Steps to retaining critical knowledge. Rosatom and a number of companies from the Russian Federation have created a consortium to promote a unique product “Rosatom Knowledge Management System. Preservation of critical knowledge is the most important element of KMS

The creation and development of knowledge management systems today is an important factor in the innovative development of high-tech companies around the world. In recent years, the state atomic energy corporation Rosatom has been paying great attention to this area. The focus of this book is the process of creating a knowledge management system at the Rosatom State Corporation. The participants in this difficult project share their experience and vision of its prospects with readers. The book also presents an analysis of various conceptual approaches to knowledge management, a review of knowledge management strategies and systems of foreign and Russian companies, and materials reflecting the views of leading experts of the International Atomic Energy Agency (IAEA) on the prospects for knowledge management in the nuclear industry. The book will be useful to anyone interested in knowledge management in high-tech companies.

Book chapters

The chapter describes the experience of Rosatom State Corporation in creating a corporate control system. The prerequisites for its creation, the course of discussion of options and the sequence of steps to define the CPS concept are described. The organization of the development of the CPS creation program, problems and difficulties that arose during this work are described in detail. The content of the main functional blocks of the control system is analyzed in detail: management of scientific and technical communities, scientific and technical content, rights to intellectual property. A roadmap for the creation of control systems at Rosatom for the period until 2015 is presented. Separate sections are devoted to the content and progress of work for each functional block. The most important projects of each block are described in the form of separate cases. The entire chapter is based on personal interviews of the book’s authors with direct participants in the work, the most striking quotes from which accompany the entire text.

The chapter is devoted to a review of foreign experience in transforming theoretical KM concepts into applied solutions and techniques. The main components of strategic KM are considered: management of organizational structure, changes in organizational culture, key competencies, external knowledge networks. Characteristics of the functions and tasks of knowledge management systems (KMS) are given. Attention is drawn to the presence of problem areas and errors when creating a control system in companies, as well as to the key success factors and typical mechanisms for implementing a control system. Options for KMS organizational structures, general principles of their administration, and basic IT tools used for KM are described. Finally, examples of building control systems in selected foreign companies (IBM, Siemens, Scanska, CSC Global) are given.

The chapter provides a description of the practice and experience accumulated in KM by Russian companies. The materials in the chapter are based on the results of a survey of 18 of the largest Russian companies conducted in the summer of 2012 by the Club of Directors for Science and Innovation. Specific KM tools used by companies are described. Conclusions are drawn about the changes taking place in the field of KM in Russian companies. In particular, about the active involvement of R&D directors in the work on creating a control system and their partial interception of the initiative in this area from specialists in the field of IT and HR. There is also a low degree of regulation in Russian companies of processes related to KM, and insufficient use of specialized software designed for this purpose. The chapter ends with a case describing the experience of OJSC Lukoil in creating its own control system.

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The formation, preservation, dissemination and use of knowledge is the most important task of managing the innovation activities of the State Corporation Rosatom and its organizations.

The knowledge management system (KMS), developed in the industry, allows you to quickly and effectively create conditions for the preservation and effective use of intellectual capital necessary for the emergence of innovative competitive products and the development of new markets.

Knowledge management activities cover all stages of the life cycle

Studying programs

As part of the implementation of KMS, to train qualified personnel and study basic technologies and tools for knowledge management, the State Corporation Rosatom has developed training courses on knowledge management in the nuclear industry

1. Seminar “Modern technologies of knowledge management in the State Corporation “Rosatom”.

The program consists of three modules:

1. Working with human resources (professional communities)

Professional experts, HR specialists, mentors, scientific personnel, specialists related to training personnel in production operations, academic secretaries, members of academic councils.

1. Working with content

Librarians, archivists, R&D researchers, specialists involved in the development of technological processes in production.

1. Working with rights to intellectual property

Patent experts, employees of intellectual property departments, lawyers.

