collaborative knowledge management @ lafarge lh km world 2015 v6
TRANSCRIPT
Collaborative Knowledge ManagementIn an International OrganizationJean-Luc Abelin – KM World Nov 2015
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Lafarge in July 2015
Collaborative Knowledge Management, February 2016
3 Main Activities65 000 EmployeesCementsAggregatesReady Mix Concretes63 countries + 30 languages42 000 working stations
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Why we must share?
Collaborative Knowledge Management, February 2016 3
Anything that is not shared is lost …
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Collaboration & Knowledge @ Lafarge
2000
2001 2010
&
Meetings
CoPs
Intranet
+
Lotus
Standards ProceduresReference docBest practices
Experts
Networks
LocalBest practices
StandardsProcedures
Best practices
Function per country & corporate
2002 2003 2004 2005 2006 2007 2008 2009
Intranet
+
Lotus Notes (KTP)
+
TWS
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Search…and find a content
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More than 450 Databases….
Contents must be easily reachable ???
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Purpose of a unique sharing platform
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Info
rmati
on
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Collaboration & Knowledge Sharing @ Lafarge
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Standards - ProceduresReference doc
Local Best practices & experiences
Standards - ProceduresReference doc - E-learning –Animations - Co-authoring
Best practices – local experiencesIdeas –Collaboration - Projects - Questions
Intranet for News
LafargeLafarge Networks
Corporate + Functions
2014
LO Village
LO Knowledge
2011
2012
2013
Intranet
+ 600 Lotus Notes
+250 TWS
LO Village
Intranet
+ Lotus Notes
+ TWS
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Digital world - C&K @ Lafarge –
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L.O Village: Ideas,
Concepts, News,
temporary Information,
Knowledge being
formalized, Echanges
informels, Projects
tracking, implicit
knowledge..
Intranet: enter point
for countries and for all
users News about
activities, countries,
corporate, internal
communication, Internal
tools, employees
facilities…
Google Drive : Content
manufacture, Document
creation, knowledge in Being ,
co authoring, project tracking,
archive
L.O Knowledge: Standards, Good practices,
Guidelines, General
Knowledge, Finalized
documents, Reusable doc,
e-learning, Success stories,
Tools & methods, explicit
knowledge
Strong governance,
structuration, dynamic,
collaborative, All is validate,
assessed, transferable,
Recording, Hosting ,
Retrieving , Sharing,
Promoting, Collaborating
Spontaneity, friendliness,
short temporality,
collaborative, No validation,
no assessing, little
governance. Linking people,
Share information,
Collaborative working,
Discussions, Fast sharing
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Implementation steps
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The objectives & the governance guide the choices
People &
Organization
Lauching & Training
Vision
The Tool
Communication, Information, Motivation
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Vision
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Vision
Defined objectives
C&K organisation
Users : givers vs
takers
What Contents ?
What Gouvernance ?
Objectives
Increase performance
Changing mindset
Skills improvement
Pride
Better relationship
Acelerate
achievements
Work out loud
Individual involving
Digital transformation
Existing
Existing CoPs Databases
Sharing Mindset
Collaboration
Multi local culture
Company organization
Multilingualism…
Brakes
Reluctance to share
Management blocking
Language barrier
Weak IT infrastructure
Habits
Lack of global vision…
Triggers
Strong sponsor
New way of working
Manager’s implication
Official Communication
Top down & bottom up content
Individual benefits…
Accelerators
Quality of content
Local C&K Network
Targeted Communication
Manager Exemplarity
Events
Effective Results..
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Our Platform Governance
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Who, What, How….
RolesSpace Administrator
Giver :• In final spaces : KMs Experts,
Authorized people
• Through validation workflow :
All users
Taker : All users
Structure• Group for function
• Space for department
• Categories of tags :
transversal or by space (s)
• Tags predefined & translated
• Space privacy under
acceptation
Content• Reusable content
• Maximise public content
• Must be validated
• Period of validity with alert
• Top down & bottom up
Management• Steering committee
• KM central team
• KM network
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Our Objectives
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Knowledgesharing
Increaseperformances
Individual & collective
Detect
Experts
Preserve & enrich our know-how
Standards
Procedures
Tips & tricks
…
Best practices
Reference
Documents
Trainings
…
Technical Doc
Job Aids
General knowledge…
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KM Organization
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Knowledge is everywhere … so take it where it is
Function Networks
Countries30-50 Country
Function
Managers
Country
<>50 KMs
Country
Country’s KM
20% FTE
Training
Communication
Bottom Up Knowledge
Country
KM Sponsor
CEO
or
EXCOM
Member
Animation
Knowledge
Functions @ Headquarter
27 Functions <>50 KMs
Function
Function
KM Sponsor
Function Manager
Function’s KM
20% FTE
Training
Communication
Top Down Knowledge
Animation
Knowledge
LO Knowledge … 27 Groups …<>135 spaces CoP
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Identify brakes and ... Anticipate
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Brakes are mainly issue from the field & habits
Techniques
Personal
CulturalLack of global vision
Mistrust
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Technical blocking points
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It is easier to deploy an expected tool… so listen your users
Technical solutions
I prefer the base that I use for 10 years
I do not speak English
Yet a new password !!
I never find anything on these platforms !!
It is only for headquarter ...(bandwidth)
I do not know how to register?
My documents are too complex
Mistrust on the content
Who wrote that?
Is it still valid?
My content is confidential
Is it an official document?
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How to choose the right tool?
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The vision, the governance and use determine tool’s characteristics
“To the man who only has a hammer, everything he encounters begins to look like a nail.”
Abraham Maslow
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Avoid a quantum leap !!!
