1) The document discusses collaborative knowledge management practices at Lafarge, a large international cement company.
2) Over time, Lafarge transitioned from local knowledge sharing practices to a more centralized global platform for sharing standards, best practices, references documents, and other knowledge.
3) Effective communication, training, and addressing technical issues are identified as important for successful adoption of collaborative knowledge sharing practices across the large, multinational organization.
This guide gives the big picture about how to implement a KM program in an organization. Take it as a checklist of what has to be taken into account in such implementation.
This presentation gives an introduction to Rio Tinto\'s journey with its Community of Practice initiative, with lessons learned both from the initiative itself and other companies. It features a YouTube CoP success story - contact mark.bennett@learningcollaboration for further details.
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
This guide gives the big picture about how to implement a KM program in an organization. Take it as a checklist of what has to be taken into account in such implementation.
This presentation gives an introduction to Rio Tinto\'s journey with its Community of Practice initiative, with lessons learned both from the initiative itself and other companies. It features a YouTube CoP success story - contact mark.bennett@learningcollaboration for further details.
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
Training and Development
Leadership Development
Large Group Intervention
Personality Profiling
Graphic Facilitation
Outbound Learning/Training
Business Simulation
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
Issues in the case study of "Global Knowledge Management at Danone" has been discussed. The issues are:
1- Creating knowledge cultures
2- Knowledge application
3- To extend the Networking Attitude
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
Today’s training, talent and development professionals
require faster and more innovative solutions to meet the
demands of the next gen business.
Disruptive Learning is the means by which you stay ahead of the curve of future trends in a marketplace based on creativity, collaboration, disruptive innovation and technological evolution.
Knowledge Management Strategy: vision, purpose and value generation in an era...Jose Carlos Tenorio Favero
Knowledge Management development and key lessons learned from the field. To watch the video of this presentation please copy the following link to your browser: http://goo.gl/r3BMNN
Human Capital Growth Webinar: Digitization of the learning and development fu...Human Capital Growth
Digital learning has the potential to address one of the most pressing workplace needs, which is to help employees keep their skills current. Access to technology-enabled learning resources alone is not sufficient to ensure skill development. However, it can be instrumental in delivering superior learning if implemented in the right way. This webinar is designed for those involved in the digitization of their learning function. Whether you are transitioning from instructor-led training (ILT) to digital learning or looking to further advance your digital learning capabilities, you will find actionable advice in this webinar. Human Capital Growth has led the design and delivery of several digital learning solutions since 2010. By combining evidence-based practices and analytics, HCG has helped clients achieve industry leading completion rates (80%+) and skill acquisition rates (70%+). In this session HCG president, Dr. Shreya Sarkar-Barney will share helpful tips to optimize your digital learning efforts.
http://www.humancapitalgrowth.com/going-digital-with-learning-and-development.html
This is a presentation I did on October 7th, 2009 for the ASTD Benchmarking Forum.
The topic is Social Learning Strategies, specifically how best to blend these with more traditional formal learning models. This is the first time I publicly presented the ECCO model, an approach that accounts for emergent, collaborative and formal learning needs.
It’s not hard to be overwhelmed by the wealth of content available today. Every day, we create 2.5 quintillion bytes of data 1. That’s equivalent to 10 million compact discs that when stacked, would equal the height of 4 Eiffel towers 2. But the explosion of both content and digital technology hasn’t actually increased productivity. In fact, content searches cost companies over $14,000 per worker and nearly 500 hours per worker every year 3.
So how can you break through the noise? The most successful CLOs have begun harnessing the power of all learning experiences through curation, and more importantly, context. Curation and context powers learning in a variety of ways that can help you and your learners make sense of the plethora of information and reduce barriers to creating a culture of continuous learning.
Training and Development
Leadership Development
Large Group Intervention
Personality Profiling
Graphic Facilitation
Outbound Learning/Training
Business Simulation
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
Issues in the case study of "Global Knowledge Management at Danone" has been discussed. The issues are:
1- Creating knowledge cultures
2- Knowledge application
3- To extend the Networking Attitude
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
Today’s training, talent and development professionals
require faster and more innovative solutions to meet the
demands of the next gen business.
