Bridging theory with practice
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Bridging theory with practice Bridging theory with practice Presentation Transcript

  • It’s a win-win: Bridging Theory with Practice via IKNS Capstone project Presentation to SIKM Leaders, Aug. 20, 2013 Linda Hummel, Enterprise Knowledge Manager
  • Outline • Introductions • Setting the stage • 5/3 Bank overview • Columbia University IKNS program overview • How I got connected to the program • 5/3 sponsored project description • Lessons learned • Wrap up and questions
  • Fifth Third Bank: A Curious Name 1865 The Bank of the Ohio Valley (BOV) started with $25,000 1871 Third National Bank acquires BOV and becomes largest bank in Ohio 1908 The Fifth National Bank and the Third National Bank merge to become the Fifth Third National Bank 1927 Fifth Third National Bank and Union Savings Bank & Trust become the Fifth Third Union Savings Bank & Trust Co. (FTUTC) 1969 Fifth Third Union Savings Bank & Trust Co. was renamed Fifth Third Bank 1975 Became incorporated as Fifth Third Bancorp
  • Fifth Third Bancorp Facts 4 main businesses: Commercial Banking, Branch Banking, Consumer Lending, & Investment Advisors 15 affiliates in 12 states 27 billion dollars managed for individuals, corporations, and not-for-profit organizations 33 percent interest in Vantiv Holding, LLC 106 Bank Mart locations open 7 days a week inside select grocery stores 122 billion dollars in assets 308 billion dollars in assets under care 1,325 full-service Banking Centers 2,200 Employees
  • The 5/3 Bank KM Challenge: Brand new knowledge management program with critical need to educate, activate people's passions and interest, and identify the longer term governance and change components to be successful.1 As a new KM program there was an opportunity for a knowledge strategy intervention, as well as near-term tactical needs. 2 3 The goal is to reach a KM Maturity of 1.5 by the end of 2013 (using APQC Maturity Model).
  • How I got connected • Discussion with Kate Pugh, Academic Director, Columbia University Information and Knowledge Strategy • Filled out Capstone Project 2013 Sponsor form • Project was accepted into Capstone program • Sponsors presented their projects at April residency (including Conoco Phillips, Motorola, World Bank, World Wildlife Fund, Pfizer, NASA) • Students reviewed all sponsor input and gave input on their choice • Students were matched with projects/sponsors • Sponsors kicked off projects with their teams
  • filename goes 7Master of Science in Information and Knowledge Strategy 7
  • Why Information and Knowledge Strategy Masters Program ? The most critical challenges facing business leaders lie at the intersection of information management and human collaboration. • search Columbia and Information and Knowledge for more information Columbia University’s M.S. in Information and Knowledge Strategy program prepares knowledge practitioners to plan and lead knowledge and information services, improve collaboration and networks, and create innovative knowledge products. •
  • M A S T E R O F S C I E N C E I N Information and Knowledge Strategy 16M O N T H S 3R E S I D E N C I E S 8C O U R S E S 2E L E C T I V E S 1C A P S T O N E Capstone: Recommendation and Implementation phases
  • IKNS Residency Case Analysis & Simulations Faculty and Industry Experts Networking Events Focused Skill Workshops Fun
  • Core courses include … • Information and Knowledge Strategy in the 21st century economy • Management and Leadership in the Knowledge Domain • Organizing and Accessing Information and Knowledge: Practice and Methods • Networks and Collaboration: Issues and Methods • Information policy and Regulatory Issues • Business Analytics and Strategic Intelligence • Enterprise Wide Applications and Project Management
  • QUESTION FOR AUDIENCE: where does the motivation come for a KM investment -- external threat, top-down or bottom up, performance disaster or opportunity, etc. ? •Is it proactive or reactive? •Is it top down or bottom up? •Is it due to an external threat or failure, or is it because the business value is recognized by senior leaders?
  • Capstone Possible Capstone Projects Ideal clients will be established organizations who have come to see knowledge as critical to their competitiveness and productivity, and to their interactions with stakeholders, such as employees, customers, partners, and regulators. Taking these impacts as end-goals, student projects might include:  Improving knowledge-sharing patterns and incentives  Designing a business analytics competency for decision-making  Improving or introducing knowledge networks or communities  Improving or introducing social media and other collaboration processes
  • Capstone Overview IKNS Capstone Launch 14 1st part Individual research Implement Sponsors’ Projects 2nd part Team Implementation Coach/ Facilitators IKNS Courses, personal knowledge Inputs Inform research and actions Coach/facilitators guide conversations and progress: individual, team and with sponsors Identify cross- team learning Shared engagement Shared engagement Shared engagement Peer-to-peer give and take
  • Sponsors’ Roles • Scope the project - help the students understand your project, what you want from them • Introduce students to your staff as needed - especially if you want students to interview staff • Provide the background to your organization, and your KM program/challenges • Give feedback on their progress • Collaborate with us, share your own ideas and requests that they can help you with • Do what is necessary so that they can implement/help you implement their action plans and recommendations 15
  • PROJECT SCOPE & ASSIGNMENT Herald Barber Guidance for Analytics Caroline Gallego Content Management Daniel Fagbohun Communities of Practice KM Benchmarks
  • DELIVERABLE • Benchmark Fifth Third’s KM Services based on APQC methodology. • Propose recommendations that addresses identified gaps • Design and implement a Community of Practice along an existing knowledge domain that is critical to sustaining growth and innovation - Implementation Phase. APPROACH • Data collection – APQC shall be the primary resource for Benchmarking. Identify relevant measures/ performance metrics and best-in-class KM practitioners • Research & Analysis – Compare Fifth-Third’s performance with its Peers, Industry, Revenue group. Identify gaps, determine performance enablers • Document findings & provide recommendations. LESSONS LEARNED • The dynamism and enthusiasm of Fifth Third’s knowledge Management team should be leverage by leadership to create a learning organization. • Benchmarking is a great tool that can enable an organization to develop a sound business case for KM as well as understand where best to concentrate effort and funds BENEFITS Benchmarking • Development of a quality improvement tool that helps Fifth Third to become aware and better manage its Knowledge Management performance based on important targets/metrics CoP • Improved operational efficiencies resulting from the ease of tacit knowledge sharing • Standardization across the organization assuring process effectiveness KM BENCHMARKS
  • Benchmarking HIGHLIGHTS  • Overall maturity level is 1 - “Initial” – on the APQC KM MM. • Compared results to >140 other companies • CAT results indicate most struggle with “People”, “Processes” vs. “Strategy”, “Content and Info Tech” • Similarly, Fifth Third had its highest avg. rating of “2” in “Content and Info Tech”
  • QUESTION FOR AUDIENCE: Do you find the amount of time you and the people in your company spend looking for information is increasing or decreasing? Why?
