I trace my journey from 2016 and why I believe the Chartered Knowledge Manager Accreditation together with the KM Standards (ISO 30401) are important steps down the path to corporate legitimacy for KIM professionals.

1. “Professionalising KM”
A presentation to KM Summit: Monday 15th June 2020
slide 1

2. Presentation flow
Personal reflections
Historical context
KM Chartership
Introducing ISO
The evolving role of the Knowledge Manager
Changing market & skills
The “Knowledgeur”
Learning from KM Chefs
slide 2Professionalising KM

3. Flashback: macro drivers for KM
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RiskCompliance:
• Quality
• Standards
Innovation &/or
Process Efficiency
Governance & Strategy (Vision)
Source: The Changing Role of the KIM Professional 2016
Professionalising KM

4. • Tackle live business issues
• Resolve Strategic vs.
Operational KM dilemma.
• Do 3 things in 6 months.
• Go where the pain and gain is.
• Remember what you can
measure you can manage!
• Act as a business partner
• Show tangible outputs
• Engage: Think HIPPO
Flashback: my 2016 takeaways
Source: The Changing Role of the KIM Professional 2016
slide 4Professionalising KM

5. slide 5
A personal perspective
CHAPTER 7: WHAT SURPRISED US
#8. Few KMers have formal KM qualifications:
“…With all the degree and training programs for KM
there is no recognized industry body that has
established any sort of universally agreed KM
qualification or certification criteria…”
Published 2017 by
American Society for Quality
Professionalising KM

6. slide 6
Certification
Source: CILIP CEO Nick Poole’s presentation to KMUK 2018
Professionalising KM

7. slide 7
Chartered Knowledge Manager
Professionalising KM

8. slide 8
Chartered Knowledge Manager
Professionalising KM

9. slide 9
Chartered Knowledge Manager
Professionalising KM
Chartership:
• 4 cohorts of approximately 20
people (2019)
Fellowship:
• 1 cohort of 13 people (2020)
Conversion
• 6 people pre-enrolled for the
‘Conversion Pathway’
(conversion across from
existing Chartership to KM
Chartership)

10. slide 10
An independent perspective
Professionalising KM
“UK-based CILIP is a Chartered body, with its Royal
Charter a recognition of pre-eminence, stability, and
permanence in representing a given profession.
CILIP has also been awarded the right to offer
Chartered status to individuals – Chartered
Fellow/Member of the Chartered Institute of Library
and Information Professionals (FCLIP/MCLIP).
Individual Chartered status imparts parity with other
chartered professions.
The UK is world leader in professional standards and
chartered institutes, meaning that having a UK
Chartered status in a given profession is
advantageous at a global level.
As a professional you may be working with
international teams or international stakeholders,
they may not recognise your job title, or your job title
may not translate into something recognisable to
them, but being a Chartered professional will.”
Source: Bruce Boyes, Editor RealKM
https://realkm.com/2019/11/29/cili
p-km-chartership-takes-shape/

11. slide 11
A personal perspective
CHAPTER 7: WHAT SURPRISED US
#10. There is an increasing interest in creating KM
Standards:
“…These standards can only define a minimum common
denominator the least of which is to have some sort of
KM program. While they can identify general best
practices and encourage the use of some KM tactics,
KM standards must be flexible enough to permit
organizations to develop a program that works for their
specific business structure, mission and internal
culture…” Published 2017 by
American Society for Quality
Professionalising KM

12. slide 12
ISO KM Standards
Source: BSI Webinar 8th October 2018
Professionalising KM

13. How did they get there?
• 2014 – Proposal to ISO from Standards Institute of Israel.
• ISO asked their national member organisations (ANSI, BSI,
DIN, SIS, UNI…)
• 36 countries replied – mostly positively.
• Working group of 12 countries led.
• Parallel national committees.
• Public scrutiny period.
• Published in November 2018.
slide 13Professionalising KM

14. So what does it look like?
• Generic – not a ‘how to’ document.
• Guidelines, not requirements.
• Certification is not mandatory.
• It follows a standard(!) format
• To be honest – it’s quite dry!
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15. slide 15
A pathway to corporate legitimacy?
“The imminent arrival of the ISO KM
Standards (albeit that adherence is
voluntary) provides a framework
against which KM Programs can be
viewed.
An independently assessed external
accreditation is another key
component of the KM practitioner’s
path to corporate legitimacy.”
Source: Information Professional P J Corney 2018
Professionalising KM

16. Evolving role of the Knowledge Manager: Market & skills
slide 16
Source:
https://www.briefing.co.uk/
reports/knowledge-
management-leaders-
2020/?
Professionalising KM

17. slide 17
Changing market
Source: https://www.briefing.co.uk/reports/knowledge-
management-leaders-2020/?
Professionalising KM

18. slide 18
Changing market
Source: https://www.briefing.co.uk/reports/knowledge-management-leaders-2020/?
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19. slide 19
Changing skills
Source:LinkedIn
“…extremely data driven,
with the ability to conduct
business analysis and
translate it into strategy…
...exceptional communicator
…comfortable analysing and
presenting technical
concepts…
…flexible, confident and
personable in dealing with all
levels of staff”
Professionalising KM

