Km journey v10
- 1. KM Journey v10 Lyn Murnane, Manager CoE – Knowledge Management Analytics and Insights, Australia Division ANZ
- 2. What are we going to chat about? • About Me • Some relevant KM stuff • 3 organisations, 4 examples • Overview • Challenges • Outcomes • Measures • Where might you start?
- 3. 3 About Lyn – I am not a risk taker!
- 4. I have worked here: • ANZ: March 2014 to present • Manager CoE, Knowledge Management, Analytics & Insights • IDP Education: October 2011 – March 2014 • Knowledge Manager • Telstra: Jan- Sept 2011 • Manager, Knowledge Management • FastTrack Software: Jul – Dec 2010 • Knowledge Manager • Medibank Private: May 2008 – June 2010 • KM Business Consultant • FastTrack Software: August 2005 – May 2008 • Enterprise Support Lead • IT Trainer
- 5. How I learn • Networking • KMrt • KMlf • MBIT @ RMIT 2008-2011 • Conferences • Learning Assembly 2014, presented 2015 • KM Australia 2014, presenting 2015 • Continuous Learning • Coursera.org (2014) • Gamification • On Strategy: What Managers can learn from Philosophy • Udemy • Atlassian software suite and • Agile methodologies 5
- 6. Roles and tasks 6 • IT Training & support • Technical Writing • KM Systems • Instructional Design • E-learning development • User feedback • Knowledge Manager • KM Business Consultant • Stakeholder engagement • Collaboration with SMEs • Social networks • Blog - genverbosity • Twitter - @boffin66 • Networking • Communities of Practice • KMrt • KMLF
- 7. Some KM related stuff What I have learnt so far
- 8. What skills does a Knowledge Manager need? • Customer / User Orientation • Leadership • Analytical Thinking and Decisive Judgment • Communications • Facilitate sharing & collaboration • Teamwork • Learning and knowledge sharing 8
- 9. 9 Some data • The average office worker spends 28 hours a week – or nearly 1500 hours a year - writing emails, searching for information and attempting to "collaborate" internally, according to a new report. • A 2012 global report by McKinsey Global Institute, the research arm of management consultancy McKinsey & Company, argues wide adoption of social media technologies by businesses could cut down some of the time-wasting involved in emailing and improve worker productivity by 20 to 25 per cent. • http://www.smh.com.au/it-pro/business-it/workers-spend-61-per-cent-of-their-day-lost-in-email-and-information-20120730-23957.html • 19.8 per cent of business time – the equivalent of one day per working week – is wasted by employees searching for information to do their job effectively, according to research released today by Interact. • http://www.it-analysis.com/services/outsourcing/news_release.php?rel=38149 • And sometimes I do remember to reference!
- 10. 10 Knowledge Sharing data Social Media Participants – a good alignment to measure knowledge sharing
- 11. Some real life examples Medibank Telstra IDP Education Successes and failures I have known before
- 12. Medibank Private - 2004 Implementing KM at MBP 12 EXAMPLE 1
- 13. Medibank Private - OVERVIEW 13 • Market share in PHI Australia • 29% • Number of people covered • 3.8 million • Total Revenue • $5.9 billion • Total benefits paid • $4.6 billion (84.8% of contributions) • No. of customer transactions inbound • 3 million calls 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 http://www.medibank.com.au/Client/Documents/Pdfs/MPL_Annual_Report_2013.pdf
- 14. overview • Medibank’s culture – the approach to change • “Empowerment for the 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. 14 “We embrace change better when we do it ourselves “
- 15. challenges Access to knowledge Intranet – 1400 files, out of date, inconsistent, poor search, slow. Many sources of information: Lotus Notes, shared drive (40,000 files), local info, Circulars Help desk calls - 20,000 internal staff helpdesk calls per month Communication to frontline staff ineffective – Circulars, Manuals, Guides, many emails, 400 page policy documents Customers Unhappy, Given Inconsistent information Staff Retention, Feedback from exit interviews - staff leaving because not Access to knowledge was confusing, inaccurate and inconsistent.
