The document discusses Lyn Murnane's journey as a knowledge manager and the challenges of implementing knowledge management systems. It summarizes Lyn's experience at Medibank Private redesigning their intranet to make information more accessible and useful for frontline staff. Key challenges included engaging subject matter experts, training staff to use new systems, and ensuring accurate and consistent content. The redesigned intranet improved search capabilities and centralized information to reduce call times and costs.

1. Knowledge ManagementMy journeyLyn MurnaneKnowledge Manager

2. About LynWhat is a Knowledge Manager?About TelstraChallengesOpportunitiesAbout MedibankMedibank’s approach to changeThe players and processWhat worked, what didn’tLessons’ learntTopics Intranet redesign @ MedibankThe old view

3. Analysing the info needed

4. Card sorting

5. Site architecture

6. New site

7. Results

8. 2010 plansBlog - genverbosityTwitter - @boffin66RSS feedsSocial networksThe journeyKnowledge Manager

9. KM Business Consultant

10. Stakeholder engagement

11. Collaboration with SMEs

12. NetworkingIT Training & support Technical WritingInstructional DesignE-learning development

13. 1999 – 2005IT trainer: needs analysis, developing outcomes, writing guides, producing & delivering training2005 – 2008FastTrack Software: Product Consultant, Support Desk Team Leaderneeds analysis, developing outcomes, writing guides, producing & delivering trainingSupporting clients incidents and providing solutions2008 – 2010Medibank Private: Knowledge Management Business ConsultantStakeholder engagement, collaboration with SMEs, building solutionsJuly 2010FastTrack – Knowledge Manager - Building e-learning modulesJanuary 2011Telstra – Manager Knowledge ManagementManager of KnowHow – website supporting 14,000 customer service staffQuick CV

14. From www.stevedenning.comThe main function of the knowledge sharing position would be to help champion organization-wide knowledge sharing, so that the organization's know-how, information and experience is shared inside and (as appropriate) outside the organization with clients, partners, and stakeholders.What is a Knowledge Manager?

15. Skills RequiredLeadershipCommunicationsCustomer / User OrientationFacilitate sharing & collaborationTeamworkLearning and knowledge sharingAnalytical Thinking and Decisive Judgment

16. Thomas Davenport defines knowledge as what happens at the moment in time when information becomes valuable to the individual seeking it. In call centres, help desks, and other support environments, that individual is either the support agent seeking information to help a customer, or a customer (product user, employee, partner, or vendor) seeking answers in a web-based self-help environment.Thomas Davenport, the author of several works on the subject including, Information Ecology: Mastering the Information and Knowledge Environment and Working Knowledge: How Organizations Manage What They Know.What is KM?

17. The elements of a Knowledge Sharing Culture can typically be broken into: People, Process & TechnologyKnowledge Sharing

18. Participation

19. Participation - Australia

20. http://forrester.typepad.com/groundswell/http://www.useit.com/Sites & Tools that might help

21. KnowHow – an intranet based process and sales information that supports 14,000 users – onshore , offshore and industry partners. KnowHow’s supports consumer customers Including support for Telstra Business (Small Business)Telstra has 10 ‘official’ KM systems100’s of unofficial tools including spreadsheets, personalised web pages, databases etcMy focus is on KnowHow Telstra

22. Observations – content / information is verbose and not user friendlyNO collaborationFeedback loop is sporadic and not transparentNO Governance, archiving or expiry of content unless requestedKnowHow

23. User Feedback forumsWhat does KnowHow sound like / its characterUnderstanding what works and what doesn’tWhat’s missing?Suggestions for inclusionsGetting engagement / buy-inChanges

24. Governance modelAudit processExpiry processWriting style guidePublishing styleNew content management system should automate some of these processesProcesses

25. Project to create a company wide KM strategyAims to create a single source of truth High level governance modelHas leadership support and cross business unit endorsementProject currently being scoped and mappedIdentifying measures of successTelstra Bigger picture

