Knowledge Management:
Implementation and Considerations

Seamus Mulconry

©Andersen Consulting 2000
Implementing Knowledge Management

Agenda
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•
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What is Knowledge Management?
Why Knowledge Management?
Andersen Consul...
Implementing Knowledge Management

What is Knowledge Management?
• Knowledge n. 1. The state or fact of knowing. 2.
Famili...
Implementing Knowledge Management

What is Knowledge Management?
Andersen Consulting Definition:
A systematic process for ...
Implementing Knowledge Management

Agenda
•
•
•
•

What is Knowledge Management?
Why Knowledge Management?
Andersen Consul...
Implementing Knowledge Management

Why KM?
“Fortune 500 Companies Will Lose $12 Billion
in 1999 due to Knowledge Managemen...
Implementing Knowledge Management

Why KM: Drivers
•
•
•
•
•
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Increasing Competition
Excess Capacity
Maturing Markets
Ma...
Implementing Knowledge Management

Why KM: a Business Enabler
Typical Company Scenario

Knowledge Management Approach

•

...
Implementing Knowledge Management

KM Must Consider the Business
Model

Interdependence

Collaborative
Groups

Individual
...
Implementing Knowledge Management

KM Strategies Can Create Value
Collaborative
Groups

Collaboration Model

Integration M...
Implementing Knowledge Management

Agenda
•
•
•
•

What is Knowledge Management?
Why Knowledge Management?
Andersen Consul...
Implementing Knowledge Management

Andersen Consulting background
• Global Organization
•
•
•
•

66,000+ professionals
$10...
Implementing Knowledge Management

Investing in Knowledge
Management
• 50,000 Lotus Notes users
worldwide
• $500 million p...
Implementing Knowledge Management

Our Journey with KM
1992 - 1995
Enabling
Infrastructure

“Build it, and they will
come”...
Implementing Knowledge Management

KM Services at
Andersen Consulting
Supplying/Outfitting/Applying

Client Team
Knowledge...
Implementing Knowledge Management

KM Roles at
Andersen Consulting
Knowledge Sponsor

Sponsors development and implementat...
Implementing Knowledge Management

Everyone is evaluated for
Knowledge Sharing
Doug Q. Public

©Andersen Consulting 2000
Implementing Knowledge Management

KM at Andersen Consulting:
The Knowledge Xchange
• A knowledge management architecture
...
Implementing Knowledge Management

KM at Andersen Consulting:
KX Technology
• Full access to internal, external informatio...
Implementing Knowledge Management

How Is the Knowledge
Xchange Organized?
Directory Databases
(e.g., KX Yellow Pages, KX ...
Implementing Knowledge Management

KX Front Page - A “portal” to the Knowledge Xchange to
help you find information, acces...
Implementing Knowledge Management

KX Yellow Pages - The easiest way to find a
database on the Knowledge Xchange is via th...
Implementing Knowledge Management

People and Places
Name and Address Book - listing
of all mailing lists and Lotus Notes
...
Implementing Knowledge Management

AC Client Experience
AC Client Experience - To help you answer basic questions at any s...
Implementing Knowledge Management

Library Databases
To support communities by encouraging your contribution of
community-...
Implementing Knowledge Management

Discussion Databases
Discussion Databases - Support communities by providing a general
...
Implementing Knowledge Management

News
First! Newsfeed is a database which provides current news stories on
selected topi...
Implementing Knowledge Management

Industry Analysts
Industry Analyst databases are databases which provides reports,
rese...
Implementing Knowledge Management

KM at Andersen Consulting:
How is it used
• A Day in the life…
•
•
•
•
•
•
•

E-mail re...
Implementing Knowledge Management

KM at Andersen Consulting:
Benefits
•
•
•
•
•

Supports global complexity
Rapid institu...
Implementing Knowledge Management

Agenda
•
•
•
•

What is Knowledge Management?
Why Knowledge Management?
Andersen Consul...
Implementing Knowledge Management

Keys to Successful KM
• Which factors are critical for my business that
can be addresse...
Implementing Knowledge Management

Success Factors: Strategy
• Start with a holistic business integration
approach: Align ...
Implementing Knowledge Management

