A KM JOURNEY

How I got to here? 1

Lyn MurnaneManager CoE – Knowledge Management

Analytics, ANZ

2

TOPICS

About Lyn

A journey

KM stuff you’ve heard before It’s all about the stuff!

A framework based on experience

Examples 3 organisations 4 examples

Ovrerview Challenges Changes Outcomes Measures

Where might you start?

3 I 3

ABOUT LYN

Oct 2011- Mar 2013• Manager – Learning

and Knowledge Systems

• 2 x Knowledge Bases• 2 x community sites• e-Learning Management

January – October 2011 Manager –

KM• Manage 10,000 answers,

system upgrade, new process, conatrct

negotiatons • And a team of 6

RMIT – Graduate MB(IT) – 2011

June – December 2010 Knowledge

Manager• Delivered 1st draft e-

learning solution

2008 – 2010 KM Stakeholder Engagement

4 I 4

HOW I LEARN The Internet

Library of the World at my fingertips

Running chat sessions in v1 of MSN (trivia quizzes)

MBIT @ RMIT Subjects of keen interest

KM

BI

Change Management

Governance

Personal Networking 1st KM role discovered thru a fellow MBIT student

Other learning Lynda.com

Short courses

Gamification MOOC – Coursera. Org – UPenn ( certified)

Lean Yellow Belt – online

Diploma Marketing - online

5 I 5

CIRCLE OF INFLUENCE

• IT Training & support • Technical Writing• KM Systems

• Knowledge Manager• KM Business

Consultant• Stakeholder

engagement• Collaboration with

SMEs• Networking

• Social networks• Blog - genverbosity• Twitter - @boffin66• Networking• Communities of Practice

• KMrt• KMLF

• Instructional Design• E-learning development• User feedback

6 I 6

WHAT SKILLS DOES A KNOWLEDGE MANAGER NEED?Customer / User OrientationLeadershipAnalytical Thinking and Decisive Judgment

CommunicationsFacilitate sharing & collaborationTeamworkLearning and knowledge sharing

7 I 7

SOME DATA

The average office worker spends 28 hours a week – or nearly 1500 hours a year - writing emails, searching for information and attempting to "collaborate" internally, according to a new report.

A new global report by McKinsey Global Institute, the research arm of management consultancy McKinsey & Company, argues wide adoption of social media technologies by businesses could cut down some of the time-wasting involved in emailing and improve worker productivity by 20 to 25 per cent. http://www.smh.com.au/it-pro/business-it/workers-spend-61-per-cent-of-their-day-lost-in-email-and-information-20120730-23957.html

19.8 per cent of business time – the equivalent of one day per working week – is wasted by employees searching for information to do their job effectively, according to research released today by Interact. http://www.it-analysis.com/services/outsourcing/news_release.php?rel=38149

And sometimes I do remember to reference!

8 I 8

KNOWLEDGE SHARING DATA

Social Media Participants – a good alignment to measure knowledge sharing

ToolsFindable

AccessibleUseful

ContentUsableDesirableUseful

GovernanceCredible

Trust

Change & ImprovementValuableUseful

Lyn’s KM FrameworkIn progress

10 I 10

A KM STRATEGY

Let’s start with some examples1. Medibank2. Telstra3. IDP Education

OverviewChallengesChangesOutcomesMeasures

11 MEDIBANK PRIVATE - 2004

Implementing KM at MBP

EXAMPLE 1

12 I 12

MEDIBANK PRIVATE - OVERVIEW Market share in PHI

Australia 29%

Number of people covered 3.8 million

Total Revenue $5.9 billion

Total benefits paid $4.6 billion (84.8% of

contributions)

No. customer transactions in 3 million calls

PRIVATE HEALTH INSURANCE: Highly government regulated

– and the regulations change frequently

Extremely complicated – for staff as well as customers

Customers often don’t really understand their cover until they claim

PHI is a high use insurance compared to other insurances

http://www.medibank.com.au/Client/Documents/Pdfs/MPL_Annual_Report_2013.pdf

13 I 13

OVERVIEW

Medibank’s culture – the approach to change

“Empowerment for the Ground crew”

“We don’t need a McKinsey or a Boston Consulting to tell us how to improve the business – we’ve got over 1200 ‘ground crew’ staff who know exactly where the real gaps are to be addressed in the business,” George Savvides – MD.

