This document discusses Lyn Murnane's career journey in knowledge management and her experiences implementing KM programs. It begins with an overview of her current role as Knowledge Manager at IDP Education, where she manages a global knowledge system supporting 700 staff. The document then outlines some of Lyn's past KM roles at organizations like Medibank Private and Telstra, and discusses challenges and opportunities she encountered. Finally, it provides details on Lyn's approach to KM and a framework she has developed based on her experience in the field.

1. Lyn Murnane
Knowledge Manager
A KM JOURNEY
1 How I got to here?

2. Topics
2
 About Lyn
Intranet redesign @ Medibank
 A journey
 KM stuff you‟ve heard before  The old view
 It‟s all about the stuff!  Analysing the info needed
 A framework based on experience  Card Sorting
 About Medibank  Site architecture
 Medibank‟s approach to change  New site
 The players and process  Results
 What worked, what didn‟t  Future plans
 IDP Australia
 Telstra
 Challenges
 Opportunities
 Where might you start?

3. Quick CV 130,000?
What‟s wrong
3 with that?
 October 2011 – Current
 Knowledge Manager – IDP Education
 Manage a global knowledge system that supports 700 staff in 27
countries
 Contains around 130,000 pieces of information
 Moderate a newly created community within IDP
 Member of the KMrt
 RMIT – MBIT Graduate 2011
 Telstra – Manager Knowledge Management
 Manager of KnowHow – website supporting 14,000 customer service
staff
 FastTrack – Knowledge Manager
 Medibank Private: Knowledge Management Business Consultant
 FastTrack Software: Product Consultant, Support Desk Team
Leader
 IT Trainer

4. One Gal‟s Journey
Personal
Networking
MBIT @ RMIT
• 1st KM role
• Subjects of discovered thru
keen interest a fellow MBIT
The Internet • KM student
• Library of the • BI
World at my • Change Mgt
fingertips
Employment • Governance
• Running chat
• Admin jobs sessions in v1
• Data of MSN (trivia
Management quizzes)
Childhood • Computers
Learning • IT Training
• Interest in
• The KM began
Library • IT Support
4

5. My circle
5
• Knowledge • Blog - genverbosity
Manager • Twitter - @boffin66
• KM Business • RSS feeds
Consultant • Social networks
• Stakeholder • Networking
engagement • Communities of
• Collaboration with Practice
SMEs • KMrt
• Networking • KMLF
• Instructional Design • IT Training & support
• E-learning development • Technical Writing
• User feedback • KM Systems

6. What is a Knowledge Manager?
 From www.stevedenning.com
 The 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.
Skills Required
• Customer / User Orientation
• Leadership
• Communications
• Facilitate sharing & collaboration
• Teamwork
• Learning and knowledge sharing
• Analytical Thinking and Decisive Judgment
6

7. What is KM?
7
 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.

8. Some data
8
 56% of knowledge workers' time is spent either
searching for information or gathering information.
Only 25% is spent on the actual analysis.
 Organisations have focused on 'knowledge
management' (KM) systems as the answer.
 http://www.google.com/enterprise/solutions/prof_s
ervices/search_roi.html
 And sometimes I do remember to reference!

9. Knowledge Sharing
9
Social Media
Participants – a
good alignment
to measure
knowledge
sharing

10. Participation
10

11. Sites & Tools for fun & interest
11
 http://forrester.typepad.com/groundswell/
 http://www.useit.com/
 Social Media 2011 -
http://youtu.be/3SuNx0UrnEo
 Using KM - http://youtu.be/97i-JAyx1zY
 Discover what you know – 2006
http://youtu.be/f_x78XLBBVM

12. Lyn‟s KM Framework
12
Content
• Usable
• Desirable
• Useful
Change &
Culture
Tools
improvement
• Findable
• Valuable
• Accessible
• Useful
Governance
• Credible
• Trust