Disruptive Learning is the means by which you stay ahead of the curve of future trends in a marketplace based on creativity, collaboration, disruptive innovation and technological evolution.
Knowledge Management Strategy: vision, purpose and value generation in an era...Jose Carlos Tenorio Favero
Knowledge Management development and key lessons learned from the field. To watch the video of this presentation please copy the following link to your browser: http://goo.gl/r3BMNN
Human Capital Growth Webinar: Digitization of the learning and development fu...Human Capital Growth
Digital learning has the potential to address one of the most pressing workplace needs, which is to help employees keep their skills current. Access to technology-enabled learning resources alone is not sufficient to ensure skill development. However, it can be instrumental in delivering superior learning if implemented in the right way. This webinar is designed for those involved in the digitization of their learning function. Whether you are transitioning from instructor-led training (ILT) to digital learning or looking to further advance your digital learning capabilities, you will find actionable advice in this webinar. Human Capital Growth has led the design and delivery of several digital learning solutions since 2010. By combining evidence-based practices and analytics, HCG has helped clients achieve industry leading completion rates (80%+) and skill acquisition rates (70%+). In this session HCG president, Dr. Shreya Sarkar-Barney will share helpful tips to optimize your digital learning efforts.
http://www.humancapitalgrowth.com/going-digital-with-learning-and-development.html
This is a presentation I did on October 7th, 2009 for the ASTD Benchmarking Forum.
The topic is Social Learning Strategies, specifically how best to blend these with more traditional formal learning models. This is the first time I publicly presented the ECCO model, an approach that accounts for emergent, collaborative and formal learning needs.
It’s not hard to be overwhelmed by the wealth of content available today. Every day, we create 2.5 quintillion bytes of data 1. That’s equivalent to 10 million compact discs that when stacked, would equal the height of 4 Eiffel towers 2. But the explosion of both content and digital technology hasn’t actually increased productivity. In fact, content searches cost companies over $14,000 per worker and nearly 500 hours per worker every year 3.
So how can you break through the noise? The most successful CLOs have begun harnessing the power of all learning experiences through curation, and more importantly, context. Curation and context powers learning in a variety of ways that can help you and your learners make sense of the plethora of information and reduce barriers to creating a culture of continuous learning.
Intro to Product Management by Trunk Club Product ManagerProduct School
Ever wondered what it’s like to work as a Product Manager? What about as a Product Manager at Trunk Club?
Matt Holihan, Product Manager at Trunk Club, discussed what it’s like to work in this dynamic role and what it takes to get your foot in the door. He also gave the inside scoop on the day-to-day work as a Product Manager, the challenges of the job and personal insight.
Learning's Big Data Problem: Measuring & Analyzing ImpactWatershed
The wave of information known as Big Data has been growing exponentially in recent years. That's why it's critical for organizations to not only get better at collecting more meaningful data, but also understanding just what it all means.
Join us for a webinar next week, when we'll we review the results of Brandon Hall Group’s 2016 Learning Measurement Study and 2016 Learning Analytics Study, identify what organizations are measuring (and what they aren’t), and how they're making use of that data.
Presenters:
David Wentworth, Principal Learning Analyst with Brandon Hall Group
Michael Rochelle, Chief Strategy Officer & Principal HCM Analyst with Brandon Hall Group
Mike Rustici, CEO & Founder of Watershed
During this webinar, you'll learn more about:
-The metrics organizations are using
-The outcomes organizations are measuring
-How data is being analyzed
-Data analysis as a skill set
-How High Performers approach measurement & analytics
Product Management Pro-Tips by Facebook PM.pdfProduct School
Main Takeaways:
Sharing a collection of tips that other great PMs have taught me. They are broken down into three chapters:
-Understand
-Identify
-Execute
Great user experience design begins with great user experience teams and managers. This course will help user experience managers, leaders and aspiring leaders to create exciting, actionable strategies that will amplify the impact of their teams within their organizations. It will provide insights and approaches that have proven to be best practices across our field, and support their application to advance the strategies, overcome obstacles and drive change.