Success Factors: People
• Create a culture of sharing and use/reuse
• Implement incenti...
Implementing Knowledge Management

Success Factors: Process
• Make knowledge use and contribution a natural
part of the bu...
Implementing Knowledge Management

Success Factors: Technology
•
•
•
•

Create a seamless infrastructure
Design and deploy...
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  • Creating a culture of sharing and reuse is one of the hardest issues in Knowledge Management.
    People use the KX because they know they are expected to and doing so is an important factor in their career progression.
    All employees are evaluated by their immediate supervisor approximately once every four months (more frequently on shorter projects)
    Knowledge Sharing is a key Professional Quality that occurs on everyone’s evaluations.
    Their knowledge sharing success is discussed with them during annual reviews and is a factor in promotions. At certain levels failure to share knowledge will prevent promotion.
  • The KX is:
    - Organized around Communities of Practice (COPs), which are mainly Industry and Competency focused
    - Trying to organize around Business Integration
    - What/Who Do You Identify With?
    Industry
    Competency
    Current Engagement
  • This screen provides a common access point to many of the databases (via the Communities of Practice) and to the Tools for locating and contributing information
    Headlines are four stories a week (and four weeks of history) selected by Marketing Department because of widespread interest to our people or our clients
    The Communities are the primary organizational focus of the knowledge. Each community manages its knowledge following a uniform approach. Examples of Community electronic newsletters, discussion databases and libraries are in the appendix.
    The Yellow Pages provides a tool for finding knowledge. It provides a searchable abstract of the purpose and content of each database, along with information on the sponsor and access limitations.
    Search and profile tools provide pull or push approaches to retrieving knowledge. This is a full text search tool that can be applied across target databases.
    The contribution tool provides a simple way of getting contributions to the appropriate user community. It is available from the Front Page as well as as part of the mail template. The user submits an abstract of the document, and answers questions regarding distribution restrictions, language, size and likely users. The document is automatically routed to relevant Knowledge Managers for review.
  • You should use the KX Front Page regularly to read headlines, search for knowledge that you need and keep up with news, key documents and databases related to your community.
    WILL BE IN DEMO
    Docfinder
    - Go to Front Page Main menu- click on “create new search button”- then fill in the required fields You can search up to 30 databases
    The search results will be sent back to your mailbox. There will be one message per database you had searched.
  • These databases are on all servers
    NAB & Personnel Directory are fist to show when you open a server.
    Client Service Directory
    Octel Network Directory
    Extended Absence Setup - add it from the server where your mail resides
  • To ease and encourage contribution to libraries, a new form will be released within the next few months which will allow users to contribute a library item from their mailbox. This will save users the “hassle” of deciding which library to contribute the item to.
    Users will nominate which area the document is relevant to such as change management, sap, process/energy and the document will be “posted” into the relevant library(s).
    The libraries that contributors will be able to contribute to include: BPM, Change Management, Communications, Consumer Products, Financial Services, Government, Healthcare, Industrial Products, Process, Process/Energy, SAP, Strategic Services, Technology and utilities.
    WILL BE IN DEMO
  • Some of these databases are currently on a trial basis and Andersen Consulting personnel can access them for free. For others, you must supply a valid charge number.
  • Implement Knowledge Management andersens consulting 2000

