1. Lyn Murnane, Manager CoE Knowledge ManagementAnalytics and Insights, Australia Division ANZ

2. About LynA journeyKM stuff youve heard before Its all about the stuff!3 organisations4 examples Overview Challenges Changes Outcomes MeasuresWhere might you start?What will we chat about?? 3. 3 4. ANZ: March 2014 to present Manager CoE, Knowledge Management, Analytics & InsightsIDP Education: October 2011 March 2014 Knowledge ManagerTelstra: Jan- Sept 2011 Manager, Knowledge ManagementFastTrack Software: Jul Dec 2010 Knowledge ManagerMedibank Private: May 2008 June 2010 KM Business ConsultantFastTrack Software: August 2005 May 2008 Enterprise Support Lead IT Trainer 5. 5How I learnNetworking KMrt KMlf MBIT @ RMIT 2008-2011Continuous LearningCoursera.org (2014) Gamification On Strategy: What Managers Can learn from PhilosophyShaw Academy Diploma in Online Marketing 6. Knowledge Manager KM Business Consultant Stakeholder IT Training & support Technical Writing KM Systems Instructional Design E-learning development User feedback6engagement Collaboration with SMEs Social networks Blog - genverbosity Twitter - @boffin66 Networking Communities of Practice KMrt KMLF 7. Customer / User Orientation Leadership Analytical Thinking and DecisiveJudgment Communications Facilitate sharing & collaboration Teamwork Learning and knowledge sharing7 8. 8Some data The average office worker spends 28 hours a week or nearly 1500hours a year - writing emails, searching for information and attemptingto "collaborate" internally, according to a new report. A new global report by McKinsey Global Institute, the research arm ofmanagement consultancy McKinsey & Company, argues wide adoptionof social media technologies by businesses could cut down some ofthe time-wasting involved in emailing and improve worker productivityby 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=38149And sometimes I do remember to reference! 9. 9Knowledge SharingdataSocial MediaParticipants agood alignmentto measureknowledgesharing 10. Lets start with some examples1. Medibank2. Telstra3. IDP Education10OverviewChallengesChangesOutcomesMeasures 11. Implementing KM at MBP11EXAMPLE 1 12. Medibank Private - OVERVIEW12Market share in PHI Australia29%Number of people covered3.8 millionTotal Revenue$5.9 billionTotal benefits paid$4.6 billion (84.8% of contributions)No. customer transactions in3 million callsPRIVATE HEALTH INSURANCE:Highly government regulated and the regulations changefrequentlyExtremely complicated forstaff as well as customersCustomers often dont reallyunderstand their cover untilthey claimPHI is a high use insurancecompared to other insuranceshttp://www.medibank.com.au/Client/Documents/Pdfs/MPL_Annual_Report_2013.pdf 13. Medibanks culture the approach to changeEmpowerment for the Ground crewWe dont need a McKinsey or a Boston Consulting to tell ushow to improve the business weve got over 1200 groundcrew staff who know exactly where the real gaps are to beaddressed in the business, George Savvides MD.13We embrace change better when we do it ourselves 14. IntranetInconsistencyMultipleSourcesIneffectiveCommsIntranet 1400 files, out of date,inconsistent, poor search, slowMany sources of information:Lotus Notes, shared drive (40,000files), local info, CircularsHelp desk calls - 20,000 internalstaff helpdesk calls per monthCommunication to frontlinestaff ineffective Circulars,Manuals, Guides, many emails, 400page policy documents.Customers UnhappyGiven Inconsistent informationStaff RetentionFeedback from exit interviews -staff leaving because notsufficiently supported to do theirjobs effectivelyCHALLENGESHelp Desk CallsAccess to knowledge was confusing, inaccurate and inconsistent.StaffRetentionLOW UnhappyCustomers14 15. Card SortingTo perform a card sort:1. A person representative of the audience is given a set of index cardswith terms already written on them.2. This person puts the terms into logical groupings, and finds a categoryname for each grouping.3. This process is repeated across a population of test subjects.4. The results are later analysed to reveal patterns.Build User personas A user persona is a representation of the goals andbehaviour of a hypothesized group of users. In most cases,personas are synthesized from data collected frominterviews with