Lyn's knowledge journey v2


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  • Let’s look at some of the tools I use to connectBlogTwitterFacebookLinked IN
  • MPL – met through RMIT – networkingFastTrack – headhunted back
  • Communications: Ability to get consensus and collaboration across many business units; ability to explain complex concepts in layman's language; ability to generate enthusiasm; ability to communicate with all levels of management and staff. establishing straightforward, productive relationships; treating all individuals with fairness and respect, demonstrating sensitivity for cultural and gender differences; showing great drive and commitment to the organization s mission; inspires others: Maintaining high standards of personal integrity;Client Orientation: Understands clients' needs and concerns; responds promptly and effectively to client needs; Customizes services and products as appropriateDrive for Results: Makes things happen; Is proactive; balances "analysis" with "doing"; sets high standards for self; Commits to organizational goalsTeamwork: Collaborates with others in own unit and across boundaries; acknowledges others' contributions; works effectively with individuals of different culture and gender; willing to seek help as needed. Influencing and resolving differences across organizational boundaries: Gaining support and commitment from others even without formal authority; resolving differences by determining needs and forging solutions that benefit all parties; promoting collaboration and facilitating teamwork across organizational boundaries.Learning and knowledge sharing: open to new ideas; shares own knowledge; applies knowledge in daily work; builds partnerships for learning and knowledge sharingAnalytical Thinking and Decisive Judgment: Analyzing issues and problems systematically, gathering broad and balanced input, drawing sound conclusions and translating conclusions into timely decisions and actions.
  • People - Focus on billable hours - In order to maximize the bottom line, professional services firms have a laser-sharp focus on billable hours, or chargeability, for each and every practice professional. Although practice professionals are 'encouraged' to post relevant project documents to the KM system once a project is complete, more often than not, these same practice professionals are reassigned to another project immediately or shortly thereafter.KM not tied to performance - Again, while KM is encouraged, practice professionals' performance goals or compensation are rarely tied to knowledge management. This provides for little real incentive on the part of the practice professional.Process - Dedicated KM teams - In order to sustain the KM effort, larger firms have tried to maintain a dedicated KM staff. This staff typically consists of IT personnel to maintain the systems, as well as business analysts and librarians to organize and update all of the documents. The median KM cost per employee is $784 among many professional services firms, with some of the largest ones even having a dedicated staff of 40 FTE. This is hardly cost-effective.Information Organization - While experienced practice professionals are typically generating the content, the organization is often left to inexperienced business analysts or librarians. This leads to improper categorization and a loss of quality information. Further, should there really be an 'arbiter of information' - someone that decides what is important and what isn't? Technology - Multiple file repositories - Typically, for each project in a professional services firm, there is some type of online repository so that project members can share files. Typically, the 'knowledge management' database might be separate from project repositories -- it might only include a subset of all project files, those that are the end deliverables. And as mentioned, in many cases the end deliverables are not even uploaded. In the end, this not only creates multiple databases and systems, but also creates a vastly incomplete 'KM system'.High cost of legacy systems (e.g. Lotus Notes) - Through the early and mid-nineties, most large professional services firms deployed Lotus Notes - a comprehensive e-mail and knowledge management platform. However, over time, the system has become cumbersome and expensive. The larger firms can often spend millions of dollars annually on Lotus Notes maintenance and dedicated staff -- which is cost prohibitive from generating a real knowledge management ROI.
  • 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
  • Open Card Sorting: Participants are given cards showing site content with no pre-established groupings. They are asked to sort cards into groups that they feel are appropriate and then describe each group. Open card sorting is useful as input to information structures in new or existing sites and products.Closed Card Sorting: Participants are given cards showing site content with an established initial set of primary groups. Participants are asked to place cards into these pre-established primary groups. Closed card sorting is useful when adding new content to an existing structure, or for gaining additional feedback after an open card sort.
