1. Lyn MurnaneKnowledge ManagerA KM JOURNEY1 How I got to here?

2. Topics2 About LynIntranet redesign @ Medibank A journey KM stuff youve heard before The old view Its all about the stuff! Analysing the info needed A framework based on experience Card Sorting About Medibank Site architecture Medibanks approach to change New site The players and process Results What worked, what didnt Future plans IDP Australia Telstra Challenges Opportunities Where might you start? 3. Quick CV 130,000?Whats wrong3with that? October 2011 Current Knowledge Manager IDP Education Manage a global knowledge system that supports 700 staff in 27countries Contains around 130,000 pieces of information Moderate a newly created community within IDP Member of the KMrt RMIT MBIT Graduate 2011 Telstra Manager Knowledge Management Manager of KnowHow website supporting 14,000 customer servicestaff FastTrack Knowledge Manager Medibank Private: Knowledge Management Business Consultant FastTrack Software: Product Consultant, Support Desk TeamLeader IT Trainer 4. One Gals Journey Personal Networking MBIT @ RMIT 1st KM role Subjects of discovered thru keen interest a fellow MBITThe Internet KMstudent Library of the BIWorld at my Change MgtfingertipsEmployment Governance Running chat Admin jobssessions in v1 Dataof MSN (triviaManagementquizzes)Childhood ComputersLearning IT Training Interest in The KM beganLibrary IT Support4 5. My circle5 Knowledge Blog - genverbosityManager Twitter - @boffin66 KM Business RSS feedsConsultant Social networks Stakeholder Networkingengagement Communities of Collaboration with PracticeSMEs KMrt Networking KMLF Instructional Design IT Training & support E-learning development Technical Writing User feedback KM Systems 6. What is a Knowledge Manager? From www.stevedenning.com The main function of the knowledge sharingposition would be to help champion organization-wide knowledge sharing, so that the organizationsknow-how, information and experience is sharedinside and (as appropriate) outside theorganization with clients, partners, andstakeholders.Skills Required Customer / User Orientation Leadership Communications Facilitate sharing & collaboration Teamwork Learning and knowledge sharing Analytical Thinking and Decisive Judgment6 7. What is KM?7 Thomas Davenport defines knowledge as whathappens at the moment in time when informationbecomes valuable to the individual seeking it. In call centres, help desks, and other supportenvironments, that individual is either the supportagent seeking information to help a customer, or acustomer (product user, employee, partner, or vendor)seeking answers in a web-based self-helpenvironment. Thomas Davenport, the author of several works onthe subject including, Information Ecology: Masteringthe Information and Knowledge Environment andWorking Knowledge: How Organizations ManageWhat They Know. 8. Some data8 56% of knowledge workers time is spent eithersearching for information or gathering information.Only 25% is spent on the actual analysis. Organisations have focused on knowledgemanagement (KM) systems as the answer. http://www.google.com/enterprise/solutions/prof_services/search_roi.html And sometimes I do remember to reference! 9. Knowledge Sharing9Social MediaParticipants agood alignmentto measureknowledgesharing 10. Participation10 11. Sites & Tools for fun & interest11 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 12. Lyns KM Framework12Content Usable Desirable Useful Change & CultureTools improvement Findable Valuable Accessible UsefulGovernance Credible Trust 13. 13 Medibank Private Implementing KM at MBP 14. Medibank Private14 As at 2009 About private health insurance: Market share in PHI Australia Highly government regulated 29%and the regulations change Number of people covered frequently3.5 million Extremely complicated for staff Number of membershipsas well as customers1.8 million Customers often dont really Total contribution incomeunderstand their cover until they$3.4 billionclaim Total benefits paid$2.9 billion PHI is a high use insurance (84.8% ofcompared to other insurances contribution s) Number of customer transactions in Call Centre and Retail6 million Number of staff3000 15. Medibanks culture An approach15 to change Empowerment for Ground crew We dont need a McKinsey or a Boston Consulting to tell us how to improve the business weve 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. In 2004 - The problems frontline faced 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 effectivelyAccess to knowledge is confusing, inaccurate and inconsistent.16 17. Biggest problem TMI! Departments ModesStaff Customer HR Email What do I do? Waiting Marketing Intranet Inconsistent Frustrated Compliance Policiesmessages Leaving Product Newsletters Complaints PHI Mentors Silence Fund Policy Helpdesk Complaints Complaints Relationships Too much to Corporate Trainingread Affairs courses Too much to Finance Phone change Management17 18. Opportunity costs and benefits Training new starters $12.5Keach /30% turnover On-going costs 6 staff and support. Staff Help Desks 20,000 calls to 2 helpdesks. Benefit realisation within three Call Handling Timemonths. 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 > MillionsOngoing savings ~ Millions18 19. Desired state 19 Communication to frontline staffDepartments Modes StaffCustomer HR Knowledge I am in control More satisfied Marketing Repository Consistent Better service Compliance messages Product Reduced PHIComplaints Fund Policy Complaints Corporate Affairs Finance Management KnowledgeEnablers 20. And Medibanks KB was born20 Max and Molly 2 different KB applications Maxwas 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. Max 200921 22. Growth Max / Molly / Intranet90000080000070000060000004-0505-0650000006-0740000007-0808-0930000009-10200000100000 0 Jul Aug Sep Oct Nov Dec JanFeb Mar Apr May Jun 23. What worked wellinitial23 project Team Tool Built by staff for staff good search Frontline engagement no bells and whistles Get the end users met requirements involvedmake it a knowledge easy to use system Ongoing support focus groups (New Starters, Experts, 20+ years service) Feedback mechanism was andstill is the most popular feature super user group competitions Content pilot Write it for the audience surveys Write if for how they think about it road shows Avoid jargon video of staff response to project Brand identity stickers, soft balls, umbrellas quick reference guides/materials 24. What didnt work well.initial project Business experts & Managementengagement - resistance Approval process subject matter expertstook three times longer than expected Training self-paced workbook didnt workwell for call centre / retail environment24 25. 