users.Affinity Diagrams The affinity diagram organizes ideas with following steps: Record each idea on cards or notes. Look for ideas that seem to be related. Sort cards into groups until all cards have been used.Once the cards have been sorted into groups the team may sortlarge clusters into subgroups for easier management andanalysis. Once completed, the affinity diagram may be used tocreate a cause and effect diagram.http://www.smashingmagazine.com/wp-content/uploads/2011/04/cardsorting.jpg 16. PilotAssess what are the biggest pain pointsDeliver a pilot / small version of a knowledgebaseInclude frequently asked questions and usedmaterialsAssess outcomes16MeasuresAverage handling timesStaff turnover / retentionHelpdesk callsEx gratia payment savings 17. 17Desired changesDepartmentsHRMarketingComplianceProductPHIFund PolicyComplaintsFinanceCorporate AffairsModes SingleKnowledgeRepositoryStaff Engagement I am in control Consistentmessages ReducedComplaintsCustomerSatisfaction More satisfied Better serviceKnowledge EnablersImage: http://www.johnhaydon.com/wp-content/uploads/2009/04/twitter-many-to-one.jpg 18. 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 etc18 19. 19 20. 9000008000007000006000005000004000003000002000001000000Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun04-0505-0606-0707-0808-0909-1020OutcomesMax / Molly / Intranet 21. ResistanceBusiness experts & ManagementengagementApproval processsubject matter experts took threetimes longer than expectedTrainingself-paced workbook didnt work wellfor call centre / retail environment21outcomesTeamBuilt by staff for staffFrontline engagement - focus groups (personas), superuser groupCompetitions, surveys, road showsBrand identity , stickers, soft balls, umbrellasquick reference guides / materialsToolgood search, no complexitymet requirementseasy to useOngoing supportFeedback mechanism was and still is the most popularfeatureContentWrite it for the audienceWrite if for how they think about itAvoid jargon 22. Cost / BenefitsOngoing Costs after pilotOn-going costs 6 staff and support.Benefit realisation within three months.All Handling Time - The Pilot Programstatistics demonstrated a reduction of 6.3%in Call Handling Time.Ongoing Costs without changeTraining new starters$12.5Keach / 30% turnoverStaff Help Desks20,000 calls to 2 helpdesks.Call Handling TimeEx Gratia PaymentsCost MPL $500,000 in FY03. Consistent,complete and accurate information in acentral repository has the ability toreduce this cost. 23. UsersMeasure no. of times users access certain items in KBEnsure participation by enforcing access to news items23Content AuditReview 6 monthly with SMEs 24. 24EXAMPLE 2 25. Know How an intranet based process and salesinformation tool that supports 14,000 users onshore, offshore and industry partners.Know How's key focus is support of personalcustomersIncludes some support for Telstra Business (SmallBusiness)25Telstra had 10 official KM systems100s of unofficial tools includingspreadsheets, personalised webpages, databases etc 26. Observations content / information verbose and not user friendly marketing materials copy and pasted into webpages No collaboration Feedback loop was sporadic and not transparent No Governance, archiving or expiry of contentunless requested26 27. User Feedback forums What does KnowHow sound like / itscharacter Understanding what works and whatdoesnt Whats missing? Suggestions for inclusionsGetting engagement / buy-inAssessment of value of outsourcedpublishing27 28. Insourced team 6 internal staff employed Governance model Audit process Expiry process Writing style guide Publishing style New content management system should haveautomated some of these processes28 29. SuccessesKnow How team won a business innovation award in 2012http://www.cio.com.au/mediareleases/15187/telstra-tops-bi-awards/29 30. 30 Project to create a company wideKM strategy Aims to create a single source oftruth High level governance model Has leadership support and crossbusiness unit endorsement Project currently being scoped andmapped Identifying measures of success 31. 31EXAMPLE 3 32. 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 forstudy and migration. IDP is 50% owned by IDP Education Limited, a companyowned by 38 Australian universities, and 50% owned bySEEK. 