Presentation by Adriaan Jooste to the SIKM Leaders Community call on October 20, 2015

1. Knowledge Management:
“Selling” KM Inside Your
Organization
(Slides In Support Of A Conversation
In The SIKM Leaders Community)

2. Knowledge Management
at Deloitte
(This is a Quick Contextual “Scene Setter” - Not the Full Overview)

3. © Deloitte LLP and affiliated entities.
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and local clients in all major industries and sectors
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Audit &
Assurance
~200,000 people in 153 Countries
Enterprise Risk
Services
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Knowledge Management at Deloitte
Deloitte is the largest private professional services firm in the world, with over
200,000 professionals and over $32 billion in annual revenue
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4. © Deloitte LLP and affiliated entities.
EfforttoCapture/Curate
Value
1 Peter Drucker
Data
Information
Explicit
Knowledge
Tacit Knowledge &
Community Expertise
Knowledge Management in Practice
Defining what knowledge means to an organization aligns efforts and coordinates
investments in improving knowledge management
Deloitte Examples
 Thought leadership
 Methods & Tools
 Sample Deliverables
 Solutions / ISOs
 Courseware
 Project Quals
 Client Insights
 3rd Party Research
 Marketing Material
 Event Presentations
 Deloitte Examples
 Mission, Vision, Values
 Firm Strategy
 Operating Policies
 Practice Area Definitions
 Announcements
 News / Wins
 Client ProfileDeloitte Examples
 Revenue
 Headcount
 Locations
 Names
 Businesses
 Deloitte Examples
 Collaborative
spaces
 User-generated
content via social
software
 Practice
Communities &
Special Interest
Communities
 Deeper people
profiles and
expertise
connectivity
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Facts & Figures
“Data endowed with
context, relevance
and purpose” 1
Information endowed
with experience,
reflection and
codification
People endowed with
explicit knowledge
and collaborative
connections

5. © Deloitte LLP and affiliated entities.
Have Information Need Information
Producers
Subject Matter Experts
Alliance Partners
“Sellers”
Consumers
New Talent
Front-line Practitioners
“Buyers”
Knowledge Marketplace
Levers
Business Case &
Strategy
Governance & Roles
People Focus
Content Focus
Process & Behavior
Focus
Technology
Measures & Metrics
Knowledge Management - The “Marketplace” in your organization
Through a structured approach to knowledge management, initiatives can be
designed to work together and create efficient exchanges of information
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“All Knowledge Management efforts essentially boil down to improving the efficiency of the knowledge marketplace
that exists within [and across] organizations” - Prusak / Davenport

6. Case Examples and
Lessons Learned

7. © Deloitte LLP and affiliated entities.
Barriers to Knowledge Management initiatives
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Source: Deloitte Touche Tohmatsu CIO Survey
% of Respondents Mentioning
36%IT Perspective Not Integrated
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
41%
43%
44%
44%
46%
54%
No Horizontal Process View
No Change Management Program
Scope Expansion / Uncertainty
Project Team Lacking Skills
Case for Change Not Compelling
Poor Project Management
Unrealistic Expectations
Inadequate Sponsorship
Resistance to Change
65%
72%
82%
Technology is an enabler for Knowledge Management but not the sole solution