1. Business simulation for intellectual capital management

Study of knowledge management mechanisms in the Rosatom State Corporation and assessment of their impact on the organization’s work (game form of implementation). Purpose:

• To study knowledge management mechanisms in the Rosatom State Corporation and assess their impact on the organization’s work.
• Emphasize the importance of proper knowledge management:
• Identifying and consolidating all the knowledge that the organization possesses.
• Assessing the risks of losing all critical knowledge and implementing measures to preserve it.
• Extraction and structuring of knowledge.

• Ensuring the availability of all knowledge in a single information field (formalization).
• The importance of identifying, protecting and commercializing the results of intellectual activity.
• Distance learning course “Modern technologies of knowledge management in the State Corporation “Rosatom”.

Independent study of KMS methods and tools.

Preservation of critical knowledge is the most important element of KMS

The critical knowledge preservation project allows organizations to systematically, timely and efficiently preserve the accumulated unique knowledge and experience of experts. A system for preserving critical knowledge was introduced in the division’s scientific organizations in 2013. During 2015, more than 280 experts with critical knowledge and about 300 relevant topics were identified in scientific organizations in the industry. The critical knowledge preservation project involved 125 people in 2015.

Digitization of paper archives

Specialists of JSC Science and Innovation have developed a scheme for digitizing archival materials of the division’s enterprises (in absolute terms, more than 200 thousand pages have already been digitized). The division's enterprises have access to the Elsevier system, and a system has been created for the division's enterprises to access the NTI portal. In 2013, a unified industry information resource on knowledge management was created. Since 2014, the corporate electronic library (NTI portal) has united 9 collections of scientific and technical information, including a multimedia library of critical knowledge, the information portal of the Scientific and Technical Council of the State Corporation Rosatom. Information classification is implemented on the basis of the NTI complex industry classifier. The industry has created two mobile digitization centers on the basis of the All-Russian Nuclear Center FSUE RFNC - VNIIEF and JSC VNIIHT. The task of the centers is to create an indexed electronic archive of documentation. Electronic archives of documentation provide the most effective preservation of information arrays and significantly save the time of scientific personnel on searching and working with the necessary material. The activity of the data center will significantly reduce the error when searching for information in huge amounts of archival data and will provide structured storage of scanned materials. The work of the data center will be carried out using high-performance equipment capable of high-speed scanning of documents of various types, efficiently and quickly searching for documents in the database of already scanned ones, integrating the database of scanned documents into document management systems and receiving full-text documents after scanning.

Social network of professional communities

The information system for managing the social network of scientific experts (IS UKSS), developed in 2013, was successfully implemented in 2015. The key results of the project are:

1. Tools and services of social networks to support the activities of communities of practice of the State Corporation Rosatom.
2. Formation of information space for:
   • online interaction of scientific experts, accumulation and structuring of knowledge;
   • solving loosely structured and innovative problems involving a wide range of specialists;
   • ensuring wide dissemination of information about grants, competitions, projects and other similar events.

ISUPRID

Electronic library of scientific and technical information

Foreign projects

International projects on the territory of the Russian Federation

An accelerator with ion beams with an intensity 104 times greater than existing data on the properties of matter at high energy concentrations and ultra-high pressures for new technology, incl. weapons complex, computer data processing methods (GRID)

FAIR - accelerator complex for the study of heavy ions (Germany, Darmstadt, 2011 - 2019)

ITER - thermonuclear reactor (France, Cadarache, 2007 - 2020)

Creation of a technological base for thermonuclear energy technology for industrial production of superconductors creation of powerful gyratrons new generation electrical engineering

MBIR - multi-purpose fast neutron research reactor (Russia, Dimitrovgrad, 2012 - 2019)

New research base for fast energy Exceeds all operating research reactors: in power - 150 MW; by neutron flux - 6*1015 4 coolants (gas, water, Na, Pb)

9 countries participating in the project 17.5% - contribution of the Russian Federation 4% - staff of Russian specialists Project cost - 1.07 billion euros

In 2012, a decision was made to place orders in the Russian Federation for 60 million euros.

7 countries participating in the project 9.5% - contribution of the Russian Federation 6% - staff of Russian specialists Project cost - 15 billion euros

High-tech production facilities have been created in the Russian Federation for the needs of foreign customers with projected revenues of up to 50 million euros/year.

