lyn's knowledge journey v2
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TRANSCRIPT
Knowledge Management
My journeyLyn Murnane
Knowledge Manager
About Lyn
What is a Knowledge Manager?
About Telstra
Challenges
Opportunities
About Medibank
Medibank’s approach to change
The players and process
What worked, what didn’t
Lessons’ learnt
Topics Intranet redesign @
Medibank
• The old view
• Analysing the info needed
• Card sorting
• Site architecture
• New site
• Results
• 2010 plans
The journey
IT Training & support Technical Writing
• Knowledge Manager
• KM Business Consultant
• Stakeholder engagement
• Collaboration with SMEs
• Networking
Blog - genverbosityTwitter - @boffin66RSS feedsSocial networks
Instructional DesignE-learning development
1999 – 2005◦ IT trainer: needs analysis, developing outcomes, writing guides,
producing & delivering training 2005 – 2008
◦ FastTrack Software: Product Consultant, Support Desk Team Leader◦ needs analysis, developing outcomes, writing guides, producing &
delivering training◦ Supporting clients incidents and providing solutions
2008 – 2010◦ Medibank Private: Knowledge Management Business Consultant◦ Stakeholder engagement, collaboration with SMEs, building
solutions July 2010
◦ FastTrack – Knowledge Manager - Building e-learning modules January 2011
◦ Telstra – Manager Knowledge Management◦ Manager of KnowHow – website supporting 14,000 customer
service staff
Quick CV
From www.stevedenning.com◦ The main function of the knowledge sharing
position would be to help champion organization-wide knowledge sharing, so that the organization's know-how, information and experience is shared inside and (as appropriate) outside the organization with clients, partners, and stakeholders.
What is a Knowledge Manager?
Skills Required Leadership Communications Customer / User Orientation Facilitate sharing & collaboration Teamwork Learning and knowledge sharing Analytical Thinking and Decisive Judgment
Thomas Davenport defines knowledge as what happens at the moment in time when information becomes valuable to the individual seeking it.
In call centres, help desks, and other support environments, that individual is either the support agent seeking information to help a customer, or a customer (product user, employee, partner, or vendor) seeking answers in a web-based self-help environment.
Thomas Davenport, the author of several works on the subject including, Information Ecology: Mastering the Information and Knowledge Environment and Working Knowledge: How Organizations Manage What They Know.
What is KM?
The elements of a Knowledge Sharing Culture can typically be broken into: ◦ People, ◦ Process & ◦ Technology
Knowledge Sharing
Participation
Participation - Australia
http://forrester.typepad.com/groundswell/ http://www.useit.com/
Sites & Tools that might help
KnowHow – an intranet based process and sales information that supports 14,000 users – onshore , offshore and industry partners.
KnowHow’s supports consumer customers Including support for Telstra Business (Small
Business) Telstra has 10 ‘official’ KM systems 100’s of unofficial tools including
spreadsheets, personalised web pages, databases etc
My focus is on KnowHow
Telstra
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
KnowHow
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
Changes
Governance model Audit process Expiry process Writing style guide Publishing style New content management system should
automate some of these processes
Processes
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
Telstra Bigger picture
Suggested KM Roadmap Overview
Phase 1:Infrastructure Evaluation
Analyse the Existing Infrastructure
Align Knowledge Management & Business Strategy
Phase 2:KM System Analysis,
Design and Development
Design the Knowledge Management Infrastructure
Audit Existing Knowledge Assets & Systems
Design the Knowledge Management Team
Create the Knowledge Management Blueprint
Develop the Knowledge Management System
Phase 3:Deployment
Deploy, using the Results-driven Incremental
methodology
Manage Change, Culture and Reward Structures
Phase 4:Evaluation
Evaluate Performance, Measure ROI and
Incrementally refine the KMS
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17`
Pause for breath
Any questions?
