management

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Need for Knowledge Management Partnership Strategy
The Police and Army need information which is owned by third parties in Government and the Private Sector. Thus a Knowledge Management Partnerships Strategy is needed to ensure that such information reaches those who need it in a reliable and timely manner
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Police and Army Information and Knowledge Resources Threats Risks Logistics

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Third Party Information and Knowledge Government info (lands, buildings, addresses, administrative boundaries)

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Transportation (roads, bridges, ..etc.) Water and electricity Telecommunications Business information Tenancy and real estate Census data Banks and credit cards Cameras (video and still) Delivery Services (courier, food, ..etc.) Transport, freight, ..etc. Travel (air, sea, land) Tacit Knowledge of Third Parties

Partnership Strategy

Locations Documents (electronic / Paper) Drawings and maps Plans (emergency, strategic, ..) Audio / video digital files Audio / video media (CDs, Tapes, ..) Field reports, tips, Intelligence information Community Police reports Tacit Knowledge of Police and Army

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Data Fusion Centers (Examples)
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The North Central Texas Fusion Center
A fusion center is defined as a collaborative effort of two or more agencies that provide resources, expertise, and/or information to the center with the goal of maximizing the ability to detect, prevent, apprehend, and respond to criminal and terrorist activity. Information is collected, integrated, evaluated, analyzed, and disseminated. Public and private sector organizations, possess important information that can be “fused” with law enforcement data to provide meaningful information and intelligence about threats and criminal activity.

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The Civil Military Data Fusion Center

Mission: To facilitate the sharing of information between civilian and military actors working on complex crises in order to enhance their sense of shared awareness.

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Houston Data Fusion Center – An Example

Knowledge Management Partnership Strategy
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Purpose of Knowledge Management Strategy
The goal is to create new value by improving the efficiency and effectiveness of individual and collaborative knowledge work while increasing innovation and sharpening decisionmaking

Foster innovation by encouraging the free flow of ideas Improve service by streamlining response time Facilitate the collection, classification, utilization of information Enable beneficiaries to find the most suitable knowledge source (electronic, physical, human) information /

Streamline operations and reduce costs by eliminating redundant or unnecessary processes Enabling staff and knowledge base citizens to contribute to and utilize and the

Support decision making by providing information, analyses, opinions, …etc.

accurate

timely

Promote partnerships for collective and mutual benefits

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Technologies of the KM Strategy
Knowledge Management utilizes multiple technologies for information management, classification, location and dissemination to ensure that right people get the right information in a timely manner.
Storage. Databases, repositories, file-servers, data warehouses, data marts, etc. Connectivity. Internet, security, wireless, mobility, authentication, P2P, etc. Communication. E-mail, mailing lists, discussion groups, chat, instant messaging, audio/video conferencing, VoIP, etc. Authoring. Office suites, desktop publishing, graphic suites, multimedia, imaging, etc. Distribution. Web, intranets, extranets, enterprise portals, personalization, syndication, audio/video streaming, etc. Search. Search engines, search agents, indexing, glossaries, thesauri, taxonomies, ontologies, collaborative filtering, etc. Analytics. Query, reporting, multi-dimensional analysis (OLAP), etc. Workflow. Process modeling, process engines, etc. E-learning. Interactive multimedia (CBT), web seminars, simulations, etc. Collaboration. Calendaring, file sharing, meeting support, application sharing, group decision support, etc. Community. Community management, web logs, wikis, social network analysis, etc. Creativity. Cognitive mapping, idea generation, etc. Data mining. Statistical techniques, multi-dimensional analysis, neural networks, etc. Geospatial data management: Collecting, updating and analyzing geospatial data Text mining. Semantic analysis, Bayesian inference, natural language processing, etc. Web mining. Collaborative profiling, intelligent agents, etc. Visualization. 2D and 3D navigation, geographic mapping, etc. Organization. Ontology development, ontology acquisition, taxonomies, glossaries, thesauri, etc. Reasoning. Rule-based expert systems, case-based reasoning, knowledge-bases, machine learning, fuzzy logic, etc.

Example: US Army Knowledge Management Principles
The US Army maintains an extensive knowledge management program. The program was given momentum to ensure that the war experience of the top officers can be captured and utilized.
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Create a culture of collaboration and knowledge sharing Personalized and contextual information and knowledge is “pushed and pulled” from across the enterprise to meet mission objectives -Good ideas are valued regardless of the source The knowledge base is accessible without technological or structural barriers (only limited by security policies) Knowledge sharing is recognized and rewarded.