Base for testing new types of fuel and materials for fast neutron reactors Project cost – 16.4 billion rubles

We talked about the knowledge management system in a high-tech company with Leshchenko Vladimir Olegovich , Head of the Knowledge Management System Department of Science and Innovation JSC (scientific division of the Rosatom State Corporation), Deputy Chairman of the Board of the KM Alliance Association.

REU: What, in your opinion, are the essential components of a functioning and successful knowledge management system (KMS) in a company?

LW: I see several mandatory elements for the successful operation of corporate control systems:

1.Support of top management

2. Availability of a team for the implementation and development of control systems

3.Developed IT infrastructure

4.Regulated business processes

5. Motivation system for KMS participants

REU: How to ensure the viability of a knowledge management system in the face of a change in company leadership/strategy?

LW: If we consider the control system as a business process of a company, then such a question cannot arise. We don’t worry about whether the accounting department or intranet systems will work when there is a change in management. Design the control system according to all the rules for designing business processes and this will solve a lot of questions.

REU: If there is a business process, then questions about leadership should not arise?

VL: Not certainly in that way. There certainly must be a leader. But we must distinguish between the leader and the customer. If there is no customer, then any local leadership will be ineffective. It will not find support, resources, followers. There must be a customer and there can be several customers. As a rule, knowledge management is ordered by HR as talent management, competency management, training program management, etc. Over time, the manufacturing sector, for example, the chief engineer’s service, becomes one of the main customers, since we have a large shortage of qualified personnel in production. Rosatom started with the scientific block. The customer was a scientific division interested in the commercialization of tacit knowledge. From the commercialization of knowledge, the life cycle of knowledge in Rosatom was built from the emergence of knowledge to its application/sale. The final product of Rosatom contains many elements of intellectual property that need to be provided with legal protection. Both individual elements of intellectual property and the entire product need protection, this is especially important in the international market. Subsequently, other divisions of Rosatom, for example, mechanical engineering, began to pay attention to the capabilities of ultrasound. The trick or know-how of Rosatom knowledge management that everyone knows is the KM life cycle, which includes elements of intellectual property.

REU: Please reveal the connection between science and ultrasound.

LW: During the discussion today I saw one big fundamental problem - the gap between practice and theory. I have the impression that the university community draws knowledge about practice from books. Maybe I'm wrong, but that's the impression I got.

We use KM tools to bring corporations and students closer together. Here the role of the control center plays a different role. What are we doing? First, we map the competencies of both the university and the company. The results of knowledge mapping allow the university to order what the corporation lacks.

Secondly, this is the involvement of senior students in corporate project teams, so that through “learning by doing” mentoring they study directly in the corporate sector. This is not a practice, but an innovative project activity of a corporation.

Thirdly, this is the participation of the student community in publications, in the packaging of those competencies and practices that were acquired in the company. Often the resources of the corporation itself are not enough for this, but students can greatly help here. The issue of digitalization is, of course, an issue of the Y generation and we should learn from them, not they from us.

Knowledge management as a system is a very cool tool, but unfortunately, underestimated by Russian universities. UZ can become a place of convergence between business and universities, ensuring that student training closely matches the needs of business and science. We all see that many university graduates do not work in the areas in which they were trained. This happens because the student initially chose the wrong thing. We're going the old fashioned way. Our higher education technology remains Soviet, in which there are no direct orders from the corporation. This is where I see a big problem.

REU: If we consider knowledge management as an international movement, then where is it going, what is it striving for?

VL: Nobody talks about knowledge management on the international agenda. We in Russia have only just come to this concept and are talking about it. In the international community they talk about information model management, competency management, and talent management. If we talk about trends, then of course this is the use of artificial intelligence technologies, neural networks, etc. in ultrasound. Using artificial intelligence to automate standardized processes. Using Big Data for decision making, this trend is coming to large Russian businesses. The effectiveness of Big Data application depends on how Big Data is collected, verified and classified, and the KMS is responsible for this. In modern conditions, we consider KMS not as an independent phenomenon, but as an infrastructure for the digital economy and for the management of intellectual property. The KM infrastructure enables decision making based on collected and verified data.

