Interview with Dr Charles Bixler

Citation

(2007), "Interview with Dr Charles Bixler", VINE, Vol. 37 No. 2. https://doi.org/10.1108/vine.2007.28737baf.001

Interview with Dr Charles Bixler

Interview with Dr Charles Bixler

Can you give us a short summary of how you got involved with KM?

C.B. In 1998, I was in the final efforts of working on my doctoral dissertation centered on risk management. By good fortune, I had the opportunity to meet with both Douglas Weidner and of course you (Dr Mike Stankosky). After an introduction to the world of KM, I became convinced that this was a new, vibrant and fresh area that could revolutionize business, government and academia. I changed my dissertation efforts to focusing on the practical side of KM and where and how it will impact the way we do business. After diving head first into the subject, I became convinced that this discipline would be the catalyst for solving many of the complex problems of today’s business environment – in short, those that adopt the principles of KM would have a dramatic competitive advantage.

I know you were the first person to receive a Doctorate in KM, and also that you have been a major practitioner for several years now. Can you tell us what golden nuggets you picked up along the way?

C.B. One of the key drivers for KM has been the advances in technology and the adoption of significant IT tools such as the internet. The ability to rapidly, effectively and painlessly store and retrieve information has been remarkable – couple this with the great advances in collaboration tools and we are revolutionizing businesses today. The primary nuggets to successful KM seems to center on the following goals and principles:

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  provide immediate “on demand” knowledge for solving problems, streamlining workload, and focusing on enhancing enterprise performance;

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  promote cross-functional expertise to solving enterprise operating problems;

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  encourage an environment for shared and creative problem solving;

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  provide an easy and accessible database of “best practices” for the enterprise’s industry and core competencies;

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  develop a collaborative environment for both formal and informal experimentation to lead to innovation and the development of new products, processes, and services;

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  work now to preserve legacy knowledge (intellectual capital) for future enterprise workers;

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  provide the foundation for implementing and integrating new tools and technologies to enhance internal operations and workflow;

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  identify “thought leaders”, both internal and external, for creating knowledge and solving enterprise-wide problems – and create easy access to them; and

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  provide the methods and means for importing knowledge from outside the company and encourage benchmarking with other firms.

What are some of the major obstacles in implementing a KM program?

C.B. Some of the most significant issues today are the lack of understanding and the misunderstanding of what you are attempting to accomplish with KM.

Most agencies and corporations have existing technology tools – but have failed to apply them. There is no magic to KM – as any discipline, it requires hard work and focus to enact implementation – and once implemented needs to be maintained. Additionally, any KM system is subject to misuse and information corruption – potentially causing major damage.

Where do you see KM going? Is it dead, as some people proclaim?

C.B. After being a student as well as practitioner of KM over the last seven years, I can clearly say that it is real … and it is bringing documented measurable value to the enterprises, including the government organizations that have embraced it. I am tired and frustrated with many “thought leaders” who proclaim KM dead – many times just to sell a book. Working with major government agencies such as the Department of Homeland Security, KM continues to be a top priority –if not the highest priority. I will say that the term “knowledge management” may not always be the preferred “term”. In most government activities, I use the term “information sharing”, which in my opinion is a major subset of KM. The term “information sharing” has become “more popular” in most areas of government and more widely understood – my belief is that we are dealing with semantics and nothing has changed.

Any final thoughts on what is the next great management fad to succeed in the new economy?

C.B. Change management! I believe that technology innovation at a very high rate will continue to disrupt our businesses and general operations. The firms that are able to deal with the change and necessary technology adoption will constitute the survivors.

Energy management! I also believe that the reality of our extraordinary high use of petroleum-based energy will be the next issue to overcome – and will generate major new businesses and management opportunities that will have enormous impact on our economy.

About the interviewee

Dr Charlie Bixler is currently a Managing Director for the Department of Homeland Security for BAE Systems Information Technology managing all aspects of a complex and highly dynamic programs in the government IT environment. He has the unique professional posture of combined extensive government service, senior management in large systems integrators, small business management experience and significant and relevant academic accomplishment. Dr Bixler has extensive knowledge management, program management and business development experience with both the government and industry in the complex government contracting environment. He has managed billion-dollar programs successfully with mission accomplishment as his top priority. Additionally, he is a Professorial Lecturer at The George Washington University in the School of Engineering and Applied Sciences.

Dr Bixler has extensive experience in the area of major systems development projects, including research, development, production, and acquisition. He personally developed a life-cycle process framework for information sharing strategies and initiatives. Additionally, he served in the United States Navy for over 23 years and performed the duties of Program Manager, Test Pilot, TOPGUN Instructor, and operational F-14 Fighter Pilot. He has flown 33 different types of high-performance aircraft with over 4,500 flight hours and 500 carrier landings.

He has formal teaching experience at The George Washington University and the US Navy (including advanced jet training, TOPGUN, and Test Pilot School). He has been active for nine years with The George Washington University as an adjunct faculty member, delivering courses at the masters and doctoral level.

Dr Bixler holds a Doctor of Science in Systems Engineering, Master of Engineering Management (with Commendation) from The George Washington University, and a Bachelor of Science in Aerospace and Mechanical Engineering from Oklahoma State University. He is a graduate of the US Navy Test Pilot School. His dissertation research area was information sharing and knowledge management.

His decorations include the Legion of Merit Medal and the Navy Commendation Medal. He is a Commander (retired), United States Navy.