Lean Leadership and Knowledge Management: Perfect Together

In this blog, we sometimes talk about the fact that vital, growing organizations are learning organizations. The lifeblood of a learning organization is knowledge management. For learning to sit at the heart of your organization, leadership needs to recognize and promote knowledge management at all levels. Our guest blogger today is Lean practitioner  and author Robert Camp who talks about the qualities of Lean Leadership and how they support a learning organization.

Guest Blogger: Robert Camp

The longer I practice Lean the more I appreciate how great a role good leadership plays in an organization’s transformation.

LEADERSHIP: Honestly, I can think of no other single factor that makes or breaks a transformation so readily.

A LEAN LEADER:

- LEADS FROM THE FRONT

By that I mean they make the time to learn about Lean themselves and make the decision to proceed. No successful transformation can be approached with a “do as I say” attitude. You’re asking people to change, and leading from the front means you have to change first and demonstrate your personal commitment.

- REQUIRES SUBORDINATES TO COMMIT

Lean can’t succeed without a personal commitment from all leaders. That commitment can’t be provisional or halfhearted.  Once subordinates have learned what Lean is all about, they need to commit to personally practice and support it. If they can’t or won’t, they’ll need to leave. PERIOD.

- CREATES ENVIRONMENT

You can demand people to change and they will do exactly what’s required, but no more. You’ve won their hands, but not their hearts. Only by creating an environment in which subordinates are led to embrace lean can real change take place. That brings us back to leaders lead by example and coach good performance.

- CASCADES LEAN FROM THE TOP

Most organizations are in a rush to save/make money, so they begin Lean at the bottom of the organization, where money is made. That won’t work.

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For Lean to work, employees at each level need to see their leaders demonstrating it first. That means Lean behavior has to cascade down from the top. Anyone who tells you that Lean can work from the bottom up, or the middle out, has never seen a transformation to the end. There’s only one way. Top down!

- EMPHASIZES PHILOSOPHIES OVER TOOLS.

Because the tools save money, everyone’s in a rush to start with the tools first, but tools only support the philosophies. If practitioners don’t understand how Lean works, any gains made with the tools will be short lived.

It doesn’t take years to learn the philosophies. It takes a lifetime, but you can begin your use of a tool as soon as the connection has been made between the tool and the philosophy it supports. Those connections are well covered in “The Toyota Way.”

Lean becomes the WAY you manage, HOW you manage and ultimately, WHY you do everything.

- KNOWS LEAN IS A MANAGEMENT SYSTEM

Lean isn’t something you do in addition to managing your company. It becomes the way you manage. Lean isn’t something you layer on top of everything else you do. It becomes how you do everything. In time Lean becomes why you do everything.

One would think profit or revenue would suffer, but the opposite is true. Lean management leads to a state, a mindset, of continuous improvement; not only reducing the cost of today’s product, but becoming more aware of your customer’s needs and creating products and services to meet or exceed those needs.

- LOOKS TO THE HORIZON

Like all great leaders the Lean leader’s focus is often on the horizon. They are scanning for new ideas, new technologies, new products, etc. Lean leaders don’t spend their time perfecting today, they are constantly on the lookout for things that will enhance their future position in the market.

- HAS PROFOUND RESPECT FOR OTHERS

Fanatical Fans return to do more business and bring others with them. Lean leaders understand that neither money, nor machines, nor technology, nor anything else makes fanatical fans of their customers. They know that only people do that. Whether it’s their suppliers, their employees, or their customers, Lean Leaders recognize the dignity of the people they lead and serve in all they do.

That doesn’t mean Lean leaders are soft. Part of recognizing the dignity of people is to continue to challenge them, to continue to hold them to high expectations. Lean leaders don’t just arbitrarily set new challenges. They collaborate with their suppliers, with their employees, with their customers, always looking to improve. Because the leaders set the standard by embracing change first, others are more open to accepting new challenges and even recommending them.