13. 13 Medibank Private
Implementing KM at MBP

14. Medibank Private
14
 As at 2009  About private health insurance:
 Market share in PHI Australia  Highly government regulated –
 29% and the regulations change
 Number of people covered frequently
 3.5 million
 Extremely complicated – for staff
 Number of memberships as well as customers
 1.8 million
 Customers often don‟t really
 Total contribution income understand their cover until they
 $3.4 billion
claim
 Total benefits paid
 $2.9 billion  PHI is a high use insurance
(84.8% of compared to other insurances
contribution
s)
 Number of customer transactions
in Call Centre and Retail
 6 million
 Number of staff
 3000

15. Medibank‟s culture – An approach
15
to change
 “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.
We embrace change better when we do it ourselves

16. In 2004 - The problems frontline
faced
 Intranet – 1400 files, out of date, inconsistent, poor search, slow
 Many sources of information: Lotus Notes, shared drive (40,000 files), local info,
Circulars
 20,000 internal staff helpdesk calls per month
 Communication to frontline staff ineffective – Circulars, Manuals, Guides, many
emails
 Inconsistent information given to customers
 One size fits all communication – 400 page fund policy document!
 Feedback from exit interviews - staff leaving because not sufficiently supported to
do their jobs effectively
Access to knowledge is confusing, inaccurate and inconsistent.
16

17. Biggest problem – TMI!
Departments Modes Staff Customer
• HR • Email • What do I do? • Waiting
• Marketing • Intranet • Inconsistent • Frustrated
• Compliance • Policies messages • Leaving
• Product • Newsletters • Complaints
• PHI • Mentors • Silence
• Fund Policy • Helpdesk • Complaints
• Complaints • Relationships • Too much to
• Corporate • Training read
Affairs courses • Too much to
• Finance • Phone change
• Management
17

18. Opportunity costs and benefits
 Training – new starters
 $12.5Keach /30% turnover • On-going costs 6 staff and support.
 Staff Help Desks
 20,000 calls to 2 helpdesks. • Benefit realisation within three
 Call Handling Time months.
 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 > Millions Ongoing savings ~ Millions
18

19. Desired state –
19
Communication to frontline staff
Departments Modes Staff Customer
• HR • Knowledge • I am in control • More satisfied
• Marketing Repository • Consistent • Better service
• Compliance messages
• Product • Reduced
• PHI Complaints
• Fund Policy
• Complaints
• Corporate Affairs
• Finance
• Management
Knowledge
Enablers

20. And Medibank‟s KB was born
20
 Max and Molly – 2 different KB applications
 Max was for customer facing processes
 Molly for corporate processes and support
 Both named by staff in a competition
 Sold using branded gadgets, stress balls,
umbrellas etc

21. Max 2009
21

22. Growth
Max / Molly / Intranet
900000
800000
700000
600000 04-05
05-06
500000
06-07
400000 07-08
08-09
300000 09-10
200000
100000
0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

23. What worked well…initial
23
project
 Team  Tool
 Built by staff for staff  good search
 Frontline engagement  no bells and whistles
Get the end users  met requirements
involved…make it a knowledge  easy to use
system
 Ongoing support
 focus groups (New Starters,
Experts, 20+ years service)  Feedback mechanism was and
still is the most popular feature
 super user group
 competitions  Content
 pilot  Write it for the audience
 surveys  Write if for how they think about it
 road shows  Avoid jargon
 video – of staff response to
project
 Brand – identity
 stickers, soft balls, umbrellas
 quick reference guides/materials

24. What didn‟t work well….initial
project
 Business experts & Management
engagement - resistance
 Approval process – subject matter experts
took three times longer than expected
 Training – self-paced workbook didn‟t work
well for call centre / retail environment
24

25. 25 IDP Education

26. IDP Education
26
 IDP – Education placements – market leader.
 Placements in AU, US, CA, UK & NZ
 IDP Education also manages and part-owns
the IELTS test – the leading test of English
language proficiency for study and migration.
 IDP is 50% owned by IDP Education Limited, a
company owned by 38 Australian universities,
and 50% owned by SEEK.
 27 countries – 500 counsellors (Student
Recruitment)