REU: What business process of the company is the control system integrated into? Or should KMS be considered as a separate process?

VL: It all depends on the customer. I have already said that whoever orders ultrasound is included in the process. If it's HR, then it's the business process of mentoring or talent management. If this is an innovative activity, then this is accordingly its business process. At Rosatom, knowledge management is built into various business areas as a sub-process. In the management of intellectual property and innovation activities - this is content management, management of rights to intellectual property. For HR, this is managing communities, mentoring, talent, etc. In the early stages, KM was designed as one business process. But if you look at modern KM publications or professional societies, you will see that KM is included in a lot of other business processes, helping lawyers, engineers or HR managers. Therefore, there is no universal solution here.

Ideally, KM is part of many business processes. When we say that this is part of many business processes, it automatically goes into the category of the organization’s work culture. A person must associate himself with the company. What's good for him is good for the company. And vice versa. If this realization comes, then we are on the right path. If the company culture is consumerist, then the answer is the same. If a specialist invests his time and intelligence in a company, then the return should be appropriate. This also applies to universities, by the way. And for companies it is very important what happens in universities. We hire university graduates. Accordingly, if we hire employees from universities where there is no KM, then we get employees without the KM paradigm inside. Therefore, Rosatom is vitally interested in ensuring that the control system, which has been tested in the company and good practice has been accumulated, is also used in universities. It was for this purpose that the project was transferred free of charge to the Russian Ministry of Education and Science for the transfer of Rosatom control systems to educational institutions of the country. We are interested in this because universities are suppliers of qualified personnel.

01.02.2013 , 16:19 | Press service of JSC "Science and Innovations"

Moscow, February 1, 2013 - A new (winter) cycle of public events within the project has been launched“Retaining Critical Knowledge.” The first event of this year was an open lecture by Professor R.E. Kuzin on the topic “Nuclear fuel cycle and sources of radioactive waste emissions”, held on January 31, 2013 at the JSC Leading Research Institute of Chemical Technology (JSC VNIIHT).

Speech by R.E. Kuzin brought together more than 30 young scientists from VNIIHT, as well as interested representatives of enterprises of the State Corporation Rosatom.Video materials from the lecture will be used in the future in the preparation of multimedia products on the topic “Nuclear fuel cycle and sources of radioactive waste.”

“Our institute has a huge number of unique, critical competencies, and we simply must convey them to young specialists so that the chain of expert continuity always remains strong,” A.E. commented on the last lecture. Egorov, director of JSC Science and Innovations, manager by proxy of the activities of JSC VNIIHT. -In addition, we strive not just to transfer knowledge: it is necessary to explain to young scientists the prospect of further application of this experience, its practical value. We want to show how a young specialist can tomorrow provide his family and himself with a consistently high income by remaining in science and adopting the experience accumulated at the institute and industry, instead of tomorrow leaving for some commercial company for the sake of making quick money.”

“The open lecture format is successful and effective, so it will be used in the implementation of similar programs in the future,” notes V.A. Smolsky, project manager for the implementation of a system for preserving critical knowledge in organizations of the Rosatom State Corporation. “The main advantage of this format is interactivity: young scientists have the opportunity to directly communicate with experts who were at the origins of the development of a particular direction.”

The project “Implementation of a system for preserving critical knowledge” started in mid-2012. To date, 5 pilot organizations of the Innovation Management Block of the State Corporation Rosatom have been connected to it. In 2013, it is planned to introduce the process in all organizations of the Rosatom State Corporation BUI, fill the corporate library of critical knowledge on the NTI portal, and conduct a training seminar for specialists of the Innovation Management Block of the Rosatom State Corporation on organizing the process of preserving critical knowledge.

Documents regulating the procedure for preserving critical knowledge were developed taking into account the recommendations of the IAEA and the own experience of Rosatom State Corporation organizations. The process of knowledge preservation (methods of identifying, assessing the risks of loss, extraction, formalization, structuring), as well as multimedia products used as the main means of knowledge preservation, were fully developed by specialists from the National Educational Institution of Further Education and Training of the Central Asia.