Practical Knowledge Management: Assessing Where You Are, Where You Want to Be, and Ensuring You Get There
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This document discusses practical knowledge management and outlines an agile process for assessing an organization's current knowledge management needs and developing a strategy. It begins by defining knowledge management and its business value. It then describes a benchmarking and iterative assessment process involving interviews, inspections, analysis and reporting to understand an organization's current and target states. Finally, it discusses best practices for developing a segmented strategy, change management and communication, and provides examples of successful knowledge management implementations.
Practical Knowledge Management: Assessing Where You Are, Where You Want to Be, and Ensuring You Get There
- 1. Practical Knowledge Management ASSESSING WHERE YOU ARE, WHERE YOU WANT TO BE, AND ENSURING YOU GET THERE
- 2. HEY, THAT’S ME! ZACH WAHL FOUNDER AND PRESIDENT, EK @ZACHARYWAHL, @EKCONSULTING #KMISHOW
- 3. OUTCOMES… DEFINE KM AND BUSINESS VALUE. LEARN AN AGILE PROCESS FOR MAPPING KM NEEDS AND STRATEGY. DISCUSS BEST PRACTICES FOR KM STRATEGY AND COMMUNICATION. HEAR ABOUT REAL WORLD SUCCESS STORIES IN KM.
- 4. KNOWLEDGE MANAGEMENT INVOLVES THE PEOPLE, CULTURE, PROCESSES, AND ENABLING TECHNOLOGIES NECESSARY TO CAPTURE, MANAGE, SHARE, AND FIND INFORMATION.
- 5. KNOWLEDGE AND INFORMATION MANAGEMENT SPECTRUM Knowledge and Information Management (KIM) efforts exist on the same spectrum, with knowledge moving from tacit to explicit, and then content moving from unstructured to structured. The most effective KIM efforts are those that are driven by “business” value and end user needs. Change management and communications play a critical role in effective KIM initiatives. FIND CAPTURE ACT
- 6. CONFRONTING TODAY’S KIM CHALLENGES WHY KIM MATTERS EXPONENTIAL INCREASES IN CONTENT. MORE BARRIERS TO COLLABORATION AND CONNECTIONS (ORGANIZATION, GEOGRAPHIC, ETC). PROLIFERATION OF KNOWLEDGE AND INFORMATION SYSTEMS. LESS STRUCTURE, MORE SOCIAL. LOWER STAFF RETENTION, HIGHER LEVELS OF RETIREMENT. CONSISTENT PRESSURE TO “DO MORE WITH LESS.”
- 7. TODAY, 80% OF BUSINESS IS CONDUCTED ON UNSTRUCTURED INFORMATION – GARTNER GROUP KNOWLEDGE WORKERS SPEND FROM 15% TO 35% OF THEIR TIME SEARCHING FOR INFORMATION – SUE FELDMAN, IDC FORTUNE 500 COMPANIES LOSE ROUGHLY $31.5 BILLION A YEAR BY FAILING TO SHARE KNOWLEDGE – PAMELA BABCOCK, HR MAGAZINE. UNSTRUCTURED DATA DOUBLES EVERY THREE MONTHS – GARTNER GROUP EACH DAY IN THE U.S., 10,000 PEOPLE RETIRE – SOCIAL SECURITY ADMINISTRATION 40% OF CORPORATE USERS REPORTED THEY CAN’T FIND THE INFORMATION THEY NEED TO DO THEIR JOBS – SUE FELDMAN, IDC CONFRONTING TODAY’S KIM CHALLENGES SUPPORTING DATA POINTS
- 8. ENTERPRISE KIM PEOPLE PROCESS CONTENT CULTURE TECHNOLOGY WHAT’S WORKING AND WHAT’S NOT? WHERE ARE THE GREATEST NEEDS AND WANTS? WHERE ARE PEOPLE’S INTERESTS AND PRIORITIES? WHAT AND WHERE ARE THE ORGANIZATION’S GREATEST KNOWLEDGE/INFORMATION ASSETS? WHAT WILL HAVE THE GREATEST IMPACT ON THE ORGANIZATION? WHAT WILL MINIMIZE THE GREATEST RISKS? WHAT WILL THE ORGANIZATION BEST BE ABLE TO ADDRESS/ACCEPT? CURRENT STATE TARGET STATE
- 9. THE ASSESSMENT PROCESS PLANNING INTERVIEWS INSPECTION ANALYSIS REPORTING 01 02 03 04 05 TARGET AUDIENCE SCOPE TIMELINE GOALS BROAD SPECTRA INTERVIEWS FOCUS GROUPS FOR SYSTEMS, CONTENT, AND TECHNOLOGIES CURRENT STATE TARGET STATE BENCHMARKING GAP ANALYSIS BUSINESS CASE AND ROI SYSTEM AND PROCESS TOURS CONTENT ANALYSES CULTURAL FIT ASSESSMENT DOCUMENTATION REPORTING ITERATION EXECUTIVE PRESENTATIONS
- 10. DEFINE DEVELOP RELEASE EVALUATE ITERATE AGILE BENCHMARKING ITERATIVE PROCESS WEEK = 3 DAYS OF INTERVIEWING/INVESTIGATION + 2 DAYS OF ANALYSIS AND REPORTING EFFORT COMPRISED OF TWO WEEK SPRINTS TO MAXIMIZE STAKEHOLDER ENGAGEMENT AND BUY-IN.
