Measuring the value of your KM strategy


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Measuring the value of your KM strategy

  1. 1. Knowledge Management for Professional Services conference 2006 Measuring the Value of the KM Strategy Avillion Hotel Sydney 27 February 2006 Chris Fletcher—Director, Knowledge Management Asia Pacific region Deloitte Consulting
  2. 2. The voice of the practitioner 2003…
  3. 3. Agenda <ul><li>Our business case for a new KM Strategy </li></ul><ul><li>KM: Content, Culture, Connectivity </li></ul><ul><li>How do you determine what is value in your KM Strategy? </li></ul><ul><li>How do you measure value in your KM strategy? </li></ul>
  4. 4. Deloitte is a very large professional services firm History of Consistent Growth and Financial Strength Assurance Financial Advisory Consulting Tax Full Range of Professional Services Revenue by Industry Manufacturing Financial Services Energy Health Care Public Sector Consumer Business Communications 21% 19% 9% 12% 13% 16% 10% Revenues of $16.4 billion with some 120,000 people in more than 150 countries
  5. 5. The challenges of building a KM strategy in an environment of discontinuous change are substantial <ul><li>Organisations don't always know what knowledge they want or need and the needs keep changing! </li></ul><ul><li>When they do figure out what knowledge they need, they cannot get people to share, transfer or apply knowledge </li></ul><ul><li>Crucial knowledge will get stuck in organisational silos </li></ul><ul><li>Knowledge famine and information glut </li></ul><ul><li>Knowledge is often transaction-based </li></ul><ul><li>Speed and quality often suffer from a non-unified view of the customer and business </li></ul><ul><li>External market factors change as markets become educated, information transfer speeds up but knowledge transfer slows down </li></ul><ul><li>Workloads are soaring, people don’t have time to innovate or collaborate </li></ul>These things are not only true for service organisations
  6. 6. Deloitte has had to face some further challenges occurring in the professional services arena <ul><li>After Arthur Andersen, the consulting playing field changed (most big firms planned spin-offs of consulting divisions) </li></ul><ul><li>Deloitte focused energy on preparing to spin off Deloitte Consulting </li></ul><ul><li>In 2003, Deloitte changed course and reintegrated Deloitte Consulting </li></ul><ul><ul><li>Management focus had to shift from a “clean split” to an “integrate again” equation </li></ul></ul><ul><ul><li>This change of direction impacted through different structures/silos/cultures </li></ul></ul><ul><ul><li>Lots of “stuff” available, how to get the “good stuff” </li></ul></ul><ul><ul><li>Lots of confusion as to what Deloitte IP was and where to access it </li></ul></ul>All this during a time of rapid growth . . .
  7. 7. The changes within Deloitte had to be played out on a global playing field Deloitte had a unique Knowledge Management Challenge . . . <ul><li>Latin America and Caribbean </li></ul><ul><ul><li>55 Cities </li></ul></ul><ul><ul><li>28 Countries </li></ul></ul><ul><li>North America (United States, Canada and Mexico) </li></ul><ul><ul><li>149 Cities </li></ul></ul><ul><ul><li>3 Countries </li></ul></ul><ul><li>Africa </li></ul><ul><ul><li>48 Cities </li></ul></ul><ul><ul><li>23 Countries </li></ul></ul><ul><li>Asia-Pacific </li></ul><ul><ul><li>121 Cities </li></ul></ul><ul><ul><li>27 Countries </li></ul></ul><ul><li>Middle East </li></ul><ul><ul><li>32 Cities </li></ul></ul><ul><ul><li>16 Countries </li></ul></ul><ul><li>Europe </li></ul><ul><ul><li>326 Cities </li></ul></ul><ul><ul><li>55 Countries </li></ul></ul><ul><li>Link 120,000 professionals in over 150 countries to the knowledge they needed </li></ul><ul><li>Link 30,000 consultants to one global repository of all research, content, resources and learning through a common portal </li></ul><ul><ul><li>Develop collaborative communities related to different services and industries </li></ul></ul><ul><ul><li>Collect, cleanse, enhance and distribute knowledge within client confidentiality limits </li></ul></ul><ul><ul><li>Ensure content is relevant, current and continuously submitted </li></ul></ul><ul><ul><li>Create vehicles for project knowledge sharing, for project-based innovation and for collaboration with clients </li></ul></ul>
  8. 8. In the face of discontinuous global change, Deloitte had to drill down into the real meaning of KM… <ul><li>An appropriate view of KM depends on your organisation’s knowledge maturity and strategic priorities… </li></ul><ul><li>For Deloitte, we chose to focus on three key themes: </li></ul>Embed knowledge sharing within core values, daily processes, and organisational attitudes Define, capture, process, synthesize, disseminate and improve specific, focused, value-added content (both internally and externally authored content) Provide rapid people-to-content and people-to-people connectivity using world class infrastructure Most companies still focus on the content and don’t do justice to culture and connectivity
