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Knowledge journeyv7

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presentation to RMIT KM students 11/9/13

presentation to RMIT KM students 11/9/13

Published in: Education, Technology, Business
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  • MPL – met through RMIT – networking
  • Let’s look at some of the tools I use to connectBlogTwitterFacebookLinked IN
  • Each QAT consists of a group of volunteer staff from across all business divisions each with different experiences and interests.
  • New look and feel since Sept 2008
  • Released June 2010 after 2 yearsKB releasedI started October 2010
  • Transcript

    • 1. 1 I A KM Journey How I got to here? Lyn Murnane Manager – Knowledge and Learning Systems 1
    • 2. Topics • About Lyn • A journey • KM stuff you’ve heard before – It’s all about the stuff! • A framework based on experience • About Medibank – Challenges – Opportunities • Telstra – Challenges – Opportunities • IDP Australia – Challenges – Opportunities • Where might you start? 2
    • 3. 3 I A brief history in time Oct 2011 – present Manager – Learning and Knowledge Systems 2 x Knowledge Bases 2 x community sites e-Learning Management RMIT – Graduate MB(IT) - 2011 2008 - 2010 KM Stakeholder Engagement Before that…. IT Training & Support roles. June – December 2010 Knowledge Manager Delivered 1st draft e-learning solution January – October 2011 Manager – KM Manage 10,000 answers And a team of 6 Quick CV 3
    • 4. 4 I How I learn • Child • The Library • Work – Admin jobs – Data Management – Computers – IT Training / IT Support roles • Interest in KM began • 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 4
    • 5. 5 I Circle of Influence • IT Training & support • Technical Writing • KM Systems • Knowledge Manager • KM Business Consultant • Stakeholder engagement • Collaboration with SMEs • Networking • Blog - genverbosity • Twitter - @boffin66 • RSS feeds • Social networks • Networking • Communities of Practice • KMrt • KMLF • Instructional Design • E-learning development • User feedback 5
    • 6. 6 I What is a Knowledge Manager? • Skills Required • Customer / User Orientation • Leadership • Communications • Facilitate sharing & collaboration • Teamwork • Learning and knowledge sharing • Analytical Thinking and Decisive Judgment 6
    • 7. 7 I 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! 7
    • 8. 8 I Global recruitment trends 2013 8
    • 9. 9 I Knowledge Sharing data Social Media Participants – a good alignment to measure knowledge sharing 9
    • 10. 10 I Sites & Tools for fun & interest • http://forrester.typepad.com/groundswell/ • http://www.useit.com/ • Social Media 2011 - http://youtu.be/3SuNx0UrnEo • Using KM - http://youtu.be/97i-JAyx1zY • Discover what you know – 2006 http://youtu.be/f_x78XLBBVM 10
    • 11. 11 I Tools Findable Accessible Useful Content Usable Desirable Useful Governance Credible Trust Change & Improvement Valuable Useful Lyn’s KM Framework IN progress 11
    • 12. 12 I A KM Strategy • Let’s start with 3 examples 1. Medibank 2. Telstra 3. IDP Education 12
    • 13. 13 I Implementing KM at MBP MEDIBANK PRIVATE - 2004 EXAMPLE 1 13
    • 14. 14 I Medibank Private 2009 DATA • Market share in PHI Australia – 29% • Number of people covered – 3.5 million • Number of memberships – 1.8 million • Total contribution income – $3.4 billion • Total benefits paid – $2.9 billion (84.8% of contributions) • Number of customer transactions in Call Centre and Retail – 6 million • Number of staff – 3000 About 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 14
    • 15. 15 I Medibank’s culture – The approach to change • “Empowerment for 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 “ 15
    • 16. 16 I Intranet Inconsistency Multiple Sources Intranet – 1400 files, out of date, inconsistent, poor search, slow Many 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 Unhappy Given Inconsistent information Staff Retention Feedback from exit interviews - staff leaving because not sufficiently supported to do their jobs effectively In 2004 - The problems frontline faced Help Desk Calls Access to knowledge was confusing, inaccurate and inconsistent. Ineffective Comm’s Staff Retention LOW Unhappy Customers 16
    • 17. 17 I Desired state – Communication to frontline staff 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 17
    • 18. 18 I 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 18
    • 19. 19 I Ongoing Costs if status quo remained > Millions Opportunity costs and benefits 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 savings ~ Millions •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. 19
    • 20. 20 I 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 20
    • 21. 21 I Max 2009 21
    • 22. 22 I 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 Growth Max / Molly / Intranet 22