25 IDP Education 26. IDP Education26 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) 27. IDP Knowledge - OSCAR27 128,000 knowledge base pages 99%data collected about universities and their programs from publicly available information 1600 manual knowledge articles Providedby local Location based Visa information Presentations from universities Links to Uni sites & videos Info about scholarships & application requirements 28. Our Knowledge Base28 29. IDP Key Issues29 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 30. 30 Telstra 31. Telstra31 KnowHow an intranet based process and sales information tool that supports 14,000 users onshore , offshore and industry partners. KnowHows key focus is support of personal customers Includes some support for Telstra Business (Small Business) Telstra has 10 official KM systems 100s of unofficial tools including spreadsheets, personalised web pages, databases etc My focus was on KnowHow 32. KnowHow32 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 33. Changes33 User Feedback forums Whatdoes KnowHow sound like / its character Understanding what works and what doesnt Whats missing? Suggestions for inclusions Getting engagement / buy-in Assessment of value of outsourced publishing Outcome publishing was insourced again 34. Processes34 Governance model Audit process Expiry process Writing style guide Publishing style New content management system should automate some of these processes 35. Telstra Bigger picture35 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 36. Suggested KM Roadmap Overview Phase 2: Phase 3:Phase 4: Phase 1: KM System DeploymentEvaluationInfrastructure Analysis, DesignEvaluation and Development Design the Knowledge Management InfrastructureDeploy, using theAnalyse the ExistingResults-driven InfrastructureAudit ExistingIncrementalKnowledge Assets & methodology SystemsEvaluatePerformance, Design the Knowledge Measure ROI andManagement TeamIncrementally refinethe KMS Create the Knowledge Align Knowledge Management BlueprintManage Change,Management &Culture and Reward Business Strategy Structures Develop theKnowledgeManagement System36http://www.informit.com/articles/article.aspx?p=28766 ` 37. 37Anyone in the organization who is notdirectly accountable for making a profit should be involved in creating and distributing knowledge that the companycan use to make a profit Sir John Browne CEO of BP Interesting article on BPs knowledge management struggle 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_Pet roleum/qx/display.htm 38. Questions?38 Are you still with me? 39. Time for a break?39 40. DEVELOPING THE RIGHT INFORMATION ARCHITECTURE40for Medibanks Intranet 41. Topics for discussion Medibanks IntranetAbout the process used to design the 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 architecture41 42. About MedibankAbout 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.42 43. Overview new Intranet project The Old Intranet: Intranet seen as static and not valued Technology last upgraded in 2000 Unsupported by vendor No development environment Missing common features (eg functional search, forums, surveys, staff polls) No ability to segment content for different users (portals) 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 confusing43 44. Aims People will be able to find people (drilldown by division, location, or search) Will showcase company events, jobs,and encourage employeecollaboration and networking Content the top 20% of information80% of employees need to know Brand new design and architecture -user-centric44 45. Classifying and presenting content in a logical way Start by mapping what we know: Map what is in scope (existing content) for Molly and Intranet45 46. The OLD sitemap Intranet And yes, it was just called the intranet!46 47. Streamlining the information flow to meet diverse user needs Techniques Draw on what else you Determine current use (heatknow:map) Determine what people are KM Employeelooking for (search logsatisfaction surveysanalysis) Listen to and capture your KM Strategy staffusers opinions (Affinity interviewsdiagram) Create personas Determine what can go (ROTanalysis Redundant, out ofdate, trivial) Determine what is missing(Gap analysis) Work with the content ownersto convince them of a usercentric design47 48. Streamlining the information flow to meet diverse user needs Defining your users and Techniques their needs Determine what they need Define the different user interviews segments What they need Board What they use GE Set tasks and observe use SET How they use it Managers How they search and find Corporate staff Get them to draw their ideal Retail Intranet Call Centre Crayons Claims Butchers Paper Member Liaison Coloured Pens48 49. Segment, profile and interview our users49 50. Affinity diagrams50 51. Created cards from the top used content Create cards from the top content used (heat map) Performed card sorting exercises on different segments Open and closed51http://www.boxesandarrows.com/view/card_sorting_a_definitive_guide 52. 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 trends52 53. Defining search and navigation Observations Card sorting Search log analysis Search database mapping andrationalisation Look at Best practice navigationdesigns53 Provide multiple ways tosearch/navigate 54. Search log analysis - Molly Molly Intranet54 55. Start to build your new structure55 56. Design multiple ways tosearch/navigate Wireframes56 57. Collaborating with customers for user satisfaction and efficiency Created Wireframes to 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 Displayed wireframes at all corporate inductions Displayed at senior executive meetings57 Recorded feedback modified designs 58. 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 CMS58 59. Refine your designs Narrow down the designs 1st phase (of3) 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 projectteam59 60. 60 61. 61 62. What happened? 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 2009hange Management62 63. Summary - Techniques used to create new designHeat map Map in scope use Search log content analysisAffinityNew design & ROT analysisdiagramarchitecture Closed cardObservations sortingOpen Card sorting63 64. Questions?64