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10R - Marseille 2012 - Atelier "Des réseaux pour apprendre" - Gemalto : Révolution contrôlée des systèmes de formation et de partage de connaissances par Frédéric Chauvin, Group manager

10R - Marseille 2012 - Atelier "Des réseaux pour apprendre" - Gemalto : Révolution contrôlée des systèmes de formation et de partage de connaissances par Frédéric Chauvin, Group manager

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  • 1. When globalization is pushing to think “different” ...(r) Evolution of knowledge transfer and sharing Frederic CHAUVIN June 2012 F.CHAUVIN / JAN 2012
  • 2. 1rst… FREDERIC CHAUVIN In GEMALTO : KNowledge management Office & Worldwide Services • 5 World Wide teams – ~50 people with a main common interest… Knowledge OUTSIDE : Knowledge Management “consultant” & passionate • Member of COP-1 network : Industry professional community working on knowledge management topics, sharing, improving, advising, discussing KM projects best practices.@fchauvin frederic.chauvin@gemalto.com / 06 88 38 76 68 fredericchauvin
  • 3. THANKS COP-1Martin, Pierre, Nicolas, Francois, Kelly, Joel, Lionel,Eric, Aurelie, Catherine, Em, Sylvain, Alain, Elise,Gilles, Lois, Stephanie, Véronique, Virginie, & all theothers…2nd…. THANKS learning,Talent & Developmentcongress !!
  • 4. 2nd…. Sorry… Slides are in ENGLISH… Some with pure GEMALTO SLANG….
  • 5. This PREZ IS NOT So much « TOOLS » oriented… ROCKET SCIENCE… (quite far from that by the way…)This PREZ IS SOCIAL oriented… Mainly Targeting “knowledge transfert” methods + a bit of communities of practices + a bit of knowledge sharing + a bit of social interactions + a bit of you and me …
  • 6. Agenda 10 min - Some words about Gemalto 5 min - Previous model 40 min - The new model  10 min - Organisation  10 min - Knowledge Transfer Strategy  20 min - Tools 5 min - The future ... 6
  • 7. Introducing Gemalto €1.9 billion revenue 2010 10,000 employees, 90 nationalities, based in 45 countries 87 sales and marketing offices; 18 production sites, 30 personalization centers, 13 R&D centers 4200 patents and patents applications 6/7/2012 7
  • 8. Our mission : The Digital Security Our activities range from the development of software applications through the design and production of secure personal devices such as smart cards, SIMs, e-passports and tokens, to the deployment of managed services for our customers. More than 1 billion people worldwide use our products and services for telecommunications, financial services, e-government, identity and access management, multimedia content, digital rights management, IT security, mass transit and many other applications. As the use of Gemalto’s software and secure devices increases with the number of people interacting in the digital and wireless world, the company is poised to thrive over the coming years. Gemalto is in your pocket !one billion people all over the world are benefitting from Gemalto’s solutions intheir everyday lives – most without even knowing it! 8
  • 9. Our offer – AND where I am dealing with KM … Our markets Our offers and brands Digital security for people Secure Personal Devices Software Services FINANCIAL SERVICES & Clarista™ Dexxis™ Allynis™ RETAIL Gemalto provides solutions (software + cards) Entry level payment cards Personalization & issuance Global service offer Optelio™ Ezio™ Suite Advanced payment cards Secure eBankiing software helping WW operators to remotely administrate their Desineo™ Custom payment cards customers mobile applications and information Ezio™ Devices Secure eBanking devices GOVERNMENT Sealys™ Coesys™ Secure ID documents ID management solutions TRANSPORT Celego™ Travel passes ENTERPRISE Protiva™ Devices Protiva™ Services Cards & tokens for authentication Authentication & ID management TELECOMMUNICATIONS UpTeq™ LinqUs™ New form factors Software for operators Digital security for things MACHINE-TO-MACHINE Cinterion™ Cinterion™ Wireless modules Secure machine software 6/7/2012 9
  • 10. Main actors linked to the program Gemalto Global Services And create solutions Install, Operate, Support R& D centers Indus & core products Deployment managers France Singapore China Train, Support , & … Centralize field feedbacks to improve product « deployability » ~50 products 13 R&D ~1000 internal « product » users COMPLEX, Spread WW Constant evolution With $ objectives = need quick and efficient Short cycle 10
  • 11. Agenda 10 min - Some words about Gemalto 5 min – The previous model 40 min - The new model  10 min - Organisation  10 min - Knowledge Transfer Strategy  20 min - Tools 5 min - The future ... 11
  • 12. Model during 2years “post merge(gem+alto)” 1 person  FULL ENERGY on Face to face trainings :  1 training for each product (or each version),  in each region (or each office),  each quarter (or more) …  Team of 9 people ~500 TCs, GGS, support 12
  • 13. Result 1 is … Whatever the energy… ONLY BASIC LEVEL REACHED Cruel world… 13
  • 14. Result 2 is … At the end… Only interest from newcomers But our best EXPERTs are used to perform those trainings !
