Nzumbe Nyanduga, Games Analytics Manager, checking the output from data capture sensors at the Gymnastics venue during a training event.


adapted. So I was particularly delighted when Chris Payne, who heads up the IOC’s Information, Knowledge and Games Learning (IKL) Unit, agreed to share their story for the benefit of the global CILIP community. Chris, who is also one of the KM “Chefs” featured in “The KM Cookbook”, has kindly agreed to respond to a few questions.


I’ve­described­in­outline­why­I­ b­ elieve­the­IOC­focuses­on­knowl- edge­and­information­management,­ please describe the how and the what. Chris – Our mission is to promote and stimulate both innovative and inte- grated learning in the delivery of the Olympic Games.


More specifically, the “how” starts with getting everyone to understand and believe in the power and potential of sharing collective and individual knowledge. Because we have such a clear and direct knowledge client in each consecutive local organising com- mittee, making this part of our DNA, whilst not without challenges, is not so hard.


We then heavily promote the individ- ual’s right to learn, in ways that best suit them; offering quite a variety of learning options – for individuals in both the organising committees and increasingly in the IOC administration


December 2021


itself. Good organisational learning starts with the right attitude – we need people with a lifelong commitment to learning new things. There is so much change, developing new capabilities is critical, and the “what” focuses on this.


For example, we nurture and develop the natural progression in the way people consume content, from data to informa- tion to knowledge to learning. The effec- tiveness of “what” we do is really judged by how much we help Games delivery stakeholders reach sound conclusions and make robust decisions.


We work hard at what we think is a meaningful source for all key information assets, ensuring the architecture is aligned with the way people work. We help people understand where knowledge can be found, often, for example, by promoting various community discussions, using a network of champions.


And then we promote the learning op- portunities, including a lot of social learn- ing, executive education and experiential observation opportunities.


Please tell our readers a bit about you,­the­composition­of­your­team,­ the­skills­you­draw­on­and­how­you­ work­with­the­organising­committee­ of­the­host­cities?­Why­is­your­func- tion­crucial­to­the­IOC? Chris – I’ve been around the major events world a long time now. I think two things


have helped me a lot over the years. I am a huge fan of John Adair’s work on lead- ership, which I learned about as a young Army officer; it’s been a rock on which I’ve built many teams.


I also use a systems-thinking approach to problem-solving, mostly human systems in the Games world, given the massive cultural variations we see. A practical systems-thinking approach offers tools to challenge complex situations and find solutions.


Overall, we’re working within the framework of the IOC’s Agenda 2020+51 – a collaborative initiative involving all constituents and stakeholders of the Olym- pic Movement. Its intention is to secure greater solidarity, further digitalisation, increased sustainability, strengthened credibility and a reinforced focus on the role of sport in society.


At a more operational level, we are one year into a new strategy, which is built on four main project portfolios. There is always a lot of room for improvement, but I’m confident this is a good strategy that will help us in the coming phase. Data and Analytics (DA) is about measure- ment and insights. If you can’t measure it, you can’t manage it! We develop self-service options that keep up with the demand for analytic capability.


Information Management (IM) is about structure and standards, orchestrating a consistent information architecture and


INFORMATION PROFESSIONAL DIGITAL 23


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