km journey v10
TRANSCRIPT
KM Journey v10Lyn Murnane, Manager CoE – Knowledge Management
Analytics and Insights, Australia Division ANZ
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?
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About Lyn – I am not a risk taker!
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
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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
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Roles and tasks
• 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
Some KM related stuffWhat I have learnt so far
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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
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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!
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Knowledge Sharing data
Social Media Participants – a good alignment to measure knowledge sharing
Some real life examples
MedibankTelstraIDP Education
Successes and failures I have known before
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Medibank Private - 2004Implementing KM at MBP
EXAMPLE 1
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Medibank Private - OVERVIEW• 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
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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.
“We embrace change better when we do it ourselves “
challenges
Access to knowledge
Access to knowledge was confusing, inaccurate and inconsistent.
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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
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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
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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
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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
04-0505-0606-0707-0808-0909-10
Outcomes - measures
Max / Molly / Intranet
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.
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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
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
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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
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Telstra
EXAMPLE 2
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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)
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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
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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
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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
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measures
• Successes• Know How team won a business
innovation award in 2012• http://www.cio.com.au/mediareleases/15187/telstra-tops-bi-awar
ds/
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Other -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
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IDP Education PTY LTD
EXAMPLE 3
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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)
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Overview - OSCAR - 2010• Overseas Student Central Advice Resource• CRM implemented to manage the end to end student
application process
Student Enquiry Application Management Offer from Uni
Needed data about all providers (unis) and their courses
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ChallengesIDP 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
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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
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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
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changes
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measures
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
used
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ault
keyw
ord
repo
rt
to co
ver a
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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
14-O
ct21
-Oct
28-O
ct4-
Nov
11-N
ov18
-Nov
25-N
ov2-
Dec
9-De
c16
-Dec
23-D
ec30
-Dec
6-Ja
n13
-Jan
20-Ja
n27
-Jan
3-Fe
b10
-Feb
17-F
eb24
-Feb
3-M
ar10
-Mar
17-M
ar24
-Mar
31-M
ar7-
Apr
14-A
pr21
-Apr
28-A
pr5-
May
12-M
ay19
-May
26-M
ay2-
Jun
9-Ju
n16
-Jun
23-Ju
n30
-Jun
7-Ju
l14
-Jul
21-Ju
l28
-Jul
4-Au
g11
-Aug
18-A
ug
All Users Keyword Search vs '0' Results Keyword Searches (Counsellors)
Weekly '0' Results
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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/
Some gamification examples you may recognise• PBL
• Points• Badges• Leaderboards
• Examples of extrinsic motivation• Not intrinsic so may well prove to be
unsustainable
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OSCAR Community
• More engagement• Ideas for improvements / additions• Discussion of issues• Share info
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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
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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.
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Game results
TH 1 TH 2
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IDP IELTS
EXAMPLE 4
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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
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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
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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?
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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
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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!
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Where might you start?Looking at KM in your organisation
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ideas
• Start small• Pilot • User interaction
• Understanding gaps and pain points
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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_Knowledge_Management_in_British_Petroleum/qx/display.htm
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Questions?