  • Lyn's knowledge journey v2

    1. 1. Knowledge Management<br />My journey<br />Lyn Murnane<br />Knowledge Manager<br />
    2. 2. About Lyn<br />What is a Knowledge Manager?<br />About Telstra<br />Challenges<br />Opportunities<br />About Medibank<br />Medibank’s approach to change<br />Medibank’s first KM project<br />The players and process<br />What worked, what didn’t<br />Where we are going now<br />Lessons’ learnt<br />Topics <br />Intranet redesign @ Medibank<br /><ul><li>The old view
    3. 3. Analysing the info needed
    4. 4. Card sorting
    5. 5. Site architecture
    6. 6. New site
    7. 7. Results
    8. 8. 2010 plans</li></li></ul><li>The journey<br />Blog - genverbosity<br />Twitter - @boffin66<br />RSS feeds<br />Social networks<br /><ul><li>Knowledge Manager
    9. 9. KM Business Consultant
    10. 10. Stakeholder engagement
    11. 11. Collaboration with SMEs
    12. 12. Networking</li></ul>IT Training & support Technical Writing<br />Instructional Design<br />E-learning development<br />
    13. 13. Quick CV <br />1999 – 2005<br />IT trainer: needs analysis, developing outcomes, writing guides, producing & delivering training<br />2005 – 2008<br />FastTrack Software: Product Consultant, Support Desk Team Leader<br />needs analysis, developing outcomes, writing guides, producing & delivering training<br />Supporting clients incidents and providing solutions<br />2008 – 2010<br />Medibank Private: Knowledge Management Business Consultant<br />Stakeholder engagement, collaboration with SMEs, building solutions<br />July 2010<br />FastTrack – Knowledge Manager - Building e-learning modules<br />January 2011<br />Telstra – Manager Knowledge Management<br />Manager of KnowHow – website supporting 14,000 customer service staff<br />
    14. 14. What is a Knowledge Manager?<br />Current role -<br />From<br />The main function of the knowledge sharing position would be to help champion organization-wide knowledge sharing, so that the organization's know-how, information and experience is shared inside and (as appropriate) outside the organization with clients, partners, and stakeholders.<br />
    15. 15. Skills Required<br />Leadership<br />Communications<br />Customer / User Orientation<br />Facilitate sharing & collaboration<br />Teamwork<br />Learning and knowledge sharing<br />Analytical Thinking and Decisive Judgment<br />
    16. 16. What is KM?<br />Thomas Davenport defines knowledge as what happens at the moment in time when information becomes valuable to the individual seeking it. <br />In call centres, help desks, and other support environments, that individual is either the support agent seeking information to help a customer, or a customer (product user, employee, partner, or vendor) seeking answers in a web-based self-help environment.<br />Thomas Davenport, the author of several works on the subject including, Information Ecology: Mastering the Information and Knowledge Environment and Working Knowledge: How Organizations Manage What They Know.<br />
    17. 17. Knowledge Sharing<br />The elements of a Knowledge Sharing Culture can typically be broken into: <br />People, <br />Process & <br />Technology<br />
    18. 18. Telstra<br />KnowHow – an intranet based process and sales information that supports 14,000 users – onshore , offshore and industry partners. <br />KnowHow’s supports consumer customers <br />Including support for Telstra Business (Small Business)<br />Telstra has 10 ‘official’ KM systems<br />100’s of unofficial tools including spreadsheets, personalised web pages, databases etc<br />My focus is on KnowHow <br />
    19. 19. KnowHow<br />Observations – content / information is verbose and not user friendly<br />NO collaboration<br />Feedback loop is sporadic and not transparent<br />NO Governance, archiving or expiry of content unless requested<br />
    20. 20. Changes<br />User Feedback forums<br />What does KnowHow sound like / its character<br />Understanding what works and what doesn’t<br />What’s missing?<br />Suggestions for inclusions<br />Getting engagement / buy-in<br />
    21. 21. Processes<br />Governance model<br />Audit process<br />Expiry process<br />Writing style guide<br />Publishing style<br />New content management system should<br />
    22. 22. Telstra Bigger picture<br />Project to create a company wide KM strategy<br />Aims to create a single source of truth <br />High level governance model<br />Has leadership support and cross business unit endorsement<br />Project currently being scoped and mapped<br />Identifying measures of success<br />
    23. 23. Suggested KM Roadmap Overview<br /><TELSTRA DOCUMENT ID><br />14`<br />
    24. 24. Pause for breath<br />Any questions?<br />
    25. 25. About private health insurance:<br /><ul><li>Highly government regulated – and the regulations change
    26. 26. Extremely complicated – for staff as well as customers
    27. 27. Customers often don’t really understand their cover until they claim
    28. 28. PHI is a high use compared to other insurances</li></ul>As at 2009<br />Market share in private health insurance in Australia - 29%<br />Number of people covered 3.5 millionNumber of memberships 1.8 million<br />Total contribution income $3.4 billion<br />Total benefits paid $2.9 billion (84.8% of contributions)<br />Number of customer transactions in Call Centre and Retail 6 million<br />Number of staff 3000<br />MedibankPrivate<br />
    29. 29. “Empowerment for Ground crew”<br />“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. <br />Medibank’s culture - approach to change<br />We embrace change better when we do it ourselves <br />
    30. 30. Intranet – 1400 files, out of date, inconsistent, poor search, slow<br />Many sources of information: Lotus Notes, shared drive (40,000 files), local info, Circulars<br />20,000 internal staff helpdesk calls per month <br />Communication to frontline staff ineffective – Circulars, Manuals, Guides, many emails<br />Inconsistent information given to customers<br />One size fits all communication – 400 page fund policy document!<br />Feedback from exit interviews - staff leaving because not sufficiently supported to do their jobs effectively<br />In 2004 - The problems frontline faced<br />Access to knowledge is confusing, inaccurate and inconsistent. <br />
    31. 31. Biggest problem – too much information!<br />
    32. 32. Training – new starters <br />$12.5Keach /30% turnover<br />Staff Help Desks <br />20,000 calls to 2 helpdesks. <br />Call Handling Time <br />The Pilot Program statistics demonstrated a reduction of 6.3% in Call Handling Time.<br />Ex Gratia Payments <br />Cost MPL $500,000 in FY03. Consistent, complete and accurate information in a central repository has the ability to reduce this cost.<br />Opportunity costs > Millions<br />Opportunity costs and benefit realisation<br /><ul><li>On-going costs 6 staff and support.