27. IDP Knowledge - OSCAR
27
 128,000 knowledge base pages
 99% data collected about universities and their
programs from publicly available information
 1600 manual knowledge articles
 Provided by local
 Location based Visa information
 Presentations from universities
 Links to Uni sites & videos
 Info about scholarships & application requirements

28. Our Knowledge Base
28

29. IDP Key Issues
29
 Visibility of content
 Issues with accessibility & control of information
 Search
 How to return relevant results from so much content
 Navigation
 Where to find the content
 Governance
 Guidelines
 Review & Archiving process
 Learning Tool
 Research new destinations & locations
 Collaborative Learning

30. 30 Telstra

31. Telstra
31
 KnowHow – an intranet based process and sales
information tool that supports 14,000 users –
onshore , offshore and industry partners.
 KnowHow‟s key focus is support of personal
customers
 Includes some support for Telstra Business (Small
Business)
 Telstra has 10 „official‟ KM systems
 100‟s of unofficial tools including spreadsheets,
personalised web pages, databases etc
 My focus was on KnowHow

32. KnowHow
32
 Observations – content / information is
verbose and not user friendly
 NO collaboration
 Feedback loop is sporadic and not transparent
 NO Governance, archiving or expiry of content
unless requested

33. Changes
33
 User Feedback forums
 What does KnowHow sound like / its character
 Understanding what works and what doesn‟t
 What‟s missing?
 Suggestions for inclusions
 Getting engagement / buy-in
 Assessment of value of outsourced publishing
 Outcome – publishing was insourced again

34. Processes
34
 Governance model
 Audit process
 Expiry process
 Writing style guide
 Publishing style
 New content management system should
automate some of these processes

35. Telstra Bigger picture
35
 Project to create a company wide KM strategy
 Aims to create a single source of truth
 High level governance model
 Has leadership support and cross business
unit endorsement
 Project currently being scoped and mapped
 Identifying measures of success

36. Suggested KM Roadmap Overview
Phase 2: Phase 3: Phase 4:
Phase 1:
KM System Deployment Evaluation
Infrastructure
Analysis, Design
Evaluation
and Development
Design the Knowledge
Management
Infrastructure Deploy, using the
Analyse the Existing Results-driven
Infrastructure Audit Existing Incremental
Knowledge Assets & methodology
Systems Evaluate
Performance,
Design the Knowledge Measure ROI and
Management Team Incrementally refine
the KMS
Create the Knowledge
Align Knowledge Management Blueprint Manage Change,
Management & Culture and Reward
Business Strategy Structures
Develop the
Knowledge
Management System
36 http://www.informit.com/articles/article.aspx?p=28766
`

37. 37
“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 BP
Interesting article on BP‟s knowledge management struggle
http://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_Pet
roleum/qx/display.htm

38. Questions?
38
 Are you still with me?

39. Time for a break?
39

40. DEVELOPING THE RIGHT
INFORMATION
ARCHITECTURE
40 for Medibank‟s Intranet

41. Topics for discussion – Medibank‟s
Intranet
About the process used to design the new Intranet
 Streamlining the information flow to meet
diverse user needs
 Catering for intuitive user search and
navigation
 Collaborating with customers for user
satisfaction and efficiency
 Techniques and online tools for information
architecture
41

42. About Medibank
About Knowledge Management:
• Established in 2004
• Team of 6 including:
– Manager
– KM Consultant
– Senior Technical Writer
– 3 KM analysts
• Manage the Intranet and 2 knowledge bases
– Intranet – all staff
– Max - 1200 member-serving staff (Retail,
Call centre, processing)
– Molly – all staff policies, processes, forms
etc.
42

43. Overview – new Intranet project
The Old Intranet:
 Intranet seen as static and not valued
 Technology last upgraded in 2000
 Unsupported by vendor
 No development environment
 Missing common features (eg functional search, forums, surveys, staff polls)
 No ability to segment content for different users (portals)
 Authoring is limited to those trained in HTML coding
 Most of the valued information lies in a separate knowledge
base (called Molly) that is not seamlessly integrated
 Feedback from staff – “the tools are hard to use and
confusing”
43