- 16. Changes – Where to start? • Pilot • Assess what are the biggest pain points • Deliver a pilot / small version of a knowledge base • Include frequently asked questions and used materials • Assess outcomes • Measured how • Average handling times • Staff turnover / retention • Helpdesk calls • Ex gratia payment savings 16
- 17. 17 Desired changes Departments •HR •Marketing •Compliance •Product •PHI •Fund Policy •Complaints •Finance •Corporate Affairs Modes • Single Knowledge Repository Staff Engagement • I am in control • Consistent messages • Reduced Complaints Customer Satisfaction • More satisfied • Better service Image: http://www.johnhaydon.com/wp-content/uploads/2009/04/twitter-many-to-one.jpg Knowledge Enablers
- 18. And Medibank’s KB was born • Max and Molly – 2 different KB instances • Max was for customer facing processes • Molly for corporate processes and support • Both named by staff in a competition • Buy-in through user participation in content from previous processes • Sold using branded gadgets, stress balls, umbrellas etc 18
- 19. Max 2009 19
- 20. 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 20 Outcomes - measures Max / Molly / Intranet
- 21. Cost / Benefits • Ongoing Costs without change • Training – new starters • $12.5Keach / 30% turnover • Staff Help Desks • 20,000 calls to 2 helpdesks. • 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. • Ongoing Costs –after pilot • On-going costs 6 staff and support. • Benefit realisation within three months. • All Handling Time - The Pilot Program statistics demonstrated a reduction of 6.3% in Call Handling Time.
- 22. What worked? • 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 • Team • Built by staff for staff • Frontline engagement - focus groups (personas), super user group • Competitions, surveys, road shows • Brand – identity , stickers, soft balls, umbrellas • quick reference guides / materials • Tool • good search, no complexity • met requirements • easy to use 22
- 23. Lessons learnt • Resistance • Business experts & Management engagement • 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. Measures - reports • Users • Measure no. of times users access certain items in KB • Ensure participation by enforcing access to news items • Content Audit • Review 6 monthly with SMEs 24
- 26. Telstra – overview - 2011 • Telstra had more than 10 ‘official’ KM systems • 100’s of unofficial tools including spreadsheets, personalised web pages, databases etc • Know How – an intranet based process and sales information tool that supports 14,000 users – onshore, offshore and industry partners. • Know How's key focus is support of personal customers • Included some support for Telstra Business (Small Business) 26
- 27. KnowHow - challenges • Observations • content / information verbose and not user friendly • marketing materials copy and pasted into web pages • No collaboration • Feedback loop was sporadic and not transparent • No Governance, archiving or expiry of content unless requested 27
- 28. 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 28
- 29. Outcomes • Insourced team – 6 internal staff employed • Governance model • Audit process • Expiry process • Writing style guide • Publishing style • New content management system should have automated some of these processes 29
- 30. measures • Successes • Know How team won a business innovation award in 2012 • http://www.cio.com.au/mediareleases/15187/telstra-tops-bi-awards/ 30
- 31. Other -Telstra Bigger picture 31 • 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
- 32. IDP Education PTY LTD 32 EXAMPLE 3
- 33. IDP Education - overview • 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. • Operates in 27 countries – 500 counsellors (Student Recruitment) 33
- 34. Overview - OSCAR - 2010 • Overseas Student Central Advice Resource • CRM implemented to manage the end to end student application process 34 Student Enquiry Best match course Application Management Visa Assistance Offer from Uni Needed data about all providers (unis) and their courses
- 35. Challenges IDP Knowledge - OSCAR • 136,000 knowledge base pages • 99% data collected about universities and their programs from publicly available information • 1600 manual knowledge articles • Provided by local staff, or from Uni • Location based Visa information • Presentations from universities • Links to Uni sites & videos • Info about scholarships & application requirements 35
- 36. challenges • KB sold as matching tool • Confused about how / why • 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 36
- 37. changes • 2nd project to add more functions and fix issues • Support desk produced a tag line • We needed to give OSCAR some life (a persona) • Character and tagline born 37
- 38. changes 38
