More Related Content Similar to Toronto SharePoint Business User Group--Harnessing chaos to drive innovation (20) More from Stephanie Barnes (7) Toronto SharePoint Business User Group--Harnessing chaos to drive innovation3. Missing Puzzle Piece Consulting
Organizing Chaos:
The key to success is
focusing on people, process,
and technology, not one,
but all three and how the
three integrate and work
together to provide superior
collaboration, business
process, and decision
making results for the
organization.
© Missing Puzzle Piece Consulting, 2012 3
4. Who am I?
• Stephanie Barnes
• Accountant and IT Management by
education
• KM consultant by choice
• Chief Chaos Organizer at Missing Puzzle
Piece Consulting, Knoco franchisee
• 4 yrs KM at HP
• 8+ yrs as consultant to a variety of
companies including BMO, HSFO, Kodak,
HP, Zenon Environmental, OSC, CIBC,
ENEC
• Based in Toronto
4
6. What are you using your
SharePoint for?
• Centralized document repository
• User-editable content creation for internal
information dissemination
• Project collaboration
• Very basic business automation
INNOVATION?
© Missing Puzzle Piece Consulting, 2012 6
7. INNOVATION
© Missing Puzzle Piece Consulting, 2012 7
8. Innovation
• The introduction of something new or
different.
• Creating, developing, accessing and rapidly
deploying (new) knowledge.
© Missing Puzzle Piece Consulting, 2012 8
9. How do you do this?
© Missing Puzzle Piece Consulting, 2012 9
10. How to encourage innovation
1. Processes and events to capture ideas,
knowledge, experiences
2. Supportive atmosphere
3. Encourage risk taking and experimentation
4. Promote openness between individuals and
teams--share knowledge and experience
5. Shared responsibility across the organization
6. Reward innovation and celebrate success
7. Look for imagination and creativity as well as
diversity when recruiting new employees
© Missing Puzzle Piece Consulting, 2012 10
12. Knowledge Management
Definition
• Connecting people to the knowledge they
need to do their jobs whether that knowledge
is tacit or explicit
• Includes activities as diverse as enterprise
content management, lessons learned, peer
assists, and communities of practice
© Missing Puzzle Piece Consulting, 2012 12
13. How to encourage innovation
using KM
1. Processes and events to capture ideas,
knowledge, experiences
2. Supportive atmosphere
3. Encourage risk taking and experimentation
4. Promote openness between individuals and
teams--share knowledge and experience
5. Shared responsibility across the organization
6. Reward innovation and celebrate success
7. Look for imagination and creativity as well as
diversity when recruiting new employees
© Missing Puzzle Piece Consulting, 2012 13
14. What KM activities are you going to
choose to drive innovation?
Processes and events to capture ideas, knowledge, experiences
Promote openness between individuals and teams--share knowledge and
experience
• Business driven action learning
• Coaching and mentoring
• Communities of practice
• External assessment and benchmarking
• Knowledge capture from projects
• Knowledge exchange
• Knowledge harvesting from individuals
• Lessons learned
• Peer assists
• Project learning
• Training
© Missing Puzzle Piece Consulting, 2012 14
15. Approach
People
Technology Process
© Missing Puzzle Piece Consulting, 2012 15
17. Which techniques to pick?
• What problem are you trying to solve?
• What challenge are you trying to overcome?
© Missing Puzzle Piece Consulting, 2012 17
19. Knowledge Management Roadmap
Evolve
Use •Change
Mgmt
Implement •Change
Mgmt
Design/ •Change
Mgmt
Develop/ Test
Select •Processes
technology •Change •Metrics
Resolve: Mgmt
•Change
Analyze: •Policies Mgmt
•Knowledge &
Collect: •Human, process flows
Social, and
•Business •Metrics
Intellectual
Processes Capital Best •Strategic
•Information Practices Goals
Flows •Change •Governance
•Organization Mgmt •Change
Strategy and Mgmt
Plan
•IT Strategy
and Plan
•Change
Mgmt
© Missing Puzzle Piece Consulting, 2012 19
20. Innovation Supporting Technology
Organization/ Business Intelligence/ Data Warehouse
Enterprise
eDiscovery
Communities of
CRM, Contact Centre, Incident Practice,
Context
Management/Helpdesk Expertise
location
Group/team
Records Social
Management Media
ECM
Document Capture Component Content
Management
Portal
Collaboration
Individual
Search
Learning Management/eLearning
Scan, Capture, Package, Share, Transform,
Map Create Store Apply Innovate
Adapted from: Knowledge Managements by Despres and Chuvel,
Journal of KM, vol 3, no. 2 1999, p119.
© Missing Puzzle Piece Consulting, 2012 20
21. KM processes to drive innovation
Processes and events to capture ideas, knowledge, experiences
Promote openness between individuals and teams--share knowledge and
experience
• Business driven action learning
• Coaching and mentoring
• Communities of practice
• External assessment and benchmarking
• Knowledge capture from projects
• Knowledge exchange
• Knowledge harvesting from individuals
• Lessons learned
• Peer assists
• Project learning
• Training
© Missing Puzzle Piece Consulting, 2012 21
22. Change Management
(People)
• Communication Plan
• Training and Education Plan
• Stakeholder management
All three will need to be updated/evolved as the
program progresses
© Missing Puzzle Piece Consulting, 2012 22
23. Knowledge Management Roadmap
Evolve
Use •Change
Mgmt
Implement •Change
Mgmt
Design/ •Change
Mgmt
Develop/ Test
Select •Processes
technology •Change •Metrics
Resolve: Mgmt
•Change
Analyze: •Policies Mgmt
•Knowledge &
Collect: •Human, process flows
Social, and
•Business •Metrics
Intellectual
Processes Capital Best •Strategic
•Information Practices Goals
Flows •Change •Governance
•Organization Mgmt •Change
Strategy and Mgmt
Plan
•IT Strategy
and Plan
•Change
Mgmt
© Missing Puzzle Piece Consulting, 2012 23
24. CASE STUDY
© Missing Puzzle Piece Consulting, 2012 25
25. Multinational fast moving consumer
goods (FMCG) company
• The situation: the company operates in the fast moving consumer
goods market, products like, snack foods, toothpaste, and other
grocery and toiletry items. Their success in industrialized countries
was not translating to the new markets in the developing
economies like China, India, and Russia.
• The decision: the Community of Purpose programme started off
focused on the people and process side of the equation. The
technology focused on connecting people to people to share
experiences (a social application before social was common)
• The result: In the first five years that the programme existed sales
in the small retail sales channel in the 12 emerging markets trebled,
while profits more than doubled. In the 10 years the program and
supporting technology have been in place more than $1 billion have
been added to the bottom line.
© Missing Puzzle Piece Consulting, 2012 26