26. Suggested KM Roadmap Overview<TELSTRA DOCUMENT ID>17`

27. Pause for breathAny questions?

28. About private health insurance:Highly government regulated – and the regulations change

29. Extremely complicated – for staff as well as customers

30. Customers often don’t really understand their cover until they claim

31. PHI is a high use compared to other insurancesAs at 2009Market share in private health insurance in Australia - 29%Number of people covered 3.5 millionNumber of memberships 1.8 millionTotal contribution income $3.4 billionTotal benefits paid $2.9 billion (84.8% of contributions)Number of customer transactions in Call Centre and Retail 6 millionNumber of staff 3000Medibank Private

32. “Empowerment for Ground crew”“We don’t need a McKinsey or a Boston Consulting to tell us how to improve the business – we’ve got over 1200 ‘ground crew’ staff who know exactly where the real gaps are to be addressed in the business,” George Savvides – MD. Medibank’s culture - approach to changeWe embrace change better when we do it ourselves

33. Intranet – 1400 files, out of date, inconsistent, poor search, slowMany sources of information: Lotus Notes, shared drive (40,000 files), local info, Circulars20,000 internal staff helpdesk calls per month Communication to frontline staff ineffective – Circulars, Manuals, Guides, many emailsInconsistent information given to customersOne size fits all communication – 400 page fund policy document!Feedback from exit interviews - staff leaving because not sufficiently supported to do their jobs effectivelyIn 2004 - The problems frontline facedAccess to knowledge is confusing, inaccurate and inconsistent.

34. Biggest problem – too much information!

35. Training – new starters $12.5Keach /30% turnoverStaff Help Desks 20,000 calls to 2 helpdesks. Call Handling Time The Pilot Program statistics demonstrated a reduction of 6.3% in Call Handling Time.Ex Gratia Payments Cost MPL $500,000 in FY03. Consistent, complete and accurate information in a central repository has the ability to reduce this cost.Opportunity costs > MillionsOpportunity costs and benefit realisationOn-going costs 6 staff and support.

36. Benefit realisation within three months. Ongoing savings ~ Millions

37. building a learning environment

38. knowledge sharing

39. trustPeoplesupport the capture of explicit knowledge

40. continual learning and improvingKnowledge ManagementProcessContentMedibank’s elements of KMorganisation & meaning

41. accuracy

42. consistency

43. currency

44. databases

45. search engines

46. intranets

47. portalsTechnology

48. Desired state – Communication to frontline staffKnowledge Enablers

49. TeamBuilt by staff for staffFrontline engagementGet the end users involved…make it a knowledge systemfocus groups (New Starters, Experts, 20+ years service)super user groupcompetitions pilotsurveysroad showsvideo – of staff response to projectBrand – identitystickers, soft balls, umbrellasquick reference guides/materialsToolgood searchno bells and whistlesmet requirementseasy to useOngoing supportFeedback mechanism was and still is the most popular featureContentWrite it for the audienceWrite if for how they think about itAvoid jargonWhat worked well…initial project

50. What didn’t work well….initial projectBusiness experts & Management engagement - resistanceApproval process – subject matter experts took three times longer than expectedTraining – self-led through a workbook doesn’t work for call centre / retail environment

51. A quick peek at Max

52. Growth Max / Molly / Intranet

53. “We share knowledge with our colleagues to deliver professional excellence.”Where are we headed?Let’s take a lookCreate a Knowledge Management System (KMS) that is the single point of reference for all learning and knowledge materials, updates and alerts so staff are not trawling multiple mediums for information.Identify what knowledge is critical to the effectiveness of the Contact Centre and where gaps exist. Work closely with Operations Managers, front line staff and other stakeholders to identify the priorities for inclusion in the KMS.ahm KM implementation

54. “Anyone in the organization who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company can use to make a profit” Sir John Browne – CEO of BPInteresting article on BP’s knowledge management strugglehttp://www.ikmagazine.com/xq/asp/sid.0/articleid.750C40CD-3510-47CA-9827-5403ADCE1D93/eTitle.Greater_than_the_sum_of_its_parts_Knowledge_Management_in_British_Petroleum/qx/display.htm

55. Are you still with me?Questions?

56. Time for a break?

57. Developing the right information architecturefor Medibank’s Intranet

58. About Medibank, KM and the old IntranetAbout the process we have used to design our new IntranetStreamlining the information flow to meet diverse user needsCatering for intuitive user search and navigationCollaborating with customers for user satisfaction and efficiency Techniques and online tools for information architectureTopics for discussion – Medibank’s new Intranet