- CONTINUES TO LEARN AND GROW

Lean leaders don’t end their growth once they’ve embraced Lean. They continue to learn and grow. Moreover, they create an environment in which everyone continues to learn & grow. That is why Lean organizations are frequently referred to as learning organizations.

“Two roads diverged in a wood, and I— I took the one less traveled by, And that has made all the difference.” Robert Frost

If you have recently embarked, or are thinking about embarking, on the road of Lean, ponder these words, as they will have profound impact on your life.

 

To learn more, visit Getting to Lean or contact Robert Camp at Robert@gettingtolean.com

Are You Thinking of Writing a Book? Let’s Talk About Your Idea!

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Mark Twain is credited with saying, “There are three kinds of lies: lies, damn lies and statistics.”

Here is one of those statistics.

In 2002, the New York Times published an article that stated “81 percent of Americans feel they have a book in them.”

Having written or assisted at least 10 books into being – some under my own name, some ghostwritten, some as a coach – I’d say it’s more like 100%. Every time I mention that I write books, the other person says, “I’ve always wanted to do that. People tell me I should write a book about (choose one) my business or personal or exceptional or funny experience.”

And then they tell me something fascinating.

Which leads me to believe that most, if not all, people have at least one book in them. Our lives are great stories. Every one of them, no exceptions. For many people who follow the Working with SMEs blog, your book is probably about your business or your profession.

Just this week, a high school friend who has been contemplating writing her memoirs since we graduated many moons ago called to say she is ready to put fingers to keyboard.  I am glad she waited because she has so much more to say today and a grander perspective. Her undergraduate degree was in journalism, and she is an excellent writer who will need very little editing or direction.

Not all people with great ideas, great stories and interesting lives – who are all of you reading this, by the way – are writers first and foremost. Often, great books and great lives lie inside non-writers. If you are one of those non-writers who know you have a book inside you, don’t despair. There are ways to get that book out of you and into print, and those ways can be fun, too.

In the New York Times article referenced above, the writer Joseph Epstein warns people away from writing a book. He emphasizes the difficulty of the process. Yes, it is hard work. But it can be joyful hard work. The Working With Subject Matter Experts tribe knows about the joy of hard work and a job well done. That is how you became experts.

Which brings me to an offer:

I just finished a manuscript on October 1 and am putting together my next book proposal. So, while I’m in the gap between books, I would love to talk to you about your book idea and help you figure out if this is the time for you to pull the trigger on that idea, and how you can make it happen. I’ve helped people birth business books and personal memoirs. It’s all fun, and the best part is the look on someone’s face when they have a book in their hands with their name on it.

The process can be painless, and works a few different ways depending on your needs and preferences:

  1. I coach you through it and you do the writing
  2. I write your drafts with you
  3. I write it for you

If you want to talk about your book idea, let’s schedule a free, no obligation 30 minute consultation. I am taking appointments the week of November 6 through 10. Here’s my calendar link , just click on Book Consult and pick a time slot.

I strongly disagree with New York Times author Joseph Epstein who encourages readers to “Don’t write that book…don’t even think about it. Keep it inside you, where it belongs.”

Nope. People have far too many wonderful stories that have turned into valuable books.

Can’t wait to hear your story!

 

Until Robots Make Humans Obsolete, What’s Your Plan?

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According to futurist Ray Kurzweil’s Law of Accelerating Returns, he estimated back in 2001 that knowledge will double every 12 months in this century. With such rapid proliferation of knowledge, it begs the question how long experts remain so and what bits of information are important, essential, need to be captured and carried on – or really have any value at all – in light of the rapid progress in robots and artificial intelligence.

For those of us who follow developments in the training world, you know that we are learning how to train robots.  Research is making the leap so that robots can now acquire learning that builds on prior knowledge – you know, the same way we silly old humans learn.

