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A KM JourneyHow I got to here?

Lyn MurnaneKnowledge Manager

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Topics • About Lyn• A journey• KM stuff you’ve heard before

• It’s all about the stuff!

• A framework based on experience• IDP Australia

• Knowledge Collation• Knowledge Transfer

• Telstra• Challenges• Opportunities

• About Medibank• Medibank’s approach to change• The players and process• What worked, what didn’t

• Where might you start?

Intranet redesign @ Medibank

The old view Analysing the info needed Card Sorting Site architecture New site Results Future plans

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Quick CV • October 2011 – Current

• Knowledge Manager – IDP Education• Manage global knowledge system that supports 700 staff in 27 countries• 2 Knowledge Bases

• Student Counsellors• Contains around 130,000 pieces of information• English Language Testing

• 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 service staff

• FastTrack – Knowledge Manager• Medibank Private: Knowledge Management Business Consultant• FastTrack Software: Product Consultant, Support Desk Team Leader• IT Trainer

130,000? What’s

wrong with that?

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How I learn• Child• The Library

• Work• Admin jobs• Data Management• Computers• IT Training / IT Support roles

• Interest in KM began

• The Internet• Library of the World at my fingertips• Running chat sessions in v1 of MSN (trivia quizzes)

• MBIT @ RMIT• Subjects of keen interest

• KM• BI• Change Management• Governance

• Personal Networking• 1st KM role discovered thru a fellow MBIT student

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My circle

• IT Training & support

• Technical Writing• KM Systems

• Knowledge Manager

• KM Business Consultant

• Stakeholder engagement

• Collaboration with SMEs

• Networking

• Blog - genverbosity

• Twitter - @boffin66

• RSS feeds• Social networks• Networking• Communities of

Practice• KMrt• KMLF

• Instructional Design

• E-learning development

• User feedback

What is a Knowledge Manager?

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• Skills Required• Customer / User Orientation• Leadership• Communications• Facilitate sharing & collaboration• Teamwork• Learning and knowledge sharing• Analytical Thinking and Decisive Judgment

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Some data• 56% of knowledge workers' time is spent either

searching for information or gathering information. Only 25% is spent on the actual analysis.

• Organisations have focused on 'knowledge management' (KM) systems as the answer.

• http://www.google.com/enterprise/solutions/prof_services/search_roi.html• And sometimes I do remember to reference!

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Knowledge Sharing

Social Media Participants – a good alignment to measure knowledge sharing

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How I measure??

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

         

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Sites & Tools for fun & interest• 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

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Lyn’s KM Framework

Culture

Content•Usable•Desirable•Useful

Tools•Findable•Accessible

Governance•Credible•Trust

Change & improvement•Valuable•Useful

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Implementing KM at MBP

Medibank Private

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Medibank Private• As at 2009• Market share in PHI Australia

• 29%

• Number of people covered• 3.5 million

• Number 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

• About 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

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Medibank’s culture – An approach to change• “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.

We embrace change better when we do it ourselves

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 effectively

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Access to knowledge is confusing, inaccurate and inconsistent.

Biggest problem – TMI!

Departments

• HR• Marketing • Complianc

e• Product• PHI• Fund

Policy• Complaint

s• Corporate

Affairs • Finance• Managem

ent

Modes

• Email• Intranet• Policies• Newsletter

s• Mentors• Helpdesk• Relationsh

ips• Training

courses• Phone

Staff

• What do I do?

• Inconsistent messages

• Complaints

• Silence• Complaint

s• Too much

to read• Too much

to change

Customer

• Waiting• Frustrated• Leaving

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Opportunity costs > Millions

Opportunity costs and benefits• 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.

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• On-going costs 6 staff and support.

• Benefit realisation within three months.

Ongoing savings ~ Millions

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Desired state – Communication to frontline staff

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

Knowledge Enablers

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And Medibank’s KB was born• Max and Molly – 2 different KB applications

• Max was 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

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

04-05

05-06

06-07

07-08

08-09

09-10

Growth

Max / Molly / Intranet

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What worked well…initial project• 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 didn’t work well….initial project

• Business experts & Management engagement - resistance

• 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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IDP Education

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IDP Education• 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)

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IDP Knowledge - OSCAR• 128,000 knowledge base pages

• 99% data collected about universities and their programs from publicly available information

• 1600 manual knowledge articles• Provided by local• Location based Visa information• Presentations from universities• Links to Uni sites & videos• Info about scholarships & application requirements

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Our Knowledge Base

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IDP Key Issues• 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

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Telstra

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Telstra• KnowHow – an intranet based process and sales

information tool that supports 14,000 users – onshore , offshore and industry partners.

• KnowHow’s key focus is support of personal customers

• Includes some 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 was on KnowHow

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KnowHow• 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

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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• Outcome – publishing was insourced again

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Processes• Governance model• Audit process• Expiry process• Writing style guide• Publishing style• New content management system should

automate some of these processes

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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

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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http://www.informit.com/articles/article.aspx?p=28766

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“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

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Questions?• Are you still with me?

Questions?

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