27 countries 500 counsellors (Student Recruitment)32 33. Overseas Student Central Advice ResourceCRM implemented to manage the end to end student applicationprocess33StudentEnquiryBest matchcourseApplicationManagementVisaAssistanceOffer fromUniNeeded data about all providers (unis) and their courses 34. 136,000 knowledge base pages 99% data collected about universities and their programsfrom 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 requirements34 35. 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 content35 36. 2nd project to add more functions and fix issuesSupport desk produced a tag lineWe needed to give OSCAR some lifeCharacter and tagline born36 37. 37 38. All Users Keyword Search vs '0' Results Keyword Searches (Counsellors)Weekly '0' Results38measuresOSCAR Connect Measures - last 90 days Result % Result Target Total Last weeka. Decrease number of staff not yet participatingin OSCAR Connectb. increase adoptionActive 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 340KB Reportingused defaultkeyword reportto cover allCurrent 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 49Answers Viewed (Counsellors)971111575783910127331116102110901100125090510081683160214571426140014651997202321091857206015822290252124702820248727632373235723322215222428172997290428642794265825532243283514-Oct21-Oct28-Oct4-Nov11-Nov18-Nov25-Nov2-Dec9-Dec16-Dec23-Dec30-Dec6-Jan13-Jan20-Jan27-Jan3-Feb10-Feb17-Feb24-Feb3-Mar10-Mar17-Mar24-Mar31-Mar7-Apr14-Apr21-Apr28-Apr5-May12-May19-May26-May2-Jun9-Jun16-Jun23-Jun30-Jun7-Jul14-Jul21-Jul28-Jul4-Aug11-Aug18-Aug 39. What??39Gamification:The use of game elements and game-designtechniques in non-gamecontextsFor the Win Kevin Werbach, Dan HunterWharton Digital Press - 2012http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using-gamification-in-mr-as-a-complimentary-tool/ 40. More engagement Ideas for improvements / additions Discussion of issues Share info40 41. 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 ongoing41 42. 42Community ReputationDepending on points accumulated, a differentbling icon is displayed next to a users nameBy viewing the change in Member numbers, I can seewho has changed from lurker to participant.Last year, I had 310 Members and only 1 newuser so 7 people felt moved enough tocomment this week. 43. 43Game resultsTH 1TH 2 44. 44What are the game Parts?PBL Points Badges LeaderboardsExamples of extrinsic motivationNot intrinsic so may well prove to be unsustainable 45. 45EXAMPLE 4 46. IELTSTest CentreTest CentreIELTS results are accepted by morethan 8000 organisations in morethan 135 countries.IELTS results are accepted by morethan 3000 institutions and programsin the US.The IDP IELTS test centre networkoffers IELTS in more than 200locations globally.Example SitesUniversity accepts resultsEmployer accepts resultsIELTS Test CentreIELTS46More 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 47. CRM for CentralDisparate record managementCentraliseAgile project High level Reqs Week 1 December 2012 Build Week 2 -3 December 2012 Showcase January 2013 Pilot launched February 201347 48. Support and queries managed by centralteam via emailHow to give test centres the power to helpthemselvesSuggest a KBWhy should some wait overnight or over weekend forresponse?48 49. Assess Issues / pain pointsAssess FAQs from enquiry inboxAssess common issues and requests from RegionalManagersAssess common audit issuesBuild content around these main pain pointsAsk network what they need?Ask them if they wish to participate in testing, feedback andnamingiKnow is born49 50. 50Outcome early resultsKB launched 27 June 2013Feedback positive400 answers and growingParticipation from all sites not just head officeAnd hey, I won an award! 51. Looking at KM in your organisation51 52. Start smallPilotUser interactionUnderstanding gaps and pain points52 53. 53`http://www.slideshare.net/kmpc/km-roadmap-co-p 54. Anyone in the organization who is notdirectly accountable for making a profitshould be involved in creating anddistributing knowledge that the companycan use to make a profitSir John Browne CEO of BPInteresting article on BPs 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.htm54 55. CLOSINGQuestionslynmurnane@gmail .comwww.genverbosity.wordpress.com@boffin6655