Lessons Learned are a rich source of knowledge. When applied in the right context they yield a valuable source of information that can become handy first-aid to dealing with some tough water logged situations. So what comes to your mind when someone speaks about Lessons Learned?

The best way to define something is to look at the Gold standard and below are three successful examples that most practitioners quote.

1. US Army (Center for Army Lessons Learned) or CALL leads the Army Lessons Leaned Program (ALLP) and delivers timely and relevant information to resolve gaps, enhance readiness and inform modernization.
2. BP or British Petroleum LLP (Lessons Learnt Program): A key aspect of Lessons Learned is Change Management, Crisis Management and linkable goals to organizational profits; ethical governance and reporting and driving knowledge driven culture. If you study the success factors closely, you would see that it’s the adaptive learning organization that leadership has signed a petition, which makes it the gold standard in Knowledge Management.
3. Hewlett Packard (HP) is one organization that comes to mind when we think of Innovation; where ideas win on merit and a perfect example of a Professional Services firm, where LLP has sustained because of an intensive knowledge sharing culture. It is important to understand that it's not just those winning moments but failures; and it's their Knowledge Capture and Reuse Program that makes tacit to explicit knowledge drive Innovation.

Before we go on to understand the benefits and process for driving a Lessons Learned program, the bigger question is: What are some of the ‘Causes for Failure?'  This is better understood through understanding some of the ‘Behaviors’ - and I present just three below.

1. Nurture Intrapreneurship Allowing anyone who is not directly responsible for P&L to be credited with their insights that contribute to the firm making a profit. This is a tricky especially given global workforce, different cultures and employees of varied experiences we need to establish a framework that rewards teamwork and encourage risk-taking behaviors so even junior employees feel empowered.
2. Develop a questioning mindset: It’s not just the CEO or the leadership but imperative that every field worker or client facing executive asks the question about value-addition, What did we learn from last time and how do we apply it next time are two key checks that the process has to capture in documenting Lessons Learned.
3. Practice Knowledge Harvesting right way: Every Lesson Learned is contextual, yet there are some basic elements such as Problem/Success, Impact, Recommendation, and finally Category, that make this an evolving loop and accessible to a wider network. It's important that the ones using it Rate it and Review it, and it will enhance the quality of the artifact. It’s an agile process and has to be merited that future projects use the knowledgebase and it will evolve.

Below are the some of the Benefits of starting a Lessons Learned Program:

1. Helps reduce organizational spending by not re-inventing the wheel every time you start a new project. We ensure everyone understands and applies these recommendations.
2. Creating a Leaning Environment ensures tacit knowledge is shared, impacting Cost, Quality and Timeliness - three important measures of a service being delivered.
3. Contributes to an organizational culture around after-action reviews, and ensures strong governance around creating long-term business benefits.
Knowledge Dissemination reduces risk of project failures by ensuring any pitfalls that are experiend are shared. The art of storytelling is the key to having everyone's trust involved.
4. Impacts Customer Success from field agents to leadership - everyone benefits from referring to codified knowledge. It's a cyclical process as at times even the customer is involved in sharing feedback, and if analyzed, such feedback can spark innovation.

So what are the key ingredients of a LLP:

1. Mission & Vision alignment is key
2. Focus on building adaptive Learning Organizations
3. Recruit an Organizational OCM Coach
4. Inform Modernization over IT Modernization
5. Drive a sense of urgency with team collaboration

In-Summary

In his Blog on the Lessons Learned Process, author Stan Garfield presents some effective Tools, Methods and further examples of successful LLP Programs.

Dave Snowden says “We need to learn lessons continuously, not just document lessons learned.” It is imperative that in scoping to create a sustainable Lessons Learned System one can forget the focus is on People before Technology.  It is this focus that is key to practice the right behaviors of Nurture Intrapreneurship, Develop a questioning mindset and Practice Knowledge Harvesting right way and more than make it impactful.

Finally, it’s for every organization to realize that the benefits of a LLP can be many however at the core we talk about the five ingredients that make it impactful.

Lastly, ensure Lessons Learned are not a post-mortem review of a project failure but are agile based on everyone in the project team doing retrospectives and meetups through the life cycle of the project from the planning phase that make it an evidence based tool for yielding project output, gaining customer trust and improving future project delivery.