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considered a best practice for knowledge management that can be used by the public and private sectors

US Army Enterprise Knowledge Management The US Army KM Competency Model is Competency Model
Suggested Topics
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Suggested Topics • AKO/DKO • Social Networking • Web 2.0 • Sensemaking • Virtual Worlds • Emerging Technologies

Suggested Topics • Balancing Need to Know vs. Need to Share • KM & Classifications • KM & Data Privacy • KM & Information Mgt Policy

Defining Knowledge and Knowledge Management KM from a Historical Perspective The Value of Knowledge KM in the Army, DOD, and Beyond The Knowledge Development Process KM to Mission Accomplishment KM in Action

Technology & Tools
Suggested Topics •Identification of Requirements • Imbedded KM Practices in Business Processes • KM in Lean Six Sigma • Knowledge Management Planning

Information Assurance

KM Principles & Foundation s

KM Culture

Suggested Topics • KM Governance • Knowledge-Enabled Work • KM Awareness • Change Management • Learning Culture • Rewards & Recognition Suggested Topics • CKO Role & Responsibilities • KMO Role & Responsibilities • KA Role & Responsibilities • COP Leaders & Facilitators

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Metrics Content Managemen t

Process Improvements

KM

KM Leaders, Managers & Champions Communities of Practice & Knowledge Transfer Venues

Suggested Topics • Measuring Impact • Measuring Effectiveness • Measuring Performance • Qualitative/Quantitative Measures • Metrics as a KM Promoter • Creating Actionable Metrics

Suggested Topics • Content Management Life-cycle • Managing Content for Discovery • Enterprise Search

Suggested Topics • Facilitation • Communities of Practice/Interest • Project Teams • Expertise Transfer • Knowledge Continuity

Source: US Army War College Center for Strategic Leadership

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Global Competitiveness
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maintain preparedness. Their experience and best practices can be shared with Government and Private Sector to boost economy.

Technology and Innovation for Global The Police and Army generally use the latest technology and best practices to Competitiveness
Prosperity Growth

Competitivenes s

The Police and Army can play a key role in supporting technology and innovation as their success reflects positively on the local economy. For example:
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Competitivenes s

Productivity Growth

Innovation Capacity

Police uses advanced technology in tracking and tracing vehicles. This can support other sectors as customs, fuel and oil transporters, ..etc. The Army uses extensive technology in logistics, fleet management, ..etc. The unclassified experience can be shared with other Government and the private sector to support innovation and competitiveness. Both the Police and the Army use GIS and IT for task force management; the best (23 ) 23Page practices can be shared with

2)

Technology Readiness
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Partnerships and Pillars of W ً hile Competitiveness (World Economic Forum) the Police and Army can contribute to some of the pillars of competitiveness, with partnership their contribution can be
BASIC REQUIREMENTS

tangible in most of them

4.

Institutions 2. Infrastructure 3. Macroeconomic stability Health and primary education

1.

Key for economies

factor-driven

EFFICIENCY ENHANCERS 5. Higher education and training 6. Goods market efficiency 7. Labor market efficiency 8. Financial market sophistication 9. Technological Readiness 10. Market size INNOVATION & SOPHISTICATIONS FACTORS 11. Business sophistication 12. Innovation

Key for

efficiency-driven
economies

Key for

innovation-driven
economies

High contribution for Police and Army

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GCC Considerations for the KM Strategy
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GCC Considerations for the KM Strategy
The GCC KM Partnership Strategy should leverage the current “excellence and improvement atmosphere”, address critical matter, cater for future needs, and plan for quick delivery of results.
Benefit from Government Improvement Drive, and build Robust, efficient eGovernment infrastructure Ensure the strategy has a business case that demonstrates return on investment (ROI) Cater for translation: Information is multilingual Leadership: Third and forth level leader are essential for continuous improvement Motivate the creation of digital content, prepare policies and develop manpower Integrate the location element (GIS data); 80% of information is location dependent Cooperate with education sector to ensure readiness of the future generation Establish performance indicators and benchmarks based on international experiences Ensure that training programs are continuously updated and aligned with the strategy Spread awareness about change and measure readiness before implementing major changes Engage top leadership in the process and ensure their buy-in and support Benefit from international best practices, but work on establishing “LOCAL” best practices

Apply the concepts of knowledge management and utilize information technology as key enablers for improving government performance, effectiveness and global competitiveness 26Page (26 )

Thank You
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Questions and Discussion

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Support Slides
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IPEP: International Police Expertise Platform
The Dutch police have developed a national knowledge management strategy by implementing a Police KnowledgeNet (PKN), benefiting from the internet revolution by developing virtual networks to make police work decisive & effective. Against that background IPEP (International Police Expertise Platform) has been developed for worldwide use by police professionals. IPEP has become a comprehensive portal with five clusters of services (Information, Communication, Knowledge, Learning & Development). After two year IPEP is used by 70 countries.

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Sample Fusion Center Architecture
Citie s Stat Nati Othe e onal r Agen Guar Inter cies d ests Statewide Coordination Council Coun ties Emer g. Mgm t. Agen cy Example: Conceptual Model for sharing Critical Infrastructure and Framework Geospatial data between Local, State and Federal Agencies DoD Regi onal Coun cils Spec ial Distr icts Business Plan & License Agreement
for sharing Critical Infrastructure & Framework Data with the Federal Government

Fusion Center

Other Federal Civil Agenci es

Other Interest s

M O A

Department of Homeland Security

M O A

Lic en se Ag re e m en t

Da ta M od el s

Ge os pa tia l Re fe re nc e

Triba l

M O A