Knowledge Management In A Service Organisation

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    Knowledge Management In A Service Organisation - Presentation Transcript

    1. Knowledge Management in a Service Organisation Patrick Keogh Knowledge and Innovation Manager, Lucid IT © Copyright 2009 Lucid IT. All rights reserved
    2. Agenda
      • Some background
      • Where we have been
      • What we did
      • Where we are going
      • Some lessons
    3. Background
      • In eight years Lucid IT has grown from nothing to being a leading IT Management consulting and training organisation.
      • From the very beginning we knew the value of KM and have incrementally improved our approach.
      • It has grown as we have grown!
    4. Why Do Knowledge Management?
      • The Lucid IT KM value proposition
        • Costs of not doing KM
        • Risks from not doing KM
        • Benefits of KM
        • Costs of KM
    5. Costs of not doing KM
      • Bringing new employees up to speed
      • Reinventing the wheel in consulting engagements
      • Errors leading to rework
      • Reduced customer satisfaction
    6. Risks of not doing KM
      • Risk of inconsistent style and quality
      • Reduced efficiency could make our services uncompetitive
      • Harder to adapt our service catalogue to changing requirements
    7. Benefits of KM
      • Enable more rapid growth and change
      • Capitalise the experience of our best people and use it to develop all our people
      • Support our distributed workforce
      • More efficient service delivery
      • Increased staff retention (they can see the value)
    8. Costs of doing KM
      • Time to lead and manage
      • Tools
      • Time to learn and contribute
    9. THE JOURNEY SO FAR
    10. The early days
      • Handful of experienced consultants
      • You knew what everybody was doing
      • You knew the individual strengths of everybody
      • We could all meet around a kitchen table – and we did!
      • KM through stories
      • No formal process or tools
      • Starting to accumulate valuable IP but not managing it
      Big win #1
    11. We started to grow and to disperse
      • Knew the value of the “Lucid IT family”
        • Continued to meet face to face
      • Knew the value of our IP
        • Developed a project-based repository for IP
      • Knew the value of KM
        • Each consultant’s compensation has a part for KM
      • But cracks started to appear…
        • Release management for our training materials
        • Consultants not aware of existing IP from other locations
      • Lesson: Our earlier intuitive approach was not going to be sufficient as we grew further – we needed level 2 maturity.
    12. … so we responded
      • Acquired tools to make sharing of IP easier, and moved to a subject matter based repository
      • Acquired a mobile phone service where calls to each other are “free”
      • Implemented a teleconferencing facility and encouraged its use
      • Ensured that all employees had internet access
      • Instituted regular location meetings with a semi-social emphasis
      • Formalised our face-to-face meetings as “knowledge days”
    13. Our #1 tool
      • Groove (now part of Microsoft Office)
      • On each consultant’s laptop
      • All of the “must have” IP such as training materials
      • Paid for itself many times over
      Big win #2
    14. Groove
      • Strengths
        • Automatic peer to peer replication – Internet-savvy
        • Always available (workspaces automatically updated on each user’s laptop)
        • Centralised backup
        • Secure
        • Rich toolset (file repository, discussion groups, simple project management, IM…)
        • Great for ad-hoc and unstructured
      • Weaknesses
        • NO searching
        • NO management reporting
    15. We did some things right in implementation
      • “ No Work Zone”
        • non threatening introduction to the tool
        • social discussion, family photos etc.
      • It is compulsory (eg. you have to open Groove to teach ITIL Foundation Certificate)
      • Gave individuals control:
        • What information they can see
        • Ability to create workspaces for ad-hoc sharing, projects etc.
    16. Lucid IT Knowledge Days
      • Twice a year for two days
      • Bring ALL employees together
      • Balance of formal and informal sessions
      • Social events
      • Dinners, drinks and lots of fun
      • Lots of story telling
      • Defines in part who we are
      • Capture information for later sharing
      • Costs real money but we understand the value
    17. … and then we grew some more
      • More people, more locations, more diverse portfolio:
        • Expansion in IT Governance, PPM, ITSM, IT Strategy… nobody knows it all
        • Expansion into Asia and New Zealand
        • ITIL V3
      • Showed up deficiencies in our tools and process
        • Process ownership a “spare time” role
        • Lots of IP but hard to extract the best bits
        • Even finding the “expert” became hard
        • Difficult to measure and reward the right behaviours
      • Conflict between short term and long term
      • Lesson: Time for some formalism – we needed level 3 maturity
    18. … so once again we have responded!
      • Reinforced importance of KM to leadership and defined our vision and strategy
      • Appointed Knowledge and Innovation Manager
      • Established Communities of Practice
      • Updated toolset and IP lifecycle processes
      • Starting to integrate KM with other key processes
        • Service Delivery
        • Service Portfolio Management
    19. Knowledge and Innovation Manager
      • 50% job role
        • >1% of our workforce
      • Process owner for Knowledge Management process
      • Process owner for Service Portfolio Management process
    20. Communities of Practice
      • Examples
        • IT Service design, transition and operation
        • IT Strategy and governance
        • Project and programme management
      • Each COP has a leader (a part time role)
    21. The COP Leaders
      • Genuine expert on the subject
      • Focal point for management of IP
      • “ The person you ask”
      • Responsible for creating and maintaining knowledge
        • Driving internal awareness, contributing to training
        • Identifying gaps
      • Explicitly measured, goaled and rewarded on KM performance
    22. Updated toolset
      • Implemented SharePoint to complement Groove
      • Most useful for large amounts of fairly static IP
      • Good searching and adequate document management
      • Could replace Groove in future
      • Using SharePoint workflows for document lifecycle
      • Better reporting on IP creation and use
    23. What’s next?
      • Extend KM to our customers and partners
        • Disintermediate access to our knowledge where appropriate
        • Use “Web 2.0” concepts (we already have a presence in LinkedIn, Facebook, SlideShare, Wikis, Second Life, Twitter, Skype and others)
        • Integrate knowledge from our customers and partners
        • Extend our Communities of Practice
      • Get better at capturing implicit knowledge (webinars, video and audio capture etc.)
      • More extensive use of metadata to build knowledge around our IP
      • Better measurement of the process
    24. Lessons
      • KM always WIP
      • 4Ps (not really a lesson)
      • Management commitment (not really a lesson)
      • Don’t be afraid to try things … some things that we have tried didn’t work
      • Plenty of cheap or free tools out there, the trick is to find the ones that fit your organisation
      • KM can make a critical difference to the organisation
    25. Questions? [email_address]
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