44. Aims
• People will be able to find people (drill
down by division, location, or search)
• Will showcase company events, jobs,
and encourage employee
collaboration and networking
• Content – the top 20% of information
80% of employees need to know
• Brand new design and architecture -
user-centric
44

45. Classifying and presenting content
in a logical way
Start by mapping what we know:
 Map what is in scope (existing content) for Molly
and Intranet
45

46. The OLD sitemap– Intranet
And yes, it was
just called the
intranet!
46

47. Streamlining the information flow to meet diverse
user needs
 Techniques  Draw on what else you
 Determine current use (heat know:
map)
 Determine what people are • KM Employee
looking for (search log satisfaction surveys
analysis)
 Listen to and capture your • KM Strategy staff
users opinions (Affinity interviews
diagram)
 Create persona‟s
 Determine what can go (ROT
analysis – Redundant, out of
date, trivial)
 Determine what is missing
(Gap analysis)
 Work with the content owners
to convince them of a user
centric design
47

48. Streamlining the information flow to meet diverse
user needs
 Defining your users and  Techniques
their needs  Determine what they need –
 Define the different user interviews
segments  What they need
 Board  What they use
 GE
 Set tasks and observe use
 SET
 How they use it
 Managers
 How they search and find
 Corporate staff
 Get them to draw their ideal
 Retail Intranet
 Call Centre  Crayons
 Claims  Butchers Paper
 Member Liaison  Coloured Pens
48

49. Segment, profile and interview our users
49

50. Affinity diagrams
50

51. Created cards from the top used
content
 Create cards from the top content used
(heat map)
 Performed card sorting exercises on
different segments
 Open and closed
51 http://www.boxesandarrows.com/view/card_sorting_a_definitive_guide

52. Analyse how they think – Open
card sorting
•Take the top
content and get
staff to openly
verbalise what they
would name it, how
they would
categorise it
•Do this for multiple
staff segments and
notice the language
used, and common
trends
52

53. Defining search and navigation
 Observations
 Card sorting
 Search log analysis
 Search database mapping and
rationalisation
 Look at Best practice navigation
designs
53  Provide multiple ways to
search/navigate

54. Search log analysis - Molly
Molly
Intranet
54

55. Start to build your new structure
55

56. Design multiple ways to
search/navigate
Wireframes
56

57. Collaborating with customers for
user satisfaction and efficiency
 Created Wireframes – to conceptualise the
outcomes we wish to achieve in next three
years
 Engaged all major stakeholders – 1:1
interviews from Frontline staff to MD
 Published samples on the Intranet
 Displayed wireframes at all corporate
inductions
 Displayed at senior executive meetings
57
 Recorded feedback – modified designs

58. What happened (Aug 2009)
 Project was delayed due to financial
concerns
 Decided to upgrade the intranet based on all
this work with current systems
 Built using html and then copying that into
the CMS
58

59. Refine your designs
 Narrow down the designs – 1st phase (of
3)
 Tested these designs with stakeholders
 Road show the new designs with staff
 senior managers to frontline, new inductions
 Take in feedback and modify the designs
 Create functional specification
 Receive more feedback from the project
team
59

60. 60

61. 61

62. What happened?
 The writing / design / card sort process commenced
early 2008
 We notified of impending change in early March via
Intranet bulletin board.
 Removed all content apart from home page and
intranet bulletin board at 31 March
 Completed all content pages on 8 June 2009
 Notified of change for 3 weeks prior to launch including
an email with instructions on how to navigate
 Launched 15 June 2009hange Management
62

63. Summary - Techniques used to create new design
Heat map
Map in scope use Search log
content analysis
Affinity New design &
ROT analysis
diagram architecture
Closed card
Observations
sorting
Open Card
sorting
63

64. Questions?
64