    33. 33. Benefit realisation within three months. </li></ul>Ongoing savings ~ Millions<br />
    34. 34. <ul><li>building a learning environment
    35. 35. knowledge sharing
    36. 36. trust</li></ul>People<br /><ul><li>support the capture of explicit knowledge
    37. 37. continual learning and improving</li></ul>Knowledge <br />Management<br />Process<br />Content<br />Medibank’s elements of KM<br /><ul><li>organisation & meaning
    38. 38. accuracy
    39. 39. consistency
    40. 40. currency
    41. 41. databases
    42. 42. search engines
    43. 43. intranets
    44. 44. portals</li></ul>Technology<br />
    45. 45. Desired state – Communication to frontline staff<br />Knowledge Enablers<br />
    46. 46. What worked well…initial project<br />Team<br />Built by staff for staff<br />Frontline engagementGet the end users involved…make it a knowledge system<br />focus groups (New Starters, Experts, 20+ years service)<br />super user group<br />competitions <br />pilot<br />surveys<br />road shows<br />video – of staff response to project<br />Brand – identity<br />stickers, soft balls, umbrellas<br />quick reference guides/materials<br />Tool<br />good search<br />no bells and whistles<br />met requirements<br />easy to use<br />Ongoing support<br />Feedback mechanism was and still is the most popular feature<br />Content<br />Write it for the audience<br />Write if for how they think about it<br />Avoid jargon<br />
    47. 47. Business experts & Management engagement - resistance<br />Approval process – subject matter experts took three times longer than expected<br />Training – self-led through a workbook doesn’t work for call centre / retail environment<br />What didn’t work well….initial project<br />
    48. 48. A quick peek at Max<br />
    49. 49. Growth <br />Max / Molly / Intranet<br />
    50. 50. “We share knowledge with our colleagues to deliver professional excellence.”<br />Where are we headed?<br />Let’s take a look<br />Create a Knowledge Management System (KMS) that is the single point of reference for all learning and knowledge materials, updates and alerts so staff are not trawling multiple mediums for information.<br />Identify what knowledge is critical to the effectiveness of the Contact Centre and where gaps exist. Work closely with Operations Managers, front line staff and other stakeholders to identify the priorities for inclusion in the KMS.<br />ahm KM implementation <br />
    51. 51. “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”<br /> <br />Sir John Browne – CEO of BP<br />Interesting article on BP’s knowledge management struggle<br /><br />
    52. 52. Are you still with me?<br />Questions?<br />
    53. 53. Time for a break?<br />
    54. 54. Developing the right information architecture<br />for Medibank’s Intranet<br />
    55. 55. About Medibank, KM and the old Intranet<br />About the process we have used to design our new Intranet<br />Streamlining the information flow to meet diverse user needs<br />Catering for intuitive user search and navigation<br />Collaborating with customers for user satisfaction and efficiency <br />Techniques and online tools for information architecture<br />Topics for discussion – Medibank’s new Intranet <br />
    56. 56. About Knowledge Management:<br /><ul><li>Established in 2004
    57. 57. Team of 6 including:
    58. 58. Manager
    59. 59. KM Consultant
    60. 60. Senior Technical Writer
    61. 61. 3 KM analysts
    62. 62. Manage the Intranet and 2 knowledge bases
    63. 63. Intranet – all staff
    64. 64. Max - 1200 member-serving staff (Retail, Call centre, processing)
    65. 65. Molly – all staff policies, processes, forms etc.</li></ul>About Medibank<br />
    66. 66. The Old Intranet:<br />Intranet seen as static and not valued<br />Technology last upgraded in 2000<br />Unsupported by vendor<br />No development environment <br />Missing standard features (egfunctional search, forums, surveys, staff polls)<br />No ability to segment content for different users<br />Authoring is limited to those trained in HTML coding<br />Most of the valued information lies in a separate knowledge base (called Molly) that is not seamlessly integrated<br />Feedback from staff – “the tools are hard to use and confusing”<br />Overview – new Intranet project<br />
    67. 67. Aims for the new Intranet:<br /><ul><li>People will be able to find people (drill down by division, location, or search)
    68. 68. Will showcase company events, jobs, and encourage employee collaboration and networking