About private health insurance:
• Highly government regulated – and the regulations change
• Extremely complicated – for staff as well as customers
• Customers often don’t really understand their cover until they claim
• PHI is a high use compared to other insurances
As at 2009 Market share in private health
insurance in Australia - 29%
Number of people covered 3.5 millionNumber 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
Medibank Private
“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.
Medibank’s culture - approach to change
We embrace change better when we do it ourselves
Intranet – 1400 files, out of date, inconsistent, poor search, slow Many sources of information: Lotus Notes, shared drive (40,000 files),
local info, Circulars 20,000 internal staff helpdesk calls per month Communication to frontline staff ineffective – Circulars, Manuals, Guides,
many emails Inconsistent information given to customers One size fits all communication – 400 page fund policy document! Feedback from exit interviews - staff leaving because not sufficiently
supported to do their jobs effectively
In 2004 - The problems frontline faced
Access to knowledge is confusing, inaccurate and inconsistent.
Departments
• HR• Marketing • Compliance• Product• PHI• Fund Policy• Complaints• Corporate
Affairs • Finance• Management
Modes
• Email• Intranet• Policies• Newsletters• Mentors• Helpdesk• Relationships• Training
courses• Phone
Staff
• What do I do?
• Inconsistent messages
• Complaints• Silence• Complaints• Too much to
read• Too much to
change
Customer
• Waiting• Frustrated• Leaving
Biggest problem – too much information!
Opportunity costs > Millions
Training – new starters ◦ $12.5Keach /30% turnover
Staff Help Desks ◦ 20,000 calls to 2 helpdesks.
Call Handling Time ◦ The Pilot Program statistics
demonstrated a reduction of 6.3% in 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.
Opportunity costs and benefit realisation
• On-going costs 6 staff and support.
• Benefit realisation within three months.
Ongoing savings ~ Millions
Knowledge Management
Process
Technology
People
Content
Medibank’s elements of KM
•databases
• search engines
• intranets
•portals
•building a learning environment
•knowledge sharing
• trust
• support the capture of explicit knowledge
• continual learning and improving
•organisation & meaning
•accuracy
• consistency
• currency
Departments
• HR• Marketing • Compliance• Product• PHI• Fund Policy• Complaints• Corporate Affairs • Finance• Management
Modes
• Knowledge Repository
Staff
• I am in control• Consistent messages
• Reduced Complaints
Customer
• More satisfied• Better service
Desired state – Communication to frontline staff
Knowledge Enablers
Team◦ Built by staff for staff
Frontline engagementGet 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
What worked well…initial project
Business experts & Management engagement - resistance
Approval process – subject matter experts took three times longer than expected
Training – self-led through a workbook doesn’t work for call centre / retail environment
What didn’t work well….initial project
A quick peek at Max
0
100000
200000
300000
400000
500000
600000
700000
800000
900000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
04-05
05-06
06-07
07-08
08-09
09-10
Growth
Max / Molly / Intranet
Where are we headed?
Let’s take a look
Create a Knowledge Management System (KMS) that is the single point of reference for all learning and knowledge materials, updates and alerts so staff are not trawling multiple mediums for information.
Identify what knowledge is critical to the effectiveness of the Contact Centre and where gaps exist. Work closely with Operations Managers, front line staff and other stakeholders to identify the priorities for inclusion in the KMS.
ahm KM implementation
“We share knowledge with our colleagues to deliver professional excellence.”
“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
Are you still with me?
Questions?
Time for a break?
Developing the right information architecture
for Medibank’s Intranet
About Medibank, KM and the old Intranet
About the process we have used to design our new Intranet
◦ Streamlining the information flow to meet diverse user needs
◦ Catering for intuitive user search and navigation
◦ Collaborating with customers for user satisfaction and efficiency
◦ Techniques and online tools for information architecture
Topics for discussion – Medibank’s new Intranet
About Knowledge Management:
• Established in 2004
• Team of 6 including:
– Manager
– KM Consultant
– Senior Technical Writer
– 3 KM analysts
• Manage the Intranet and 2 knowledge bases
– Intranet – all staff
– Max - 1200 member-serving staff (Retail, Call centre, processing)
– Molly – all staff policies, processes, forms etc.