  • 15. Result 3 is … LOCAL AUTONOMY IS THE (only) KEY SUCCESS FACTOR … But the model does not build autonomy…
  • 16. We clearly need to change (at least) training method … Are we…… ready…..?
  • 17. Agenda 10 min - Some words about Gemalto 5 min - Previous model 40 min - The new model  10 min - Organisation  10 min - Knowledge Transfer Strategy  20 min - Tools 5 min - The future ... 17
  • 18. Let’s try to build… KNOWLEDGE MANAGEMENT  Organisation : Defining organisations and the way they interact  Strategical : defining how to efficiently improve knowledge level of people  Tools : using the best techniques coming from KM industry How to transfer knowledge from ~13 R&D WW spread OK let’s try… to ~1000 users also spread WW (and many different profiles) on ~50 products with shorter and shorter and shorter evolution cycle 18
  • 19. Agenda 10 min - Some words about Gemalto 5 min - Previous model 40 min - The new model  10 min - Organisation  10 min - Knowledge Transfer Strategy  20 min - Tools 5 min - The future ... 19
  • 20. New Model 1 person FULL ENERGY to create AUTONOMY in teamsACTIONS to bringBASIC knowledge TECH EXPERT COMMUNITIES to people Ie : OTA Manager = ~50 people WW CISMEA ASIA EUROPE LATAM … . GGS Product specialists . Allynis Product specialists . Support referents … CISMEA ~1000 TCs, GGS, support 20
  • 21. Agenda 10 min - Some words about Gemalto 5 min - Previous model 40 min - The new model  10 min - Organisation  10 min - Knowledge Transfer Strategy  20 min - Tools 5 min - The future ... 22
  • 22. Training Strategy… The global process to define a training strategy is :  create a “referential” scale with levels and explanations (segmentation)  understand how knowledge can be gained  define a knowledge acquisition tactic for each “segment” 23
  • 23. The Referential Knowledge Levels Based on a 3 skill levels scale used or adapted by a lot of training institutions (ie : North, B. 2000 : the development of a common of language proficiency. New York, Peter Lang. ) EXPERT AUTONOMOUS BASIC 24
  • 24. The ReferentialEXPERT Theory concepts + real practicals skills + experience… SPOT the people in this category ! Thos person are recognized out of the team, and are “references” ! Example : the garagist has good reputation and can fix complex problemsAUTONOMOUS Theory concepts + real practicals skills… make the person autonomous to do his job… SPOT the people in this category ! Other people from the team ask them questions… Example : the garagist has now enough practicals to fix your car !BASIC Concepts, theory, basics of the product behaviors… SPOT the people in this category ! They always ask questions to others… Example : the garagist that learnt by heart all the parts of a motor : he knows the basics, but will not be able to fix your car ! 25
  • 25. Knowledge Strategy Experience Practice Experience Interactions Experience with Trainer Experience Practice Practice Theory Interactions with Trainer Interactions Practice Theory with Trainer Interactions Theory Theory Starting BASIC AUTONOMOUS > To To To EXPERT BASIC AUTONOMOUS EXPERTBlended Learning Coaching program Surgical Coaching life 5D workload 15D workload ~5D workload life workload
  • 26. Agenda 10 min - Some words about Gemalto 5 min - Previous model 40 min - The new model  10 min - Organisation  10 min - Knowledge Transfer Strategy  20 min - Tools 5 min - The future ... 27
  • 27. Knowledge Strategy for newcomers Experience Practice Experience Interactions Experience with Trainer Experience Practice Practice Theory Interactions with Trainer Interactions Practice Theory with Trainer Interactions Theory Theory Starting BASIC AUTONOMOUS > To To To EXPERT BASIC AUTONOMOUS EXPERTBlended Learning Coaching program Surgical Coaching life 5D workload 15D workload ~5D workload life workload
  • 28. Blended Learning 1/2  3 most common definitions from the « books » …  combining instructional modalities (or delivery media) (Bersin & Associates, 2003; Orey, 2002a, 2002b; Singh & Reed, 2001; Thomson, 2002)  combining instructional methods (Driscoll, 2002; House, 2002; Rossett, 2002)  combining online and face-to-face instruction (Reay, 2001; Rooney, 2003; Sands, 2002; Ward & LaBranche, 2003; Young, 2002)  My favourite… "Blending means taking two or more presentation and distribution methods and combining them to enhance the learning content and experience for the learner." (Karen Mantyla, Blended eLearning, ASTD Press, 2001) 29
  • 29. What is blended learning… ? In 2003, the American Society for Training and Development identified blended learning as one of the top ten trends to emerge in the knowledge delivery industry (Rooney, 2003). In 2006, Bonk & Graham wrote “ Blended learning EMERGES as perhaps the most prominent delivery mechanism in higher education, business, government, and military settings, it is vital to define it, as well as explain where it is useful and why it is important” (Curtis J. Bonk (Author), Charles R. Graham 2006) Today, Blended learning is THE WAY. Even if companies still struggle on the best way to implement it…. 30