This presentation provided a brief introduction to the full presentation as delivered at the Swedish Rational User Community in October 2013: http://youtu.be/ufw7xwabpJk
It also provided an insight into the value of the Global Rational User Community: http://rational-ug.org/
Are project tracking tools helping or complicating Continuous Improvement Pro...Kubilay Balci
Are project tracking tools helping or complicating Continuous Improvement Projects? presented by Kubilay Balci at 8. Project Management Symposium in Vienna June 7th, 2017.
click here for narratives:
https://www.linkedin.com/pulse/project-tracking-tools-helping-complicating-continuous-kubilay-balci
- Factors with greater impact on productivity
- Agile - Lean Organizational Model
- Agile - Lean Productivity Improvement Framework.
Ver la versión en Español aquí:
http://www.slideshare.net/xalbaladejo/cas2013-agilelean-organization-and-productivity-improvement-frameworkv30
Becoming agile with Peapod Labs Sr. Product OwnerPromotable
What is Agile and what does it have to do with Product Management? We always hear companies use jargon like Agile. We know it's important, however many people don't understand what it is, when or why to use it and how to get started implementing Agile into your company's processes.
Takeways:
What is Agile? A mindset, not just a process
How to get started?
Development Cycle: From Project to Backlog
Agile Product Development Live cycle
Building an Agile Mindset into a Company’s Transformation.
About the Instructor: Rodrigue Carneiro is a Senior Product Manager at Peapod Digital Labs. He was previously a Sr. Product Manager at Ahold Delhaize, a large European company with a total of 21 brands with 6500 stores. Including Peapod Digital Labs, Food Lion, and Giant grocery stores.
Our Journey towards User Experience Work & Challenges of Applying UX Processes
- Shu Ha Ri
- Trends in UX
- Working with Legacy Systems
Presented in Singapore on Nov 2016 for
- NUS:ISS Master Class
Presented in Bandung on April 2017 for
- Walden Global Services
- Gits
Similar to Collaborative knowledge management @ lafarge lh km world 2015 v6 (20)
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
2. JLA CONSEIL 06-18 -94 15 -88
Lafarge in July 2015
Collaborative Knowledge Management, February 2016
3 Main Activities65 000 EmployeesCementsAggregatesReady Mix Concretes63 countries + 30 languages42 000 working stations
3. JLA CONSEIL 06-18 -94 15 -88
Why we must share?
Collaborative Knowledge Management, February 2016 3
Anything that is not shared is lost …
4. JLA CONSEIL 06-18 -94 15 -88Collaborative Knowledge Management, February 2016 4
Collaboration & Knowledge @ Lafarge
2000
2001 2010
Mail
&
Meetings
CoPs
Intranet
+
Lotus
Standards Procedures
Reference doc
Best practices
Experts
Networks
Local
Best practices
Standards
Procedures
Best practices
Function per country & corporate
2002 2003 2004 2005 2006 2007 2008 2009
Intranet
+
Lotus Notes (KTP)
+
TWS
5. JLA CONSEIL 06-18 -94 15 -88
Search…and find a content
Collaborative Knowledge Management, February 2016 5
More than 450 Databases….
Contents must be easily reachable ???
6. JLA CONSEIL 06-18 -94 15 -88
Purpose of a unique sharing platform
Collaborative Knowledge Management, February 2016 6
Informati
on
7. JLA CONSEIL 06-18 -94 15 -88
Collaboration & Knowledge Sharing @ Lafarge
Collaborative Knowledge Management, February 2016 7
Standards - Procedures
Reference doc
Local Best practices & experiences
Standards - Procedures
Reference doc - E-learning –
Animations - Co-authoring
Best practices – local experiences
Ideas –Collaboration - Projects - Questions
Intranet for News
LafargeLafarge Networks
Corporate + Functions
2014
LO Village
LO Knowledge
2011
2012
2013
Intranet
+ 600 Lotus Notes
+250 TWS
LO Village
Intranet
+ Lotus Notes
+ TWS
8. JLA CONSEIL 06-18 -94 15 -88
Digital world - C&K @ Lafarge –
Collaborative Knowledge Management, February 2016 8
L.O Village: Ideas,
Concepts, News,
temporary Information,
Knowledge being
formalized, Echanges
informels, Projects
tracking, implicit
knowledge..
