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Collaboration at GE

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Presentation by Dan Ranta to SIKM Leaders Community on November 21, 2017

Published in: Business
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Collaboration at GE

  1. 1. “The faster you get better, the better you get at being fast” Collaboration at GE Our GE Opportunity Driving Impactful Collaboration Supporting the GE’s Transformation…Thinking Big Daniel Ranta – November 2017 “This is a community of Knowledge Management leaders from around the world. It was created in 2005 and is open to all KM practitioners. The goal is to share experiences and insights on implementing KM programs. Diverse opinions are welcome if expressed in a supportive and collaborative manner. Members are encouraged to share KM-related job openings and details on their own availability for employment in the field. SIKM
  2. 2. Topics for Today  Starting Point: Introduction  KM Discovery / Findings: Assessment / Discovery / Findings  Customers / Team: Building Momentum  GE Communities: Governance Ideas  Community Architecture / Culture: People Focus  Consolidate User Experience: Bring it together  Roadmap / Governance / Standards: Accelerating the Journey  Summary / Questions Transformational 2
  3. 3. KM Assessment ▪ Assessment Details / Results: ▪ 45 individual 30 to 60 minute conversations across all GE Businesses ▪ Strategy Session – 55 Attendees from across Business ▪ Meetings KM Practitioners ▪ Other meetings / with business leaders / sponsors of KM ▪ General GAP Analysis activities ▪ Summary of key findings 3 Transformational
  4. 4. “…tribal knowledge is how we work…” “…if there is no sponsor, there is no chance…” “…content management is painful…” “…brokering the connections is key…” “…just give us a search engine, that’s all we need…” “…how business units measure success is THE barrier for KS…” “…if we do it right, it will have tremendous value…” “…we figure things out on our own…” “…what tool are you going to use???” “…I want to be the ‘Dan’ in Aviation…” Some Quotes -Week 1 4
  5. 5. Summary: There are many positive aspects of GE’s current efforts to establish and improve collaboration. These “bright spots” can be built upon and shared with others across the company – including select aspects of KM governance to improve and standardize KM processes at GE. (building on the strengths) ▪ Change the mindset and the branding from KM to KS (and from technology to behavior) ▪ Establish an initial project to build some early wins (5 GE Communities) and integrate this with an enterprise-wide KS Strategy ▪ Work to create Collaboration Services for our GE-wide KS Strategy by working to find executive level sponsors from the business and from supporting groups such as Businesses, IT, Corporate Communications and HR / Learning ▪ Create a KS Leadership Team – business focal points ▪ Engage early with IT as a partner for KS development - ensure the project has strong IT support ▪ Explore the creation of an enterprise-wide wiki – lay the governance foundation for GE Wiki ▪ Work with internal resources to create some subtle KS and GE Community branding to separate the new KS approach and work from existing and past KS-related efforts ▪ Ensure that the security model for knowledge communities is clear and broadly communicated – there should be no ambiguity in this important area at GE ▪ Create a comprehensive set of KS governance materials – build this directly in to the GE Wiki. ▪ Build a KS team charter and structure that clearly shows how a central team can manage all KS-related activities for GE in the future Key Findings / Recommendations (initial steps) 5
  6. 6. GE Internal GE Stakeholder Groups – Visualization of Key Groups driving Collaboration at GE – Focus on Knowledge RE-USE / Productivity Collaboration at GE – Stakeholder Groups Engineers & Others – Our Customers SH = Stakeholders SH-2a: KS Leadership Team – GE Collaboration Ambassadors Accountable for guidance on KS within and across businesses / disciplines / functions SH-3a: CORE: Engineers in Roles across Businesses / Disciplines / Functions (Engineering / Technical Function) SH-4: ACTIVE – GE Employees Collaborating SH-5: EXTENDED – Community Members – across all businesses / disciplines / functions SH-1: Executive Sponsors / ELC / Businesses / GRC / Corp IT – strategic direction & support, etc. Locations Disciplines Locations Disciplines Locations Disciplines Locations Locations Business Business Business SH-2b: KS / HR / Learning / Corporate IT Support Teams (enablers) Requisition Application Disciplines Business Business Business Business Business Business Business PEOPLE Process Technology TRUST Helping Employees have the answers to the questions that have not yet been asked GE Store Scientific 6