  • 30. Blended Learning 2/2
  • 31. RESULT ? 32
  • 32. WE DID IT !10h per PDL for a group up to 12 newcomers (+local support) AND DO MUCH MORE ….Versus 1 full week on site (with low ROI, travel costs, full investment of people…) 33
  • 33. Thanks to Improved training design. Ex on one product : ADMIN INTERFACE INSTALLATION Etc… Short modules (3min) Allow INDIVIDUAL Optimized learning paths for : . Project managers . Integration . Support . Development engineers .… 34
  • 34. We can do INDIVIDUAL coaching Etc… Etc…
  • 35. BUT …. ALWAYS Some weaknesses…. We saw more and more people giving up during sessions « operational constraints »…. Even with monthly session,they ask for more « on demand » Managers do not « plan »anymore their training needs!!!!  Work on organisation, objectives, followup, new methods, etc… 36
  • 36. Knowledge Strategy : from basic to > autonomy Experience Practice Experience Interactions Experience with Trainer Experience Practice Practice Theory Interactions with Trainer Interactions Practice Theory with Trainer Interactions Theory Theory Starting BASIC AUTONOMOUS > To To To EXPERT BASIC AUTONOMOUS EXPERTBlended Learning Coaching program Surgical Coaching life 5D workload 15D workload ~5D workload life workload
  • 37. Certification 38
  • 38. Learning Dashboard 39
  • 39. Coaching program 1/2  Life of a good engineer on OTA Manager … 1st project 2nd project 3rd project … 7 Knowledge Items 4 Knowledge Items 2 Knowledge Items 6 month 12 month 18 month  OK… so How the coaching program can help ? From 18 month to …. 3month Pract. Exercice 1 Pract. Exercice 2 Pract. Exercice 3  Coaching Program : 90% of practicals ! … .. . ~3 month 40
  • 40. Coaching program 2/2 41
  • 41. What is “surgical” coaching program … ?  Same as coaching program, but only targetting weaknesses … 42
  • 42. RESULT ? 43
  • 43. WE DIT IT ! AUTONOMY in teams : QUICK / EFFICIENT 3 month ! Versus 1,5 year using the « free wheel » method… 44
  • 44. BUT …. ALWAYS Some weaknesses…. Coaching is too long… (!!) 1D per week is very difficult to respect Coaching sometimes target « bricks » that people will not use  Work on forecast, on more « individual » followup, … 45
  • 45. Knowledge Strategy : > EXPERT users Experience Practice Experience Interactions Experience with Trainer Experience Practice Practice Theory Interactions with Trainer Interactions Practice Theory with Trainer Interactions Theory Theory Starting BASIC AUTONOMOUS > To To To EXPERT BASIC AUTONOMOUS EXPERTBlended Learning Coaching program Surgical Coaching life 5D workload 15D workload ~5D workload life workload
  • 46. COMMUNITIES ! The best Experience sharing ecosystem « You can not force a plant to grow by pulling its leaves… What you can do is create the infrastructure in which it can prosper. » EtienneWenger,1999 07/06/2012 47
  • 47. RESULT ? 48
  • 48. WE DID IT ! Reveal and boost Community Value addedUse communities to improve project LeadTime, solverecurrent issues / or to propose improvements in R&D Versus : NO solution before ! 49
  • 49. Technical EXPERT COMMUNITIES Where the COMMON FORCE is changing the picture HUGE feedback to identify TOP 5 issues for ALL product users handled in 1 month only !! CREATION of Known TECH RISK list for all products CREATION OF TOOLS (that are now used by a huge number of people / or will become part of RND official deliveries !!!)  RAMSAY (DM DB update)  BEAGLE ( campaign improvment)  MONIFA (s@t decompiler)  … COMMUNITY INFLUENCED RnD RODMAPS ( SDS/SDK, Messenger, DM, OSG…) SMSC INTEGRATION GUIDE : 50 people (the community) organizing 1H meeting with their local teams to extract SMSC knowledge is equivalent to 1 WW meeting where we would invite ALL GGS integrators, support, … DM Fine tuning guide : from comcell crisis (4 month) to hutch reuse (~weeks) 50
  • 50. Technical EXPERT COMMUNITIESAn ROI evaluation tool 51
  • 51. BUT …. ALWAYS Some weaknesses…. Difficulties when « community » work is heavier than 10 minutes… Issues when 1 region work for an other one Lack of visibility of productions Lack of « capitalization » as the primary tool is email…  Work on visibility, recognition, sponsorship, financial and organisational model … 52
  • 52. Agenda 10 min - Some words about Gemalto 5 min - Previous model 40 min - The new model  10 min - Organisation  10 min - Knowledge Transfer Strategy  20 min - Tools 5 min - The future ... 53
  • 53.  Quicker  Improve accessibility  Use social mass less time consuming  Surf on « mobility »  Connect them to KM more ‘targeted’ 54
  • 54. 55
  • 55. Well….. Are you ready ? 56
  • 56. Frederic CHAUVIN +33 6 88 38 76 68 frederic.chauvin@gemalto.comhttp://fr.linkedin.com/in/fredericchauvin THANKS !