About Medibank
The Old Intranet: Intranet seen as static and not valued Technology last upgraded in 2000 Unsupported by vendor No development environment Missing standard features (eg functional search, forums, surveys, staff polls)
No ability to segment content for different users Authoring is limited to those trained in HTML coding Most of the valued information lies in a separate knowledge
base (called Molly) that is not seamlessly integrated Feedback from staff – “the tools are hard to use and
confusing”
Overview – new Intranet project
Aims for the new Intranet:
• People will be able to find people (drill down by division, location, or search)
• Will showcase company events, jobs, and encourage employee collaboration and networking
• Content – the top 20% of information 80% of employees need to know
• Brand new design and architecture - user-centric
Aims
A look at our current high level taxonomy – Intranet
Start by mapping what we know: Map what is in scope (existing content) for
Molly and Intranet
Classifying and presenting content in a logical way
Techniques Determine current use (heat map) Determine what people are looking for
(search log analysis) Listen to and capture your users opinions
(Affinity diagram) Create persona’s Determine what can go (ROT analysis –
Redundant, out of date, trivial) Determine what is missing (Gap analysis) Work with the content owners to convince
them of a user centric design
Streamlining the information flow to meet diverse user needs
Draw on what else you know:
• KM Employee satisfaction surveys
• KM Strategy staff interviews
Defining your users and their needs Define the different user segments
◦ Board◦ GE◦ SET◦ Managers◦ Corporate staff◦ Retail◦ Call Centre◦ Claims◦ Member Liaison
Techniques Determine what they need – interviews
◦ What they need◦ What they use
Set tasks and observe use◦ How they use it◦ How they search and find
Get them to draw their ideal Intranet◦ Crayons◦ Butchers Paper◦ Coloured Pens
Streamlining the information flow to meet diverse user needs
Segment, profile and interview our users
Affinity diagrams
Create cards from the top content used (heat map)
Performed card sorting exercises on different segments◦ Open and closed
Created cards from the top used content
Analyse how they think – Open card sorting
•Take the top content and get staff to openly verbalise what they would name it, how they would categorise it
•Do this for multiple staff segments and notice the language used, and common trends
Determine the new site structure (high level)
Observations Card sorting
Search log analysis Search database mapping and
rationalisation
Look at Best practice navigation designs
Provide multiple ways to search/navigate
Catering for intuitive user search and navigation
Search log analysis - MollyMolly
Intranet
Start to build your new structure
Design multiple ways to search/navigate
Wireframes
Created Wireframes – conceptualise the outcomes we wish to achieve in next three years
Engaged all major stakeholders – 1:1 interviews from Frontline staff to MD
Published samples on the Intranet Road showed wireframes at all
corporate inductions Road showed at senior executive
offsites Recorded feedback – modified designs
Collaborating with customers for user satisfaction and efficiency
Narrow down the designs – 1st phase (of 3)◦ Tested these designs with stakeholders
Road show the new designs with staff ◦ senior managers to frontline, new inductions
Take in feedback and modify the designs Create functional specification Receive more feedback from the project team What happened (Aug 2009)
◦ Project was delayed due to financial concerns◦ Decided to upgrade the intranet based on all this work
with current systems◦ Built using html and then copying that into the CMS
Refine your designs
The writing / design / card sort process commenced early 2008
We notified of impending change in early March via Intranet bulletin board.
Removed all content apart from home page and intranet bulletin board at 31 March
Completed all content pages on 8 June 2009
Notified of change for 3 weeks prior to launch including an email with instructions on how to navigate
Launched 15 June 2009
Change Management
Summary - Techniques used to create new design
New design & architecture
Affinity diagram
ROT analysis
Heat map use
Open Cardsorting
Closed cardsorting
Map in scopecontent
Observations
Search log analysis
Questions?