Intranet: enter point
for countries and for all
users News about
activities, countries,
corporate, internal
communication, Internal
tools, employees
facilities…
Google Drive : Content
manufacture, Document
creation, knowledge in Being ,
co authoring, project tracking,
archive
L.O Knowledge:
Standards, Good practices,
Guidelines, General
Knowledge, Finalized
documents, Reusable doc,
e-learning, Success stories,
Tools & methods, explicit
knowledge
Strong governance,
structuration, dynamic,
collaborative, All is validate,
assessed, transferable,
Recording, Hosting ,
Retrieving , Sharing,
Promoting, Collaborating
Spontaneity, friendliness,
short temporality,
collaborative, No validation,
no assessing, little
governance. Linking people,
Share information,
Collaborative working,
Discussions, Fast sharing
9. JLA CONSEIL 06-18 -94 15 -88
Implementation steps
Collaborative Knowledge Management, February 2016 9
The objectives & the governance guide the choices
People &
Organization
Lauching & Training
Vision
The Tool
Communication, Information, Motivation
10. JLA CONSEIL 06-18 -94 15 -88
Vision
Collaborative Knowledge Management, February 2016 10
Vision
Defined objectives
C&K organisation
Users : givers vs
takers
What Contents ?
What Gouvernance ?
Objectives
Increase performance
Changing mindset
Skills improvement
Pride
Better relationship
Acelerate
achievements
Work out loud
Individual involving
Digital transformation
Existing
Existing CoPs Databases
Sharing Mindset
Collaboration
Multi local culture
Company organization
Multilingualism…
Brakes
Reluctance to share
Management blocking
Language barrier
Weak IT infrastructure
Habits
Lack of global vision…
Triggers
Strong sponsor
New way of working
Manager’s implication
Official Communication
Top down & bottom up content
Individual benefits…
Accelerators
Quality of content
Local C&K Network
Targeted Communication
Manager Exemplarity
Events
Effective Results..
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Our Platform Governance
Collaborative Knowledge Management, February 2016 11
Who, What, How….
Roles
Space Administrator
Giver :
• In final spaces : KMs Experts,
Authorized people
• Through validation workflow :
All users
Taker : All users
Structure
• Group for function
• Space for department
• Categories of tags :
transversal or by space (s)
• Tags predefined & translated
• Space privacy under
acceptation
Content
• Reusable content
• Maximise public content
• Must be validated
• Period of validity with alert
• Top down & bottom up
Management
• Steering committee
• KM central team
• KM network
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KM Organization
Collaborative Knowledge Management, February 2016 13
Knowledge is everywhere … so take it where it is
Function Networks
Countries
30-50 Country
Function
Managers
Country
<>50 KMs
Country
Country’s KM
20% FTE
Training
Communication
Bottom Up Knowledge
Country
KM Sponsor
CEO
or
EXCOM
Member
Animation
Knowledge
Functions @ Headquarter
27 Functions <>50 KMs
Function
Function
KM Sponsor
Function Manager
Function’s KM
20% FTE
Training
Communication
Top Down Knowledge
Animation
Knowledge
LO Knowledge … 27 Groups …<>135 spaces CoP
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Identify brakes and ... Anticipate
Collaborative Knowledge Management, February 2016 14
Brakes are mainly issue from the field & habits
Techniques
Personal
Cultural
Lack of
global
vision
Mistrust
15. JLA CONSEIL 06-18 -94 15 -88
Technical blocking points
Collaborative Knowledge Management, February 2016 15
It is easier to deploy an expected tool… so listen your users
Technical solutions
I prefer the base that I use for 10 years
I do not speak English
Yet a new password !!
