KM Journey

Lyn Murnane,

Knowledge Design Consultant BUPA Australia

April 2017

What are we going to chat about?

About Me

Some relevant KM stuff

4 organisations, 5 examples Overview

Challenges

Outcomes

Measures

Where might you start?

I have worked here:

BUPA Australia December 2016 to present Knowledge Design Consultant (project)

ANZ: March 2014 to August 2016 Manager, Knowledge Management, Analytics & Insights

IDP Education: October 2011 March 2014 Knowledge Manager

Telstra: Jan- Sept 2011 Manager, Knowledge Management

FastTrack Software: Jul Dec 2010 Knowledge Manager

Medibank Private: May 2008 June 2010 KM Business Consultant

FastTrack Software: August 2005 May 2008 Enterprise Support Lead

IT Trainer

How I learn

Networking KMrt KMLF MBIT @ RMIT 2008-2011

Conferences Learning Assembly 2014

Learning Assembly 2015 (presenter)

KM Australia 2014,

KM Australia 2015 (presenter)

Gamification Australia 2016

KM Australia 2016

Continuous Learning Coursera.org (2014)

Gamification

On Strategy: What Managers can learn from Philosophy

Udemy Atlassian software suite and

Agile methodologies

Roles and tasks

IT Training & support Technical Writing KM Systems Instructional Design E-learning development User feedback

Knowledge Manager KM Business Consultant Stakeholder engagement Collaboration with SMEs Social networks Blog - genverbosity Twitter - @boffin66 Networking Communities of Practice

KMrt KMLF

http://genverbosity.wordpress.com/http://twitter.com/boffin66https://sites.google.com/site/kmrtvic/http://www.meetup.com/Melbourne-KMLF/

Some KM related stuffWhat I have learnt so far

what skills does a Knowledge Manager need?

Customer / User Orientation

Leadership

Analytical Thinking and Decisive Judgment

Communications

Facilitate sharing & collaboration

Teamwork

Learning and knowledge sharing

some data

A 2012 global report by McKinsey Global Institute, the research arm of management consultancy McKinsey & Company, argues wide adoption of social media technologies by businesses could cut down some of the time-wasting involved in emailing and improve worker productivity by 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

McKinsey Global Institute Report 2012 - http://www.mckinsey.com/industries/high-tech/our-insights/the-social-economy

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=38149

And sometimes I do remember to reference!

http://www.smh.com.au/it-pro/business-it/workers-spend-61-per-cent-of-their-day-lost-in-email-and-information-20120730-23957.htmlhttp://www.mckinsey.com/industries/high-tech/our-insights/the-social-economyhttp://bit.ly/11wFoOUhttp://www.it-analysis.com/services/outsourcing/news_release.php?rel=38149

Knowledge Sharing data

Social Media Participants a good alignment to measure knowledge sharing

Lets talk about:MedibankTelstraIDP EducationBUPASuccesses and failures I have known before

Medibank Private - 2004Implementing KM at MBP

EXAMPLE 1

Medibank Private - OVERVIEW

Market share in PHI Australia

29%

Number of people covered

3.8 million

Total Revenue

$5.9 billion

Total benefits paid

$4.6 billion (84.8% of contributions)

No. of customer transactions inbound 3 million calls

PRIVATE HEALTH INSURANCE: Highly government

regulated and the regulations change frequently

Extremely complicated for staff as well as customers

Customers often dont really understand their cover until they claim

PHI is a high use insurance compared to other insurances

http://www.medibank.com.au/Client/Documents/Pdfs/MPL_Annual_Report_2013.pdf

overview

Medibanks culture the approach to change

Empowerment for the 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

challenges

Access to knowledge

Intranet 1400 files, out of date,

inconsistent, poor search, slow.

Many sources of information: Lotus Notes, shared drive (40,000 files), local

info, Circulars

Help desk calls -20,000 internal staff

helpdesk calls per month

Communication to frontline staff ineffective

Circulars, Manuals, Guides, many

emails, 400 page policy documents

Customers Unhappy, Given

Inconsistent information

Staff Retention, Feedback from exit

interviews - staff leaving because not

Access to knowledge was confusing, inaccurate and inconsistent.

desired changes

Departments

HR

Marketing

Compliance

Product

PHI

Fund Policy

Complaints

Finance

Corporate Affairs

Modes

Single Knowledge Repository

Staff Engagement

I am in control

Consistent messages

Reduced Complaints

Customer Satisfaction

More satisfied

Better service

Image: http://www.johnhaydon.com/wp-content/uploads/2009/04/twitter-many-to-one.jpg

Knowledge Enablers

http://www.johnhaydon.com/wp-content/uploads/2009/04/twitter-many-to-one.jpg

changes Where to start?