If you believe the future is here, you are right. However, if you believe you still have to operate in the present, you are also right.

For those of us still living in the pre-AI world, we need to continue to contend with the issues of human knowledge capture, retention and transfer between generations of workers for the ongoing success of your enterprise. What and how you capture, preserve and transfer information will change over time, which is a different discussion. For now, consider that you have knowledge under your roof that is the lifeblood of your organization today and preserving it against an imminent loss of expertise remains crucial.

Making a Plan to Retain Human Knowledge Until the Robots Take Over

If your experts flee to retirement or leave your organization for any other reason, you are still vulnerable to losing their valuable knowledge, skills and attitudes to fulfill your mission effectively, efficiently and in a cost-responsible way today.

What are you doing right now to make sure you keep your expertise under your roof even if your experts leave?

Here’s what you can do about these issues in your organization today:

  • Raise awareness. Speak to your organization’s decision makers to help them analyze their risk of losing valuable expertise
  • Get a plan. Explore methods to help you dissect your organization for areas where you are vulnerable to losing your critical experts
  • Work your plan. Identify and capture intelligence from individual experts in your organization

Think about it. Until the robots take over, you still need to rely on the humans that got you where you are.

In my book Finding Your SMEs: Capturing Knowledge From Retiring Subject Matter Experts in Your Organization Before They Leave, I lay out a pathway to dissect your organization, find your experts, decide where to spend your finite resources to preserve knowledge and explore options for preserving and transferring knowledge in an age of rapid change in technology and the way we learn.

Contact us at workingwithsmes@gmail.com to schedule a call to discuss capturing expertise as part of your knowledge management plan.

Photo courtesy of Davide Ragusa on Unsplash.

 

The World’s Oldest Profession

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The world’s oldest profession is not what you think! Training is actually the world’s oldest profession. When the first human babies popped out of the first human mamas, the mamas immediately ramped up knowledge, skills and attitudes transfer. I wasn’t there and haven’t actually seen this documented, but it is a fairly safe bet. If mama didn’t transfer her acquired wisdom to her child, the species would not have survived. And therein lies the foundation for my assumption.

You can eat this, it’s safe.

Stay away from that animal, it’s dangerous.

Put one foot in front of the other like this.

And don’t forget to put your napkin in your lap and start with the silverware on the outside of your place setting.

Mamas have been keeping babies safe and viable in their environment by imparting acquired wisdom from the beginning of time. So I rest my case. Training is the world’s oldest profession.

Extending this example, critical just-in-time information is the heart of training.

Early childhood learning is all about see one-do one: Tie your shoes by bringing this loop around.

Early childhood learning is about immediate feedback: I told you not to touch the stove!

Early childhood learning is about mentoring: Next time she teases you, tell her how she makes you feel.

Just-in-Time Learning Works

Early childhood learning relies on these strategies in the moment because they work. Those same methods have served industrial and business knowledge, skills and attitudes transfer since we hammered out the second wheel. Again, I wasn’t there but it is a safe assumption that the human who smoothed out the rough edges on the first wheel figured out a plan for replicating the process and told the next person. And it became the way it was done.

Early childhood education from mother to child is about the value of short, demonstrative, and immediate learning opportunities.

In the fashion of the watchful caregiver, the uptake of just-in-time educational videos and smartphone reminders allows employees to have tutors and mentors at their fingertips all day long. The training industry is learning how to take advantage of this development in on-demand learning. Short video and electronic smartphone snippets of on-the-job training and reminders are sophisticated extensions of the old fashioned paper job aid posted in a work station.

These electronic job aids provide heretofore impossible access to experts. No matter what your experts do for you, whether she is the best assembler on the floor or he is the best accountant in your department, make sure they are documenting their actions using short, transferable snippets because all the pieces of their aggregated wisdom becomes the bedrock of knowledge transfer.

You can build larger and more intensive learnings from these pieces, but it is important to collect these learning components in situ.

