1. When globalization is pushing to think “different” ...
(r) Evolution of knowledge transfer and sharing
Frederic
CHAUVIN
June 2012
F.CHAUVIN / JAN 2012

2. 1rst…
FREDERIC CHAUVIN
In GEMALTO : KNowledge management Office & Worldwide Services
• 5 World Wide teams – ~50 people with a main common interest… Knowledge
OUTSIDE : Knowledge Management “consultant” & passionate
• Member of COP-1 network : Industry professional community working on
knowledge management topics, sharing, improving, advising, discussing KM
projects best practices.
@fchauvin frederic.chauvin@gemalto.com / 06 88 38 76 68 fredericchauvin

3. THANKS COP-1
Martin, Pierre, Nicolas, Francois, Kelly, Joel, Lionel,
Eric, Aurelie, Catherine, Em, Sylvain, Alain, Elise,
Gilles, Lois, Stephanie, Véronique, Virginie, & all the
others…
2nd…. THANKS learning,
Talent & Development
congress !!

4. 2nd…. Sorry…
Slides are in ENGLISH…
Some with pure GEMALTO SLANG….

5. This PREZ IS NOT
So much « TOOLS » oriented…
ROCKET SCIENCE… (quite far from that by the way…)
This PREZ IS
SOCIAL oriented…
Mainly Targeting “knowledge transfert” methods + a bit of
communities of practices + a bit of knowledge sharing + a bit
of social interactions + a bit of you and me …

6. Agenda
 10 min - Some words about Gemalto
 5 min - Previous model
 40 min - The new model
 10 min - Organisation
 10 min - Knowledge Transfer Strategy
 20 min - Tools
 5 min - The future ...
6

7. Introducing Gemalto
€1.9 billion revenue 2010
10,000 employees, 90 nationalities,
based in 45 countries
87 sales and marketing offices; 18
production sites, 30 personalization
centers, 13 R&D centers
4200 patents and patents applications
6/7/2012 7

8. Our mission : The Digital Security
Our activities range from the development of software applications
through the design and production of secure personal devices such as
smart cards, SIMs, e-passports and tokens, to the deployment of
managed services for our customers.
More than 1 billion people worldwide use our products and services for
telecommunications, financial services, e-government, identity and
access management, multimedia content, digital rights management, IT
security, mass transit and many other applications.
As the use of Gemalto’s software and secure devices increases with the
number of people interacting in the digital and wireless world, the
company is poised to thrive over the coming years.
Gemalto is in your pocket !
one billion people all over the world are benefitting from Gemalto’s solutions in
their everyday lives – most without even knowing it! 8

9. Our offer – AND where I am dealing with KM …
Our markets Our offers and brands
Digital security for people Secure Personal Devices Software Services
FINANCIAL SERVICES & Clarista™ Dexxis™ Allynis™
RETAIL
Gemalto provides solutions (software + cards)
Entry level payment cards Personalization & issuance Global service
offer
Optelio™ Ezio™ Suite
Advanced payment cards Secure eBankiing software
helping WW operators to remotely administrate their
Desineo™
Custom payment cards
customers mobile applications and information
Ezio™ Devices
Secure eBanking devices
GOVERNMENT Sealys™ Coesys™
Secure ID documents ID management solutions
TRANSPORT Celego™
Travel passes
ENTERPRISE Protiva™ Devices Protiva™ Services
Cards & tokens for authentication Authentication & ID management
TELECOMMUNICATIONS UpTeq™ LinqUs™
New form factors Software for operators
Digital security for things
MACHINE-TO-MACHINE Cinterion™ Cinterion™
Wireless modules Secure machine software
6/7/2012 9

10. Main actors linked to the program
Gemalto Global Services And
create solutions Install, Operate, Support
R& D centers Indus &
core products Deployment
managers
France
Singapore
China Train, Support , &
… Centralize field
feedbacks to improve
product « deployability »
~50 products
13 R&D ~1000 internal « product » users
COMPLEX, Spread WW
Constant evolution With $ objectives = need quick and efficient
Short cycle 10

11. Agenda
 10 min - Some words about Gemalto
 5 min – The previous model
 40 min - The new model
 10 min - Organisation
 10 min - Knowledge Transfer Strategy
 20 min - Tools
 5 min - The future ...
11

12. Model during 2years “post merge(gem+alto)”
1 person
 FULL ENERGY on Face to face trainings :
 1 training for each product (or each version),
 in each region (or each office),
 each quarter (or more)
…
 Team of 9 people
~500 TCs, GGS, support
12

13. Result 1 is …
Whatever the
energy…
ONLY BASIC
LEVEL
REACHED
Cruel world… 13

14. Result 2 is …
At the end… Only interest from newcomers
But our best EXPERTs are used to perform those
trainings !

15. Result 3 is …
LOCAL AUTONOMY
IS
THE (only) KEY SUCCESS
FACTOR …
But the model does not build autonomy…

16. We clearly need to change (at least) training method …
Are we…… ready…..?

17. Agenda
 10 min - Some words about Gemalto
 5 min - Previous model
 40 min - The new model
 10 min - Organisation
 10 min - Knowledge Transfer Strategy
 20 min - Tools
 5 min - The future ...
17