    69. 69. Content – the top 20% of information 80% of employees need to know
    70. 70. Brand new design and architecture - user-centric</li></ul>Aims<br />
    71. 71. A look at our current high level taxonomy – Intranet<br />
    72. 72. Start by mapping what we know:<br />Map what is in scope (existing content) for Molly and Intranet<br />Classifying and presenting content in a logical way<br />
    73. 73. Streamlining the information flow to meet diverse user needs<br />Draw on what else you know:<br /><ul><li>KM Employee satisfaction surveys
    74. 74. KM Strategy staff interviews</li></ul>Techniques<br />Determine current use (heat map)<br />Determine what people are looking for (search log analysis)<br />Listen to and capture your users opinions (Affinity diagram)<br />Create persona’s<br />Determine what can go (ROT analysis – Redundant, out of date, trivial)<br />Determine what is missing (Gap analysis)<br />Work with the content owners to convince them of a user centric design<br />
    75. 75. Streamlining the information flow to meet diverse user needs<br />Techniques<br />Determine what they need – interviews<br />What they need<br />What they use<br />Set tasks and observe use<br />How they use it<br />How they search and find<br />Get them to draw their ideal Intranet<br />Crayons<br />Butchers Paper<br />Coloured Pens<br />Defining your users and their needs<br />Define the different user segments<br />Board<br />GE<br />SET<br />Managers<br />Corporate staff<br />Retail<br />Call Centre<br />Claims<br />Member Liaison<br />
    76. 76. Segment, profile and interview our users<br />
    77. 77. Affinity diagrams<br />
    78. 78. Create cards from the top content used (heat map)<br />Performed card sorting exercises on different segments<br />Open and closed<br />Created cards from the top used content<br />
    79. 79. Analyse how they think – Open card sorting<br /><ul><li>Take the top content and get staff to openly verbalise what they would name it, how they would categorise it
    80. 80. Do this for multiple staff segments and notice the language used, and common trends</li></li></ul><li>Determine the new site structure (high level)<br />
    81. 81. Observations<br />Card sorting<br />Search log analysis<br />Search database mapping and rationalisation<br />Look at Best practice navigation designs<br />Provide multiple ways to search/navigate<br />Catering for intuitive user search and navigation<br />
    82. 82. Search log analysis - Molly<br />Molly<br />Intranet<br />
    83. 83. Start to build your new structure <br />
    84. 84. Design multiple ways to search/navigate<br />Wireframes<br />
    85. 85. Created Wireframes – conceptualise the outcomes we wish to achieve in next three years<br />Engaged all major stakeholders – 1:1 interviews from Frontline staff to MD<br />Published samples on the Intranet<br />Road showed wireframes at all corporate inductions<br />Road showed at senior executive offsites<br />Recorded feedback – modified designs<br />Collaborating with customers for user satisfaction and efficiency<br />
    86. 86. Narrow down the designs – 1st phase (of 3)<br />Tested these designs with stakeholders<br />Road show the new designs with staff <br />senior managers to frontline, new inductions<br />Take in feedback and modify the designs<br />Create functional specification<br />Receive more feedback from the project team<br />What happened (Aug 2009)<br />Project was delayed due to financial concerns<br />Decided to upgrade the intranet based on all this work with current systems<br />Built using html and then copying that into the CMS<br />Refine your designs<br />
    87. 87.
    88. 88.
    89. 89. Change Management<br />The writing / design / card sort process commenced early 2008We notified of impending change in early March via Intranet bulletin board.Removed all content apart from home page and intranet bulletin board at 31 MarchCompleted all content pages on 8 June 2009Notified of change for 3 weeks prior to launch including an email with instructions on how to navigateLaunched 15 June 2009<br />
    90. 90. Summary - Techniques used to create new design<br />Heat map <br />use<br />Map in scope<br />content<br />Search log <br />analysis<br />Affinity <br />diagram<br />ROT analysis<br />New design & <br />architecture<br />Closed card<br />sorting<br />Observations<br />Open Card<br />sorting<br />
    91. 91. Questions?<br />