Lyn Murnane                    Knowledge Manager    A KM JOURNEY1   How I got to here?
Topics2       About Lyn                                            Intranet redesign @ Medibank       A journey       K...
Quick CV                                                 130,000?                                                         ...
One Gal‟s Journey                                                                           Personal                      ...
My circle5    • Knowledge                    •   Blog - genverbosity      Manager                      •   Twitter - @boff...
What is a Knowledge Manager?         From www.stevedenning.com             The main function of the knowledge sharing   ...
What is KM?7       Thomas Davenport defines knowledge as “what        happens at the moment in time when information     ...
Some data8       56% of knowledge workers time is spent either        searching for information or gathering information....
Knowledge Sharing9    Social Media    Participants – a    good alignment    to measure    knowledge    sharing
Participation10
Sites & Tools for fun & interest11        http://forrester.typepad.com/groundswell/        http://www.useit.com/       ...
Lyn‟s KM Framework12                          Content                          • Usable                          • Desirab...
13   Medibank Private     Implementing KM at MBP
Medibank Private14        As at 2009                                    About private health insurance:        Market s...
Medibank‟s culture – An approach15     to change        “Empowerment for Ground crew”        “We don‟t need a McKinsey o...
In 2004 - The problems frontline     faced        Intranet – 1400 files, out of date, inconsistent, poor search, slow    ...
Biggest problem – TMI!         Departments       Modes              Staff           Customer     • HR              • Email...
Opportunity costs and benefits        Training – new starters            $12.5Keach /30% turnover                  • On-...
Desired state –19     Communication to frontline staff          Departments           Modes               Staff           ...
And Medibank‟s KB was born20        Max and Molly – 2 different KB applications          Max  was for customer facing pr...
Max 200921
Growth                           Max / Molly / Intranet900000800000700000600000                                           ...
What worked well…initial23     project        Team                                      Tool            Built by staff ...
What didn‟t work well….initial     project         Business experts & Management          engagement - resistance       ...
25   IDP Education
IDP Education26        IDP – Education placements – market leader.          Placements   in AU, US, CA, UK & NZ        ...
IDP Knowledge - OSCAR27        128,000 knowledge base pages          99%  data collected about universities and their   ...
Our Knowledge Base28
IDP Key Issues29        Visibility of content            Issues with accessibility & control of information        Sear...
30   Telstra
Telstra31        KnowHow – an intranet based process and sales         information tool that supports 14,000 users –     ...
KnowHow32        Observations – content / information is         verbose and not user friendly        NO collaboration  ...
Changes33        User Feedback forums          What  does KnowHow sound like / its character          Understanding wha...
Processes34        Governance model        Audit process        Expiry process        Writing style guide        Publ...
Telstra Bigger picture35        Project to create a company wide KM strategy        Aims to create a single source of tr...
Suggested KM Roadmap Overview                                 Phase 2:             Phase 3:              Phase 4:         ...
37      “Anyone in the organization who is not      directly accountable for making a profit         should be involved in...
Questions?38        Are you still with me?
Time for a break?39
DEVELOPING THE RIGHT     INFORMATION     ARCHITECTURE40      for Medibank‟s Intranet
Topics for discussion – Medibank‟s     Intranet      About the process used to design the new Intranet              Strea...
About Medibank                  About Knowledge Management:                  •   Established in 2004                  •   ...
Overview – new Intranet project     The Old Intranet:      Intranet seen as static and not valued      Technology last u...
Aims            • People will be able to find people (drill              down by division, location, or search)           ...
Classifying and presenting content         in a logical way     Start by mapping what we know:        Map what is in scop...
The OLD sitemap– Intranet       And yes, it was       just called the       intranet!46
Streamlining the information flow to meet diverse     user needs         Techniques                            Draw on w...
Streamlining the information flow to meet diverse     user needs        Defining your users and        Techniques       ...
Segment, profile and interview our users49
Affinity diagrams50
Created cards from the top used     content        Create cards from the top content used         (heat map)        Perf...
Analyse how they think – Open     card sorting     •Take the top     content and get     staff to openly     verbalise wha...
Defining search and navigation         Observations         Card sorting         Search log analysis         Search da...
Search log analysis - Molly     Molly                         Intranet54
Start to build your new structure55
Design multiple ways to      search/navigate     Wireframes56
Collaborating with customers for     user satisfaction and efficiency        Created Wireframes – to conceptualise the   ...
What happened (Aug 2009)      Project was delayed due to financial       concerns      Decided to upgrade the intranet b...
Refine your designs         Narrow down the designs – 1st phase (of          3)           Tested   these designs with st...