  • CONTENT MANAGEMENT APPROACH Gather information  Review of current processes and systems  Survey of Consona/Knova users  Interviews with key stakeholders 2. Analyze information collected 3. Document findings and provide recommendations DELIVERABLE Create an implementation plan of a Content Guidelines / Information Governance Model that will include search tips, knowledge mapping template and the analyses and improvement recommendations of the authoring process in the current KM platform and content lifecycle management. BENEFITS 1. Improved operational processes through workflow efficiencies 2. Improved customer retention by having the right information when assisting the customer. 3. Provide opportunities for collaboration and innovation. LESSONS LEARNED  The Knowledge Bank (KB) is not being used to its full potential.  Users tend to call the Help Line before searching the KB  Inconsistencies with knowledge creation, identification, collection, issues with knowledge creation, identification, review, share, access and use.  Inconsistent search results due to poor dictionary / terminology controls
  • Content Management Highlights • Develop procedures, methods and tools around APQC’s 7 Steps to Knowledge Flow Process for consistency and improved user experience with the KM tool. • Design and implement a process for approval of dictionary terminology for improved search results. • Develop a strategy for improved engagement and participation with the Knowledge Bank
  • KNOWLEDGE ANALYTICS DELIVERABLE Provide guidance on a framework for measuring the performance of the Knowledge Bank in line with the goals and objectives of an evolving Enterprise Knowledge Management Strategy .  Knowledge Bank Measures Inventory  Roadmap for Implementation – Leveraging QlikView Capabilities APPROACH 1. Gather information and conduct interviews on current analytical capabilities of Fifth Third. 2. Perform research and assess the bank’s analytics maturity model using Service Innovation’s Knowledge-Centered Support model and APQC’s 7 Step Knowledge Analytics Process Model 3. Document findings and provide recommendations on achieving desired state. BENEFITS 1. Clear articulation of current and desired state of the Knowledge Bank’s performance measures. 2. A framework for matching business goals with organizational capabilities and methods to measure performance. 3. Plan and coordinate current and future analytics investments and activities. LESSONS LEARNED 1. Frameworks for performance measurements already exist. No need to re-invent the wheel. 2. Measures used should be phased-based and aligned to broader Enterprise KM strategy. 3. Full potential can be realized if data from process based measures can be married with HR, Customer and Financial data to provide actionable insight for future KM investments.
  • Analytics HIGHLIGHTS  Business article style paper with Executive Summary & Key Takeaways section:  Knowledge Centered Support Methodology can be leveraged (no need to re-invent the wheel)  Strategic Framework as foundation for any metrics initiative  Technology issues important but secondary to strategy  Importance of Change Management  Tools for kick-starting the analytics effort  Approach for strategic framework and alignment with performance measures  Excel Spreadsheet tool for Maintaining Performance Measures
  • APPENDIX Bridging Theory with Practice
  • Linda Hummel – previous experience  Knowledge Management Leader, GE Energy  2008 – 2012 responsible for establishing, communicating, and driving knowledge sharing to realize shared intelligence, improved performance, and competitive advantage. Provided timely access to relevant knowledge via a Knowledge portal and Google enterprise search, made tacit knowledge available by building an expertise locator, and created the framework for communities of practice.  Director, Global Knowledge Management, NCR – Teradata  2005 – 2008 created, executed and grew Teradata’s knowledge management strategy and initiative throughout the organization; achieved business gains by decreasing costs, increasing margins and growing revenue.  Senior Manager, Accenture  1999 – 2003 Responsible for developing/maintaining global, enterprise-wide knowledge repositories, managing the online portion of ERP curriculum and setting strategic direction for technology, learning content, processes and deployment. Enabled practitioners to transfer and acquire knowledge more effectively, leading to improved profit margins.
  • Sources: 1. Content Management photo by Garry Knight, Creative Commons Attribution-ShareAlike License 2. Analytics photo by John-Morgan, Creative Commons Attribution License 3. CoP photo by Wlodi, Creative Commons Attribution- ShareAlike License 4. KM Benchmarks - “Achieving High Performance: The value of benchmarking”- An Accenture documentation by Chuck Wise and Management Analysis & Development website - http://www.mad.state.mn.us/benchmarking 5. Analytics at Work: Thomas H.Davenport - Jeanne G.Harris - Robert Morison - Harvard Business Press - 2010