  7. 7. GE Internal GE KS & Research / Library Services Team Global Team Leader Library / Research Leader KM Leader GE Wiki Expert KS Tech. Lead KS Taxonomist RKS Expert RKS Expert RKS Expert Knowledge Sharing Research & Knowledge Services Extended KS Team (Collaboration Ambassadors across Businesses) ENERGY CONNECTIONS POWERAVIATION TRANSPORTATIONLIGHTINGBHGE HEALTH CARE RENEWABLE ENERGY DIGITAL 1. KS / RKS Teams 2. Culture 3. Business Alignment 4. KS Awards / R&R 5. GE Communities 6. Technology 7. Content & Search 8. Expertise ID 9. KS Comm. / Training 1. Engineering Services – TISCAT, etc. 2. External Content / IP 3. UX / ROI / Metrics 4. Patent Services 5. Subscription Mgmt. 6. Benchmarking 7. WaaS – Wiki as a Service Consulting Support Consulting Support Manager 7
  8. 8. How are we working to improve collaboration with communities at GE. Focus on: Adoption, Engagement and Business Value Criteria to define a GE Community and to determine if a community is the right solution. Please remember, a Community is about solving problems and overcoming challenges vs. an organizational construct (department, discipline, function). Just as importantly, a GE Community is about getting the right people engaged in impactful collaboration - the behavioral element that helps us build a more collaborative culture. ▪ Communities are OUTCOME-based and should have a foundation in both collaboration and learning - since more learning happens on the job. ▪ Communities exist to champion, demonstrate, communicate, transfer and embed important Knowledge Processes and Practices (know-how, know-what, and know-why) in line with GE guidelines and procedures, to support the delivery of business results or OUTCOMES. ▪ Communities are a means to Link Employees within and across businesses, disciplines, and functions with the overall objective of making a measurable contribution to the continuous improvement of business performance or OUTCOMES. Staying relevant and current is key for business value. ▪ Communities thrive as "bounded collaboration," which is key to build Trust while crossing boundaries as necessary to share surgically with other communities - known as sister-Community-sharing. Bounds are mainly established in the communities charter - what major business challenges and opportunities is a community seeking to positively impact. It’s Impactful Collaboration. ▪ Communities should have an annual plan (or perhaps longer) agreed with the Community Sponsor and Leader and the Core Team. Often the best communities are Problem- Solving in nature and performance should be measured by: 1) quantifiable Community activity measures and 2) documented business improvement examples linked to material Measurable Business Outcomes. Examples of impact include, but are not restricted to, existing key performance indicators such as down-time improvements and increased employee productivity, as well as team/individual efficiency improvements and reductions in non-productive time, etc. KPIs specific to the business should be the focus. The drive for productivity improvements — in the form of economies of scale, streamlined processes, increased reaction times, and improved decision-making — should be relentless. ▪ A successful Community will use a variety of Communication mechanisms (email alerts, virtual and face-to-face meetings, blogs, newsfeed, and individual contacts) to highlight, communicate, transfer, document and embed good practices in the Community discipline area. Retaining Critical Knowledge should be done in the flow of how Community members use the enabling processes and technology in the Community portal site. For example, an active discussion in Ask & Discuss can easily become a wiki article by leveraging the WaaS. ▪ Communities will maintain an up-to-date Membership list that should include Expertise Rosters on their respective portal site. The topics for expertise are that same used to manage content in the library and the community's wiki portal space. This provides a consistent knowledge thread within a community. ▪ Communities may have accountability, delegated from the key managers, for some aspects of the Business or Discipline – “front door.” ▪ Communities should scope Projects or MISSION-Based Teams (Workgroups) to deliver specific objectives - once completed, they are shared with the Community members broadly. Workgroups should have defined and finite duration, while Communities have a "boundarylessness" about them and are an enduring part of GE. 8
  9. 9. GE Internal Adaptive Space – These are GE Communities GE Communities (GE-wide) Groundswell: Tapping the Power of Employee Communities to Fuel Emergent Innovation From Rob Cross 9