20. slide 20
Changing skills
Lead PT inhouse learning sessions which capture and share the PT’s knowledge and functional best practice In
conjunction with PT’s leadership, identify and drive new knowledge creation in areas that will enhance the
capabilities of the team and drive step change and rapid value creation for portfolio companies
Lead workshops (alongside partnership Leads) with portfolio management around selected topics (e.g. driving
better sales, instilling a high-performance organisation)
Design and lead company-wide offsites (e.g. Digital, Data analytics)
Build industry leading events for the team and executives from portfolio companies that showcase best in class
content and speakers appropriate for the challenges of mid-market firms within the portfolio
Professionalising KM

21. slide 21
Changing market: changing skill set?
Source: Simon Burton Director, CB Resourcing
• KM is led by the outcomes the organisation is looking for,
• Content is usually a large piece of any KM role,
• Stakeholder management and client focus (whoever your audience
is) is always critical,
• Often positions are aligned to a particular enabling technology,
• For greenfield sites the issues are usually quite practical:
• Capturing and collating disparate internal expertise and
content,
• Getting together templates and best practice documents’,
• Using these quick wins to drive knowledge sharing behaviours
and engagement.
Professionalising KM

22. slide 22
Changing market: changing skill set?
Source: Information Professional Apr-May 20
Professionalising KM

23. Evolving role of the Knowledge Manager: Future skills?
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24. slide 24
core skills: “Knowledgeur” & Matchmaker
A definition (derived from Arbitrage/ Arbitrageur):
‘An entrepreneur who makes use of his/her/others’ knowledge in one
activity or market and applies it for beneficial use in another.
Originally inward facing the role is becoming more outward facing with the
rise of communities and the need to collaborate outside of the firewall.’
Source: Paul J Corney from Navigating the Minefield: A Practical KM Companion
https://www.knowledgeetal.com/?page_id=2360
Professionalising KM

25. slide 25
core skills
“Future role of the Knowledge
Manager: The Knowledgeur?”
Source: http://www.knowledgeetal.com/?p=1877
Professionalising KM

26. slide 26
Matchmaker
“Managing networks and Working
Out Loud: Collaboration and
Knowledge Matchmaking skills”
Source: https://www.knowledgeetal.com/?p=2183
Professionalising KM
10. It’s ok to let go!

27. slide 27
future skills
Source: https://www.linkedin.com/posts/elsua_remotework-
suddenlyremote-remotework-activity-6642016554391347200-ihK9
“With all my good
intentions & to all of those
folks who talk about
#remotework, do yourself
a (big) favour & start
talking about
#distributedwork instead,
please 🙏”
Professionalising KM

28. Presentation flow
slide 28
Personal reflections
Historical context
KM Chartership
Introducing ISO
The evolving role of the Knowledge Manager
Changing market & skills
The “Knowledgeur”
Learning from KM Chefs
Professionalising KM

29. Learning from the KM Chefs
slide 29Professionalising KM

30. slide 30Professionalising KM

31. slide 31
slide 31
Learning from KM Chefs
“Imagine you had the opportunity, not just to enjoy a new, well-equipped and
fully inspected kitchen – but also the chance to sit down with KM ‘chefs’ from
around the world, across different industry sectors and listen to their stories.
That's exactly what we have set out to do with the KM Cookbook…”
Chris Collison, Paul Corney and Patricia Eng
Professionalising KM

32. Masterclass: Understanding and applying the KM Standard ISO 30401 to your
KM practice. Stories & Strategies from the KM Cookbook.
Do you have an appetite for:
• Comparing your own KM programme with global exemplars?
• Understanding of how KM can be embedded into operational processes?
• Conducting a KM Chef’s Canvas assessment of their KM programme?
• Discussing the benefits that ISO 30401 brings to the KM Profession?
Join Paul and Chris, and draw on more than 50 years’ combined experience as they open up the KM
Cookbook and bring the ISO KM Standard to life
slide 32Professionalising KM

33. The (virtual) Mezze Programme
slide 33Professionalising KM
Session One:
Introductions: (Practical Interactive Session)
o Understanding the motivations and experience of the group.
o Introducing the KM Cookbook metaphor
o Introducing the KM Chef’s Canvas – Map to ISO 30401
The Restaurant Critic – KM programmes under review (Theory)
o Inside the mindset of a KM Assessor
o Potential Questions (Mural post-its or Zoom Chat)
Conducting the ISO KM Audit (Practical)
o Preparation (plus breakouts random)
Session Two:
KM Chef’s canvas – deep dive selection (Theory & Practical)
o Strategic Context
Alignment / Stakeholders / Knowledge Areas
A look at exemplar practice
o Governance
Models / Policy / Groups / Quality
A look at exemplar practice
o Leadership
Sponsorship / Management / Communication / Planning
A look a exemplar practice
o Interaction & internalisation
Collaboration / Expertise / Communities
A look at exemplar practice
Wrap & consolidation of learnings
https://www.iso30401.com/virtual-mezze-training

34. contact details
slide 34Professionalising KM