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Recreate a familiar environment
Home page Overview
Displays functions
Groups
Departments
Spaces
Content
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What kind of content… for Who?
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Documents
+Text
+Photos
+VideoAuthor
Multilinguism
Tłumaczenia
Επιστροφές Χώρα
Comments
Questions
Experiences/ countries
Answers
Related content
Like
Expert
Person
Group
Communauty
Send to
Title + summary Tags
•Author
•Validator
•Experts
•Validited
•Version
KM
Metadata
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Eliminate….technical blocking points
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e.g ... Everyone does not speak English
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Individual Brakes & « A Priori »
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Some thinkings from the field…
Cultural
Here it's different
That was not done here
This is very local
It will never work
Lack of global view
My expertise is it interesting?
Everyone knows that
Alone we will not succeed
Individuals
What is my role in the KM organization?
What will my boss think?
There is only the Top Down info
What's it going to serve me (personally)
This is not my personal goals
I have other things to do
Who am I to share something?
Which will be recognized: giver or taker?
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Communication to change the behavior
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21
Sharing is not a natural
behavior..is a state of
mind
Our first mission is
change attitudes and
make the behavior
evolve
Since 2008 each year a
new communication
campaing with the
same themes but with
different angles
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Explain again and again ...
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Sharing is a state of mind ... a way of being
Changing attitudes … to change behaviors
Sharing starts close to home
We all have something to share
Transfer is also innovation
Do not reinvent the wheel
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Video, posters, Serious games…
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A multi media communication
Do not reinvent the wheel
is an absolute priority
Video « we have all something to share »
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Communication to succeed the launch
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The platform is a product… so launch it as a product!
A successful positioning We described use & objectives
Knowing product benefits for our target We gave answers to
“customer” expectations
Deploy a real launching plan We used teasing, goodies, posters,
video, meetings…big event for the launch day
Be identifiable & leave a trace in the user minds We chose a name
easy to memorize, strong message, logo, gimmick …
Gave them an instant access to the platform for D-day
Provided user guides, tutorials and hot line for D-day
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A real product launch with teasing
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A real product launch with promotional films
Collaborative Knowledge Management, November 3rd, 2015 26
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Communication to Inform & Recruit
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You can share the best "best practice" of the world,
if nobody knows it exists, nobody will use it…
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Users must be aware
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Global newsletters
Segmented newsletters (country & function)
Communication about success stories
It also an efficient way to get new users
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The Newsletter effect
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% of monthly active users vs active users
% o
f a
cti
ve
us
ers
vs
po
ten
tia
lu
se
rs
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Communication to Motivate
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We cannot force anyone to share ...
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The rule of 1,9,90 ….
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90% Walkers « takers »
9%
Occasional
multi attitudes• Opportunistics
• Agitators
• Soap Box speakers
• Experts creaticide
1%
« Active
givers »
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Step by step to explain the goal
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Givers, takers … company is a win win process
Colllaboration
Knowledge Sharing
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To motivate… use individual levers
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Givers
Pride• Function
• Company
• Team
• Country
Altruism
Recognition• Individual
• Collective
Be part of a network
Rewards
Individual visibility
Management pressure
Commitment to the company
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To motivate… use individual levers
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Takers
Achieve their goals• Individuals
• Collective
Reduce time
Improve their skills• Function
• Company
• Activity
Learn & evolve
Be part of a network
Rewards
Explain the global effect
Management pressure
Commitment to the company
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Communicate to involve all levels …
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A tailor-made communication based on individual levers
Excom KM SponsorHolder of the C&K idea
Exemplarity Giver - Taker
Effect on results… $$
Increase performances
Employees efficiency…
Middle
managementTeam Animator
Animate their team
Motivate their team in
C&K
Exemplarity Giver - Taker
Results achievement
Recognition by his peers
Be part of a global network
Operations
Proactive
users
Giver & Taker
Be a good sharer
Transfer - Taker
Share - Giver
Be part of a network
Meet their individual goals
Be rewarding
Be congratulate
Improve their skills…
Who ? What ? Role in KM ? Levers Outcomes
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Accelerators vs Levers
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Be visible & animate
Newsletters
Best contribution
Best sharer
Like & Follow
Individual recognition
Treasure Quest & games
Best transfer
Learn evolve & reach the goals
Recognition & rewards
Recognition, rewards & evolving
Recognition from peers
Global visibility
Learning, reward, autonomy
Recognition, rewards & goals
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Motivation & Animation
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The Treasure Quest : Pedagogical & Formative
Facts
• 50% content openings due to the newsletter
• Poor knowledge of search techniques implies low autonomy and a delay in the deployment of good practices
Solution
• Train users to find what they want, when they want ...
• Duration 6 weeks
• During the first 3 weeks: Questions + clues + coaching
Objective: Mastering of research techniques
• During the 3 following weeks, questions corresponding to real cases and implies an advanced use to find the answer
• Become autonomous
Motivation….. win a real Treasure…
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Key Performance Indicators oct 2015
- Number of active users : > 18 000- Number of content > 350 000
Monthly-New users : <>350-New content : <> 1000-Active users : > 5000-Opening documents : > 30 000-Dowloads : > 10 000
After 3 years the initial platform Einsteinbecame the reference platform under name LO Knowledge
November 2015 the new organization LafargeHolcim has also chosen it under name The Knowledge Plaza
Number of potential users becomes : 80000
Number of countries : 90
Managers use it more and more and
motivate their team
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Keys for a collaborative KM platform
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Vision
Common interest
Governance
An involved & active KM team
Interesting content
Efficient and powerful platform
Customer oriented
Communicate
Train
Motivate
Animate
Involve
…Communicate again
&