1. It’s a win-win: Bridging Theory with
Practice via IKNS Capstone project
Presentation to SIKM Leaders, Aug. 20, 2013
Linda Hummel, Enterprise Knowledge Manager

2. Outline
• Introductions
• Setting the stage
• 5/3 Bank overview
• Columbia University IKNS program overview
• How I got connected to the program
• 5/3 sponsored project description
• Lessons learned
• Wrap up and questions

3. Fifth Third Bank: A Curious Name
1865
The Bank of the Ohio Valley (BOV)
started with $25,000
1871
Third National Bank
acquires BOV and
becomes largest
bank in Ohio
1908
The Fifth National Bank and
the Third National Bank
merge to become the
Fifth Third National Bank
1927
Fifth Third National Bank
and Union Savings Bank &
Trust become the
Fifth Third Union
Savings Bank & Trust Co.
(FTUTC)
1969
Fifth Third Union
Savings Bank & Trust Co.
was renamed Fifth Third Bank
1975
Became
incorporated as
Fifth Third Bancorp

4. Fifth Third Bancorp Facts
4 main businesses: Commercial Banking, Branch Banking, Consumer Lending, &
Investment Advisors
15 affiliates in 12 states
27 billion dollars managed for individuals, corporations, and not-for-profit
organizations
33 percent interest in Vantiv Holding, LLC
106 Bank Mart locations open 7 days a week inside select grocery stores
122 billion dollars in assets
308 billion dollars in assets under care
1,325 full-service Banking Centers
2,200 Employees

5. The 5/3 Bank KM Challenge:
Brand new knowledge management program with critical need to educate,
activate people's passions and interest, and identify the longer term
governance and change components to be successful.1
As a new KM program there was an opportunity for a knowledge
strategy intervention, as well as near-term tactical needs.
2
3 The goal is to reach a KM Maturity of 1.5 by the end of 2013 (using
APQC Maturity Model).

6. How I got connected
• Discussion with Kate Pugh, Academic Director, Columbia University
Information and Knowledge Strategy
• Filled out Capstone Project 2013 Sponsor form
• Project was accepted into Capstone program
• Sponsors presented their projects at April residency
(including Conoco Phillips, Motorola, World Bank, World Wildlife Fund,
Pfizer, NASA)
• Students reviewed all sponsor input and gave input on their choice
• Students were matched with projects/sponsors
• Sponsors kicked off projects with their teams

7. filename goes 7Master of Science in Information and Knowledge Strategy 7

8. Why Information and Knowledge Strategy Masters
Program ?
The most critical challenges facing business leaders lie at the intersection of
information management and human collaboration.
• search Columbia and Information and
Knowledge for more information
Columbia University’s M.S. in Information and Knowledge Strategy
program prepares knowledge practitioners to plan and lead knowledge
and information services, improve collaboration and networks, and
create innovative knowledge products.
•

9. M A S T E R O F S C I E N C E I N
Information and Knowledge Strategy
16M O N T H S
3R E S I D E N C I E S
8C O U R S E S
2E L E C T I V E S
1C A P S T O N E
Capstone: Recommendation and Implementation phases

10. IKNS Residency
Case Analysis & Simulations
Faculty and Industry Experts
Networking Events
Focused Skill Workshops
Fun

11. Core courses include …
• Information and Knowledge Strategy in the 21st century
economy
• Management and Leadership in the Knowledge Domain
• Organizing and Accessing Information and Knowledge:
Practice and Methods
• Networks and Collaboration: Issues and Methods
• Information policy and Regulatory Issues
• Business Analytics and Strategic Intelligence
• Enterprise Wide Applications and Project Management

12. QUESTION FOR AUDIENCE:
where does the motivation come for a KM investment -- external threat,
top-down or bottom up, performance disaster or opportunity, etc. ?
•Is it proactive or reactive?
•Is it top down or bottom up?
•Is it due to an external threat or failure, or is it because the business
value is recognized by senior leaders?

