knowledge journeyv7

1 I

A KM Journey

How I got to here?

Lyn MurnaneManager – Knowledge and Learning

Systems1

2

Topics • About Lyn• A journey• KM stuff you’ve heard before

– It’s all about the stuff!• A framework based on experience• About Medibank

– Challenges– Opportunities

• Telstra– Challenges– Opportunities

• IDP Australia– Challenges– Opportunities

• Where might you start?

3 I

A brief history in time

Oct 2011 – presentManager – Learning and Knowledge Systems2 x Knowledge Bases2 x community sitese-Learning Management

RMIT – Graduate MB(IT) - 2011

2008 - 2010

KM Stakeholder Engagement

Before that….

IT Training & Support roles.

June – December 2010Knowledge Manager

Delivered 1st draft e-learning solution

January – October 2011Manager – KM

Manage 10,000 answersAnd a team of 6

Quick CV

3

4 I4

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

5 I5

Circle of Influence

• 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

6 I6

What is a Knowledge Manager?

• Skills Required• Customer / User Orientation• Leadership• Communications• Facilitate sharing & collaboration• Teamwork• Learning and knowledge sharing• Analytical Thinking and Decisive Judgment

7 I7

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 new 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!

8 I8

Global recruitment trends 2013

9 I9

Knowledge Sharing

data

Social Media Participants – a good alignment to measure knowledge sharing

10 I10

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

11 I

ToolsFindable

AccessibleUseful

ContentUsableDesirableUseful

GovernanceCredible

Trust

Change & ImprovementValuableUseful

Lyn’s KM FrameworkIN progress

11

12 I12

A KM Strategy

• Let’s start with 3 examples1. Medibank2. Telstra3. IDP Education

13 I 13

Implementing KM at MBP

MEDIBANK PRIVATE - 2004

EXAMPLE 1

14 I 14

Medibank Private2009 DATA• 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

15 I15

Medibank’s culture – The 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 “

16 I16

Intranet

Inconsistency

Multiple Sources

Intranet – 1400 files, out of date, inconsistent, poor search, slowMany 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 UnhappyGiven Inconsistent information Staff RetentionFeedback from exit interviews - staff leaving because not sufficiently supported to do their jobs effectively

In 2004 - The problems frontline faced

Help Desk Calls

Access to knowledge was confusing, inaccurate and inconsistent.

Ineffective Comm’s

Staff Retention

LOW Unhappy Customers

17 I17

Desired state – Communication to frontline staff

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 I18

How?

• 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

19 I19

Ongoing Costs if status quo remained > Millions

Opportunity costs and benefits

Ongoing savings if change happens ~ Millions

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 savings ~ Millions•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.

20 I20

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

21 I21

Max 2009

22 I22

0

100000

200000

300000

400000

500000

600000

700000

800000

900000

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

04-0505-0606-0707-0808-0909-10

Growth Max / Molly / Intranet

23

What worked well…initial project• Team

– Built by staff for staff• Frontline engagement

Get 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

24 I24

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

25 I 25

TELSTRA

EXAMPLE 2

26 I 26

Telstra• 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 – 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

27 I27

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

28 I28

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

29 I29

Processes

• Governance model• Audit process• Expiry process• Writing style guide• Publishing style• New content management system should

automate some of these processes

30 I30

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

31 I 31

IDP EDUCATION PTY LTD

EXAMPLE 3

32 I32

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)

33 I33

OSCAR - 2010

• Overseas Student Central Advice Resource• CRM implemented to manage the end to end

student application process

Student Enquiry

Best match course

Application Management

Visa Assistance

Offer from Uni

Needed data about all providers (unis) and their courses

34 I34

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 I 35

Key Issues• 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

• Governance– Guidelines– Review & Archiving process

• Learning Tool– Research new destinations &

locations• Collaborative Learning

36 I36

Engagement

• 2nd project to add more functions and fix issues

• Support desk produced a tag line• We needed to give OSCAR some life• Character and tagline born

37 I37

OSCAR Knowledge Base

38 I38

OSCAR Community

• More engagement• Ideas for improvements / additions• Discussion of issues• Share info

39 I39

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

KB Reporting

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Current Measures 24-Jun 1-Jul 8-Jul 15-JulKB Logins (Adoption Report) 6038 5532 6239 8201Keyword Searches (Counsellors) 899 978 1401Weekly '0' Results 128 101 111Answers Viewed (Counsellors) 1644 1396 1573 1848Matching Sessions 1453 1566 1714 1307OSCAR Connect Views 511 364 136 143OSCAR Connect Posts 44 33 16 6OSCAR Connect Comments 216 97 35 28OSCAR Connect Active Users 87 70 50 49

Answers Viewed (Counsellors)

971 11

1575

7 839 10

1273

311

1610

2110

9011

00 1250

905 10

0816

8316

0214

5714

2614

0014

6519

9720

23 2109

1857 20

6015

8222

90 2521

2470

2820

2487 27

6323

7323

5723

3222

1522

2428

17 2997

2904

2864

2794

2658

2553

2243

2835

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All Users Keyword Search vs '0' Results Keyword Searches (Counsellors)

Weekly '0' Results

40 I40

41 I41

Gamification at IDP??

• What??Gamification:

The use of game elements and game-design techniques in non-game contexts

“For the Win” Kevin Werbach, Dan HunterWharton Digital Press - 2012

http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using-gamification-in-mr-as-a-complimentary-tool/

42 I 42

How we got 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

43 I43

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 can see who has changed from ‘lurker’ to participant.

Last year, I had 310 Members and only 1 new user so 7 people felt ‘moved’ enough to comment this week.

44

Game results?

45 I 45

IDP IELTS

EXAMPLE 4

46 I46

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

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 I 47

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

48 I48 http://www.linuxkungfu.org/images/fun/geek/project.jpg

49 I49

A Knowledge base?• How to give test centres the power to help themselves• Suggest a KB

– Why should some wait overnight or over weekend for response?

• 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

50 I 50

Project IELTS outcome

• KB launched 27 June 2013

• Feedback positive• 200 answers

51`

http://www.slideshare.net/kmpc/km-roadmap-co-p

52 I52

“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

53 I53

CLOSING

Questions

www.genverbosity.wordpress.com

lynmurnane@gmail .com @boffin66