  9. 9. Our approach to Content places responsibility with the practitioner for contribution <ul><li>Received from practitioners </li></ul><ul><li>Cleansed in India </li></ul><ul><li>Reviewed for client confidentiality and ownership </li></ul><ul><li>Packaged by issue and competency </li></ul><ul><li>Searchable in the Knowledge Exchange </li></ul><ul><li>Linked by client and type of work </li></ul>
  10. 10. Our approach to managing Deloitte’s talent and knowledge builds and reinforces our culture Our Culture and Values… are supported by our Talent Management approach: <ul><li>Outstanding value to clients </li></ul><ul><li>Commitment to each other </li></ul><ul><li>Integrity </li></ul><ul><li>Strength from cultural diversity </li></ul><ul><li>A strong spirit of collegiality </li></ul>KM Activities Support This Culture and Approach <ul><li>Acknowledge and reward knowledge sharing, responsiveness and a collaborative way of working in developing our people </li></ul><ul><li>Make it easy to share (KM team will tag and load for you …) so that the right people with the right knowledge are deployed </li></ul><ul><li>Communities, knowledge sharing and innovation events all build connections </li></ul><ul><li>Focus on project scheduling preferences so that people can develop and be deployed to get the experience they want and need, keep us the “Best place to work ” </li></ul>Develop Deploy Connect Alignment Commitment Capability Performance
  11. 11. Content is delivered via a portal with expanded search and easy contribute capabilities
  12. 12. So how did we get our KM Strategy to where it is today? Sponsorship Consulting Leadership agreed to globally share Intellectual Property; role of KM is to provide access to the “right content, at the right time, in the right format, and at the right price” enabling our practitioners to deliver greater value to our clients <ul><li>Vision </li></ul><ul><ul><li>To be recognized as the source of global consulting content and knowledge by converting project experience and individual expertise into organizational knowledge and intellectual capital </li></ul></ul>Stakeholders Global, Competency, Regional and Country leadership have validated our knowledge sharing approach and provide “On the Ground” support extending beyond the financial Our Knowledge Brand Marketing and communications programs have reinforced the knowledge brand in consulting and recognition of the value knowledge sharing provides our practitioners Our practitioners Have articulated the “what’s in it for me” and the value of knowledge for our people <ul><li>Mission Statement </li></ul><ul><ul><li>To facilitate the exchange of content and knowledge to increase the value our practitioners deliver to clients </li></ul></ul>
  13. 13. How do you determine value in your KM strategy? <ul><li>One size does NOT fit all </li></ul><ul><li>Value depends on: - Stakeholders - Articulated benefits - Value drivers - Knowledge Value continuum </li></ul>
  14. 14. Understanding Value - Stakeholder Management <ul><li>Who ultimately is responsible for the KM Strategy? </li></ul><ul><li>Can you identify the key stakeholders? </li></ul><ul><li>Are there any decision makers not in the loop? </li></ul><ul><li>Where are the detractors? </li></ul><ul><li>What outcomes are appropriate for each group of stakeholders </li></ul><ul><li>What are their expectations around knowledge? </li></ul>
  15. 15. Understanding Value - Articulating benefits to be delivered My Knowledge Benefits Mutual Benefits Organisational Benefits Access to the latest thinking Faster access to knowledge Better Sharing Knowing who is doing what Novel approaches / new ideas Faster problem solving New hires becoming effective quicker Minimise duplication/ reinvention Better / faster innovation Improved client service Reduce knowledge loss Productivity performance
  16. 16. each organisation will have different drivers, but there are some consistent themes: Understanding Value – Identifying the drivers <ul><li>Management </li></ul><ul><li>KM Organisation </li></ul><ul><li>IP Protection </li></ul><ul><li>Risk Management </li></ul><ul><li>Organisational efficiency </li></ul><ul><li>Knowledge currency </li></ul><ul><li>IT Drivers </li></ul>