Humans learn best in the moment, when they need it. Capturing and preserving information from experts to be accessed on an as-needed basis is the foundation of knowledge transfer for your organization.

What is your experience of using JIT learning? We welcome comments below.

Photo courtesy of Unsplash by Janko Ferlic, Koper, Slovenia

 

Are Traditional Experts and NextGen Experts Different?

 john-mark-kuznietsov-174918 1950s: The astrophysicist of yesteryear studied in relative isolation, probably in an exclusive school gleaning formulae from weighty tomes speaking almost exclusively among (usually) his limited universe of peers. Very few understood or related to his comprehension of relativity.

Today: The astrophysicist delivers online classes from MIT widely available on MOOC platforms watched by your curious and precocious 12-year-old. Your son or daughter jumps on social media to post a cool link to the lecture.  Friends “like” it or comment that s/he is a nerd or a rocket scientist or give your child some other widely acknowledged nod of approval. The NextGen astrophysicist is in the flow of like minds.

Two radically different cultural and educational milieu are going to produce two very different individuals. An experience of isolation and exception versus an experience of community and commonality will affect the human personality, both how they see themselves and how they see their place in the world.

A Traditional Expert will carry the experience all his life of being exceptional, being misunderstood and being isolated from the mainstream. A NextGen expert swims in the social flow connecting easily with peers from the U.S., Russia, China, Britain and Germany.

Not All Experts are Astrophysicists

The above example is extreme. Your experts will come from all backgrounds and fields of study. Your Traditional Expert may be the nurse who has been there for 30 years, the machinist who has run that lathe since he graduated from high school or the chemist in your lab who hasn’t looked up from his beaker since Reagan left office. All of them grew up in the same environment of relative isolation and exclusivity in their domain. That is, relative to the widely available, global and instantaneous communication and education of the NextGen of experts who will carry the torch of knowledge forward.

Due to the instantaneous communication and rapid proliferation of ideas, it is estimated that knowledge now doubles about every two years. That, too, changes the nature of experts because no expert remains one for very long.  

These changes have implications for learning, teaching and working styles that impact the way you collect and transfer expertise in your own organization.

Expect a few things from  NextGen Experts:

·         knowledge is widely dispersed and they are open and generous with their knowledge

·         experts commonly explain what they know openly and share it widely

·         expertise is not exclusive

·         knowledge not widely shared is not valuable

·         transfer of knowledge is open sourced and curated

·         learning is tailored to the task, the learner and the environment in which they apply it

What are differences you see between the Traditional Expert and the NextGen Expert? Please comment below.

 

From the Mailbag: Working with Generation Z or Post 9-11 Babies Go to Work

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In this space, we usually focus on the knowledge capture part of your knowledge management plan, specifically working with your soon-to-be-retirees so their expertise isn’t lost to some golf course in Tampa. The flip side of knowledge capture is transferring that information to generations two or three removed. That brings us to the realization that babies born after the year 2000 are entering the workforce this year.

And yes, they are different.

One of our faithful Working with SMEs tribe, Hal Alpiar from bucolic Cookeville, Tennessee, sent us an article entitled “What You Need to Know About Generation Z” with seven helpful tips for maximizing your Gen Z workforce. The article is from AMAC Small Business Solutions dated July 11, 2017, and Hal popped it in snail mail along with one of his cute refrigerator magnets “Are You Breathing?”. Hal is a marketing and training guru who occasionally pitches in around here with advice and support, including his business mentoring.

Here is an excerpt from the AMAC article which you can read in its entirety at this link:

“Much as Generation X didn’t get the same attention baby boomers did, [Generational expert David] Stillman believes the current focus on millennials could leave Generation Z feeling ignored and misunderstood…Stillman says the main thing to know about Gen Z is that they’re not like the millennials.

1.       They want frequent feedback. ..Quick check-ins can be plenty for Gen Z workers.

2.       They seek security…They’re willing to start at the bottom and work their way up, as long as they can expect job security in return.