Pilot Assess what are the biggest pain

points

Deliver a pilot / small version of a knowledge base

Include frequently asked questions and used materials

Assess outcomes

Measured how Average handling times

Staff turnover / retention

Helpdesk calls

Ex gratia payment savings

and Medibanks KB was born

Max and Molly 2 different KB instances Max was for customer facing processes

Molly for corporate processes and support

Both named by staff in a competition

Buy-in through user participation in content from previous processes

Sold using branded gadgets, stress balls, umbrellas etc

Max 2009

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

Outcomes - measures

Max / Molly / Intranet

Cost / Benefits

Ongoing Costs without change Training new starters

$12.5Keach / 30% turnover

Staff Help Desks

20,000 calls to 2 helpdesks.

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.

Ongoing Costs after pilot On-going costs 6 staff and support.

Benefit realisation within three months.

All Handling Time - The Pilot Program statistics demonstrated a reduction of 6.3% in Call Handling Time.

What worked?

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

Team Built by staff for staff

Frontline engagement - focus groups (personas), super user group

Competitions, surveys, road shows

Brand identity , stickers, soft balls, umbrellas

quick reference guides / materials

Tool good search, no complexity

met requirements

easy to use

Lessons learnt

Resistance Business experts & Management engagement

Approval process subject matter experts took three times longer than expected

Training self-paced workbook didnt work well for call centre / retail environment

Measures - reports

Users Measure no. of times

users access certain items in KB

Ensure participation by enforcing access to news items

Content Audit

Review 6 monthly with SMEs

Telstra

EXAMPLE 2

Telstra overview - 2011

Telstra had more than 10 official KM systems

100s of unofficial tools including spreadsheets, personalised web pages, databases etc

Know How an intranet based process and sales information tool that supports 14,000 users onshore, offshore and industry partners.

Know How's key focus is support of personal customers Included some support for Telstra Business (Small Business)

KnowHow - challenges

Observations

content / information verbose and not user friendly

marketing materials copy and pasted into web pages

No collaboration

Feedback loop was sporadic and not transparent

No Governance, archiving or expiry of content unless requested

Changes

User Feedback forums

What does 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

Outcomes

Insourced team 6 internal staff employed

Governance model

Audit process

Expiry process

Writing style guide

Publishing style

New content management system should have automated some of these processes

measures

Successes Know How team won a business

innovation award in 2012 http://www.cio.com.au/mediareleases/15187/telstra

-tops-bi-awards/

http://www.cio.com.au/mediareleases/15187/telstra-tops-bi-awards/

Other -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

IDP Education PTY LTD

EXAMPLE 3

IDP Education - overview

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.

Operates in 27 countries 500 counsellors (Student Recruitment)

Overview - OSCAR - 2010

Overseas Student Central Advice Resource

CRM implemented to manage the end to end student application process

Student Enquiry

Best match course

Application Management

Visa Assistance

Offer from Uni

Needed data about all providers (unis) and their courses

ChallengesIDP Knowledge - OSCAR

136,000 knowledge base pages 99% data collected about universities and their programs from 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 requirements

challenges

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 content

changes

2nd project to add more functions and fix issues

Support desk produced a tag line

We needed to give OSCAR some life (a persona)

Character and tagline born

changes

measures

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 550 210

Creators (have posted) 48 23% 24% of active users 50

Commentors 74 36% 33% of active users 77

Inactive 342 62% 30% of licences 340

KB Reporting

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Current Measures 24-Jun 1-Jul 8-Jul 15-Jul

KB Logins (Adoption Report) 6038 5532 6239 8201

Keyword Searches (Counsellors) 899 978 1401

Weekly '0' Results 128 101 111

Answers Viewed (Counsellors) 1644 1396 1573 1848

Matching Sessions 1453 1566 1714 1307

OSCAR Connect Views 511 364 136 143

OSCAR Connect Posts 44 33 16 6

OSCAR Connect Comments 216 97 35 28

OSCAR Connect Active Users 87 70 50 49

Answers Viewed (Counsellors)9

71 11

15

75

7

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12

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All Users Keyword Search vs '0' Results Keyword Searches (Counsellors)Weekly '0' Results

New concept alert

What??