    1. 1. Knowledge Management: Implementation and Considerations Seamus Mulconry ©Andersen Consulting 2000
    2. 2. Implementing Knowledge Management Agenda • • • • What is Knowledge Management? Why Knowledge Management? Andersen Consulting and KM Critical Success Factors ©Andersen Consulting 2000
    3. 3. Implementing Knowledge Management What is Knowledge Management? • Knowledge n. 1. The state or fact of knowing. 2. Familiarity, awareness, or understanding gained through experience or study. 3. That which is known; the sum or range of what has been perceived, discovered, or inferred. • Management n. 1. The act, manner or practice of managing, handling, or controlling something. 2. The person or persons who manage a business establishment, organization or institution ©Andersen Consulting 2000
    4. 4. Implementing Knowledge Management What is Knowledge Management? Andersen Consulting Definition: A systematic process for creating, acquiring, synthesizing, sharing and using information, insights and experiences to achieve your organizational goals. ©Andersen Consulting 2000
    5. 5. Implementing Knowledge Management Agenda • • • • What is Knowledge Management? Why Knowledge Management? Andersen Consulting and KM Critical Success Factors ©Andersen Consulting 2000
    6. 6. Implementing Knowledge Management Why KM? “Fortune 500 Companies Will Lose $12 Billion in 1999 due to Knowledge Management Inefficiencies” International Data Corporation (IDC) October 6, 1999 • • • • Intellectual Rework Substandard Performance Obsolete Knowledge Employee Turnover ©Andersen Consulting 2000
    7. 7. Implementing Knowledge Management Why KM: Drivers • • • • • • Increasing Competition Excess Capacity Maturing Markets Maturing Technologies Customer Pressures Complexity of Environmental and Safety Regulations • Deregulation, Political Instability ©Andersen Consulting 2000 • • • • • • • Customer Focused Value Propositions Globalization Diversification through Acquisitions, Alliances KM to Improve Performance Employee Productivity Improvement Integrated Operations Rationalization of Multiple Organizations like R&D, Finance, HR, etc.
    8. 8. Implementing Knowledge Management Why KM: a Business Enabler Typical Company Scenario Knowledge Management Approach • Information is power, hence, it is hoarded • • Work is optimized in silos, delivering value within work units Information, experts, and lessons learned are hard to locate Underutilized investment in technology • Local focus on information, reacting to situations • • • • ©Andersen Consulting 2000 • • Knowledge is seen as a valued corporate asset; people sharing knowledge is the only way to improve Work is optimized by virtual, integrated teams, delivering value as an enterprise Corporate memory is captured, measured, improved, and easily accessed Technology fully supports business needs and delivers value Global focus on corporate knowledge proactively seizes upon opportunities
    9. 9. Implementing Knowledge Management KM Must Consider the Business Model Interdependence Collaborative Groups Individual Actors Collaboration Model Integration Model •Systematic, repeatable work •Highly reliant on formal processes, methodologies or standards •Dependant on tight integration across functional boundaries •Improvisational work •Highly reliant on deep expertise across multiple functions •Dependant on fluid deployment of flexible teams eg Supply Chain Management eg R& D Transaction Model Expert Model •Routine work •Highly reliant on formal rules, procedures and training •Dependant on low-discretion workforce or automation •Judgement-oriented work •Highly reliant on individual expertise and experience •Dependant on star performers eg Marketing & Advertising eg Retail Operation Routine ©Andersen Consulting 2000 Complexity of Work Interpretation/ Judgement
    10. 10. Implementing Knowledge Management KM Strategies Can Create Value Collaborative Groups Collaboration Model Integration Model KM Challenge •“Orchestrating across functions” •“Achieving breakthrough innovation” KM Strategy Interdependence KM Challenge KM Strategy •Integrated processes •Integrated teams •Best practice benchmarking •Strategic framing •Knowledge linking •Active learning Transaction Model KM Challenge •“Consistent low-cost performance” Expert Model KM Challenge •“Getting results from stars” KM Strategy KM Strategy Individual Actors •Routinization •Automation Routine ©Andersen Consulting 2000 •Experienced hiring •Apprenticeships/development •Capability protection Complexity of Work Interpretation/ Judgement
    11. 11. Implementing Knowledge Management Agenda • • • • What is Knowledge Management? Why Knowledge Management? Andersen Consulting and KM Critical Success Factors ©Andersen Consulting 2000
    12. 12. Implementing Knowledge Management Andersen Consulting background • Global Organization • • • • 66,000+ professionals $10+ billion 1999 estimated fees 146 offices worldwide 46 countries ©Andersen Consulting 2000