18. Let’s try to build… KNOWLEDGE MANAGEMENT
 Organisation : Defining organisations
and the way they interact
 Strategical : defining how to
efficiently improve knowledge level of
people
 Tools : using the best techniques
coming from KM industry
How to transfer knowledge
from ~13 R&D WW spread
OK let’s try…
to ~1000 users also spread WW
(and many different profiles)
on ~50 products with shorter
and shorter and shorter
evolution cycle
18

19. Agenda
 10 min - Some words about Gemalto
 5 min - Previous model
 40 min - The new model
 10 min - Organisation
 10 min - Knowledge Transfer Strategy
 20 min - Tools
 5 min - The future ...
19

20. New Model
1 person
FULL ENERGY to
create AUTONOMY
in teams
ACTIONS to bring
BASIC knowledge
TECH EXPERT COMMUNITIES
to people
Ie : OTA Manager = ~50 people WW
CISMEA ASIA EUROPE LATAM …
. GGS Product specialists
. Allynis Product specialists
. Support referents
…
CISMEA
~1000 TCs, GGS, support
20

22. Agenda
 10 min - Some words about Gemalto
 5 min - Previous model
 40 min - The new model
 10 min - Organisation
 10 min - Knowledge Transfer Strategy
 20 min - Tools
 5 min - The future ...
22

23. Training Strategy…
 The global process to define a training strategy is :
 create a “referential” scale with levels and explanations
(segmentation)
 understand how knowledge can be gained
 define a knowledge acquisition tactic for each “segment”
23

24. The Referential
 Knowledge Levels
Based on a 3 skill levels scale used or adapted by a lot of training institutions
(ie : North, B. 2000 : the development of a common of language proficiency. New York, Peter Lang. )
EXPERT
AUTONOMOUS
BASIC
24

25. The Referential
EXPERT
Theory concepts + real practicals skills + experience…
SPOT the people in this category ! Thos person are recognized out of
the team, and are “references” !
Example : the garagist has good reputation and can fix complex
problems
AUTONOMOUS
Theory concepts + real practicals skills… make the person
autonomous to do his job…
SPOT the people in this category ! Other people from the team ask them
questions…
Example : the garagist has now enough practicals to fix your car !
BASIC
Concepts, theory, basics of the product behaviors…
SPOT the people in this category ! They always ask questions to others…
Example : the garagist that learnt by heart all the parts of a motor :
he knows the basics, but will not be able to fix your car !
25

26. Knowledge Strategy
Experience
Practice Experience
Interactions Experience
with Trainer
Experience
Practice
Practice
Theory
Interactions
with Trainer
Interactions Practice
Theory with Trainer Interactions
Theory Theory
Starting BASIC AUTONOMOUS >
To To To EXPERT
BASIC AUTONOMOUS EXPERT
Blended Learning Coaching program Surgical Coaching life
5D workload 15D workload ~5D workload life workload

27. Agenda
 10 min - Some words about Gemalto
 5 min - Previous model
 40 min - The new model
 10 min - Organisation
 10 min - Knowledge Transfer Strategy
 20 min - Tools
 5 min - The future ...
27

28. Knowledge Strategy for newcomers
Experience
Practice Experience
Interactions Experience
with Trainer
Experience
Practice
Practice
Theory
Interactions
with Trainer
Interactions Practice
Theory with Trainer Interactions
Theory Theory
Starting BASIC AUTONOMOUS >
To To To EXPERT
BASIC AUTONOMOUS EXPERT
Blended Learning Coaching program Surgical Coaching life
5D workload 15D workload ~5D workload life workload

29. Blended Learning 1/2
 3 most common definitions from the « books » …
 combining instructional modalities (or delivery media)
(Bersin & Associates, 2003; Orey, 2002a, 2002b; Singh & Reed, 2001; Thomson, 2002)
 combining instructional methods
(Driscoll, 2002; House, 2002; Rossett, 2002)
 combining online and face-to-face instruction
(Reay, 2001; Rooney, 2003; Sands, 2002; Ward & LaBranche, 2003; Young, 2002)
 My favourite…
"Blending means taking two or more presentation and distribution
methods and combining them to enhance the learning content and
experience for the learner."
(Karen Mantyla, Blended eLearning, ASTD Press, 2001)
29

30. What is blended learning… ?
 In 2003, the American Society for Training and Development
identified blended learning as one of the top ten trends to
emerge in the knowledge delivery industry
(Rooney, 2003).
 In 2006, Bonk & Graham wrote “ Blended learning EMERGES as
perhaps the most prominent delivery mechanism in higher
education, business, government, and military settings, it is vital to
define it, as well as explain where it is useful and why it is
important”
(Curtis J. Bonk (Author), Charles R. Graham 2006)
 Today, Blended learning is THE WAY. Even if companies still
struggle on the best way to implement it….
30

31. Blended Learning 2/2

32. RESULT ?
32

33. WE DID IT !
10h per PDL for a group up to 12 newcomers
(+local support)
AND DO MUCH MORE ….
Versus 1 full week on site (with low ROI,
travel costs, full investment of people…)
33