  10. 10. GE Communities >65K+Active Collaboration Context Constituents Communication Content All GE Businesses Adopted Productivity Costs & Quality Dynamic environment for the retention of critical knowledge and the protection of our intellectual capital – enterprise- wide encyclopedia – GE-Wide GE Impactful Collaboration Engagement is Sanctioned at the Chief Engineering Office Level Measurable Business Value is Mandatory 250 GE Communities with ~125K Employees Engaged by mid-2018 ( ~70K Engineers) GE Wiki Collaboration Services Facilitate “Impactful” Collaboration • Connect People / Problem Solving / Broad-based Learning • Cross-Business / -Discipline Sharing / Share Surgically Retain & Re-use Critical Knowledge • Turn Tacit into Explicit / Collect & Capture • Organize / Filter / Retain / Find / Re-Use Manage & Elevate Expertise • Locate & Leverage GE Expertise - CTHs • Reward & Recognize / Find Expertise in Context Learning / Continuous Improvement • Team with GE employees / CTHs (across GE) • Access Existing Content / GE Wiki / Lessons Learned • Enable Mission-based Teams / Innovative Behaviors Enhance Content & Search / Findability • Organize with Taxonomy for Context • Find Content / Knowledge with Intuitive Ease • Presence Awareness for Contextual Knowledge GE Communities W 10
  11. 11. Horizontal Standardization Drives Lower Costs and Greater Value…as well as Greater Employee Satisfaction & Engagement GE Communities EstimatedCostper Community More Less Few Many GE Communities are made up of groups of GE professionals facing similar work challenges and learning opportunities. • Communities are bounded to facilitate building and leveraging trusted relationships within and across GE’s businesses and disciplines. • While bounded, Communities have porous boundaries enabling broader collaboration and engagement in peer-to-peer problem solving and the capture of additional business value in the flow of their daily work activities. • GE Communities are central for building an open, collaborative, global culture. • A small, central team provides the Collaboration Services for GE Communities. 11
  12. 12. GE Internal TACIT Knowledge (people) is more important than EXPLICIT (content) Rotating Community Blog Featured Member Community Stats Business ScorecardLast Five Questions w/tags Purpose / About Find Expertise Newsfeed Calendar / Upcoming Events New in GE Wiki Community Leadership Model Logo Join/Leave Name Side Navigator Modifiable Links Search About you / AlertsIcon NavigationProgram Logo Collaboration Commitment Communication Content Context ConstituentsExpertise Calendar Context Communication Constituents Digital Strategy Components TACIT EXPLICIT Commitment Content 12
  13. 13. GE Internal GE Collaboration Services – GE Store Questions Answers Observations & Thoughts Lessons Learned Technical Expertise Best Practices Guidelines, etc. Ideas Discussions & Conversations Documents / Presentations Wiki Articles / Content FormalInformal Recommended Procedures Enterprise-wide Wiki – Organized in Context (Content & Expertise) Search / Findability – Organized by Relevance (Content & Expertise) Insights & Findings Peer-to-Peer Problem Solving Slack / Groups / Yammer External CustomersKnowledge Sharing Informal Groupings Digital Exchange GE WikiBox / Folders / SharePoint Workgroups Verified / Sanctioned by Business Knowledge Retention & Reuse www.GE.comSocial Communities Mission-based Teams Outcome-based Communities Knowledge Promotion: Chapters / GE Digital / Case Studies Innovation Learning Continuous Improvement Tactical Connections Tight Collaboration Strategic Collaboration Showcasing our GE Store / Brain Policies Standards Design Practices Water Cooler / Coffee Pot OurCustomersTellOurStory Case Studies Reference Materials Success Stories Wisdom Primary Collaboration Activity Helping Engineers have the answers to the questions that have not yet been asked Culture of TRUST 13
  14. 14. New, Standard Community / KS Approach – the path to an improved collaborative culture at GE ActivitiesandSophistication Timeline Systematic and Disciplined Approach to KS is a GE Differentiator • Focus on foundation for KS with initial Communities • Ensure value for initial Communities reflecting strong ROI • Leverage a consistent, disciplined KS approach • Make knowledge transfer a priority within and across groups / divisions / locations • GE Wiki up and running for each newly launched Community • AVIATION – good fortune • Create broad based executive support for KS / Communities – FRONT DOOR • Continue working with businesses to develop purposeful Communities – Impactful Collaboration (key phrase) • Less is More • Expand KS training and awareness as more employees become members • KS Team is central and effective for users – driving consistency and excellence • GE Wiki is fully launched • AVIATION / REN / POWER / BHGE • GE-wide groups • Making KS a key piece of GE’s cultural DNA, connecting all knowledge workers • Nearly all Communities developed and operating • Standards being leveraged advances GE’s KS processes and technology • Improved Search / Findability for KS and all Research / Library Services • GE’s KS approach is recognized as world class within the industry and with Clients / Partners / Suppliers, etc. - Productize Year 1 Year 2 Year 3 It Becomes Part of our DNA 14
  15. 15. Imagination at work Questions / Comments Daniel.Ranta@ge.com Thanks for Having me 15

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