Background and purpose of the assignment

The Education and Training Foundation (ETF) provides training and support to the further education workforce. The ETF has around 200 employees, who work under a hybrid model in regional teams, including London. A new CEO has been appointed, who is developing a new organisational strategy. 

The organisation has recently undergone a transformation, which has revealed “silos”. It is currently “data-rich and knowledge poor”. There is a need to break up these silos of knowledge and know where the organisation’s knowledge and information reside. The ETF wants to know how they can turn this knowledge information into something useful and accessible. 

The organisation has changed a lot since the current Knowledge strategy was first developed. Hence, it is looking to refresh its Knowledge strategy and include a learning element in the strategy. The ETF has the ambition to become a “learning organisation”, with a focus on continuous improvement. 

The organisation has experienced a lot of change recently, across many different workstreams. This has revealed hidden pockets of information – potentially valuable data which could support decision-making. 

The new knowledge strategy must be simple and actionable, and should answer the following key questions:

• What are the organisation’s strategic knowledge objectives?
• Once knowledge is gathered, how should it be used and applied?
• How to break down knowledge silos
• how to make knowledge and information accessible
• how to apply the knowledge and make it useful 
• How to incorporate the learning element into the knowledge strategy 
• how to articulate the benefits of knowledge management

It should also include a maturity matrix against which they can assess themselves. 

Currently, the ETF is also rolling out a data strategy, which will include the definition of different data types within the organisation. The organisation has also recently rolled out a new intranet. 

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What we delivered

Working closely with the Head of Impact at the ETF, our team of consultants delivered the following services:

• Performed a desk review of existing K&L resources, including KM strategy, Learning Organisation Framework and goals, ETF’s Educational Governance Policy, evaluation strategy, MEL Framework, data strategy and other relevant strategies/policies.
• Identified and mapped key stakeholders to be engaged during the assessment.
• Developed interview questions and a response template, and carried out interviews and focus group discussions (FGDs) with identified stakeholders, among whom senior management.
• Developed and rolled out an organisation-wide staff survey with regard to knowledge management in each department, collecting and analysing responses.
• Collated and analysed findings, identifying strengths and weaknesses, as well as gaps, and presented recommendations in a comprehensive report and a summary presentation ‘ETF Knowledge and Learning Strategy Refresh: Emerging themes and KM trends’. Collected feedback for incorporation into the Knowledge and Learning (K&L) Strategy.
• Developed draft K&L Strategy (round 1), incorporated feedback and submitted an updated Strategy (round 2). The Strategy was structured around three main areas: 1) Culture; 2) Standardised Processes; and 3) Streamlined Tools and Technology, and three time periods: Horizon 1. Laying the Foundations (3-6 months); Horizon 2. Building the structures (6-12 months); and Horizon 3. Creating value (1-3 years).
• Developed a KM maturity matrix and KPIs.
• Drafted role description for a Knowledge & Learning Advocate.
• Developed a detailed Action Plan to accompany the K&L Strategy specifying.
• Provided initial guidance to KM Lead on the implementation of K&L Strategy and Action Plan (one-to-one mentoring).
• Submitted regular status/progress updates throughout the assignment, and ensured continuous communication and consultation with the ETF focal points.