60
61
What happened?        The writing / design / card sort process commenced         early 2008        We notified of impend...
Summary - Techniques used to create new design                                    Heat map                   Map in scope ...
Questions?64
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Lyn's knowledge journeyv5

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Guest Lecture RMIT 5 September 2012

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  • MPL – met through RMIT – networkingFastTrack – headhunted back
  • 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
  • THEY COPIED ALL THAT THEY COULD FOLLOW BUT THEY COULD NOT COPY MY MIND, AND I LEFT 'EM SWEATING AND STEALING AND A YEAR AND HALF BEHIND. -RUDYARD KIPLING
  • 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. http://www.boxesandarrows.com/view/card_sorting_a_definitive_guide
  • Lyn's knowledge journeyv5

    1. 1. Lyn Murnane Knowledge Manager A KM JOURNEY1 How I got to here?
    2. 2. Topics2  About Lyn Intranet redesign @ Medibank  A journey  KM stuff you‟ve heard before  The old view  It‟s all about the stuff!  Analysing the info needed  A framework based on experience  Card Sorting  About Medibank  Site architecture  Medibank‟s approach to change  New site  The players and process  Results  What worked, what didn‟t  Future plans  IDP Australia  Telstra  Challenges  Opportunities  Where might you start?
    3. 3. Quick CV 130,000? What‟s wrong3 with that?  October 2011 – Current  Knowledge Manager – IDP Education  Manage a global knowledge system that supports 700 staff in 27 countries  Contains around 130,000 pieces of information  Moderate a newly created community within IDP  Member of the KMrt  RMIT – MBIT Graduate 2011  Telstra – Manager Knowledge Management  Manager of KnowHow – website supporting 14,000 customer service staff  FastTrack – Knowledge Manager  Medibank Private: Knowledge Management Business Consultant  FastTrack Software: Product Consultant, Support Desk Team Leader  IT Trainer
    4. 4. One Gal‟s Journey Personal Networking MBIT @ RMIT • 1st KM role • Subjects of discovered thru keen interest a fellow MBIT The Internet • KM student • Library of the • BI World at my • Change Mgt fingertips Employment • Governance • Running chat • Admin jobs sessions in v1 • Data of MSN (trivia Management quizzes) Childhood • Computers Learning • IT Training • Interest in • The KM began Library • IT Support4
    5. 5. My circle5 • Knowledge • Blog - genverbosity Manager • Twitter - @boffin66 • KM Business • RSS feeds Consultant • Social networks • Stakeholder • Networking engagement • Communities of • Collaboration with Practice SMEs • KMrt • Networking • KMLF • Instructional Design • IT Training & support • E-learning development • Technical Writing • User feedback • KM Systems
    6. 6. What is a Knowledge Manager?  From www.stevedenning.com  The main function of the knowledge sharing position would be to help champion organization- wide knowledge sharing, so that the organizations know-how, information and experience is shared inside and (as appropriate) outside the organization with clients, partners, and stakeholders. Skills Required • Customer / User Orientation • Leadership • Communications • Facilitate sharing & collaboration • Teamwork • Learning and knowledge sharing • Analytical Thinking and Decisive Judgment6
    7. 7. What is KM?7  Thomas Davenport defines knowledge as “what happens at the moment in time when information becomes valuable to the individual seeking it”.  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.  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.
    8. 8. Some data8  56% of knowledge workers time is spent either searching for information or gathering information. Only 25% is spent on the actual analysis.  Organisations have focused on knowledge management (KM) systems as the answer.  http://www.google.com/enterprise/solutions/prof_s ervices/search_roi.html  And sometimes I do remember to reference!
