Date post: | 18-Nov-2014 |
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A KM JourneyHow I got to here?
Lyn MurnaneKnowledge Manager
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Topics • About Lyn• A journey• KM stuff you’ve heard before
• It’s all about the stuff!
• A framework based on experience• IDP Australia
• Knowledge Collation• Knowledge Transfer
• Telstra• Challenges• Opportunities
• About Medibank• Medibank’s approach to change• The players and process• What worked, what didn’t
• Where might you start?
Intranet redesign @ Medibank
The old view Analysing the info needed Card Sorting Site architecture New site Results Future plans
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Quick CV • October 2011 – Current
• Knowledge Manager – IDP Education• Manage global knowledge system that supports 700 staff in 27 countries• 2 Knowledge Bases
• Student Counsellors• Contains around 130,000 pieces of information• English Language Testing
• 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
130,000? What’s
wrong with that?
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How I learn• Child• The Library
• Work• Admin jobs• Data Management• Computers• IT Training / IT Support roles
• Interest in KM began
• The Internet• Library of the World at my fingertips• Running chat sessions in v1 of MSN (trivia quizzes)
• MBIT @ RMIT• Subjects of keen interest
• KM• BI• Change Management• Governance
• Personal Networking• 1st KM role discovered thru a fellow MBIT student
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My circle
• IT Training & support
• Technical Writing• KM Systems
• Knowledge Manager
• KM Business Consultant
• Stakeholder engagement
• Collaboration with SMEs
• Networking
• Blog - genverbosity
• Twitter - @boffin66
• RSS feeds• Social networks• Networking• Communities of
Practice• KMrt• KMLF
• Instructional Design
• E-learning development
• User feedback
What is a Knowledge Manager?
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• Skills Required• Customer / User Orientation• Leadership• Communications• Facilitate sharing & collaboration• Teamwork• Learning and knowledge sharing• Analytical Thinking and Decisive Judgment
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Some data• 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_services/search_roi.html• And sometimes I do remember to reference!
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Knowledge Sharing
Social Media Participants – a good alignment to measure knowledge sharing
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How I measure??
OSCAR Connect Measures - last 90 days Result % Result Target Total Last weeka. Decrease number of staff not yet participating in OSCAR Connectb. increase adoption
Active Users 208 38% 70% of licences 550 210Creators (have posted) 48 23% 24% of active users 50Commentors 74 36% 33% of active users 77Inactive 342 62% 30% of licences 340
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Sites & Tools for fun & interest• 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
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Lyn’s KM Framework
Culture
Content•Usable•Desirable•Useful
Tools•Findable•Accessible
Governance•Credible•Trust
Change & improvement•Valuable•Useful
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Implementing KM at MBP
Medibank Private
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Medibank Private• As at 2009• Market share in PHI Australia
• 29%
• Number of people covered• 3.5 million
• Number of memberships • 1.8 million
• Total contribution income • $3.4 billion
• Total benefits paid • $2.9 billion (84.8% of
contributions)
• Number of customer transactions in Call Centre and Retail
• 6 million
• Number of staff • 3000
• About private health insurance:
• Highly government regulated – and the regulations change frequently
• Extremely complicated – for staff as well as customers
• Customers often don’t really understand their cover until they claim
• PHI is a high use insurance compared to other insurances
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Medibank’s culture – An approach 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
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
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Access to knowledge is confusing, inaccurate and inconsistent.
Biggest problem – TMI!
Departments
• HR• Marketing • Complianc
e• Product• PHI• Fund
Policy• Complaint
s• Corporate
Affairs • Finance• Managem
ent
Modes
• Email• Intranet• Policies• Newsletter
s• Mentors• Helpdesk• Relationsh
ips• Training
courses• Phone
Staff
• What do I do?
• Inconsistent messages
• Complaints
• Silence• Complaint
s• Too much
to read• Too much
to change
Customer
• Waiting• Frustrated• Leaving
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Opportunity costs > Millions
Opportunity costs and benefits• Training – new starters
• $12.5Keach /30% turnover
• Staff 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.
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• On-going costs 6 staff and support.
• Benefit realisation within three months.
Ongoing savings ~ Millions
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Desired state – Communication to frontline staff
Departments
• HR• Marketing • Compliance• Product• PHI• Fund Policy• Complaints• Corporate
Affairs • Finance• Management
Modes
• Knowledge Repository
Staff
• I am in control• Consistent
messages• Reduced
Complaints
Customer
• More satisfied• Better service
Knowledge Enablers
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And Medibank’s KB was born• 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
Max 2009
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0
100000
200000
300000
400000
500000
600000
700000
800000
900000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
04-05
05-06
06-07
07-08
08-09
09-10
Growth
Max / Molly / Intranet
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What worked well…initial project• Team
• Built by staff for staff
• Frontline engagementGet the end users involved…make it a knowledge system• focus groups (New Starters,
Experts, 20+ years service)• super user group• competitions • pilot• surveys• road shows• video – of staff response to project
• Brand – identity • stickers, soft balls, umbrellas• quick reference guides/materials
• Tool• good search• no bells and whistles• met requirements• easy to use
• Ongoing support• Feedback mechanism was
and still is the most popular feature
• Content• Write it for the audience• Write if for how they think
about it• Avoid jargon
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
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IDP Education
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IDP Education• 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)
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IDP Knowledge - OSCAR• 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
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Our Knowledge Base
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IDP Key Issues• 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
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Telstra
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Telstra• 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
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KnowHow• 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
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Changes• 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
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Processes• Governance model• Audit process• Expiry process• Writing style guide• Publishing style• New content management system should
automate some of these processes
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Telstra Bigger picture• 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
Suggested KM Roadmap Overview
Phase 1:Infrastructure
Evaluation
Analyse the Existing
Infrastructure
Align Knowledge Management &
Business Strategy
Phase 2:KM System
Analysis, Design and
Development
Design the Knowledge
Management Infrastructure
Audit Existing Knowledge Assets &
Systems
Design the Knowledge
Management Team
Create the Knowledge
Management Blueprint
Develop the Knowledge
Management System
Phase 3:Deployment
Deploy, using the Results-driven Incremental methodology
Manage Change, Culture and Reward
Structures
Phase 4:Evaluation
Evaluate Performance,
Measure ROI and Incrementally refine
the KMS
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http://www.informit.com/articles/article.aspx?p=28766
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“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 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
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Questions?• Are you still with me?
Questions?
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