  17. 17. Understanding Value - The knowledge value continuum <ul><li>Knowledge linked to innovation </li></ul><ul><li>ROI for benchmarks reported </li></ul><ul><li>Building block in corporate strategy </li></ul><ul><li>Senior management take ownership </li></ul><ul><li>KM benchmarks established </li></ul><ul><li>CKO role established </li></ul><ul><li>Value of linked data recognised </li></ul><ul><li>Systems to link and capture data developed </li></ul><ul><li>Business units drive process </li></ul><ul><li>Not recognised by the business as important </li></ul><ul><li>No strategic visibility </li></ul>Business Imperative <ul><li>Collaborative tools </li></ul><ul><li>Linked data structures </li></ul><ul><li>“ One record – one update” </li></ul><ul><li>Search engine driven </li></ul><ul><li>Tacit knowledge exchanges </li></ul><ul><li>Document Management </li></ul><ul><li>Knowledge sharing tools – not linked or rationalised </li></ul><ul><li>Explicit knowledge starting to be documented </li></ul><ul><li>Taxonomies developed </li></ul><ul><li>Common drives for information storage </li></ul><ul><li>Spreadsheets </li></ul><ul><li>Disparate repositories </li></ul><ul><li>Ad hoc </li></ul><ul><li>No common repositories </li></ul><ul><li>Little connected data </li></ul>Connectivity <ul><li>Community based </li></ul><ul><li>Boundryless </li></ul><ul><li>Collaborative </li></ul><ul><li>Team based </li></ul><ul><li>Acknowledged value of knowledge </li></ul><ul><li>Network of contacts developed </li></ul><ul><li>Knowledge embedded in KPI’s </li></ul><ul><li>Formal learning programs </li></ul><ul><li>Data linked – information visible </li></ul><ul><li>information starting to be shared </li></ul><ul><li>No sharing </li></ul><ul><li>Individual ownership of data </li></ul><ul><li>Siloed Business Units </li></ul>Culture <ul><li>Current / Best of Breed </li></ul><ul><li>Needs focused </li></ul><ul><li>Business based </li></ul><ul><li>Value added </li></ul><ul><li>Accessible & Searchable </li></ul><ul><li>Continually reinvented </li></ul><ul><li>Tacit knowledge exploration </li></ul><ul><li>Information linked to added value </li></ul><ul><li>Knowledge flows developed </li></ul><ul><li>Differentiation between explicit and tacit knowledge </li></ul><ul><li>Knowledge taxonomies developed </li></ul><ul><li>Needs begin to drive information flows </li></ul><ul><li>Discrete information repositories </li></ul><ul><li>Little value added </li></ul><ul><li>Context around data developed </li></ul><ul><li>Specific to individuals </li></ul><ul><li>large volume </li></ul><ul><li>disparate in nature </li></ul>Content Innovation Knowledge Information Data
  18. 18. <ul><li>Two ways to measure value: 1. Measuring outcomes – the extent to which a project achieves its objectives - serves as a proxy measure for success of KM initiatives - KM is then an integrated part of the project or process </li></ul><ul><li> 2. Measuring activities – looking at specific KM practices applied to a project or process </li></ul><ul><li>- what are the specific KM activities behind this practice and what was their effect? </li></ul>How can you measure KM value in your strategy?
  19. 19. 1. Measuring outcomes - collections
  20. 20. 1. Measuring outcomes – the engagement lifecycle
  21. 21. 1. Measuring outcomes – story telling <ul><li>Sites on the KX dedicated to telling the story of a project: </li></ul><ul><ul><li>- why the client needed help </li></ul></ul><ul><ul><li>- how Deloitte provided assistance and </li></ul></ul><ul><ul><li>- the tangible benefits the client experienced as a result of our work </li></ul></ul>
  22. 22. 1. Measuring outcomes - Keeping KM “top of mind”
  23. 23. 2. Measuring activities - Global KM metrics reports monthly Defined – Valid – Actionable - Reliable Global Leadership Service Line Leadership Contributions Qualifications Country Usage Regional Leadership
  24. 24. Consultant Contribute content as directed, participate in local KM initiatives Analyst Effective navigation, understanding and ability to contribute to knowledge system Senior Consultant Works with managers to identify & contribute “best” content, participate in local KM initiatives Senior Manager Promotes the importance of knowledge sharing in engagement start-up / close-out, ensures capture of qualification and deliverables and compliance with standards, acts as a knowledge connector Manager Is the knowledge leader on engagements and/or contributes quality content, captures lessons learnt, responds to RFI’s 2. Measuring activities – knowledge sharing behaviours Partner Actively promotes knowledge sharing, identifies and sponsors content coolections, methods, communities, comms. Discourages siloed knowledge
  25. 25. 2. Measuring activities – surveying our people <ul><li>Survey of >30,000 practitioners </li></ul><ul><li>150 countries </li></ul><ul><li>Confirmation of global KM strategy </li></ul><ul><li>Roadmap for next 3 years </li></ul><ul><li>Rich feedback from “the coal face” </li></ul>
  26. 26. 2. Measuring activity - Marketing knowledge
  27. 27. Measuring the value of your KM Strategy <ul><li>One size does NOT fit all! </li></ul><ul><li>Knowledge Management strategies WILL change and so will your definition of value </li></ul><ul><li>The value of knowledge management needs to be understood as it relates to your business </li></ul><ul><li>Measurement of knowledge value needs to be related back to outcomes and activities of the strategy </li></ul>Any piece of knowledge I acquire today has a value at this moment exactly proportioned to my skill to deal with it. Tomorrow, when I know more, I recall that piece of knowledge and use it better. - Mark Van Doren
  28. 28. Voice of the practitioner 2006…..