8. © Deloitte LLP and affiliated entities.
Lesson #1:
Governance is fundamental.
(People, Process, Content,
Technology, Strategic Alignment)
 Creating “authoritative conversation” and “authoritative voice” vs. Social
 Agreeing on the targeted problem(s)
 Controlling the “Rubik’s cube” of content
Lesson #2:
“Knowledge” and “Knowledge
Management” must be defined in
your terms.
 What is the scope of “knowledge”?
 What are the core business issues to be addressed?
 What are the current “pain points” to be alleviated?
 How to define success for knowledge management (don’t pick ROI)
Lesson #3:
Invest in a formal Knowledge
Management approach.
 Acquiring or developing the requisite Knowledge Management skills
 Defining the roles that will wake-up everyday thinking about Knowledge
Management – KM in a downturn?
 Building incrementally on success and connections
Lesson #4:
Continually make the business
case.
 Setting reasonable goals and managing expectations (Use iterative
approaches)
 Selling Knowledge Management internally
 Measuring and reporting results (don’t pick ROI)
(continued)
Our lessons learned can provide insights for KM efforts
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9. © Deloitte LLP and affiliated entities.
Lesson #5:
Knowledge Management is
an evolutionary process
 Must recognize your organization’s “way” of doing things, can’t change
it all at once – pick your battles
 Learn from others to speed up the process (we had extensive “look-
sees”)
Lesson #6:
The human aspects of sharing
are the greatest challenge.
 Need broad partnering across organization to affect change (Culture
problem does not belong to the KM group)
 Messaging and expectations are key
 Leading from the top versus leading from the bottom
 Can’t be afraid of needing “generational change”
Lesson #7:
Point solutions are a
double-edged sword.
 Creativity, speed and best practices – vs. confusion, duplication and
silos
 Boundaries are key – i.e., defining what must be done according to
standard vs. what can be done outside of standards
 Responsiveness of the “core” solutions is always being tested
Lesson #8:
Technology is not a panacea for
Knowledge Management ills.
 Technology is only an enabler and needs to support people, process,
content and connectivity needs
 Starting with technology has proven disastrous for many companies (we
started with the technology three times and had much to un-do!)
 Be careful of over-investing in people-to-content connectivity
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Our lessons learned can provide insights for KM efforts

10. © Deloitte LLP and affiliated entities.
To maximize people’s
expertise and improve
productivity
Knowledge Management is not about storing documents or
about processes and tools. Knowledge Management is:
Knowledge Management is not:Knowledge Management is:
Just about getting information
to the front office and the portal
Overloading employees
with information
Purely a technology solution
Creating additional workload
which will not add value
An off-the-shelf product or
program that can be copied
A standalone program or
project and should not be
measured as such
A change in employees’
behavior and attitudes
Identifying and sharing
business critical knowledge
Getting the most from the
intellectual capital of an entire
team
Integrated in daily activities and
processes
Customized to an organizational
structure, products, services
and needs
A way to support achievement
of business goals
Getting the right
information to the right
people at the right time
Sharing experiences
and insights
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11. © Deloitte LLP and affiliated entities.
In our experience, changing people’s behaviors to engage
in active knowledge sharing is the most difficult part of any
KM project or program. To be successful, a robust
change management plan must be put in place, key levers
explored and interventions implemented to create a
sustainable knowledge sharing culture.
Roles & Policies
Goals & Measures
Customs & Norms
Ceremonies & Events
Mgmt. Behaviors
Reward & Recognition
Training
Communication
Physical Environment
Org. Structure
Transformational
Knowledge
Management
delivers more…
Behaviors must be aligned to your business and KM
strategy in order to reach your business goals and to
embed a sustainable knowledge sharing culture:
Knowledge-driven
Culture
Knowledge
Management is all
about getting the
right information
to the right people
at the right time
• Improves decision making
• Enables cross-pollination of ideas and thinking
• Promotes collaboration
• Facilitates innovation
A different perspective – Transformational Knowledge
Management
Having seen Knowledge Management initiatives in practice, we believe it is
important to focus not just on delivering knowledge sharing solutions, but to drive
transformational change in the way you do business.
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12. © Deloitte LLP and affiliated entities.
Kotter’s Eight Steps describe
‘what needs to be done’ to achieve
change. They focus on truly
understanding the people
impacted by change, their
motivations and the vision for
change to engage them and
create real commitment.
Source: Leading Change by John Kotter and The Heart of Change by John Kotter and Dan Cohen
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Kotter’s Eight Steps for Change
Kotter’s Framework for Change outlines a successful process for implementing
change and highlights key activities and success factors for sustaining change.

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