kmlf knowledge management journey:...

© MERCER 2015 0

H E A L T H W E A L T H C A R E E R

K M L F

K N O W L E D G E M A N A G E M E N T J O U R N E Y :U S I N G C H A M P I O N S T O D R I V EI N N O V A T I O N

November 2015

Lisa Weber – Knowledge Manager• Email: [email protected]• LinkedIn: Lisa Weber• Twitter: @lisaweber73

© MERCER 2015 1@lisaweber73

A G E N D A

• About Mercer

• Delivering on Mercer’s Knowledge Management Journey

• Creating an Intranet Champions Program

• Sparking Innovation: A Case Study of Pacific Champions and the InnovationChallenge

• Questions & Answers


A B O U T M E R C E R

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Mercer is a global force of 20,000 unique individuals with a passion for enhancing thehealth, wealth and careers of more than 100 million people worldwide. We’re united by

a single idea – to make lives better tomorrow through actions we can take today.


M E R C E R I N T H E P A C I F I C

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4 3 Y E ARH I S T O R Y I NN E W Z E A L A N D

5 B U S I N E S SS E G M E N T S

© MERCER 2015 @lisaweber73

D E L I V E R I N G O NM E R C E R ’ S K N O W L E D G EM AN AG E M E N T J O U R N E Y


M E R C E R ’ S P O I N T O F V I E W :A K N O W L E D G E S T R A T E G Y M U S T R E I N F O R C E A B U S I N E S SS T R A T E G Y A L I G N E D W I T H I T S P E O P L E S T R A T E G Y

Business Strategy• New labour markets and products• Diversity and globalisation• Organic growth and acquisitions• New leaders and new visions

Knowledge Strategy• Transfer critical knowledge to new

markets• Collaborate and innovate to develop

new products/services• Build employee engagement to attract,

develop, retain talent• Capture knowledge from critical/scarce

talent segments

People Strategy• Changes in workforce demographics• Shifts in critical roles• Evolving employee priorities• New talent business requirements


APQC: American Productivity & Quality Center

K M M A T U R I T Y A S S E S S M E N T :A S S E S S E D O U R K M M A T U R I T Y I N O R D E R T OD E V E L O P A M U L T I - Y E A R S T R A T E G Y A N DI M P L E M E N T A T I O N P L A N

InteractiveTableActivity


K M M A T U R I T Y A S S E S S M E N T – H O W D O Y O U S T A C K U P ?

KM is part of an enterprise framework; standard budgeting process for to support their KM efforts and approaches; KMaligned with talent management and leader development; KM aligned with formal process improvement andorganizational learning groups. Leaders are beginning to count on KM capabilities to support the business strategy.Continuous improvement should be institutionalized so that it occurs at the individual, line of business, andorganizational levels.

KM strategy integrated with enterprise strategy; KM and knowledge competencies aligned to personnel development;KM integrated into annual budgeting process; integrate KM into individual performance assessment; KM measurementreporting processes aligned to enterprise reporting processes; KM products and services portfolio for KM core group.The foundations for KM have been established and standardized. Level 4 involves expanding KM initiatives throughoutthe organization by leveraging the standardized KM processes.

Standard knowledge flow processes and replicable KM approaches, and tools in place; ownership for KM at strategiclevel; KM approaches coordinated and facilitated by core KM group; defined roles with associated accountabilities;infrastructure in place to support enterprise KM efforts; balanced scorecard for effectiveness of KM efforts; coreknowledge assets identified. At this stage, the KM team often evolves into a KM Center of Excellence with oversightresponsibilities for the KM approaches. Oversight includes identifying opportunities to apply select KM processes,securing funding and resources, marketing and communicating the strategy, implementing a change managementstrategy, and refining the KM processes into standard methodologies.

Business focus areas for KM opportunities identified; have a cross-functional group responsible for setting strategicdirection for KM; core KM group in place to implement and manage KM; IT needs assessment conducted; keyperformance indicators for initial KM efforts identified; knowledge maps address content and knowledge needs/gaps.The primary focus during this second stage is to establish the first iteration of a KM strategy. The strategy for KMshould link tightly to the business strategies and objectives.

Business need for knowledge management identified; senior leader support for testing a KM proof of concept; currentstate assessment of success and problems in knowledge sharing, potential barriers, and competing issues. At thisstage, the organization lacks consistent processes or practices for successfully identifying, capturing, sharing,transferring, and applying its core knowledge. Key characteristic of the organization is random and informal knowledgesharing and transfer that, in turn, yields no impact to the business.

