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KM Leadership and the KM Champion Role

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Presented at KMWorld 2018 by Mary Little (Enterprise Knowledge) and Hasan Syed (Federal Home Loan Bank of Chicago), the presentation offers a case study from FHLBC on how they have communicated the value of KM to the senior leaders of FHLBC and gained their buy-in by aligning KM initiatives to FHLBC’s overall strategic plan. This presentation showcases how they developed a KM Leadership Team for the service desk and leveraged the Leadership Team to spread the word up and across the organization about the benefits that a well-designed taxonomy, content strategy, enterprise search, and culture of collaboration can have on the productivity and engagement of its workforce.

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KM Leadership and the KM Champion Role

  1. 1. KM Leadership & KM Champion Role: Communicating the Value of KM to Gain Stakeholder Buy-In Hasan Syed, FHLBC (hsyed@fhlbc.com) Mary Little, Enterprise Knowledge (mlittle@enterprise-knowledge.com)
  2. 2. “Knowledge has become the key economic resource and the dominant – and perhaps even the only – source of competitive advantage.” – Peter Drucker
  3. 3. Hasan Syed Mary Little Vice President, Knowledge Management Practice Lead, Knowledge Management Federal Home Loan Bank of Chicago Enterprise Knowledge
  4. 4. About FHLBC The mission of the Federal Home Loan Bank of Chicago is to partner with our member shareholders in Illinois and Wisconsin to provide them competitively priced funding, a reasonable return on their investment in the Bank, and support for community investment activities. We’re one of 11 Federal Home Loan Banks chartered by the U.S. Congress in 1932 to promote homeownership. Our members include banks, thrifts, credit unions, insurers, and community development financial institutions throughout our district.
  5. 5. KM CHALLENGES § Opportunities to increase the findability of work resources § In need of improved governance processes and guidelines to ensure quality and accuracy of work resources § Low engagement level when rolling out knowledge sharing initiatives CRM, Incident Management/Helpdesk Wiki Network Drives People’s Heads Enterprise Data Warehouse SharePoint
  6. 6. § An integrated approach to identify, capture, evaluate, retrieve, and share our information assets for the whole bank § Ability to provide “knowledge” to the right person at the right time to create value § Align with FHLBC strategy to build agile, nimble, high performing, and self reliant teams Knowledge Management involves the people, process, culture, and enabling technologies necessary to Capture, Manage, Share, and Find information. DEFINING KM FOR FHLBC
  7. 7. DISCOVERY PILOT STRATEGY PILOT IMPLEMENTATION ENTERPRISE STRATEGY ENTERPRISE IMPLEMENTATION 01 02 03 04 05 Acknowledge the need for a comprehensive KM approach. Analyze and assess KM challenges within a subset of the organization. Show results from implementing a small- scale plan. Develop a business case for expanding efforts organization- wide. Take an agile approach when implementing solutions across the organization. APPROACH
  8. 8. Methodology for delivering an actionable Knowledge Management Plan. Benchmark: Analysis and rating of FHLBC’s maturity on variety of benchmarking criteria. Target State Analysis: Design and definition of the future KM state for FHLBC focused on KM Workstreams. Current State Analysis: Knowledge gathering activities to assess FHLBC’s current KM state focused KM Workstreams. Roadmap: Fully customized, iterative, task-based plans to achieve Target State of KM. KM Workstreams • People • Process • Content • Culture • Technology Defines current maturity of FHLBC’s KM with supporting detail and anecdotal evidence to support findings and recommendations. Clear definition of the future state of KM for FHLBC that will provide the greatest impact on benchmarks and offer the most significant business value. Better understanding of FHLBC’s relative maturity level compared to organizations of various size, market cap, and industry. Immediately actionable, practical plans that will show value quickly and provide measurable success criteria to help drive change and build momentum. METHODOLOGY
  9. 9. üDefining KM Leadership üTraining KM Leadership Team Members üServing as KM Team Members üStand-Ups or “Scrums” üLunch-and-Learns üGamification üTaxonomy Design üTaxonomy Validation üTaxonomy Governance üTaxonomy Execution üContent Inventory & Analysis üContent Clean-up & Migration üContent Type Definition & Templating üContent Governance üUse Case Definition üTool Selection & Validation üSearch Minimum Viable Product Design & Launch üPhased Search Enhancements üSearch Evaluation & Governance üNeeds Assessment üPerformance Planning & Strategy and Goal Setting üPerformance Plan & Strategy Execution KM Leadership Team Collaboration Content & Taxonomy Search & Technology Training & Development SOLUTIONS
  10. 10. The expected outcomes of a KM Strategy & Implementation initiative include: Increased Productivity Innovation Improved Customer Service Less time wasted looking for the information people need or recreating things they didn’t know already existed. More reliable information easily accessible and improved response time and resolution of issues. Higher levels of collaboration resulting from open lines of communication and time saved from improving findability of information. Risk Avoidance Less likelihood of providing inaccurate or incorrect information that could lead to legal action. BUSINESS VALUE & ROI
  11. 11. 01 Strategic Alignment 02 Value to Our Members 03 Reduced Cost 04 Repeatable Process 05 Team Work & Accountability 06 Improved Communication TIPS FOR GETTING BUY-IN
  12. 12. Value of a KM Leadership Team: Provides the team with guidance and support necessary to improve the way they share information. Serves as champions for the adoption of KM best practices and the embodiment of a culture collaboration. KM LEADERSHIP TEAM Value of a KM Leadership Team: Provides the team with guidance and support necessary to improve the way they share information. Serves as champions for the adoption of KM best practices and the embodiment of a culture collaboration. KM LEADERSHIP TEAM
  13. 13. Enterprise KM Champion § Understand KM terms, concepts and practices § Communicates the value of KM efforts § Connects the project team to experts within their department § Serves in focus groups to validate KM challenges and provide feedback on potential KM solutions KM LEADERSHIP ROLES
  14. 14. STRATEGIC COMMUNICATIONS Strategic Alignment Meetings KM Events & Competitions KM Pin, Images, Videos, Internal Advertisements SharePoint Site STRATEGIC COMMUNICATIONS
  15. 15. Outcomes § Increased awareness of KM initiatives § High-level of engagement and adoption of new KM solutions § Executive buy-in and support for continuing KM efforts Upcoming Efforts § Content Strategy Development § Team Collaboration and Learning/Development Plan Implementations § Search & Taxonomy Tool Implementation § Enterprise-Level KM Pilot Project Planning
  16. 16. 703-981-2495 MLITTLE@ENTERPRISE- KNOWLEDGE.COM LINKEDIN/MARY-LITTLE 312-565-5759 HSYED@FHLBC.COM LINKEDIN/HASANHSYED Hasan Syed Mary Little CONTACT
  17. 17. WE’LL BE ANSWERING QUESTIONS NOW Q A& THANKS FOR LISTENING Q&A SESSION

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