“We embrace change better when we do it ourselves “

14 I 14

Intranet

Inconsistency

Multiple Sources

Intranet – 1400 files, out of date, inconsistent, poor search, slowMany sources of information: Lotus Notes, shared drive (40,000 files), local info, Circulars

Help desk calls - 20,000 internal staff helpdesk calls per month Communication to frontline staff ineffective – Circulars, Manuals, Guides, many emails, 400 page policy documents

.

Customers UnhappyGiven Inconsistent information Staff RetentionFeedback from exit interviews - staff leaving because not sufficiently supported to do their jobs effectively

CHALLENGES

Help Desk Calls

Access to knowledge was confusing, inaccurate and inconsistent.

Ineffective

Comm’s

Staff Retention LOW

Unhappy Customer

s

15 I 15

DESIRED CHANGES

Departments

•HR•Marketing •Compliance•Product•PHI•Fund Policy•Complaints•Finance•Corporate Affairs

Modes

• Single Knowledge Repository

Staff Engagement

• I am in control• Consistent messages

• Reduced Complaints

Customer Satisfaction

• More satisfied• Better service

Image: http://www.johnhaydon.com/wp-content/uploads/2009/04/twitter-many-to-one.jpg

Knowledge Enablers

16 I 16

CHANGES - HOW?

Pilot Assess what are the

biggest pain points Deliver a pilot / small

version of a knowledge base

Include frequently asked questions and used materials

Assess outcomes

Measures Average handling times Staff turnover / retention Helpdesk calls Ex gratia payment

savings

17 I 17

AND MEDIBANK’S KB WAS BORN Max and Molly – 2 different KB applications

Max was for customer facing processes Molly for corporate processes and support

Both named by staff in a competition

Sold using branded gadgets, stress balls, umbrellas etc

18 I 18

MAX 2009

19 I 19

0

100000

200000

300000

400000

500000

600000

700000

800000

900000

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

04-05

05-06

06-07

07-08

08-09

09-10

OUTCOMESMax / Molly / Intranet

20 I 20

OUTCOMES Team

Built by staff for staff

Frontline engagement focus groups (personas) super user group Competitions, surveys road shows

Brand – identity stickers, soft balls, umbrellas quick reference guides/materials

Tool good search no bells and whistles met requirements easy to use

Ongoing support Feedback mechanism was and still is the

most popular feature

Content Write it for the audience Write if for how they think about it Avoid jargon

Resistance Business experts & Management

engagement

Approval process subject matter experts took three times

longer than expected

Training self-paced workbook didn’t work well for

call centre / retail environment

21 I 21

Ongoing Costs if status quo remained > Millions

MEASURES - COSTS

Ongoing savings if change happens ~ Millions

Ongoing Costs without change• Training – new starters • $12.5Keach / 30% turnover• Staff Help Desks • 20,000 calls to 2 helpdesks. • Call Handling Time• Ex Gratia Payments • Cost MPL $500,000 in FY03. Consistent, complete and accurate information in a central repository has the ability to reduce this cost.

Ongoing Costs –after pilot• On-going costs 6 staff and support.• Benefit realisation within three months.• All Handling Time - The Pilot Program statistics demonstrated a reduction of 6.3% in Call Handling Time.

22 I 22

MEASURES - REPORTS

Users Measure no. of times

users access certain items in KB

Ensure participation by enforcing access to news items

Content Review

23 TELSTRA

EXAMPLE 2

24 I 24

TELSTRA - OVERVIEW

Know How – an intranet based process and sales information tool that supports 14,000 users – onshore , offshore and industry partners.

