This document summarizes a presentation given by Microsoft employees on how Microsoft internally applies knowledge management. It discusses why knowledge management matters, provides definitions of knowledge management, and outlines Microsoft's approach, which includes a knowledge map, framework, portals for collaboration and sharing information, and digital dashboards. It calls GSK to action to evaluate how it can better manage knowledge and intellectual assets to stay competitive in the long term.

1. Microsoft’s Internal Application
of
Knowledge Management
Is This Where GSK Needs To Go
Tomorrow?
Margaret Dischler
Manager, Application Framework
COIT (USA)
Elliot Curtis
Business Solutions Group
Microsoft

2. Note: this is just a sample of
slides taken from a real
presentation. The entire
presentation deck is too large to
upload and some are proprietary,
so several of the slides have
been dropped.

3. Topics To Cover
 Why does Knowledge Management
matter?
 What is Knowledge Management?
 Knowledge Management at Microsoft
 Target knowledge map
 KM Framework
 Portal Examples
 Digital Dashboard and Collaboration
Examples
 Call To Action

5. Ideas Have Value
$3,623 M
$4,364 M
-$24 M
$3,812 M
Book Value Market Capitalization

6. Barnes & Noble
$3,067 M
$1,682 M
$85 M
$2,765 M
Revenues Market Capitalization

7. The State of KM
29.9%
54.4%
77.8%
90.2%
95.7%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Have Already
(1998)
Within the
Next Year
1-2 Years
From Now
2-4 Years
From Now
More Than 4
Years From
Now
PercentofRespondentsUsingKM
Source: Delphi Group (1998)

8. Microsoft’s View
What is Knowledge Management?
Culture
Process
Technology
Management
Discipline
People
Information
Data
Effective Use of
Intellectual Assets
To Generate Long
Term Business Value
Efficiency
Growth
New Business Models

9. Knowledge Management
What is KM today?
"Leveraging the processes and content of intellectual capital
to enhance the organization's ability to achieve its mission."
Computer Sciences Corp
"Knowledge Management is promoting ongoing business
success through the systematic acquisition, synthesis, sharing,
and use of information, insights, and experiences."
Andersen Consulting
"Knowledge Management is a set of practices that
allowsenables organizations to better create, understand, and
utilize what they know." IBM Consulting Group

10. Traditional Assets
Facilities, Equipment & Capital
Knowledge Assets
People & Information
We Need To Understand:
• How knowledge assets are
created
• How to value a knowledge
asset
• Knowledge asset lifecycle
We Know How To:
• Create new assets
• Measure asset return
• Retire old, devalued assets
Knowledge Management Is Derived
From Asset Management

11. The Agricultural Economy

12. The Industrial Economy

13. The New Basis of Competition is … Intellect!

14. Potential knowledgeTacit knowledge Explicit knowledge
The Three Types Of Knowledge
Collaboration AnalysisContent Mgmt.
Tracking
Search and delivery
People
People Information
People
Data
People

15. Knowledge Management Requires
Many Connections To Deliver Value
Business
Systems
Documents
Gov’t
Agencies
Customers
Partners
Email
Multimedia
External
Sources
Voice Mail
Colleagues
Suppliers

16. Partners
Cultural Change
Share Knowledge
Reward re-use
Capture Knowledge
Structure & Organize it
Change Operations
Technology Is a Small Piece
Technology
Organization
Processes

17. Corporate Memory KPMG’s
KWorld

18. 1. Collaborative Work (86.4%)
2. Intranet Content Management (77.1%)
3. Intellectual Asset Management (75.2%)
4. Customer Relationship Management (70.2%)
5. Competitive Intelligence (62.8%)
6. Research and Development (61.7)
7. Call Center Support (51.2%)
8. Proposal Development (51.2%)
9. Corporate Portal (43.4%)
10. Operations (34.9%)
Most Important KM Applications
As Defined by the Knowledge Worker
Source: Delphi Group, June 1999

19. Potential knowledgeTacit knowledge Explicit knowledge
Knowledge Management Platform
People Information
People
Data
Collaboration AnalysisContent Mgmt.
Search & Capture DeliverAnytime, anywhere, any device
“Knowledge workers
without limits”

20. Do you have Systems For
Learning
Is there a framework to encourage and
facilitate sharing best practices?
How do people find experts in your corp?
Can you find the documents that might
help in 60 seconds?
Can you create a digital feedback loop
with customers and employees?