3.       They’re very competitive…Generation Z employees are more likely to prefer working on their own.

4.       They want to personalize their jobs…The more flexibility and customization your company can offer these workers, the better.

5.       They may be entrepreneurs as well as employees…The ease of starting a side business today appeals to Gen Z’s desire for financial security…Try harnessing Gen Z’s entrepreneurial spirit to create new ideas , products or divisions for your business – and rewarding them for it financially.

6.       They suffer from FOMO. Constantly scanning social media to see what everyone else is doing, Generation Z is suffused with “fear of missing out”…Gen Z may prefer trying out many different jobs or moving laterally to gain new skills…

7.       They’re “phigital”…They expect your business to have the latest technology (just like they do in their personal lives). If you’re at all behind technologically, they’re not likely to want to work for you.”

As you create your knowledge management plan and consider your methods for information and data transfer, look at your youngest workers’ styles and preferences when you shape your knowledge management plan for Gen Z.  After all, they will be fully in charge of your business by the middle of this century.

Thanks to Hal for thinking of us. If you want one of Hal’s “Are You Breathing?” magnets, email him at hal@businessworks.us and tell him you heard about him at the Working with SMEs blog.

We look forward to your comments below.

Preserving the Spark: Downsizing, Mergers, Buyouts and Other Knowledge Capture Triggers

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It’s one thing if your valuable employees leave you for another job or for retirement. That one thing is that you really had no control over the event. The decision and probably the date was the employee’s decision and your company had little control over the timing or the circumstances.

It is quite another thing when you plan your employees’ departure through downsizing, mergers and acquisitions, buyouts, cost-cutting, or some other self-imposed staff reduction. That other thing puts you in a position that gives you some control over timing and circumstances. When it is your decision, you can give yourself time to ensure an orderly off-boarding or separation that includes preserving your valuable knowledge assets.

If you are in a position to control your employees’ separation, take the opportunity to put organization-wide knowledge transfer plans in place. The day of the exit interview is not the time to find out what you need to know from them for business continuity.

When you are organizing a mass layoff or initiating any other planned employee departure:

  1. Create a list of mission-critical employees and dates of separation.
  2. Determine what they know as far in advance as possible – at least 3 to 6 months before their departure – so you aren’t blindsided by having them take two months of accrued vacation before their official departure date.
  3. Have a standardized plan and best practice for working with departing employees that includes collection methods, who is responsible for working with them, what assets you need based on their role, how and where the knowledge will be stored, and how it will be transferred and used by others.
  4. Ask departing employees to review and sign off on the knowledge.

Just because your organization is in a position to put a knowledge transfer plan into place does not necessarily mean that it will. Often, it is an individual employee who feels a sense of obligation to the company and sees the need for knowledge collection and transfer that may institute their own knowledge management plan.

Two Stories

Here are two stories that came to me recently of employees who took personal responsibility for knowledge management in their divisions.

Story One

One woman who read my book Finding Your SMEs: Capturing Knowledge from Retiring Workers Before They Leave several months ago said she told her brother about it who had just retired from a division of a global food manufacturer and distributor. He told her that he had seen the problem first hand. Before he retired last year, he took it upon himself to survey the knowledge within his division, collect and preserve it. He came up with his own plan to make sure he left his employer with the critical knowledge they would need to find after he was gone.

Story Two

I just spoke with another woman last week who said she oversees the knowledge management plan for a division of the federal government. She’s been traversing the country working her multi-year plan to capture what the unit will need long-term. Her plan and practices are confined to her division and we talked about the potential of standardizing her methods to other divisions.

“I started out in reactive mode,” she said. Now she describes her knowledge management plan as “an ecosystem. I’m always tweaking it.”