Disclaimer: These are purely my own views and experiences as a seasoned KM practitioner in driving employee engagement and operationalizing the KM strategy through helping employees Connect & Collaborate.

In today’s highly volatile and fast-paced world, quick-response teams play a crucial role in providing swift and effective actions. QRTs, comprised of highly skilled professionals, are at the forefront of emergency management. We have seen the important role QRTs played during the COVID-19 outbreak.
But how do we ensure that our QRTs are always well-equipped to act swiftly and decisively in dynamic situations?

Their effectiveness greatly relies on the availability and accessibility of relevant knowledge. Knowledge management plays a pivotal role in ensuring the agility and preparedness of the Quick Response Teams (QRTs) to effectively manage and resolve emergencies and crises.

Let’s see some of the different ways KM can strengthen the quick response teams

Knowledge Centralization: KM can help in knowledge centralization by abiding silos and ensuring that everyone is working with the most up-to-date data through centralized knowledge basis.

Quick decision-making: Quick response teams are expected to operate in time-sensitive situations. A well-maintained knowledge repository allows team members to quickly access critical information, historical data, and best practices, enabling faster and more informed decision-making for swift action.

Lessons learned: One of the vital components of KM is documenting best practices and lessons learned. QRTs can review and analyze previous responses to similar situations, identifying what worked well and what didn’t to help improve their strategies over time.

Effective onboarding: KM-powered training programs ensure that the collective knowledge and experience of the team are passed on to incoming members, reducing the learning curve and enabling them to get up the speed faster.

Collaboration: Collaboration and real-time communication are crucial in quick response situations and collaboration is an inherent part of the KM framework that enables information sharing, and coordination among team members, even if they are geographically dispersed.

Optimizing resource allocation: KM systems enable better optimization of resources during a quick response, ensuring that the right assets are deployed at the right time and place based on their capabilities and historical usage patterns that are well documented through the KM system.

Risk factor analysis: The KM process helps in documenting and analyzing risk factors associated with different types of emergencies. This information is valuable for QRTs in conducting risk assessments and developing proactive strategies to mitigate potential threats before they escalate.

Continuous Improvement: KM is based on the culture of continuous improvement that can be reviewed by QRTs to regularly review and update their knowledge base based on new insights, changing circumstances, and evolving best practices, ensuring adaptability to dynamic situations.

Tech Union: 2024 and beyond is the time for the perfect marriage of AI and KM. AI and data analytics integration can enhance the capabilities of quick-response teams. Automated data analysis can provide real-time insights, helping teams make data-driven decisions.

The role of KM in strengthening QRTs cannot be emphasized enough. Knowledge management is a crucial facilitator for rapid response teams, equipping them with the necessary tools and information to act promptly, decisively, and efficiently in dynamic and demanding situations.

The Internet of Things (IoT) is continuing to become a prevalent part of everyday life. People are embracing connected ecosystems of devices to optimize both their personal activities and business practices. This presents some incredible opportunities for companies that develop new IoT products.

But how does knowledge management help you take advantage of these opportunities? Any development project is a combination of multiple moving parts, contributors, and goals. Ensuring that information flows smoothly throughout the project team and the wider organization can boost efficiency and, in some instances, bolster innovation.

Let’s explore some of the ways solid knowledge management strategies can boost your IoT product development.

Create and Document Strong Frameworks

The success of your IoT product development will naturally rely on having a strong network management system as its backbone. By keeping your networks properly organized, you’ll have a stable and secure space for your development team to operate. This tends to include implementing robust firewalls and optimizing the connection speeds of every device on the network. However, on top of creating this framework, you need to produce documentation that helps communicate vital knowledge about it to your team.

This should include a clear diagram of your network topology. Create a visually dynamic map with all the components that are present and how each is connected. Pair each component with relevant data about its related protocols and IP addresses, among other aspects. It’s also wise to produce an active document that outlines key staff members’ ongoing insights into the operation, efficiency, and flaws related to each component of the network.