I never find anything on these platforms !!
It is only for headquarter ...(bandwidth)
I do not know how to register?
My documents are too complex
Mistrust on the content
Who wrote that?
Is it still valid?
My content is confidential
Is it an official document?
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How to choose the right tool?
Collaborative Knowledge Management, November 3rd, 2015 16
The vision, the governance and use determine tool’s characteristics
“To the man who only has a hammer, everything he
encounters begins to look like a nail.”
Abraham Maslow
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Avoid a quantum leap !!!
Collaborative Knowledge Management, February 2016 17
Recreate a familiar environment
Home page Overview
Displays functions
Groups
Departments
Spaces
Content
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What kind of content… for Who?
Collaborative Knowledge Management, February 2016 18
Documents
+Text
+Photos
+Video
Author
Multilinguism
Tłumaczenia
Επιστροφές Χώρα
Comments
Questions
Experiences/ countries
Answers
Related content
Like
Expert
Person
Group
Communauty
Send to
Title + summary Tags
•Author
•Validator
•Experts
•Validited
•Version
KM
Metadata
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Eliminate….technical blocking points
Collaborative Knowledge Management, February 2016 19
e.g ... Everyone does not speak English
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Individual Brakes & « A Priori »
Collaborative Knowledge Management, February 2016 20
Some thinkings from the field…
Cultural
Here it's different
That was not done here
This is very local
It will never work
Lack of global view
My expertise is it interesting?
Everyone knows that
Alone we will not succeed
Individuals
What is my role in the KM organization?
What will my boss think?
There is only the Top Down info
What's it going to serve me (personally)
This is not my personal goals
I have other things to do
Who am I to share something?
Which will be recognized: giver or taker?
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Communication to change the behavior
Collaborative Knowledge Management, February 2016 21
21
Sharing is not a natural
behavior..is a state of
mind
Our first mission is
change attitudes and
make the behavior
evolve
Since 2008 each year a
new communication
campaing with the
same themes but with
different angles
22. JLA CONSEIL 06-18 -94 15 -88
Explain again and again ...
Collaborative Knowledge Management, February 2016 22
Sharing is a state of mind ... a way of being
Changing attitudes … to change behaviors
Sharing starts close to home
We all have something to share
Transfer is also innovation
Do not reinvent the wheel
23. JLA CONSEIL 06-18 -94 15 -88
Video, posters, Serious games…
Collaborative Knowledge Management, February 2016 23
A multi media communication
Do not reinvent the wheel
is an absolute priority
Video « we have all something to share »
24. JLA CONSEIL 06-18 -94 15 -88
Communication to succeed the launch
Collaborative Knowledge Management, February 2016 24
The platform is a product… so launch it as a product!
A successful positioning We described use & objectives
Knowing product benefits for our target We gave answers to
“customer” expectations
Deploy a real launching plan We used teasing, goodies, posters,
video, meetings…big event for the launch day
Be identifiable & leave a trace in the user minds We chose a name
easy to memorize, strong message, logo, gimmick …
Gave them an instant access to the platform for D-day
Provided user guides, tutorials and hot line for D-day
25. JLA CONSEIL 06-18 -94 15 -88
A real product launch with teasing
Collaborative Knowledge Management, February 2016 25
26. JLA CONSEIL 06-18 -94 15 -88
A real product launch with promotional films
Collaborative Knowledge Management, November 3rd, 2015 26
27. JLA CONSEIL 06-18 -94 15 -88
Communication to Inform & Recruit
Collaborative Knowledge Management, February 2016 27
You can share the best "best practice" of the world,
if nobody knows it exists, nobody will use it…
28. JLA CONSEIL 06-18 -94 15 -88
Users must be aware
Collaborative Knowledge Management, February 2016 28
Global newsletters
Segmented newsletters (country & function)
Communication about success stories
It also an efficient way to get new users
29. JLA CONSEIL 06-18 -94 15 -88
The Newsletter effect
Collaborative Knowledge Management, February 2016 29
% of monthly active users vs active users
%ofactiveusersvspotentialusers
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Communication to Motivate
Collaborative Knowledge Management, February 2016 30
We cannot force anyone to share ...