Source – APQC (American Productivity & Quality Center)Mercer 2015

© MERCER 2015 8

Collaboration

KnowledgeSharing

Innovation

M E R C E R ’ S K N O W L E D G E M A N A G E M E N T J O U R N E Y :T H E M U L T I - Y E A R T R A N S F O R M A T I O N

Focus on Standardization• Implement knowledge sharing

standards.• Implement standard processes.• Formalize KM.• Identify and reduce duplicate

technology initiatives.

Focus on Adoption• Implement new social technology.• Increase collaboration and

knowledge sharing.• Implement best practice processes.• Morph KM staffing model to meet

evolving needs.

Focus on Results• Share knowledge sharing globally.• Integrate knowledge seamlessly.• Drive engagement.• Show transparency.• Access anywhere via mobile.• Innovate.


M E R C E R ’ S K N O W L E D G E M A N A G E M E N T J O U R N E Y :T H E P R O C E S S

Content Management Strategy

Collaboration Strategy

Communication Strategy

Knowledge Retention Strategy

How we organize knowledge...

How we share knowledge...

How we communicate knowledge...

How we retain knowledge...

Metrics Strategy How we measure it...

Staffing Strategy How we manage it...

Culture/Behavior

Adoption & Engagement Strategy How we drive use of knowledge...

Customer Service Strategy How we assess and respond...

Change Management

Managing intranet sites and content libraries

Supporting communities, blogs, and team sites

Modernizing and simplifying how we communicateusing collaboration tools/social

Supporting knowledge transfer activities alignedwith succession planning and departures

Analyzing content usage, site and collaboraitontrends

Optimizing a leveraged KM staffing model withtrained KM team mates

Delivering end-user training on collaboration tools

Helping colleagues with Q&A, gatherinfg feedbackidentifying improvements


• Provides KM strategy and governance• Creates KM standards and processes

• Set the Knowledge Management strategy and direction• Connect business priorities to knowledge efforts and monitor

progress• Lead Knowledge Management operations• Expertise in a portfolio of content for specific solution, services,

products, topics or industries• Manage relationship with Content Owners and LOB Marketing to

maintain best-in-class content across channels• Regularly scan for new content and distributes to appropriate

channel• Regularly reviews outdated content

• Ensure content is structured and easily accessible• Guide, design and build sites for usability• Coach colleagues in content management protocols

• Sanitize content• Post and tags content• Rebrand intellectual capital for relevant content• Generate ROT reports and weekly activity reports• Provide basic support to users

• Ensure content is relevant, up-to-date, and high-quality

• Spark conversations• Foster participation• Respond to inquiries

• Disseminate expertise, insights, andopinions

• Stimulate new ideas

• Promote and raise visibility of intranetwith office colleagues

K NO W L E D G E• Knowledge Leaders• Knowledge Managers• Knowledge Specialists

O P E R AT I O NS

• Knowledge Technicians

C O N T R I B U T O R S / I N F L U E N C E R S

G L O B AL K N O W L E D G E M AN A G E M E N T ( G K M ) – C O R P O R AT E F U N C T I O N

C O N T E N T O W N E R S

C O M M U N I T Y S P O N S O R S / M A N A G E R S

B L O G G E R S

C H A M P I O N S

• Partners with decentralized KM teams• Manages intranet products and services

B U S I N E S S K N O W L E D G E M A N A G E M E N TT E AM S

B U S I N E S S & T H O U G H T L E A D E R S

• Drive alignment of KM with businesspriorities

• Encourage Mercer Link engagementand collaboration

M E R C E R ’ S K N O W L E D G E M A N A G E M E N T J O U R N E Y :T H E P E O P L E

S I T E / C O NT E N T• Site Architects• Site Managers


Dynamic User ProfilesBuild a professional network andidentify areas of expertise tofunnel posts to your content feed.

CommunitiesConnect with employees who sharean interest or affiliation.

BlogsLaunch a blog to showcaseyour expertise.

Home PageRead personalized content and news.

Team SitesOrganize a Mercer team’s work material;store documents; or use a calendar,task list, discussion board, or basic wiki.

“Enabling employees to better meetclient needs through knowledgesharing, collaboration, cross-selling,connectivity, and innovation.”

Region, LOB, and Function SitesAccess information, news,leadership, tools, and resources fora LOB, region, and function.

Solutions PortfolioAccess content related toMercer’s solutions,services, and products;share knowledge, re-usecontent, offer clientfeedback, and suggestideas.