Sharing knowledge about the framework in this way empowers your IoT development team to make informed decisions about the tools they use during the project. They don’t just see that there’s a secure and practical network in place supporting their actions, but also how they can meaningfully interact with it. Indeed, they may identify areas for improvement that boost the efficiency of your projects.

Streamline Communication Between Dev Teams

Perhaps one of the biggest challenges for knowledge management in IoT product development routines is communication. Without solid protocols in place, it’s more difficult to reliably collect and share crucial information.

To address this effectively, examine the common communication challenges in IoT dev teams. From here, you can adopt appropriate measures.

Some of the prevalent issues include:

Remote Team Hurdles

It is not always strictly necessary for all members of an IoT product dev team to operate from the same space. Therefore, there are often opportunities for remote working. Unfortunately, this can present hurdles to the type of communication that supports good knowledge management practices. When everyone is not in the same space, they may find it challenging to openly discuss important aspects of projects or share their observations.

Perhaps the most effective way to address this is to bolster your knowledge management strategy with communication tools for remote or hybrid staff. Give your staff access to software, like Slack or Microsoft Teams, that enables teams to share information in real-time wherever they are. It can also be wise to invest in remote collaboration software, like digital whiteboards, that support asynchronous ideation.

Silos and Cliques

It can be difficult to admit it, but departmental silos and team cliques can often creep into development projects. Aside from being not exactly great for the company culture, this also tends to disrupt solid communication. Additionally, this can mean that small groups — often unintentionally — hoard knowledge that could be useful for other teams and the IoT product project as a whole.

Therefore, it’s vital to create an environment in which such silos and cliques are less likely to arise. This could take the form of arranging vertical office layouts that encourage workers from all departments and levels of seniority to interact. You could also provide training on identifying silos and adopting more inclusive and communicative behaviors.

Make Testing More Visible

Effectively testing your IoT product before launch is essential to its success. Certainly, this helps you to spot design flaws. But it also helps you avoid releasing something that results in poor customer experience and the consequent reputational damage. Within the testing process, develop clear objectives alongside robust test plans that dig deep into the functions of code paths and failure cases.

However, one of the most vital ways to make the most of testing is to enhance its visibility. The knowledge you collect, store, and share from these sessions can influence your dev team’s ability to finetune the product. Adopting good knowledge management practices may make the insights from testing easier to access and action.

You should consider:

●      Involving various development team members in designing and running test sessions. This diversifies the people who both identify what data needs to be captured and can share experiences with their colleagues.

●      Making both raw and interpreted test data openly available. Create shared documents on cloud platforms that all members of the dev teams can access. This can empower your staff to explore the information and respond with their ideas. You’ll usually find this is far more useful than simply informing dev teams what the results are and what they should do about them.

Remember that good knowledge management practices don’t just optimize current information, they also evaluate past data. Make certain that your dev staff has open access to the testing and development logs of previous IoT product projects. You’ll be giving them the tools to avoid mistakes and perhaps even innovate.

Conclusion

Solid knowledge management strategies can be instrumental in supporting your IoT product dev. Between clear network framework documentation and more visible testing processes, you can empower your team to thrive. That said, be mindful that every team has unique needs. Take the time to assess the individual characteristics and challenges of your workforce and identify knowledge management strategies that fit them best.

These days I have been working on upskilling myself in Lean. As I learn Six Sigma, I see many similarities between Lean and Knowledge Management. Both strive for continuous improvement and waste reduction to improve organizational performance. I have added below various factors I see a cross connection with Lean and KM.

Waste Elimination – 

Lean -Lean principle emphasises on waste reduction by removing unnecessary steps and defects, and excess production.

KM – KM’s core focus is to reduce unnecessary wastage of time and effort by providing access to right information just in time.

Continuous Improvement – 

Lean: Continuous improvement is a core component of lean thinking focussed on addressing inefficiencies and identifying opportunities for improvement.

KM: Any robust KM strategy defines a continuous improvement plan based on lessons learned and aligning it to the organizational and business goals. Employees can learn from past experiences, reducing the likelihood of repeating mistakes and enabling ongoing improvent of processes.

Employee Empowerment and Engagement – 

Lean: Lean principles encourage employees to brainstorm,  identify and solve problems, fostering a culture of engagement and empowerment.

