The document outlines a strategy for developing a knowledge management (KM) toolkit aimed at enhancing knowledge sharing within an organization. It emphasizes the importance of keeping content updated, engaging contributors, and leveraging various media to accommodate different audiences. Key methods discussed include accountability measures for content management, a feedback system, and the incorporation of social media principles to foster a collaborative culture among sales staff.

1. Developing an Organisational KM Strategy Keith De La Rue AcKnowledge Consulting Tuesday, 3 March 2009

2. Overview Developing a knowledge sharing toolkit Keeping content up to date Dealing with knowledge hoarding Using multiple media Applying Social Media principles

3. Developing a toolkit A knowledge sharing approach

4. The environment Business Sales Force Business Customers Product & Marketing Teams Hundreds of Products Hundreds – On the road and desk-based Thousands Specialist Sales KM Team

5. The KM approach Product, service and solution “know-how” Build a standard toolkit and activity program Different media to suit different audience needs Content , communications and training in one The iStore On-line document library Sales KnowHow Bulletin Weekly web-based newsletter Knowledge Bites Web and audio conference briefing

6. The iStore Everything sales staff need to know – in one place Documents for internal & external use Multimedia content Standard document templates Provide sales information in predictable format Also stored on iStore Lotus Notes/Domino database Web browser access for all Hand-held device access Secure Admin access

7. iStore scope 3,300 entries 90% documents – others link or text only 270 contributors… 370 products, services & solutions Average over 60,000 hits per month Multiple indexes and search Every entry accessible by any index Anonymous reader access Subscription for weekly updates

8. Keeping content up to date Accountability, behaviour and engagement

9. The contributors Product Managers, Marketers, SMEs Increasingly time-poor The “Ivory Tower” syndrome Knowledge “hoarding”… Interested mostly in products and solutions Want to provide lots of detail! More accountable for costs than sales Not usually hired as communicators Focus only on own product

10. Contributor accountability Self-service Contributors load and own all content Every entry must have one accountable owner Manage entry status, currency and validity Draft, Published, To be deleted Guides and training provided Including eLearning modules Control hand-over as required… Job changes Extended leave

11. Regular reviews All entries have a 90-day timer “Entry last updated” date displayed Auto review reminder emails to contributor Two weeks’ notice, one week reminder Update, republish or delete Automatic archive at 90 days Contributor advised Entry visible, but attachment not accessible Entries may be deleted if archived > 2 weeks

12. Extended currency management Attachment currency critical Separate “file last uploaded” date tracked Attachment age checked at each review If attached file more than six months old: Contributor asked to confirm content review Confirmation logged & copy sent to manager If attached file more than twelve months old: Monthly scorecard sent via senior management 27% reduced to 7% over 12 months

13. The audience Sales staff, Sales Specialists, Technical Sales Large customers: face-to-face, on the road Smaller customer: by phone, desk-based Sales specialists need more technical detail Increasingly time-poor Need to know how to sell solutions Focus on customer needs Income at risk, based on sales and revenue

14. Sales input and awareness The audience as part of currency management All entries have feedback form Messages go to contributor Available for archived entries Identity automatically captured through single sign-on All entries have “five-star” rating Messages logged on Admin interface…

15. Administration Monitor entry status on Admin interface Provide reporting Monitor email failures and responses Identify and follow up staff movements Intervene as required Identify issues Phone calls to recalcitrants Provide training and help

16. Dealing with knowledge hoarding Tearing down the Ivory Tower

17. Starting out Start with defined scope A “Knowledge points” system Built into KPIs (Key Performance Indicators) Rewards and Recognition program Include branding, non-monetary rewards Public recognition Must reward only correct behaviour Become part of standard business Need to drive accountability

18. Extending the scope “Middle-out” approach Started small, but management support critical Original culture became accepted Even with organisational changes Continually emphasise audience needs Sales staff need up-to-date information “Is that on the iStore?” Build into standard Product Launch process

19. Keep it simple – and standardised Make it as easy as possible to share knowledge Simple web form Contributor selects meta-data All key meta-data mandatory With some optional extras Ensure clarity in classifications Single product name, but optional additional names Single document type, following template Entry title automatically assembled

20. Building a contributor community Need to Know – quarterly email newsletter Brief, focus on key issues and system updates Report “Top 10” contributors Also update via other media Contributor statistics access Help, guides and training provided Use of dedicated emailbox – “! iStore” Risk of complacency Phone calls, alternative approaches

21. Using multiple media Social Media principles

22. An open policy "Knowledge can only ever be volunteered ; it cannot be conscripted " David Snowden

23. Be afraid! A completely open system Anyone can create, update or change Open access to all No log-in required But identity captured and audit trail kept Risk of incorrect information? Never eventuated Trust a critical element The heart of Web/Enterprise 2.0 Trust has been consistently honoured

24. Sales KnowHow Bulletin Weekly web-based newsletter Latest news on products and campaigns Notice emailed to target audience Only read items of interest Front page has 50-word summary Click through layers to detail Suits time-poor audience

25. Knowledge Bites Weekly audio and web conference Two 10-minute “bites”, with Q&A Introduced and managed by KM team Presentations delivered by SMEs Slide pack loaded to iStore Audio edited and loaded to iStore Enhanced subscription service Provides ‘podcasting’ Suits time-poor audience

26. Other tools iKnowItAll Quiz Online interactive quiz Fun learning, suits desk-based staff Scripted audio and video (ProductStream) Online Suits desk-based staff Audio CDs (iRadio) For on-the-road staff Replaced by Knowledge Bites audio

27. Choosing the media Ignore traditional distinctions Content , communications and training End result is an informed audience Build media to meet audience needs Use available technology Get new technology as required Go outside the firewall if necessary! Use “safe-fail” experiments

28. System review & refresh Change determined by audience Regular review program Review of entire toolkit Surveys, Focus Groups, Projects, Reviews Qualitative and quantitative measures Team strategy workshops Feed back results Communicate changes

29. Summary Build a broad-based toolkit Make it "the way we do things around here“ Know the business and meet the needs Know your audience and contributors And how they operate Manage currency and accuracy Address accountability, behaviour and engagement Exercise trust, and make it as easy as possible Human issues come before technology!

30. Thank You! [email_address] +61 418 51 7676 Blog: http://acknowledgeconsulting.com/