knowledge journeyv7
DESCRIPTION
presentation to RMIT KM students 11/9/13TRANSCRIPT
1 I
A KM Journey
How I got to here?
Lyn MurnaneManager – Knowledge and Learning
Systems1
2
Topics • About Lyn• A journey• KM stuff you’ve heard before
– It’s all about the stuff!• A framework based on experience• About Medibank
– Challenges– Opportunities
• Telstra– Challenges– Opportunities
• IDP Australia– Challenges– Opportunities
• Where might you start?
3 I
A brief history in time
Oct 2011 – presentManager – Learning and Knowledge Systems2 x Knowledge Bases2 x community sitese-Learning Management
RMIT – Graduate MB(IT) - 2011
2008 - 2010
KM Stakeholder Engagement
Before that….
IT Training & Support roles.
June – December 2010Knowledge Manager
Delivered 1st draft e-learning solution
January – October 2011Manager – KM
Manage 10,000 answersAnd a team of 6
Quick CV
3
4 I4
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
5 I5
Circle of Influence
• 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
6 I6
What is a Knowledge Manager?
• Skills Required• Customer / User Orientation• Leadership• Communications• Facilitate sharing & collaboration• Teamwork• Learning and knowledge sharing• Analytical Thinking and Decisive Judgment
7 I7
Some data• The average office worker spends 28 hours a week – or nearly 1500 hours
a year - writing emails, searching for information and attempting to "collaborate" internally, according to a new report.
• A new 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
• 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!
8 I8
Global recruitment trends 2013
9 I9
Knowledge Sharing
data
Social Media Participants – a good alignment to measure knowledge sharing
10 I10
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
11 I
ToolsFindable
AccessibleUseful
ContentUsableDesirableUseful
GovernanceCredible
Trust
Change & ImprovementValuableUseful
Lyn’s KM FrameworkIN progress
11
12 I12
A KM Strategy
• Let’s start with 3 examples1. Medibank2. Telstra3. IDP Education
13 I 13
Implementing KM at MBP
MEDIBANK PRIVATE - 2004
EXAMPLE 1
14 I 14
Medibank Private2009 DATA• 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
15 I15
Medibank’s culture – The 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 “
16 I16
Intranet
Inconsistency
Multiple Sources
Intranet – 1400 files, out of date, inconsistent, poor search, slowMany 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 UnhappyGiven Inconsistent information Staff RetentionFeedback from exit interviews - staff leaving because not sufficiently supported to do their jobs effectively
In 2004 - The problems frontline faced
Help Desk Calls
Access to knowledge was confusing, inaccurate and inconsistent.
Ineffective Comm’s
Staff Retention
LOW Unhappy Customers
17 I17
Desired state – Communication to frontline staff
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
18 I18
How?
• 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
19 I19
Ongoing Costs if status quo remained > Millions
Opportunity costs and benefits
Ongoing savings if change happens ~ Millions
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 savings ~ Millions•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.
20 I20
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
21 I21
Max 2009
22 I22
0
100000
200000
300000
400000
500000
600000
700000
800000
900000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
04-0505-0606-0707-0808-0909-10
Growth Max / Molly / Intranet
23
What worked well…initial project• Team
– Built by staff for staff• Frontline engagement
Get 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
24 I24
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
25 I 25
TELSTRA
EXAMPLE 2
26 I 26
Telstra• 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 – 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
27 I27
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
28 I28
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
29 I29
Processes
• Governance model• Audit process• Expiry process• Writing style guide• Publishing style• New content management system should
automate some of these processes
30 I30
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
31 I 31
IDP EDUCATION PTY LTD
EXAMPLE 3
32 I32
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)
33 I33
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
34 I34
IDP 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
35 I 35
Key Issues• 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
• Governance– Guidelines– Review & Archiving process
• Learning Tool– Research new destinations &
locations• Collaborative Learning
36 I36
Engagement
• 2nd project to add more functions and fix issues
• Support desk produced a tag line• We needed to give OSCAR some life• Character and tagline born
37 I37
OSCAR Knowledge Base
38 I38
OSCAR Community
• More engagement• Ideas for improvements / additions• Discussion of issues• Share info
39 I39
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
KB Reporting
used
def
ault
keyw
ord
repo
rt
to co
ver a
ll
Current 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 49
Answers Viewed (Counsellors)
971 11
1575
7 839 10
1273
311
1610
2110
9011
00 1250
905 10
0816
8316
0214
5714
2614
0014
6519
9720
23 2109
1857 20
6015
8222
90 2521
2470
2820
2487 27
6323
7323
5723
3222
1522
2428
17 2997
2904
2864
2794
2658
2553
2243
2835
14-O
ct21
-Oct
28-O
ct4-
Nov
11-N
ov18
-Nov
25-N
ov2-
Dec
9-De
c16
-Dec
23-D
ec30
-Dec
6-Ja
n13
-Jan
20-Ja
n27
-Jan
3-Fe
b10
-Feb
17-F
eb24
-Feb
3-M
ar10
-Mar
17-M
ar24
-Mar
31-M
ar7-
Apr
14-A
pr21
-Apr
28-A
pr5-
May
12-M
ay19
-May
26-M
ay2-
Jun
9-Ju
n16
-Jun
23-Ju
n30
-Jun
7-Ju
l14
-Jul
21-Ju
l28
-Jul
4-Au
g11
-Aug
18-A
ug
All Users Keyword Search vs '0' Results Keyword Searches (Counsellors)
Weekly '0' Results
40 I40
41 I41
Gamification at IDP??
• 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/
42 I 42
How we got 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
43 I43
Community Reputation• Depending on points accumulated, a different ‘bling’ icon is displayed next
to a user’s name
By viewing the change in Member numbers, I can see who has changed from ‘lurker’ to participant.
Last year, I had 310 Members and only 1 new user so 7 people felt ‘moved’ enough to comment this week.
44
Game results?
45 I 45
IDP IELTS
EXAMPLE 4
46 I46
IELTS
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 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 I 47
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
48 I48 http://www.linuxkungfu.org/images/fun/geek/project.jpg
49 I49
A Knowledge base?• How to give test centres the power to help themselves• Suggest a KB
– Why should some wait overnight or over weekend for response?
• 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
50 I 50
Project IELTS outcome
• KB launched 27 June 2013
• Feedback positive• 200 answers
51`
http://www.slideshare.net/kmpc/km-roadmap-co-p
52 I52
“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
53 I53
CLOSING
Questions
www.genverbosity.wordpress.com
lynmurnane@gmail .com @boffin66