    9. 9. Knowledge Sharing9 Social Media Participants – a good alignment to measure knowledge sharing
    10. 10. Participation10
    11. 11. Sites & Tools for fun & interest11  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
    12. 12. Lyn‟s KM Framework12 Content • Usable • Desirable • Useful Change & Culture Tools improvement • Findable • Valuable • Accessible • Useful Governance • Credible • Trust
    13. 13. 13 Medibank Private Implementing KM at MBP
    14. 14. Medibank Private14  As at 2009  About private health insurance:  Market share in PHI Australia  Highly government regulated –  29% and the regulations change  Number of people covered frequently  3.5 million  Extremely complicated – for staff  Number of memberships as well as customers  1.8 million  Customers often don‟t really  Total contribution income understand their cover until they  $3.4 billion claim  Total benefits paid  $2.9 billion  PHI is a high use insurance (84.8% of compared to other insurances contribution s)  Number of customer transactions in Call Centre and Retail  6 million  Number of staff  3000
    15. 15. Medibank‟s culture – An approach15 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
    16. 16. In 2004 - The problems frontline faced  Intranet – 1400 files, out of date, inconsistent, poor search, slow  Many sources of information: Lotus Notes, shared drive (40,000 files), local info, Circulars  20,000 internal staff helpdesk calls per month  Communication to frontline staff ineffective – Circulars, Manuals, Guides, many emails  Inconsistent information given to customers  One size fits all communication – 400 page fund policy document!  Feedback from exit interviews - staff leaving because not sufficiently supported to do their jobs effectively Access to knowledge is confusing, inaccurate and inconsistent.16
    17. 17. Biggest problem – TMI! Departments Modes Staff Customer • HR • Email • What do I do? • Waiting • Marketing • Intranet • Inconsistent • Frustrated • Compliance • Policies messages • Leaving • Product • Newsletters • Complaints • PHI • Mentors • Silence • Fund Policy • Helpdesk • Complaints • Complaints • Relationships • Too much to • Corporate • Training read Affairs courses • Too much to • Finance • Phone change • Management17
    18. 18. Opportunity costs and benefits  Training – new starters  $12.5Keach /30% turnover • On-going costs 6 staff and support.  Staff Help Desks  20,000 calls to 2 helpdesks. • Benefit realisation within three  Call Handling Time months.  The Pilot Program statistics demonstrated a reduction of 6.3% in 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. Opportunity costs > Millions Ongoing savings ~ Millions18
    19. 19. Desired state –19 Communication to frontline staff Departments Modes Staff Customer • HR • Knowledge • I am in control • More satisfied • Marketing Repository • Consistent • Better service • Compliance messages • Product • Reduced • PHI Complaints • Fund Policy • Complaints • Corporate Affairs • Finance • Management Knowledge Enablers
    20. 20. And Medibank‟s KB was born20  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
    21. 21. Max 200921
    22. 22. Growth Max / Molly / Intranet900000800000700000600000 04-05 05-06500000 06-07400000 07-08 08-09300000 09-10200000100000 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
    23. 23. What worked well…initial23 project  Team  Tool  Built by staff for staff  good search  Frontline engagement  no bells and whistles Get the end users  met requirements involved…make it a knowledge  easy to use system  Ongoing support  focus groups (New Starters, Experts, 20+ years service)  Feedback mechanism was and still is the most popular feature  super user group  competitions  Content  pilot  Write it for the audience  surveys  Write if for how they think about it  road shows  Avoid jargon  video – of staff response to project  Brand – identity  stickers, soft balls, umbrellas  quick reference guides/materials
    24. 24. 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 environment24
    25. 25. 25 IDP Education
    26. 26. IDP Education26  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)
    27. 27. IDP Knowledge - OSCAR27  128,000 knowledge base pages  99% data collected about universities and their programs from publicly available information  1600 manual knowledge articles  Provided by local  Location based Visa information  Presentations from universities  Links to Uni sites & videos  Info about scholarships & application requirements
    28. 28. Our Knowledge Base28
    29. 29. IDP Key Issues29  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
    30. 30. 30 Telstra
    31. 31. Telstra31  KnowHow – an intranet based process and sales information tool that supports 14,000 users – onshore , offshore and industry partners.  KnowHow‟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  My focus was on KnowHow
    32. 32. KnowHow32  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
    33. 33. Changes33  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
    34. 34. Processes34  Governance model  Audit process  Expiry process  Writing style guide  Publishing style  New content management system should automate some of these processes
    35. 35. Telstra Bigger picture35  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
    36. 36. Suggested KM Roadmap Overview Phase 2: Phase 3: Phase 4: Phase 1: KM System Deployment Evaluation Infrastructure Analysis, Design Evaluation and Development Design the Knowledge Management Infrastructure Deploy, using the Analyse the Existing Results-driven Infrastructure Audit Existing Incremental Knowledge Assets & methodology Systems Evaluate Performance, Design the Knowledge Measure ROI and Management Team Incrementally refine the KMS Create the Knowledge Align Knowledge Management Blueprint Manage Change, Management & Culture and Reward Business Strategy Structures Develop the Knowledge Management System36 http://www.informit.com/articles/article.aspx?p=28766 `
    37. 37. 37 “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_Pet roleum/qx/display.htm
    38. 38. Questions?38  Are you still with me?