13. Capstone
Possible Capstone Projects
Ideal clients will be established organizations who have come to see
knowledge as critical to their competitiveness and productivity, and to
their interactions with stakeholders, such as employees, customers,
partners, and regulators. Taking these impacts as end-goals, student
projects might include:
 Improving knowledge-sharing patterns and incentives
 Designing a business analytics competency for decision-making
 Improving or introducing knowledge networks or communities
 Improving or introducing social media and other collaboration
processes

14. Capstone Overview
IKNS Capstone
Launch 14
1st part
Individual
research
Implement
Sponsors’
Projects
2nd part
Team
Implementation
Coach/
Facilitators
IKNS
Courses,
personal
knowledge
Inputs Inform research and actions
Coach/facilitators guide conversations and
progress: individual, team and with sponsors
Identify cross-
team learning
Shared
engagement
Shared
engagement
Shared
engagement
Peer-to-peer give
and take

15. Sponsors’ Roles
• Scope the project - help the students understand your project, what
you want from them
• Introduce students to your staff as needed - especially if you want
students to interview staff
• Provide the background to your organization, and your KM
program/challenges
• Give feedback on their progress
• Collaborate with us, share your own ideas and requests that they can
help you with
• Do what is necessary so that they can implement/help you implement
their action plans and recommendations
15

16. PROJECT SCOPE & ASSIGNMENT
Herald Barber
Guidance for
Analytics
Caroline Gallego
Content
Management
Daniel Fagbohun
Communities of
Practice
KM Benchmarks

17. DELIVERABLE
• Benchmark Fifth Third’s KM Services based on
APQC methodology.
• Propose recommendations that addresses identified
gaps
• Design and implement a Community of Practice
along an existing knowledge domain that is critical to
sustaining growth and innovation - Implementation
Phase.
APPROACH
• Data collection – APQC shall be the primary
resource for Benchmarking. Identify relevant
measures/ performance metrics and best-in-class
KM practitioners
• Research & Analysis – Compare Fifth-Third’s
performance with its Peers, Industry, Revenue group.
Identify gaps, determine performance enablers
• Document findings & provide recommendations.
LESSONS LEARNED
• The dynamism and enthusiasm of Fifth Third’s
knowledge Management team should be leverage by
leadership to create a learning organization.
• Benchmarking is a great tool that can enable an
organization to develop a sound business case for
KM as well as understand where best to concentrate
effort and funds
BENEFITS
Benchmarking
• Development of a quality improvement tool that helps
Fifth Third to become aware and better manage its
Knowledge Management performance based on
important targets/metrics
CoP
• Improved operational efficiencies resulting from the
ease of tacit knowledge sharing
• Standardization across the organization assuring
process effectiveness
KM BENCHMARKS

18. Benchmarking HIGHLIGHTS

• Overall maturity level
is 1 - “Initial” – on the
APQC KM MM.
• Compared results to
>140 other companies
• CAT results indicate
most struggle with
“People”, “Processes”
vs. “Strategy”,
“Content and Info
Tech”
• Similarly, Fifth Third
had its highest avg.
rating of “2” in
“Content and Info
Tech”

19. QUESTION FOR AUDIENCE:
Do you find the amount of time you and the people in your
company spend looking for information is increasing or
decreasing? Why?

20. CONTENT MANAGEMENT
APPROACH
Gather information
 Review of current processes and systems
 Survey of Consona/Knova users
 Interviews with key stakeholders
2. Analyze information collected
3. Document findings and provide
recommendations
DELIVERABLE
Create an implementation plan of a Content
Guidelines / Information Governance Model that
will include search tips, knowledge mapping
template and the analyses and improvement
recommendations of the authoring process in
the current KM platform and content lifecycle
management.
BENEFITS
1. Improved operational processes through
workflow efficiencies
2. Improved customer retention by having the
right information when assisting the
customer.
3. Provide opportunities for collaboration and
innovation.
LESSONS LEARNED
 The Knowledge Bank (KB) is not being used to its full
potential.
 Users tend to call the Help Line before searching the
KB
 Inconsistencies with knowledge creation, identification,
collection, issues with knowledge creation,
identification, review, share, access and use.
 Inconsistent search results due to poor dictionary /
terminology controls