34. Thanks to Improved training design. Ex on one product :
ADMIN INTERFACE INSTALLATION Etc…
Short modules (3min)
Allow INDIVIDUAL Optimized
learning paths for :
. Project managers
. Integration
. Support
. Development engineers
.…
34

35. We can do INDIVIDUAL coaching
Etc… Etc…

36. BUT …. ALWAYS Some weaknesses….
 We saw more and more people giving up during sessions
« operational constraints »….
 Even with monthly session,
they ask for more « on demand »
 Managers do not « plan »
anymore their training needs!!!!
 Work on organisation,
objectives, followup, new
methods, etc…
36

37. Knowledge Strategy : from basic to > autonomy
Experience
Practice Experience
Interactions Experience
with Trainer
Experience
Practice
Practice
Theory
Interactions
with Trainer
Interactions Practice
Theory with Trainer Interactions
Theory Theory
Starting BASIC AUTONOMOUS >
To To To EXPERT
BASIC AUTONOMOUS EXPERT
Blended Learning Coaching program Surgical Coaching life
5D workload 15D workload ~5D workload life workload

38. Certification
38

39. Learning Dashboard
39

40. Coaching program 1/2
 Life of a good engineer on OTA Manager …
1st project 2nd project 3rd project …
7 Knowledge Items 4 Knowledge Items 2 Knowledge Items
6 month 12 month 18 month
 OK… so How the coaching program can help ?
From 18 month to …. 3month
Pract. Exercice 1
Pract. Exercice 2
Pract. Exercice 3  Coaching Program : 90% of practicals !
…
..
.
~3 month
40

41. Coaching program 2/2
41

42. What is “surgical” coaching program … ?
 Same as coaching program, but only
targetting weaknesses …
42

43. RESULT ?
43

44. WE DIT IT ! AUTONOMY in teams : QUICK / EFFICIENT
3 month !
Versus 1,5 year
using the « free
wheel » method…
44

45. BUT …. ALWAYS Some weaknesses….
 Coaching is too long… (!!)
 1D per week is very difficult to respect
 Coaching sometimes target « bricks » that people will not use
 Work on forecast, on more
« individual » followup, …
45

46. Knowledge Strategy : > EXPERT users
Experience
Practice Experience
Interactions Experience
with Trainer
Experience
Practice
Practice
Theory
Interactions
with Trainer
Interactions Practice
Theory with Trainer Interactions
Theory Theory
Starting BASIC AUTONOMOUS >
To To To EXPERT
BASIC AUTONOMOUS EXPERT
Blended Learning Coaching program Surgical Coaching life
5D workload 15D workload ~5D workload life workload

47. COMMUNITIES ! The best Experience sharing ecosystem
« You can not force a plant to
grow by pulling its leaves…
What you can do is create the
infrastructure in which it can prosper. »
EtienneWenger,1999
07/06/2012 47

48. RESULT ?
48

49. WE DID IT ! Reveal and boost Community Value added
Use communities to improve project LeadTime, solve
recurrent issues / or to propose improvements in R&D
Versus : NO solution before !
49

50. Technical EXPERT COMMUNITIES
Where the COMMON FORCE is changing the picture
 HUGE feedback to identify TOP 5 issues for ALL product users handled in 1 month only !!
 CREATION of Known TECH RISK list for all products
 CREATION OF TOOLS (that are now used by a huge number of people / or will become
part of RND official deliveries !!!)
 RAMSAY (DM DB update)
 BEAGLE ( campaign improvment)
 MONIFA (s@t decompiler)
 …
 COMMUNITY INFLUENCED RnD RODMAPS ( SDS/SDK, Messenger, DM, OSG…)
 SMSC INTEGRATION GUIDE : 50 people (the community) organizing 1H meeting with their
local teams to extract SMSC knowledge is equivalent to 1 WW meeting where we would
invite ALL GGS integrators, support, …
 DM Fine tuning guide : from comcell crisis (4 month) to hutch reuse (~weeks)
50

51. Technical EXPERT COMMUNITIES
An ROI evaluation tool
51

52. BUT …. ALWAYS Some weaknesses….
 Difficulties when « community » work is heavier than 10
minutes…
 Issues when 1 region work for an other one
 Lack of visibility of productions
 Lack of « capitalization » as the
primary tool is email…
 Work on visibility, recognition,
sponsorship, financial and
organisational model …
52

53. Agenda
 10 min - Some words about Gemalto
 5 min - Previous model
 40 min - The new model
 10 min - Organisation
 10 min - Knowledge Transfer Strategy
 20 min - Tools
 5 min - The future ...
53

54.  Quicker  Improve accessibility  Use social mass
 less time consuming  Surf on « mobility »  Connect them to KM
 more ‘targeted’
54

55. 55

56. Well….. Are you ready ?
56

57. Frederic CHAUVIN
+33 6 88 38 76 68
frederic.chauvin@gemalto.com
http://fr.linkedin.com/in/fredericchauvin
THANKS !