Gamification:The use of game elements and

game-design techniques in non-game contexts

For the Win Kevin Werbach, Dan HunterWharton Digital Press - 2012

http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using-gamification-in-mr-as-a-complimentary-tool/

Some gamification examples you may recognise

PBL Points

Badges

Leaderboards

Examples of extrinsic motivation

Not intrinsic so may well prove to be unsustainable

http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using-gamification-in-mr-as-a-complimentary-tool/

OSCAR Community

More engagement

Ideas for improvements / additions

Discussion of issues

Share info

How we got some game

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 ongoing

Community Reputation Depending on points accumulated, a different bling icon is displayed next to a users name

By viewing the change in Member numbers,

I could see who had changed from lurker to

participant.

Last week, I had 310 Members and

only 1 new user so 7 people felt

moved enough to comment this

week.

Game results

TH 1 TH 2

IDP IELTS

EXAMPLE 4

Test Centre

Test Centre University accepts results

Employer accepts results

IELTS Test Centre

IELTS results are accepted by more than 8000 organisations in more than 135 countries.

IELTS results are accepted by more than 3000 institutions and programs in the US.

The IDP IELTS test centre network offers IELTS in more than 200 locations globally.

Example Sites

IELTS

More than two million IELTS tests were taken in 2013. 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

Overview - Project IELTS

CRM for Central Disparate record management

Centralise

Agile project High level Reqs Week 1 December 2012

Build Week 2 -3 December 2012

Showcase January 2013

Pilot launched February 2013

challenge - A Knowledge base?

Support and queries managed by central team via email

How to give test centres the power to help themselves

Why should some wait overnight or over weekend for response?

changes

Assess Issues / pain points Assess FAQs from enquiry inbox

Assess common issues and requests from Regional Managers

Assess common audit issues

Build content around these main pain points

Ask network what they need? Ask them if they wish to participate in testing, feedback and naming

iKnow is born

outcomes

KB launched 27 June 2013

Feedback positive

400 answers and growing

Participation from all sites not just head office

And hey, I won an award!

BUPA AustraliaTransformation Project

KM at BUPA

Program started back in 2012 ands I have watched with interest its maturation

Intent was to build nuggets of content that could be reused in multiple locations by different user groups

Customer facing staff content has been built

Now CMS is dated and no longer supported is a desktop based application

Content

Customer serving staff

Policy / Process

Marketing

(resources)

Customers

(documents, web)

Transformation

A program of 9 streams bringing together the different applications that sources customer, policy, claims & process data

To build an integrated solution which will better understand and serve customers

Image sourced: http://17026-presscdn-0-98.pagely.netdna-cdn.com/wp-content/uploads/sites/9/2016/11/Digital-transformation-634x0-c-default.jpg

KM at BUPA 2017 Cloud based CMS

User designed & tested

Tool has better capability for reuse of content

Customer focussed

where might you start?Looking at KM in your organisation

ideas 1st time?

Start small

Pilot

User interaction Understanding gaps and pain points

Important things to consider

KM Governance

KM Framework KM Principles KM Standards

KM Governance can

Provide a common understanding of knowledge and knowledge management

Employ best practices that will improve usability & transparency and delivers relevant knowledge to its users in an effective way

Can enable more reliable and relevant search

Provide transparent mechanisms for risk management, evaluation and measurement (building trust)

Slows the proliferation of alternate knowledge solutions and increases the relevance of available knowledge through consistent review, modification and archiving of knowledge

Lowers total cost of knowledge development and management through increased efficiencies throughout the KM lifecycle

In Closing

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 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_Petroleum/qx/display.htm

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_Petroleum/qx/display.htm

Knowledge workers

Knowledge Cafe

Knowledge Jam

SocialNetworkAnalysis

SwarmingPersonal

KMKnowledge

Fair

After Action Review

Community of Practice

Lessons Learned

Knowledge SharingCulture

EmergentKnowledge

TaxonomyNetwork Charter

Knowledge Harvesting

Holistic

Knowledge Asset

NarrativeFragments

KnowledgeArchitect

Social Learning

Cynefin Framework Curation

Reinventingthe wheel

Knowledge Mapping

Social CapitalBest

PracticeTacit

KnowledgePeer Assist

IntellectualCapital

Explicit Knowledge

Folksonomy Eliciting

Knowledge Management Buzzword

www.chriscollison.com

How many of these terms have you heard?

https://chriscollison.wordpress.com/tag/knowledge-management/

The reality is

Sometimes its just like trying to herd cats

Video from EDS 2001

the end