    • 23. What worked well…initial project • Team – Built by staff for staff • Frontline engagement Get the end users involved…make it a knowledge system – focus groups (New Starters, Experts, 20+ years service) – super user group – competitions – pilot – surveys – road shows – video – of staff response to project • 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 23
    • 24. 24 I What didn’t work well….initial project • Business experts & Management engagement - resistance • Approval process – subject matter experts took three times longer than expected • Training – self-paced workbook didn’t work well for call centre / retail environment 24
    • 25. 25 I TELSTRA EXAMPLE 2 25
    • 26. 26 I Telstra • 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 26
    • 27. 27 I KnowHow • 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 27
    • 28. 28 I 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 28
    • 29. 29 I Processes • Governance model • Audit process • Expiry process • Writing style guide • Publishing style • New content management system should automate some of these processes 29
    • 30. 30 I 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
    • 31. 31 I IDP EDUCATION PTY LTD EXAMPLE 3 31
    • 32. 32 I IDP Education • 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
    • 33. 33 I OSCAR - 2010 • Overseas Student Central Advice Resource • CRM implemented to manage the end to end student application process 33 Student Enquiry Best match course Application Management Visa Assistance Offer from Uni Needed data about all providers (unis) and their courses
    • 34. 34 I IDP 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
    • 35. 35 I Key Issues • 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
    • 36. 36 I Engagement • 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
    • 37. 37 I OSCAR Knowledge Base 37
    • 38. 38 I OSCAR Community • More engagement • Ideas for improvements / additions • Discussion of issues • Share info 38
    • 39. 39 I How I measure?? OSCAR Connect Measures - last 90 days Result % Result Target Total Last week a. Decrease number of staff not yet participating in OSCAR Connect b. increase adoption Active Users 208 38% 70% of licences 550 210 Creators (have posted) 48 23% 24% of active users 50 Commentors 74 36% 33% of active users 77 Inactive 342 62% 30% of licences 340 KB Reporting useddefault keywordreport tocoverall Current Measures 24-Jun 1-Jul 8-Jul 15-Jul KB Logins (Adoption Report) 6038 5532 6239 8201 Keyword Searches (Counsellors) 899 978 1401 Weekly '0' Results 128 101 111 Answers Viewed (Counsellors) 1644 1396 1573 1848 Matching Sessions 1453 1566 1714 1307 OSCAR Connect Views 511 364 136 143 OSCAR Connect Posts 44 33 16 6 OSCAR Connect Comments 216 97 35 28 OSCAR Connect Active Users 87 70 50 49 AnswersViewed (Counsellors) 971 1115 757 839 1012 733 1116 1021 1090 1100 1250 905 1008 1683 1602 1457 1426 1400 1465 1997 2023 2109 1857 2060 1582 2290 2521 2470 2820 2487 2763 2373 2357 2332 2215 2224 2817 2997 2904 2864 2794 2658 2553 2243 2835 14-Oct 21-Oct 28-Oct 4-Nov 11-Nov 18-Nov 25-Nov 2-Dec 9-Dec 16-Dec 23-Dec 30-Dec 6-Jan 13-Jan 20-Jan 27-Jan 3-Feb 10-Feb 17-Feb 24-Feb 3-Mar 10-Mar 17-Mar 24-Mar 31-Mar 7-Apr 14-Apr 21-Apr 28-Apr 5-May 12-May 19-May 26-May 2-Jun 9-Jun 16-Jun 23-Jun 30-Jun 7-Jul 14-Jul 21-Jul 28-Jul 4-Aug 11-Aug 18-Aug All UsersKeyword Search vs '0' Results Keyword Searches (Counsellors) Weekly '0' Results 39
    • 40. 40 I40
    • 41. 41 I Gamification at IDP?? • What?? 41 Gamification: The use of game elements and game- design techniques in non-game contexts “For the Win” Kevin Werbach, Dan Hunter Wharton Digital Press - 2012 http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using- gamification-in-mr-as-a-complimentary-tool/
    • 42. 42 I How we got 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 42
    • 43. 43 I Community Reputation • Depending on points accumulated, a different ‘bling’ icon is displayed next to a user’s name 43 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.
    • 44. Game results? 44
    • 45. 45 I IDP IELTS EXAMPLE 4 45
    • 46. 46 I 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 46 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
    • 47. 47 I 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
    • 48. 48 I48 http://www.linuxkungfu.org/images/fun/geek/project.jpg
    • 49. 49 I A Knowledge base? • How to give test centres the power to help themselves • Suggest a KB – Why should some wait overnight or over weekend for response? • 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
    • 50. 50 I Project IELTS outcome • KB launched 27 June 2013 • Feedback positive • 200 answers 50
    • 51. 51` http://www.slideshare.net/kmpc/km-roadmap-co-p
    • 52. 52 I “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 struggle http://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 52
    • 53. 53 I CLOSING Questions www.genverbosity.wordpress. com lynmurnane@gmail .com @boffin66 53

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