KM: KM supports collaboration and problem solving  by providing employees with  just in time access to knowledge and information to take up challenges and come up with Innovative solutions. It enables them to make informed decisions, contribute ideas, and participate in problem-solving initiatives.

Standardization – 

Lean: The goal of lean thinking is to reduce variation and improve predictability by standardizing processes.

KM is a way of documenting and disseminating best practices and procedures across the organization. The consistency and efficiency of processes are ensured by this method.

Cross-Functional Collaboration – 

Lean: It often takes collaborative effort across functions to create lean processes and reduce silos.

The goal of KM is to facilitate collaboration among departments by making knowledge available to everyone. Teams can share information and expertise, leading to more effective cross-functional collaboration.

As I see Lean methodology and KM can be seamlessly integrated to forge a comprehensive approach towards achieving organizational excellence. By amalgamating Lean’s unwavering focus on process optimization and waste reduction with KM’s emphasis on knowledge sharing and continuous learning, we can foster a more agile, efficient, and customer-centric organization. This integration paves the way for transformation and Innovation, propelling organizations towards unparalleled success.

Eliminating the culture of knowledge hoarding is crucial for promoting collaboration, innovation, and overall progress within an organization or community. Knowledge hoarding transpires when individuals or groups withhold valuable information, expertise, or resources that could potentially benefit others.

This detrimental behaviour gives rise to silos, obstructs communication, and hampers growth. In certain instances, such as niche projects that demand specialized expertise and knowledge, the act of hoarding knowledge can result in a significant loss of effort if the information is not properly captured and utilized for future reference. This can be particularly detrimental to similar projects in the future.

To address this issue effectively, the following steps can be taken to dismantle the knowledge-hoarding culture:

Foster a Culture of Collaboration: Foster an environment that places high value on collaboration and open information sharing. Acknowledge and reward individuals who actively contribute knowledge and provide support to their colleagues.

Establish Effective Communication Channels: Establish well-defined communication channels to facilitate the seamless sharing of information, updates, and expertise within teams and organization as a whole. This can be achieved through regular team meetings, ideation, knowledge-sharing sessions, and the utilization of digital platforms for documentation and collaboration.

Leading by example: Leaders play a crucial role in shaping the work culture. By openly sharing information and promoting transparency, they set the tone for the entire organization. When leaders actively engage in knowledge-sharing, it inspires others to do the same, creating a ripple effect that strengthens collaboration and innovation.

Enhance Knowledge Management System: Establish a centralized repository or knowledge management system that facilitates seamless access to information, best practices, and valuable resources for all. By doing so, we can diminish the dependence on individuals as the sole providers of information.

Promote Mentorship and Coaching: Foster a culture that encourages experienced and tenured employees to engage in mentoring and coaching relationships with their colleagues. Additionally, team members who have worked on highly technical or niche projects need to conduct experience and knowledge sharing sessions to bring other members up to the speed and skills to successfully complete similar projects in future.

Promote Psychological Safety: Cultivate an environment where individuals feel secure enough to ask questions, acknowledge mistakes, and freely share their insights without the fear of being judged. This fosters a culture of open communication and knowledge exchange.

Implement Feedback Mechanisms: Establish feedback loops that enable team members to contribute their thoughts and ideas regarding processes, strategies, and projects. This not only instills a sense of ownership but also encourages the sharing of valuable insights.

Incorporate Knowledge Sharing in Performance Reviews and Evaluations: Make knowledge sharing and collaboration integral components of the evaluation criteria. By doing so, the organization demonstrates its unwavering commitment to dismantling the culture of hoarding knowledge.

Encourage Cross-Functional Teams: Foster the formation of cross-functional teams that bring together individuals with diverse expertise. This facilitates the exchange of knowledge across departments and effectively breaks down silos.

By prioritizing psychological safety, implementing feedback mechanisms, incorporating knowledge sharing in evaluations, and promoting cross-functional teams, the organization can create an environment that encourages open communication, collaboration, and the free flow of knowledge.

Getting rid of the knowledge-hoarding culture is a step-by-step journey that demands dedication from both leaders and employees. By putting these strategies into action, organizations can foster an environment of transparency, trust, and teamwork, enabling th ultimately resulting in enhanced performance and innovation.