21. Content Management Highlights
• Develop procedures, methods
and tools around APQC’s 7 Steps
to Knowledge Flow Process for
consistency and improved user
experience with the KM tool.
• Design and implement a process
for approval of dictionary
terminology for improved search
results.
• Develop a strategy for improved
engagement and participation
with the Knowledge Bank

22. KNOWLEDGE ANALYTICS
DELIVERABLE
Provide guidance on a framework for measuring
the performance of the Knowledge Bank in line
with the goals and objectives of an evolving
Enterprise Knowledge Management Strategy .
 Knowledge Bank Measures Inventory
 Roadmap for Implementation – Leveraging
QlikView Capabilities
APPROACH
1. Gather information and conduct interviews on
current analytical capabilities of Fifth Third.
2. Perform research and assess the bank’s
analytics maturity model using Service
Innovation’s Knowledge-Centered Support
model and APQC’s 7 Step Knowledge
Analytics Process Model
3. Document findings and provide
recommendations on achieving desired state.
BENEFITS
1. Clear articulation of current and desired
state of the Knowledge Bank’s performance
measures.
2. A framework for matching business goals
with organizational capabilities and methods
to measure performance.
3. Plan and coordinate current and future
analytics investments and activities.
LESSONS LEARNED
1. Frameworks for performance measurements
already exist. No need to re-invent the wheel.
2. Measures used should be phased-based and
aligned to broader Enterprise KM strategy.
3. Full potential can be realized if data from
process based measures can be married with
HR, Customer and Financial data to provide
actionable insight for future KM investments.

23. Analytics HIGHLIGHTS
 Business article style paper with Executive Summary &
Key Takeaways section:
 Knowledge Centered Support Methodology can
be leveraged (no need to re-invent the wheel)
 Strategic Framework as foundation for any
metrics initiative
 Technology issues important but secondary to
strategy
 Importance of Change Management
 Tools for kick-starting the analytics effort
 Approach for strategic framework and alignment with
performance measures
 Excel Spreadsheet tool for Maintaining Performance
Measures

24. APPENDIX
Bridging Theory with Practice

25. Linda Hummel – previous experience
 Knowledge Management Leader, GE Energy
 2008 – 2012 responsible for establishing, communicating, and driving knowledge
sharing to realize shared intelligence, improved performance, and competitive
advantage. Provided timely access to relevant knowledge via a Knowledge portal
and Google enterprise search, made tacit knowledge available by building an
expertise locator, and created the framework for communities of practice.
 Director, Global Knowledge Management, NCR – Teradata
 2005 – 2008 created, executed and grew Teradata’s knowledge management
strategy and initiative throughout the organization; achieved business gains by
decreasing costs, increasing margins and growing revenue.
 Senior Manager, Accenture
 1999 – 2003 Responsible for developing/maintaining global, enterprise-wide
knowledge repositories, managing the online portion of ERP curriculum and setting
strategic direction for technology, learning content, processes and deployment.
Enabled practitioners to transfer and acquire knowledge more effectively, leading
to improved profit margins.

26. Sources:
1. Content Management photo by Garry Knight, Creative
Commons Attribution-ShareAlike License
2. Analytics photo by John-Morgan, Creative Commons
Attribution License
3. CoP photo by Wlodi, Creative Commons Attribution-
ShareAlike License
4. KM Benchmarks - “Achieving High Performance: The value of
benchmarking”- An Accenture documentation by Chuck Wise
and Management Analysis & Development website -
http://www.mad.state.mn.us/benchmarking
5. Analytics at Work: Thomas H.Davenport - Jeanne G.Harris -
Robert Morison - Harvard Business Press - 2010