M E R C E R ’ S K N O W L E D G E M A N A G E M E N T J O U R N E Y :T H E T E C H N O L O G Y

Search


K N O W L E D G E M A N A G E M E N T S U P P O R T I N G A N DD E L I V E R I N G O N B U S I N E S S P R I O R I T I E S

ROLL THE VIDEO

1 . M A K E TH E B U S IN E S S S I M P L E R2 . M A K E OU R VAL U E G R E AT E R

3 . M A K E OU R P E O P LE E V E N B E T T E R


L E S S O N S L E A R N E D

• Engage leaders as sponsors

• Secure financial support

• Insist on active engagement with and from content owners

• Don’t assume people know or understand ‘social’

• Have a KM communication and change management plan

• Define metrics/measures

• Try out ideas – be agile


BUILDI NG AN INTRANETC H AM P I O N S P R O G R AM M E


I N T R A N E T C H A M P I O N S P R O G R A M :P R O M O T E A N D R A I S E T H E V I S I B I L I T Y O F T H E I N T R A N E TA T T H E L O C A L L E V E L

Champion Toolkits

• Infographics• Photo shoot toolkit• Pulse survey toolkit• Scavenger Hunt toolkit• Office Training toolkits

103 Mercer Link Championscovering 106 offices

Champion Roles and Responsibilities


I N T R A N E T C H A M P I O N S I N A C T I O N

G E N E VA

AM S TE RDAM

B U E N O S AI R E SCINCINNATI

ED INBURGH

WASHINGTON DC

SINGAPOR E

M E L B O U R N E M E L B O U R N E

HOBOKENS HANGH AI


• Cascaded profile completionemail in March 2015.

• Sharing office report andrecommendations with officeleader.

• Discussing RPN alignmentwith steering committees.

I N T R A N E T C H A M P I O N S R E P O R T 2 0 1 5E X A M P L E - N E W Y O R K

2015 CONT RIBUTORS 2015 FOLLOWERS

SOCIALACTIVITY GOAL ACTUAL GOAL ACTUAL

COMMUNITIES 12% 13% 50% 57%

SOLUTIONCOMMUNITIES 5% 5% 15% 23%

BLOGS 3% 5% 15% 46%

KEY TAKEAWAY: 95% of the office has actively followed at least one community,solution community, or blog.2016 SUGGESTIONS1. Host a photo shoot2. Share “5 Ways To Build Your Brand Using Your Mercer Link Profile” infographic with office3. Recommend and share “Take Your Collaboration” MLM Recording with colleagues

GO

AL

SO

FF

IC

ES

TA

TS

PROFILE &TOU

COMPLETION2014 TARGET 2015

CURRENT

PHOTO 41% 50% 44%

ABOUT ME 35% 50% 36%

ASK MEABOUT 17% 25% 19%

INTERESTS 6% 10% 8%

TERMS OFUSE 75% 75% XXXX

GOALS JOHNDOE

MARYSMITH

STEVEJONES

PHOTO

ABOUT ME

ASK MEABOUT

INTERESTS 0

ACTIVITIES 2 59 60

GOALS JOHNDOE

MARYSMITH

STEVEJONES

COMMUNITYACTIVITY 0 21 2

COMMUNITYVIEWS xx xx xx

CALLS 0 2 1

L E A D B Y E X A M P L E S P R E A D T H EW O R D

C O M M U N I C A T E B A C K



• Recruit a diverse group of Champions

• Pilot ideas and toolkits to get early feedback

• Create short, measurable campaigns

• Allow for local flexibility – each office’s culture is different

• Recognise that Champions are volunteers

• Keep things simple

• Celebrate successes


CASE STUDY OF PACIF I CCHAMPIO NS: I NNOVATIONCHALLENGE


P A C I F I C I N N O V A T I O N C H A L L E N G E O V E R V I E W

“IF WE’RE NOT TRANSFORMING TODELIVER OUR SERVICES IN THE WAYPEOPLE WERE THINKING FIVEMINUTES AGO – OR FIVE SECONDSAGO – THEN WE WON’T BERELEVANT.”

– BEN WALSH, MANAGING DIRECTOR & PACIFIC MARKET LEADER, MERCER

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P A C I F I C I N N O V A T I O N C H A L L E N G E D E T A I L S


W H A T D I D W E A C H I E V E ?

Col

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Intra

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Intra

net

activ

ityNew virtual teams and 100% 1,000% > 200informal partnerships increase increase

New

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I N N O V A T I O N R E S U L T S

ROLL THE VIDEO

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• Use the power of people – grass roots

• Interactivity is good!

• Collaborate online


WRAP UP


A W A R D S A N D R E C O G N I T I O N SF O R K N O W L E D G E M A N A G E M E N T & I N N O V A T I O N


Q U E S T I O N S A N D A N S W E R S

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