Her plan is all the more important now as the federal government is looking to reduce the workforce by 15 to 18 percent in the next year through attrition and buyouts. She said her 25 years with the department makes her eligible for a buyout, but she wants to stick around and finish the job she has started. She expects to stay with the division about five more years to put something solid in place.

“I am trying to leave a legacy to help the agency after I’m 10 feet under,”  she said.

Wow.

Good as Gold

When you have employees who are looking out for your business continuity, those people can be the lifeblood of your business tomorrow.

If you don’t have a standard approach to knowledge management, support the efforts of those people who are looking out for you and doing the hard work of putting your knowledge management plan in place. Consider adopting and adapting their best practices to the rest of your organization.

These people are good as gold. Mine them.

 

 

Strategic Planning for Knowledge Management Course for the Working with SMEs Tribe: This is a Test

In our ever-expanding quest to spread the Working with Subject Matter Experts gospel, we test platforms beyond the blog  to get the message out. This week, we created a test course, Strategic Planning for Knowledge Management.

As a writer, I love to write so that is my go-to communication method. But you absorb information in different ways, so we like to play with other formats to help reach you and teach you where you’re at. We enjoy creating the podcasts and will probably keep them going in some fashion after our first season. In the meantime, I am developing a series of online courses and thought I would share a 10-minute sample of an introductory course with you here for your feedback.

Because this is a test, I realize the lighting and framing of the video is poor. That is the fault of me, the user, and my Internet connection. The actual platform and technology is really cool  and if you like the idea, I will refine it and spend some time improving the video on my end.

Content: Is this information helpful?

Audience: Will leaders in your organization find the information useful?

Format: Would this online course suffice in place of live workshops?

Value: Would you like to drill down in this topic of strategic planning for knowledge management and learn more about how to find your experts using this framework?

Platform: How about the platform? Do you like the slides plus video? Would it be helpful to add the text so you can follow along and read it (Of course, we will make formal courses 508 Compliant)? Would slides plus just audio voiceover be better?

We continue to welcome your comments and feedback. Some of you choose to reach out directly to us at workingwithsmes@gmail.com and that works for us, too. We read everything and respond.

Thanks for following and sharing this information with others.

 

The Working with SMEs 2017 Survey Says…

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It’s that time of year where we report the results of the Working with SMEs Annual Survey.

Our respondents are all male and many are near or at retirement age, although none ready to retire, it seems!  Why quit when we are doing something we love?

As for our concerns, readers continue to struggle with developing training that achieves behavioral outcomes. The solution is creating training that reaches today’s learners as Millennials take over as the single largest generation in the workforce. Millennials and Gen 2020 learn in smaller snippets, and they want information all the time at the point of need.

We found that technology, manufacturing and intellectual property dominate, if not our reader population, certainly our respondents. They felt most compelled to speak up in our survey. Respondents confirmed that capturing and transferring proprietary information is an ongoing business need.

As decades of experience leave the workforce, it pays to:

·         capture what you need to retain as soon as possible

·         transfer it using methods that reach your new learners

·         continue to focus knowledge transfer using strategies that create behavior change

Thank you to everyone who participated in our survey. 

Please comment below. We appreciate your readership and involvement in our community.

 

Here’s what we learned in our Working with SMEs survey this year:

Responses:

Female – 0%

Male – 100%

(Hello, ladies!)

Age:

35-50 – 25%

51-65 – 25%

65+ – 50%

Occupation:

Training and Talent Development – 25%

Executive (C-suite/Management) – 25%

Consultants (business/talent development/marketing/branding) – 50%

Industry:

Technology – 25%

Professional Services – 25%

Manufacturing – 25%

Marketing, Sales and Public Relations – 25%

Biggest Challenge:

Creating training tools and approaches for Millennials – 25%

Developing training that achieves behavioral outcomes – 50%

Assuring protection of intellectual property, patent – 25%

If We Develop Artificial Intelligence, Do You Still Need Your Experts?

