Knowledge Management In A Service Organisation

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Knowledge Management In A Service Organisation

  1. 1. Knowledge Management in a Service Organisation
  2. 2. Agenda <ul><li>Some background </li></ul><ul><li>Where we have been </li></ul><ul><li>What we did </li></ul><ul><li>Where we are going </li></ul><ul><li>Some lessons </li></ul>
  3. 3. Background <ul><li>In eight years Lucid IT has grown from nothing to being a leading IT Management consulting and training organisation. </li></ul><ul><li>From the very beginning we knew the value of KM and have incrementally improved our approach. </li></ul><ul><li>It has grown as we have grown! </li></ul>
  4. 4. Why Do Knowledge Management? <ul><li>The Lucid IT KM value proposition </li></ul><ul><ul><li>Costs of not doing KM </li></ul></ul><ul><ul><li>Risks from not doing KM </li></ul></ul><ul><ul><li>Benefits of KM </li></ul></ul><ul><ul><li>Costs of KM </li></ul></ul>
  5. 5. Costs of not doing KM <ul><li>Bringing new employees up to speed </li></ul><ul><li>Reinventing the wheel in consulting engagements </li></ul><ul><li>Errors leading to rework </li></ul><ul><li>Reduced customer satisfaction </li></ul>
  6. 6. Risks of not doing KM <ul><li>Risk of inconsistent style and quality </li></ul><ul><li>Reduced efficiency could make our services uncompetitive </li></ul><ul><li>Harder to adapt our service catalogue to changing requirements </li></ul>
  7. 7. Benefits of KM <ul><li>Enable more rapid growth and change </li></ul><ul><li>Capitalise the experience of our best people and use it to develop all our people </li></ul><ul><li>Support our distributed workforce </li></ul><ul><li>More efficient service delivery </li></ul><ul><li>Increased staff retention (they can see the value) </li></ul>
  8. 8. Costs of doing KM <ul><li>Time to lead and manage </li></ul><ul><li>Tools </li></ul><ul><li>Time to learn and contribute </li></ul>
  9. 9. THE JOURNEY SO FAR
  10. 10. The early days <ul><li>Handful of experienced consultants </li></ul><ul><li>You knew what everybody was doing </li></ul><ul><li>You knew the individual strengths of everybody </li></ul><ul><li>We could all meet around a kitchen table – and we did! </li></ul><ul><li>KM through stories </li></ul><ul><li>No formal process or tools </li></ul><ul><li>Starting to accumulate valuable IP but not managing it </li></ul>Big win #1
  11. 11. We started to grow and to disperse <ul><li>Knew the value of the “Lucid IT family” </li></ul><ul><ul><li>Continued to meet face to face </li></ul></ul><ul><li>Knew the value of our IP </li></ul><ul><ul><li>Developed a project-based repository for IP </li></ul></ul><ul><li>Knew the value of KM </li></ul><ul><ul><li>Each consultant’s compensation has a part for KM </li></ul></ul><ul><li>But cracks started to appear… </li></ul><ul><ul><li>Release management for our training materials </li></ul></ul><ul><ul><li>Consultants not aware of existing IP from other locations </li></ul></ul><ul><li>Lesson: Our earlier intuitive approach was not going to be sufficient as we grew further – we needed level 2 maturity. </li></ul>
  12. 12. … so we responded <ul><li>Acquired tools to make sharing of IP easier, and moved to a subject matter based repository </li></ul><ul><li>Acquired a mobile phone service where calls to each other are “free” </li></ul><ul><li>Implemented a teleconferencing facility and encouraged its use </li></ul><ul><li>Ensured that all employees had internet access </li></ul><ul><li>Instituted regular location meetings with a semi-social emphasis </li></ul><ul><li>Formalised our face-to-face meetings as “knowledge days” </li></ul>
  13. 13. Our #1 tool <ul><li>Groove (now part of Microsoft Office) </li></ul><ul><li>On each consultant’s laptop </li></ul><ul><li>All of the “must have” IP such as training materials </li></ul><ul><li>Paid for itself many times over </li></ul>Big win #2
  14. 14. Groove <ul><li>Strengths </li></ul><ul><ul><li>Automatic peer to peer replication – Internet-savvy </li></ul></ul><ul><ul><li>Always available (workspaces automatically updated on each user’s laptop) </li></ul></ul><ul><ul><li>Centralised backup </li></ul></ul><ul><ul><li>Secure </li></ul></ul><ul><ul><li>Rich toolset (file repository, discussion groups, simple project management, IM…) </li></ul></ul><ul><ul><li>Great for ad-hoc and unstructured </li></ul></ul><ul><li>Weaknesses </li></ul><ul><ul><li>NO searching </li></ul></ul><ul><ul><li>NO management reporting </li></ul></ul>