    13. 13. Implementing Knowledge Management Investing in Knowledge Management • 50,000 Lotus Notes users worldwide • $500 million per year • Knowledge organized by Communities of Practice • 350+ full time knowledge managers • Employee evaluations consider contribution and reuse of knowledge ©Andersen Consulting 2000 • KM Efforts began 1992 • Lotus Notes • Worldwide 24x7 operations • 450 Domino servers • 6000+ databases • Integrates administrative functions such as evaluations, annual reviews, skills inventories
    14. 14. Implementing Knowledge Management Our Journey with KM 1992 - 1995 Enabling Infrastructure “Build it, and they will come”  Lotus Notes/KX  Discussion Databases  “Connections” ©Andersen 1994 - 1997 Knowledge Sharing “Knowledge is a by-product” 1996 - 2000 Knowledge Outfitting “Knowledge is actively managed”  Document Libraries  Meta-knowledge; managed  Communities vocabulary  “Contributions”  Thought Leadership  Web-like technology  “Aggregation & Consulting 2000 Combination” 1999 - 200? Smart Workplace “Our best knowledge guides our activities”  Integrated performance support  Job tools are knowledge tools  “Continuous Learning”
    15. 15. Implementing Knowledge Management KM Services at Andersen Consulting Supplying/Outfitting/Applying Client Team Knowledge Services 1. Client Team KM Enablement 2. Client Team Knowledge Planning 3. Client Team KM Operations 4. Knowledge Equipping 5. Knowledge Contrib. Knowledge Value Services 6. Community of Practice Start-up 7. CoP Knowledge Capital Planning 8. CoP Operations 9. Content Acquisition and Development 10. Content Management 11. Content Publishing and Distribution Common Services 12. KM Helpdesk, Assisted Search 13. Information Retrieval, Analysis Research 14. KM Training Delivery ©Andersen Consulting 2000 Enabling AC KM Enablement Services 15. Enable the Community of Communities 16. Plan and Manage the KM Architecture 17. Manage AC’s Global KM Function
    16. 16. Implementing Knowledge Management KM Roles at Andersen Consulting Knowledge Sponsor Sponsors development and implementation of KM solutions; acts as KM role model and ensures that KM is successful Knowledge Champion Works with engagement management, relevant client team members and the KM Community to ensure that KM services are delivered effectively Subject Matter Expert Approves collected knowledge for broad/final use, helps repackage knowledge for distribution, augments/creates knowledge as required Knowledge Manager Enables KM at user sites, facilitates knowledge contribution and access to knowledge capital, assists in use and re-use of knowledge Knowledge Integrator Maintains and refines knowledge capital KM Technical Support Develops and administers KM systems. Typically two roles: * KM Technical Development * KM Technical Administration and Operations ©Andersen Consulting 2000
    17. 17. Implementing Knowledge Management Everyone is evaluated for Knowledge Sharing Doug Q. Public ©Andersen Consulting 2000
    18. 18. Implementing Knowledge Management KM at Andersen Consulting: The Knowledge Xchange • A knowledge management architecture • Standards, infrastructure, tools that enable the global exchange of knowledge capital • A portfolio of applications that help distribute, retrieve and foster discussion around internal and external content • A system that transcends the barriers of geography, enabling Andersen Consulting personnel access any time, any where. ©Andersen Consulting 2000
    19. 19. Implementing Knowledge Management KM at Andersen Consulting: KX Technology • Full access to internal, external information, from anywhere, at any time • Instantaneous information capture and availability • Electronic search and search agents • Profiles, automated Push • Integrates administrative system • Paper a display tool, not filed ©Andersen Consulting 2000
    20. 20. Implementing Knowledge Management How Is the Knowledge Xchange Organized? Directory Databases (e.g., KX Yellow Pages, KX Front Page) Reference Databases (e.g., Industry/Competency Libraries) Discussion Databases (e.g., Change Management Forum, Financial Services Discussion) External Databases (e.g., Newsfeeds, Gartner Group) Application Databases ©Andersen Consulting 2000 (e.g., Call Tracking)
    21. 21. Implementing Knowledge Management KX Front Page - A “portal” to the Knowledge Xchange to help you find information, access databases, receive announcements and perform your work more efficiently. ©Andersen Consulting 2000
    22. 22. Implementing Knowledge Management KX Yellow Pages - The easiest way to find a database on the Knowledge Xchange is via the Yellow Pages ©Andersen Consulting 2000