Know How's key focus is support of personal customers Includes some support for

Telstra Business (Small Business)

Telstra has 10 ‘official’ KM systems

100’s of unofficial tools including spreadsheets, personalised web pages, databases etc

25 I 25

KNOWHOW - CHALLENGES Observations – content / information is verbose and not user

friendly

No collaboration

Feedback loop is sporadic and not transparent

No Governance, archiving or expiry of content unless requested

26 I 26

CHANGES

User Feedback forums What does KnowHow sound like / its character Understanding what works and what doesn’t What’s missing? Suggestions for inclusions Getting engagement / buy-in

Assessment of value of outsourced publishing Outcome – publishing was insourced again

27 I 27

OUTCOMES

Governance model

Audit process

Expiry process

Writing style guide

Publishing style

New content management system should automate some of these processes

28 I 28

MEASURES

29 I 29

OTHER -TELSTRA BIGGER PICTURE Project to create a company wide KM strategy

Aims to create a single source of truth

High level governance model

Has leadership support and cross business unit endorsement

Project currently being scoped and mapped

Identifying measures of success

30 IDP EDUCATION PTY LTD

EXAMPLE 3

31 I 31

IDP EDUCATION - OVERVIEW

IDP – Education placements – market leader. Placements in AU, US, CA, UK & NZ

IDP Education also manages and part-owns the IELTS test – the leading test of English language proficiency for study and migration.

IDP is 50% owned by IDP Education Limited, a company owned by 38 Australian universities, and 50% owned by SEEK.

27 countries – 500 counsellors (Student Recruitment)

32 I 32

OVERVIEW - OSCAR - 2010 Overseas Student Central Advice Resource

CRM implemented to manage the end to end student application process

Student Enquiry

Best match course

Application Managemen

t

Visa Assistance

Offer from Uni

Needed data about all providers (unis) and their courses

33 I 33

CHALLENGESIDP KNOWLEDGE - OSCAR

136,000 knowledge base pages 99% data collected about universities and their programs

from publicly available information 1600 manual knowledge articles

Provided by local staff, or from Uni Location based Visa information Presentations from universities Links to Uni sites & videos Info about scholarships & application requirements

34 I 34

CHALLENGES KB sold as matching tool

Confused about how / why

Visibility of content Issues with accessibility & control

of information

Search How to return relevant results from

so much content

Navigation Where to find the content

Governance Guidelines Review & Archiving process

Learning Tool Research new destinations

& locations

Collaborative Learning

35 I 35

CHANGES

2nd project to add more functions and fix issues

Support desk produced a tag line

We needed to give OSCAR some life

Character and tagline born

36 I 36

CHANGES

37 I 37

MEASURES

OSCAR Connect Measures - last 90 days Result % Result Target Total Last weeka. Decrease number of staff not yet participating in OSCAR Connectb. increase adoption

Active Users 208 38% 70% of licences 550 210Creators (have posted) 48 23% 24% of active users 50Commentors 74 36% 33% of active users 77Inactive 342 62% 30% of licences 340

         

KB Reporting

used

def

ault

keyw

ord

repo

rt

to co

ver a

ll Current Measures 24-Jun 1-Jul 8-Jul 15-JulKB Logins (Adoption Report) 6038 5532 6239 8201Keyword Searches (Counsellors) 899 978 1401Weekly '0' Results 128 101 111Answers Viewed (Counsellors) 1644 1396 1573 1848Matching Sessions 1453 1566 1714 1307OSCAR Connect Views 511 364 136 143OSCAR Connect Posts 44 33 16 6OSCAR Connect Comments 216 97 35 28OSCAR Connect Active Users 87 70 50 49

Answers Viewed (Counsellors)

971 11

1575

7 839 10

1273

311

1610

2110

9011

00 1250

905 10

0816

8316

0214

5714

2614

0014

6519

9720

23 2109

1857 20

6015

8222

90 2521

2470

2820

2487 27

6323

7323

5723

3222

1522

2428

17 2997

2904

2864

2794

2658

2553

2243

2835

14-O

ct21

-Oct

28-O

ct4-

Nov

11-N

ov18

-Nov

25-N

ov2-

Dec

9-D

ec16

-Dec

23-D

ec30

-Dec

6-Ja

n13

-Jan

20-J

an27

-Jan

3-Fe

b10

-Feb

17-F

eb24

-Feb

3-M

ar10

-Mar

17-M

ar24

-Mar

31-M

ar7-

Apr

14-A

pr21

-Apr

28-A

pr5-

May

12-M

ay19

-May

26-M

ay2-

Jun

9-Ju

n16

-Jun

23-J

un30

-Jun

7-Ju

l14

-Jul

21-J

ul28

-Jul

4-A

ug11

-Aug

18-A

ug

All Users Keyword Search vs '0' Results Keyword Searches (Counsellors)