    39. 39. Time for a break?39
    40. 40. DEVELOPING THE RIGHT INFORMATION ARCHITECTURE40 for Medibank‟s Intranet
    41. 41. Topics for discussion – Medibank‟s Intranet About the process used to design the new Intranet  Streamlining the information flow to meet diverse user needs  Catering for intuitive user search and navigation  Collaborating with customers for user satisfaction and efficiency  Techniques and online tools for information architecture41
    42. 42. About Medibank About Knowledge Management: • Established in 2004 • Team of 6 including: – Manager – KM Consultant – Senior Technical Writer – 3 KM analysts • Manage the Intranet and 2 knowledge bases – Intranet – all staff – Max - 1200 member-serving staff (Retail, Call centre, processing) – Molly – all staff policies, processes, forms etc.42
    43. 43. Overview – new Intranet project The Old Intranet:  Intranet seen as static and not valued  Technology last upgraded in 2000  Unsupported by vendor  No development environment  Missing common features (eg functional search, forums, surveys, staff polls)  No ability to segment content for different users (portals)  Authoring is limited to those trained in HTML coding  Most of the valued information lies in a separate knowledge base (called Molly) that is not seamlessly integrated  Feedback from staff – “the tools are hard to use and confusing”43
    44. 44. Aims • People will be able to find people (drill down by division, location, or search) • Will showcase company events, jobs, and encourage employee collaboration and networking • Content – the top 20% of information 80% of employees need to know • Brand new design and architecture - user-centric44
    45. 45. Classifying and presenting content in a logical way Start by mapping what we know:  Map what is in scope (existing content) for Molly and Intranet45
    46. 46. The OLD sitemap– Intranet And yes, it was just called the intranet!46
    47. 47. Streamlining the information flow to meet diverse user needs  Techniques  Draw on what else you  Determine current use (heat know: map)  Determine what people are • KM Employee looking for (search log satisfaction surveys analysis)  Listen to and capture your • KM Strategy staff users opinions (Affinity interviews diagram)  Create persona‟s  Determine what can go (ROT analysis – Redundant, out of date, trivial)  Determine what is missing (Gap analysis)  Work with the content owners to convince them of a user centric design47
    48. 48. Streamlining the information flow to meet diverse user needs  Defining your users and  Techniques their needs  Determine what they need –  Define the different user interviews segments  What they need  Board  What they use  GE  Set tasks and observe use  SET  How they use it  Managers  How they search and find  Corporate staff  Get them to draw their ideal  Retail Intranet  Call Centre  Crayons  Claims  Butchers Paper  Member Liaison  Coloured Pens48
    49. 49. Segment, profile and interview our users49
    50. 50. Affinity diagrams50
    51. 51. Created cards from the top used content  Create cards from the top content used (heat map)  Performed card sorting exercises on different segments  Open and closed51 http://www.boxesandarrows.com/view/card_sorting_a_definitive_guide
    52. 52. Analyse how they think – Open card sorting •Take the top content and get staff to openly verbalise what they would name it, how they would categorise it •Do this for multiple staff segments and notice the language used, and common trends52
    53. 53. Defining search and navigation  Observations  Card sorting  Search log analysis  Search database mapping and rationalisation  Look at Best practice navigation designs53  Provide multiple ways to search/navigate
    54. 54. Search log analysis - Molly Molly Intranet54
    55. 55. Start to build your new structure55
    56. 56. Design multiple ways to search/navigate Wireframes56
    57. 57. Collaborating with customers for user satisfaction and efficiency  Created Wireframes – to conceptualise the outcomes we wish to achieve in next three years  Engaged all major stakeholders – 1:1 interviews from Frontline staff to MD  Published samples on the Intranet  Displayed wireframes at all corporate inductions  Displayed at senior executive meetings57  Recorded feedback – modified designs
    58. 58. What happened (Aug 2009)  Project was delayed due to financial concerns  Decided to upgrade the intranet based on all this work with current systems  Built using html and then copying that into the CMS58
    59. 59. Refine your designs  Narrow down the designs – 1st phase (of 3)  Tested these designs with stakeholders  Road show the new designs with staff  senior managers to frontline, new inductions  Take in feedback and modify the designs  Create functional specification  Receive more feedback from the project team59
    60. 60. 60
    61. 61. 61
    62. 62. What happened?  The writing / design / card sort process commenced early 2008  We notified of impending change in early March via Intranet bulletin board.  Removed all content apart from home page and intranet bulletin board at 31 March  Completed all content pages on 8 June 2009  Notified of change for 3 weeks prior to launch including an email with instructions on how to navigate  Launched 15 June 2009hange Management62
    63. 63. Summary - Techniques used to create new design Heat map Map in scope use Search log content analysis Affinity New design & ROT analysis diagram architecture Closed card Observations sorting Open Card sorting63
    64. 64. Questions?64
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