  15. 15. We did some things right in implementation <ul><li>“ No Work Zone” </li></ul><ul><ul><li>non threatening introduction to the tool </li></ul></ul><ul><ul><li>social discussion, family photos etc. </li></ul></ul><ul><li>It is compulsory (eg. you have to open Groove to teach ITIL Foundation Certificate) </li></ul><ul><li>Gave individuals control: </li></ul><ul><ul><li>What information they can see </li></ul></ul><ul><ul><li>Ability to create workspaces for ad-hoc sharing, projects etc. </li></ul></ul>
  16. 16. Lucid IT Knowledge Days <ul><li>Twice a year for two days </li></ul><ul><li>Bring ALL employees together </li></ul><ul><li>Balance of formal and informal sessions </li></ul><ul><li>Social events </li></ul><ul><li>Dinners, drinks and lots of fun </li></ul><ul><li>Lots of story telling </li></ul><ul><li>Defines in part who we are </li></ul><ul><li>Capture information for later sharing </li></ul><ul><li>Costs real money but we understand the value </li></ul>
  17. 17. … and then we grew some more <ul><li>More people, more locations, more diverse portfolio: </li></ul><ul><ul><li>Expansion in IT Governance, PPM, ITSM, IT Strategy… nobody knows it all </li></ul></ul><ul><ul><li>Expansion into Asia and New Zealand </li></ul></ul><ul><ul><li>ITIL V3 </li></ul></ul><ul><li>Showed up deficiencies in our tools and process </li></ul><ul><ul><li>Process ownership a “spare time” role </li></ul></ul><ul><ul><li>Lots of IP but hard to extract the best bits </li></ul></ul><ul><ul><li>Even finding the “expert” became hard </li></ul></ul><ul><ul><li>Difficult to measure and reward the right behaviours </li></ul></ul><ul><li>Conflict between short term and long term </li></ul><ul><li>Lesson: Time for some formalism – we needed level 3 maturity </li></ul>
  18. 18. … so once again we have responded! <ul><li>Reinforced importance of KM to leadership and defined our vision and strategy </li></ul><ul><li>Appointed Knowledge and Innovation Manager </li></ul><ul><li>Established Communities of Practice </li></ul><ul><li>Updated toolset and IP lifecycle processes </li></ul><ul><li>Starting to integrate KM with other key processes </li></ul><ul><ul><li>Service Delivery </li></ul></ul><ul><ul><li>Service Portfolio Management </li></ul></ul>
  19. 19. Knowledge and Innovation Manager <ul><li>50% job role </li></ul><ul><ul><li>>1% of our workforce </li></ul></ul><ul><li>Process owner for Knowledge Management process </li></ul><ul><li>Process owner for Service Portfolio Management process </li></ul>
  20. 20. Communities of Practice <ul><li>Examples </li></ul><ul><ul><li>IT Service design, transition and operation </li></ul></ul><ul><ul><li>IT Strategy and governance </li></ul></ul><ul><ul><li>Project and programme management </li></ul></ul><ul><li>Each COP has a leader (a part time role) </li></ul>
  21. 21. The COP Leaders <ul><li>Genuine expert on the subject </li></ul><ul><li>Focal point for management of IP </li></ul><ul><li>“ The person you ask” </li></ul><ul><li>Responsible for creating and maintaining knowledge </li></ul><ul><ul><li>Driving internal awareness, contributing to training </li></ul></ul><ul><ul><li>Identifying gaps </li></ul></ul><ul><li>Explicitly measured, goaled and rewarded on KM performance </li></ul>
  22. 22. Updated toolset <ul><li>Implemented SharePoint to complement Groove </li></ul><ul><li>Most useful for large amounts of fairly static IP </li></ul><ul><li>Good searching and adequate document management </li></ul><ul><li>Could replace Groove in future </li></ul><ul><li>Using SharePoint workflows for document lifecycle </li></ul><ul><li>Better reporting on IP creation and use </li></ul>
  23. 23. What’s next? <ul><li>Extend KM to our customers and partners </li></ul><ul><ul><li>Disintermediate access to our knowledge where appropriate </li></ul></ul><ul><ul><li>Use “Web 2.0” concepts (we already have a presence in LinkedIn, Facebook, SlideShare, Wikis, Second Life, Twitter, Skype and others) </li></ul></ul><ul><ul><li>Integrate knowledge from our customers and partners </li></ul></ul><ul><ul><li>Extend our Communities of Practice </li></ul></ul><ul><li>Get better at capturing implicit knowledge (webinars, video and audio capture etc.) </li></ul><ul><li>More extensive use of metadata to build knowledge around our IP </li></ul><ul><li>Better measurement of the process </li></ul>
  24. 24. Lessons <ul><li>KM always WIP </li></ul><ul><li>4Ps (not really a lesson) </li></ul><ul><li>Management commitment (not really a lesson) </li></ul><ul><li>Don’t be afraid to try things … some things that we have tried didn’t work </li></ul><ul><li>Plenty of cheap or free tools out there, the trick is to find the ones that fit your organisation </li></ul><ul><li>KM can make a critical difference to the organisation </li></ul>
  25. 25. Questions? [email_address]

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