- 39. 39 measures OSCAR Connect Measures - last 90 days Result % Result Target Total Last week a. Decrease number of staff not yet participating in OSCAR Connect b. increase adoption Active Users 208 38% 70% of licences 550 210 Creators (have posted) 48 23% 24% of active users 50 Commentors 74 36% 33% of active users 77 Inactive 342 62% 30% of licences 340 KB Reporting useddefault keywordreport tocoverall Current Measures 24-Jun 1-Jul 8-Jul 15-Jul KB Logins (Adoption Report) 6038 5532 6239 8201 Keyword Searches (Counsellors) 899 978 1401 Weekly '0' Results 128 101 111 Answers Viewed (Counsellors) 1644 1396 1573 1848 Matching Sessions 1453 1566 1714 1307 OSCAR Connect Views 511 364 136 143 OSCAR Connect Posts 44 33 16 6 OSCAR Connect Comments 216 97 35 28 OSCAR Connect Active Users 87 70 50 49 AnswersViewed (Counsellors) 971 1115 757 839 1012 733 1116 1021 1090 1100 1250 905 1008 1683 1602 1457 1426 1400 1465 1997 2023 2109 1857 2060 1582 2290 2521 2470 2820 2487 2763 2373 2357 2332 2215 2224 2817 2997 2904 2864 2794 2658 2553 2243 2835 14-Oct 21-Oct 28-Oct 4-Nov 11-Nov 18-Nov 25-Nov 2-Dec 9-Dec 16-Dec 23-Dec 30-Dec 6-Jan 13-Jan 20-Jan 27-Jan 3-Feb 10-Feb 17-Feb 24-Feb 3-Mar 10-Mar 17-Mar 24-Mar 31-Mar 7-Apr 14-Apr 21-Apr 28-Apr 5-May 12-May 19-May 26-May 2-Jun 9-Jun 16-Jun 23-Jun 30-Jun 7-Jul 14-Jul 21-Jul 28-Jul 4-Aug 11-Aug 18-Aug All UsersKeyword Search vs '0' Results Keyword Searches (Counsellors) Weekly '0' Results
- 40. Gamification at IDP?? • What?? 40 Gamification: The use of game elements and game- design techniques in non-game contexts “For the Win” Kevin Werbach, Dan Hunter Wharton Digital Press - 2012 http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using- gamification-in-mr-as-a-complimentary-tool/ Some gamification examples you may recognise • PBL • Points • Badges • Leaderboards • Examples of extrinsic motivation • Not intrinsic so may well prove to be unsustainable
- 41. OSCAR Community • More engagement • Ideas for improvements / additions • Discussion of issues • Share info 41
- 42. How we got some game • Treasure Hunt • Ask a question in community site • Users search in KB • Answer via KB feedback (v1) • Answer via community site (v2) • Impact is increased visibility ongoing 42
- 43. 43 Community Reputation • Depending on points accumulated, a different ‘bling’ icon is displayed next to a user’s name By viewing the change in Member numbers, I could see who had changed from ‘lurker’ to participant. Last week, I had 310 Members and only 1 new user so 7 people felt ‘moved’ enough to comment this week.
- 44. 44 Game results TH 1 TH 2
- 46. IELTS Test Centre Test Centre University accepts results Employer accepts results IELTS Test Centre IELTS results are accepted by more than 8000 organisations in more than 135 countries. IELTS results are accepted by more than 3000 institutions and programs in the US. The IDP IELTS test centre network offers IELTS in more than 200 locations globally. Example Sites IELTS 46 More than two million IELTS tests were taken in the past 12 months. IELTS is available in more than 130 countries. There are more than 900 IELTS test locations worldwide. The IDP IELTS test centre network offers IELTS in more than 200 locations globally. IELTS is available up to four times per month, 48 times per year. IELTS results are available after 13 calendar days. IELTS test is jointly owned by IDP Australia, Cambridge and British Council globally. IELTS in Australia is wholly owned by IDP
- 47. Overview - Project IELTS • CRM for Central • Disparate record management • Centralise • Agile project • High level Reqs – Week 1 December 2012 • Build – Week 2 -3 December 2012 • Showcase – January 2013 • Pilot launched February 2013 47
- 48. Challenge - A Knowledge base? • Support and queries managed by central team via email • How to give test centres the power to help themselves • Why should some wait overnight or over weekend for response? 48
- 49. changes • Assess Issues / pain points • Assess FAQs from enquiry inbox • Assess common issues and requests from Regional Managers • Assess common audit issues • Build content around these main pain points • Ask network what they need? • Ask them if they wish to participate in testing, feedback and naming • ‘iKnow’ is born 49
- 50. 50 Outcome • KB launched 27 June 2013 • Feedback positive • 400 answers and growing • Participation from all sites not just head office And hey, I won an award!
- 51. Where might you start? Looking at KM in your organisation 51
- 52. ideas • Start small • Pilot • User interaction • Understanding gaps and pain points 52
- 53. In Closing • “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 • http://www.ikmagazine.com/xq/asp/sid.0/articleid.750C40CD-3510- 47CA-9827- 5403ADCE1D93/eTitle.Greater_than_the_sum_of_its_parts_Knowledg e_Management_in_British_Petroleum/qx/display.htm 53
- 54. Questions? 54