    23. 23. Implementing Knowledge Management People and Places Name and Address Book - listing of all mailing lists and Lotus Notes Ids in the firm Chicago Metro Office Directory Directory of employees and guests in Chicago Metro area (including St. Charles, and Northbrook) AC Client Service Directory directory of AC offices and executive personnel in the firm ©Andersen Consulting 2000
    24. 24. Implementing Knowledge Management AC Client Experience AC Client Experience - To help you answer basic questions at any stage of work you may be doing for a target or current client. ©Andersen Consulting 2000
    25. 25. Implementing Knowledge Management Library Databases To support communities by encouraging your contribution of community-related information on proposals and engagements. They contain engagement support information; Market Unit and Competency knowledge capital; engagement deliverables, technical and functional designs, workplans, presentations, white papers, proposals, etc. ©Andersen Consulting 2000
    26. 26. Implementing Knowledge Management Discussion Databases Discussion Databases - Support communities by providing a general forum for community specific discussions. Contains announcements, marketing memos, newsletters; requests for project advice and/or expertise from other readers; responses to queries; Opinions, ideas, experiences, etc. ©Andersen Consulting 2000
    27. 27. Implementing Knowledge Management News First! Newsfeed is a database which provides current news stories on selected topics and companies within various industry groups. First! in Brief, enables each subscriber to receive, via Notes mail, a tailored subset of news from the a First! Newsfeed. ©Andersen Consulting 2000
    28. 28. Implementing Knowledge Management Industry Analysts Industry Analyst databases are databases which provides reports, research, etc. on selected topics and industries. Some databases are subscription-based and some are open for public access. We also have access to internet sites only (such as Computer Economics, Dow Jones, etc.). Please see the KX Yellow Pages for a complete listing of external resources. ©Andersen Consulting 2000
    29. 29. Implementing Knowledge Management KM at Andersen Consulting: How is it used • A Day in the life… • • • • • • • E-mail request Search a Library Post a request to Discussion Start a search, internal & external Review Methodology, Best Practices Retrieve related proposals, work-product Evaluation contributions ©Andersen Consulting 2000
    30. 30. Implementing Knowledge Management KM at Andersen Consulting: Benefits • • • • • Supports global complexity Rapid institutional learning Global communication and coordination Keeps professionals close to the business Changes all aspects of business: • Opportunity management • Service delivery • Practice management ©Andersen Consulting 2000
    31. 31. Implementing Knowledge Management Agenda • • • • What is Knowledge Management? Why Knowledge Management? Andersen Consulting and KM Critical Success Factors ©Andersen Consulting 2000
    32. 32. Implementing Knowledge Management Keys to Successful KM • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing? • Which people need to be empowered to contribute the right knowledge? • Are priorities aligned with measurements? Strategy People Technology • What tools are currently in place? • What tools are needed to enable the environment? • How do you fill the gap? Process • Are the right processes in place to - capture, refine and create knowledge - disseminate, share and apply knowledge to deliver business value? © ©Andersen Consulting 2000
    33. 33. Implementing Knowledge Management Success Factors: Strategy • Start with a holistic business integration approach: Align strategy, people, process and technology • Top management must be committed, be leaders and role models • Focus company on development and exploitation of knowledge capital • Make knowledge accessible to everyone who can contribute to it or use it • Account for knowledge as a strategic asset • Be patient--this is a way of life, not a quick fix ©Andersen Consulting 2000
    34. 34. Implementing Knowledge Management Success Factors: People • Create a culture of sharing and use/reuse • Implement incentives, rewards, recognition, evaluation. Measure knowledge sharing activities • Create a Knowledge Management organization • Assign roles • Identify sponsors • Integrate knowledge in training ©Andersen Consulting 2000
    35. 35. Implementing Knowledge Management Success Factors: Process • Make knowledge use and contribution a natural part of the business process • Define standard processes for managing knowledge capital • Eliminate redundant systems and channels ©Andersen Consulting 2000
    36. 36. Implementing Knowledge Management Success Factors: Technology • • • • Create a seamless infrastructure Design and deploy a KM Architecture Standardize tools and technologies Operate as mission critical ©Andersen Consulting 2000
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