31. JLA CONSEIL 06-18 -94 15 -88
The rule of 1,9,90 ….
Collaborative Knowledge Management, February 2016 31
90% Walkers « takers »
9%
Occasional
multi attitudes
• Opportunistics
• Agitators
• Soap Box speakers
• Experts creaticide
1%
« Active
givers »
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Step by step to explain the goal
Collaborative Knowledge Management, February 2016 32
Givers, takers … company is a win win process
Colllaboration
Knowledge Sharing
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To motivate… use individual levers
Collaborative Knowledge Management, February 2016 33
Givers
Pride
• Function
• Company
• Team
• Country
Altruism
Recognition
• Individual
• Collective
Be part of a network
Rewards
Individual visibility
Management pressure
Commitment to the company
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To motivate… use individual levers
Collaborative Knowledge Management, February 2016 34
Takers
Achieve their goals
• Individuals
• Collective
Reduce time
Improve their skills
• Function
• Company
• Activity
Learn & evolve
Be part of a network
Rewards
Explain the global effect
Management pressure
Commitment to the company
35. JLA CONSEIL 06-18 -94 15 -88
Communicate to involve all levels …
Collaborative Knowledge Management, February 2016 35
A tailor-made communication based on individual levers
Excom KM Sponsor
Holder of the C&K idea
Exemplarity Giver - Taker
Effect on results… $$
Increase performances
Employees efficiency…
Middle
management
Team Animator
Animate their team
Motivate their team in
C&K
Exemplarity Giver - Taker
Results achievement
Recognition by his peers
Be part of a global network
Operations
Proactive
users
Giver & Taker
Be a good sharer
Transfer - Taker
Share - Giver
Be part of a network
Meet their individual goals
Be rewarding
Be congratulate
Improve their skills…
Who ? What ? Role in KM ? Levers Outcomes
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Accelerators vs Levers
Collaborative Knowledge Management, February 2016 36
Be visible & animate
Newsletters
Best contribution
Best sharer
Like & Follow
Individual recognition
Treasure Quest & games
Best transfer
Learn evolve & reach the goals
Recognition & rewards
Recognition, rewards & evolving
Recognition from peers
Global visibility
Learning, reward, autonomy
Recognition, rewards & goals
37. JLA CONSEIL 06-18 -94 15 -88
Motivation & Animation
Collaborative Knowledge Management, February 2016 37
The Treasure Quest : Pedagogical & Formative
Facts
• 50% content openings due to the newsletter
• Poor knowledge of search techniques implies low autonomy and a delay in
the deployment of good practices
Solution
• Train users to find what they want, when they want ...
• Duration 6 weeks
• During the first 3 weeks: Questions + clues + coaching
Objective: Mastering of research techniques
• During the 3 following weeks, questions corresponding to real cases and
implies an advanced use to find the answer
• Become autonomous
Motivation….. win a real Treasure…
38. JLA CONSEIL 06-18 -94 15 -88Collaborative Knowledge Management, February 2016 38
Key Performance Indicators oct 2015
- Number of active users : > 18 000
- Number of content > 350 000
Monthly
-New users : <>350
-New content : <> 1000
-Active users : > 5000
-Opening documents : > 30 000
-Dowloads : > 10 000
After 3 years the initial platform Einstein
became the reference platform under name
LO Knowledge
November 2015 the new organization
LafargeHolcim has also chosen it under
name The Knowledge Plaza
Number of potential users becomes : 80000
Number of countries : 90
Managers use it more and more and
motivate their team
39. JLA CONSEIL 06-18 -94 15 -88
Keys for a collaborative KM platform
Collaborative Knowledge Management, February 2016 39
Vision
Common interest
Governance
An involved & active KM team
Interesting content
Efficient and powerful platform
Customer oriented
Communicate
Train
Motivate
Animate
Involve
…Communicate again
&