Weekly '0' Results

38 I 38

GAMIFICATION AT IDP?? What?? Gamification:

The use of game elements and game-design techniques in

non-game contexts

“For the Win” Kevin Werbach, Dan HunterWharton Digital Press - 2012

http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using-gamification-in-mr-as-a-complimentary-tool/

39 I 39

OSCAR COMMUNITY

More engagement

Ideas for improvements / additions

Discussion of issues

Share info

40 I 40

HOW WE GOT SOME GAME Treasure Hunt

Ask a question in community site

Users search in KB Answer via KB feedback

(v1) Answer via community

site (v2)

Impact is increased visibility ongoing

41 I 41

COMMUNITY REPUTATION Depending on points accumulated, a

different ‘bling’ icon is displayed next to a user’s name

By viewing the change in Member numbers, I can see who has changed from ‘lurker’ to participant.

Last year, I had 310 Members and only 1 new user so 7 people felt ‘moved’ enough to comment this week.

42 I 42

GAME RESULTS

TH 1 TH 2

43 I 43

WHAT ARE THE GAME PARTS? PBL

Points Badges Leaderboards

Examples of extrinsic motivation

Not intrinsic so may well prove to be unsustainable

44 IDP IELTS

EXAMPLE 4

45 I 45

IELTS

Test Centre

Test Centre

University accepts results

Employer accepts results

IELTS Test Centre

IELTS results are accepted by more than 8000 organisations in more than 135 countries.

IELTS results are accepted by more than 3000 institutions and programs in the US.

The IDP IELTS test centre network offers IELTS in more than 200 locations globally.

Example Sites

IELTS

More than two million IELTS tests were taken in the past 12 months. IELTS is available in more than 130 countries. There are more than 900 IELTS test locations worldwide. The IDP IELTS test centre network offers IELTS in more than 200 locations globally. IELTS is available up to four times per month, 48 times per year.IELTS results are available after 13 calendar days.

IELTS test is jointly owned by IDP Australia, Cambridge and British Council globally.IELTS in Australia is wholly owned by IDP

46 I 46

OVERVIEW - PROJECT IELTS CRM for Central

Disparate record management Centralise Agile project

High level Reqs – Week 1 December 2012 Build – Week 2 -3 December 2012 Showcase – January 2013 Pilot launched February 2013

47 I 47

CHALLENGE - A KNOWLEDGE BASE? Support and queries managed by central team via email

How to give test centres the power to help themselves

Suggest a KB Why should some wait overnight or over weekend for

response?

48 I 48

CHANGES

Assess Issues / pain points Assess FAQs from enquiry inbox Assess common issues and requests from Regional Managers Assess common audit issues Build content around these main pain points

Ask network what they need? Ask them if they wish to participate in testing, feedback and

naming ‘iKnow’ is born

49 I 49

OUTCOME – EARLY RESULTS

KB launched 27 June 2013

Feedback positive

400 answers and growing

Participation from all sites not just head office

And hey, I won an award!

50 WHERE MIGHT YOU START?

Looking at KM in your organisation

51 I 51

IDEAS

Start small

Pilot

User interaction Understanding gaps and

pain points

52 I 52`

http://www.slideshare.net/kmpc/km-roadmap-co-p

53 I 53

“Anyone in the organization who is not directly accountable for making a profit

should be involved in creating and distributing knowledge that the company

can use to make a profit” Sir John Browne – CEO of BP

Interesting article on BP’s knowledge management strugglehttp://www.ikmagazine.com/xq/asp/sid.0/articleid.750C40CD-3510-47CA-9827-5403ADCE1D93/eTitle.Greater_than_the_sum_of_its_parts_Knowledge_Management_in_British_Petroleum/qx/display.htm

54 I 54

CLOSING

Questions

www.genverbosity.wordpress.com

lynmurnane@gmail .com @boffin66