21. Knowledge Map For KM At MS
MSWeb
MS-wide Category and
Full text search
Product Group
PGPortal
Finance
FinWeb
Sales & Mktg.
InfoWeb
Etc.
PBSInfo
Benefits
WinWeb
Recruit
Corp. Fin.ECUWeb
Audit
Corporate Portal
Specialized/Business Function Portal Sites
Departmental sites and Team Workspaces
IT
ITGWeb
WW Ops. LegalHR
GNS
HelpDesk
Team SiteTeam SiteTeam Site
OfficeWeb

22. Microsoft Corporate Portal - MSWeb
 Content indexed
 Documents 2.2 M
 Public folders 2.8 M
 232 pages, 265 links
 Usage July’99
 36,000 unique users
 1.5 M hits

23. Line Of Business Portal - PGPortal
 Target users 20,000
 Product group sites linked 376
 Usage 500 users/day – 3000 Max
 376 pages, 411 links

24. Diverse Financial Systems
A/P
module
(ROSS)
3rd Party Royalties
POLOS
PSS
HR
Treasury
MAC
PAC
Canyon Park
General
Ledger
SAP
Fixed
Assets
Module
(ROSS)
PORTIAExcel
Payroll
(Ceridian)
Payroll
upload
routine
People
soft
PSS
ABC
Database
(INGRES)
MS
Sales
Selecta
OEM/
Licensing
Database
(INGRES)
OEM Licensing
FoxPro
Headcount
Services
Billing
(INGRES)
MAXCIM
(NCA)
Canyon Park
A/R
Purchasing
Module
(ROSS)
Fixed Assets
MYR
(Excel,
PPT)
MSTS LET
BWB CUB MET
A/P
Sales/COGS
Manual entry
Subsidiaries
MS Sales
file
MS Sales
file
MAC
PAC
(10)
Platinum
DOS (7)
SQL (1)
MA
CPA
CDruid (1)
. . .

25. FinWeb Portal
Msft Finance Digital Nervous System
SAP R/3
SQL 7.0 SQL Data Warehouses Excel based standard reports
MS Reports
Excel based query
MS Expense
MS Market
MS Invoice
Headtrax
OnTarget
Budget Workbench

26. Business Function Web - FinWeb
 Potential users 35,000
 Documents linked 1200
 Usage 2000 users/day
 Finance teams supported 50
 Links to 130 sites

27. The Vision: A Digital Nervous System That
Integrates Seamlessly To Connect Us At
GSK
Business
Systems
Documents
Gov’t
Agencies
Customers
Partners
Email
Multimedia
External
Sources
Voice Mail
Colleagues
Suppliers

28. Key Success Drivers for KM
 Commitment
 Senior executive support
 Business owned and driven
 Clear goals and objectives
 Cultural acceptance of change
 Business driven policy & process
 More important than technology
 Organizational alignment
 Clear roles and responsibilities
 Defined decision making process
 Technology architecture
 Common, standards-based platforms
 Application framework
 Broadband network
 Intranet
 A consistent vision and passion for technology

29. KM Landscape – Where Are We at GSK?

30. "Learning faster than your
competitors may be the only
sustainable advantage [of a
company]"
Arie deGeus, Shell Corp.

31. Call to Action
 Find out what GW needs for the long term to
stay ahead of the competition in terms of
managing knowledge and intellectual assets
 Start with most important/highest value
business goals from the plc perspective
 Choose an infrastructure that can deliver
 Start Simple - Go for Tactical Solutions that
can be worked into the Longer Term Solutions
 Quick hits up front
 Iterative Process
 Allow time for more Portals to come to life
 Have a multi-stage plan and envision
information topology for the long term

32. Q&A