- 11. SEGMENTED STRATEGY AGILE DESIGN AND DEVELOPMENT Workstreams dividing work by concept area (People, Process, Content, Culture, Technology). Discrete tasks each with actions, owners, business value, and measurable success criteria. OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC KM-3 S-6 CM-1 INT-1 20172014 2015 2016 KM-1 KM-2 KM-4 KM-5 KM-6: Implement Business Processes KM-8: Implement Comm and Change Mgmt Plan KM-9: Measure and enhance business processes S-1: Search POC S-2: Select Search Third Party POCs S-4 S-5: Design Search S-8 S-16 S-17: Search Governance S-18: Manage Taxonomy and Enrichment ProcessS-9: Design Tax Bus. Taxonomy S-7: Search Gov. S-10 S-11: Develop Tax Specific Search S-12 3rd Party Index S-13: Dev Topic Pg S-14 S-15: Implement Tax Mgmt Tool CM-8: Training CM-9 CM-10: Implement Content Governance INT-2: Map KM INT-3 INT-4 INT-5: Int Strat INT-6: Tax Pages INT-7: Imp. Integrations INT-8: Support Integrations CM-2: Content Inv. C-3: CMS POC C-4: Cont. Auth, Wkflow CM-5: Cont. Types CM-7: Implement CMS CM-6: Cont Gov Plan KIM efforts work best when results are shown often. Naviga&on Findability Taxonomy & Tags Search Func&onality Types of Content Content Format of Content (by Type) Content Workflow (Crea&on, Edi&ng, Archiving) Users and Groups Access/Permissions Content Management Collabora&on Func&onality Apps Integra&on Colors and Styles Look and Feel Images © Enterprise Knowledge, LLC
- 12. BEST PRACTICES FOR STRATEGY AND COMMUNICATION ASSESS PROGRESS AND ADJUST UNDERSTAND THE KIM BUSINESS DRIVERS PUT KIM IN TERMS RESULTS LEVERAGE AN ITERATIVE APPROACH ACTIVE COMMUNICATE AND DIALOGUE
- 13. CHANGE MANAGEMENT & COMMUNICATIONS CUSTOMIZED/SPECIFIC FOCUSONVALUETOAUDIENCE WHAT WE’RE GOING TO DO. WHAT ARE YOUR NEEDS/PRIORITIES? BENEFIT TO THE AUDIENCE. WHAT WE’RE GOING TO DO FOR YOU. BENEFIT TO YOU. HELP US UNDERSTAND YOUR NEEDS, WE WILL DESIGN FOR YOU, AND HERE’S THE VALUE OF YOUR PARTICIPATION. KM’ER STAKEHOLDER THE VALUE OF KM AND WHAT IT CAN DO FOR YOU. MY NEEDS, FRUSTRATION, AND WANTS. HOW KM CAN ADDRESS YOUR NEEDS, AND WHAT I THINK I’VE HEARD AS YOUR PRIORITIES. YES, KIND OF, NOT SO MUCH, BUT I LIKE THAT YOU’RE ASKING. REFINED DESIGN BASED ON WHAT WE’VE HEARD. THIS COULD WORK, THIS PART WON’T… I KNOW WHAT IT WILL DO AND HOW WE GOT HERE.
- 14. PUT KIM IN TERMS OF RESULTS TO THE END USER AND THE ORGANIZATION. JARGON MEANS VERY LITTLE. RESULTS MEAN EVERYTHING.
- 15. LEVERAGE STORIESRESULTS, NOT JARGON Findability, Discoverability KM is an abused term and has long been infected with “ivory tower” associations. Why do we need to address our KIM? What is the business value? Lift & Conversion Organizational Alignment Risk Mitigation & Litigation Preparedness Compliance (RM) Better Use/Reuse of Information What is the result? Improved Revenues Improved Collaboration, Strategy, Planning Reduced Risk Cost Avoidance Speak in terms or real organizations and real results. For KMS, discuss functionality over systems.
- 16. PERSONAS ARE FOR MORE THAN UI Role Mission FunctionGender TechSavvy Bias PlatformConnectivity Level Tenure Geography Expertise LanguageEducation Age
- 17. NATIONAL PARK SERVICE Challenge: The NPS L&D Office needed a single system to provide access to all Park Service employees, providing consistent and intuitive access to Structured, Unstructured, and Social Learning. Solution: EK conducted a workshop methodology in order to understand business user needs and engage them in the design process. We leveraged WordPress to develop a comprehensive Learning Ecosystem, spanning multiple types of content and interactions. Results: The tool has quickly been adopted and has widespread support for iterative improvements, guided by strong change management and governance plans. KEY SUCCESS FACTORS User Engagement: The site replaced over 20 existing sites full of content. User buy-in was critical. We leveraged workshops from the outset to capture user feedback and design iteratively. Change Management: EK used our workshops to create a dialogue with NPS staff so that they feel part of the process. Measurable Success Criteria: Each area of the project has measurable success criteria to keep the project focused on the business needs. These measures also allow NPS to communicate the value of the new system.
- 18. WORLD BANK Challenge: The World Bank Knowledge Exchange Group was seeking a lightweight Knowledge Management System (KMS) that could be deployed for government agencies with minimal burden and maximum customization. Solution: EK developed a workshop methodology to capture design requirements while conducting knowledge transfer and encouraging adoption alongside a cloud-based, open source solution. Results: Over the last year, EK has conducted workshops for eight agencies and deployed five instances of the KMS. Organizations including BNPB (Indonesia), NACO (India), and SBM (India) now have a simple tool to share knowledge and connect with experts. KEY SUCCESS FACTORS Agile Development: The “template” system was developed in three sprints (total of 11 weeks). Each subsequent system is developed over two sprints. Focused Functionality: The core system includes document uploading, tagging, expert profiles, favorites, and social interaction. Open Source Technology: The underlying technology is Alfresco. The system is designed for minimal administrative burden, but allows for customization and personalization.