 

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The writer in me loves to read everything, and especially books. Last weekend, I read Digital Gold: Bitcoin and the Inside Story of the Misfits and Millionaires Trying to Reinvent Money by Nathaniel Popper about the origin and history of cryptocurrencies and the blockchain. It is a well-written and fascinating read by the New York Times reporter, and is full of tales about Internet legends like Reid Hoffman and the Winklevoss twins.

Here’s the interesting part for people like us who are worried about capturing current internal expertise for future business growth. One of the major concerns of workers is that they will be replaced by robots, and it is a legitimate concern because it happens every day. Business owners are always looking for ways to do things more consistently, efficiently and cheaply, and robotics solves that problem. However, when you replace humans, you also introduce the problem of displaced workers. The social implications are astounding so we won’t go there. But we will look at two things to think about as the uptake of robots and artificial intelligence (AI) affects capturing internal expertise:

  1. If you plan to “hire” robots to do the jobs of humans, you may conclude you don’t need to capture human knowledge. Human skills are so “Encyclopedia Britannica”. Those companies looking toward the future are living in the gap, waiting for the next wave of industrialization that antiquates their current business model and their need for training humans.
  2. If you eliminate human workers, how do you pay robots? I figured robots are a capital expense like buildings and machinery but believe it or not, economists are now working out how to pay for the “labor” of robots which puts them in the category of “worker”. AI robots may be your experts of the future.  This is where cryptocurrency comes in. You can “pay” robots in cryptocurrency. It’s right there in the book Digital Gold on page 294.

“Like many [Silicon] Valley firms, Andreesen’s was thinking about intelligent robots, and Bitcoin seemed like a perfect medium of exchange for two machines that needed to pay each other for services.”

Breathe.

This caught my attention because it is clear a lot of the forward-thinkers who are instituting new systems of work, the economy, the social structure, and so on are pondering these questions. If they succeed, theoretically it frees the rest of us to be creative and pursue our passions while being supported by a basic income supplied – I assume – by the robots’ productivity.

Seriously, people are having these discussions right now. You may have heard Mark Zuckerberg called for Universal Basic Income (UBI) in his Harvard Commencement address last week. It’s a real thing. The robots work, get paid in cryptocurrency, are potentially taxed on their labor and we get paid from the labor of robots to take macramé classes. I don’t know about you, but I’m bored just thinking about it.

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I Don’t Digress

You may think I digress from our regularly scheduled topic of capturing and retaining your corporate subject matter expertise. This actually is not a digression at all. This discussion is essential to our topic of whether human knowledge is important, essential, needs to be captured and carried on – or really has any value at all – in light of the rapid progress in robots and artificial intelligence. For those of us who follow developments in the training world, you know that we are learning how to train robots. I think they have made the leap that robots can now acquire learning that builds on prior knowledge – you know, the same way we silly old humans learn.

If you believe the future is here, you are right. If you believe you still have to operate in the present, you are also right.

For those of us still living in the pre-AI world before we all receive a Universal Basic Income, we need to continue to contend with the issues of knowledge capture, retention and transfer between generations of workers for the ongoing success of your enterprise.

Retaining Human Knowledge Until the Robots Take Over

If your experts flee to retirement or leave your organization for any other reason, you are still vulnerable to losing valuable knowledge, skills and attitudes to fulfill your mission effectively, efficiently and in a cost-responsible way today.

What are you doing right now to make sure you keep your expertise under your roof even if your experts leave?

Here’s what I can do to help you raise awareness about these issues in your organization:

  • Speak to your organization’s decision makers to help them analyze their risk of losing valuable expertise
  • Explore which workshops can help you dissect your organization for areas where you are vulnerable to losing your critical experts
  • Help you identify and work with individual experts in your organization

Think about it.

Until the robots take over, you still need a plan!

Are you vulnerable to losing valuable human expertise? Is your company living in the present, the past or the future? Please comment below.