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Designing an Organization’s KM Journey

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Organizations across the world are grappling with how to maximize the knowledge that their employees have access to. They face similar core business challenges related to knowledge management (KM):
- Staff can’t easily find useful and relevant information, when they need it.
- There is a lack of trust that the information their staff come across is complete, up-to-date, and accurate.
- Collaboration is hindered by silos.
- Expertise, best practices, and lessons learned aren’t exchanged in a way that could drive innovation and creativity.
- Knowledge is “walking out the door” when people leave.
- Onboarding processes aren’t supporting new staff in getting acclimated effectively.

While many organizations face similar business challenges, how these challenges emerge and look within an organization vary based on its culture and operating environment. In this presentation, Mary Little, Practice Lead, and Kristin McNally, Senior Consultant, of Enterprise Knowledge, share methods and proven practices in assessing an organization’s KM maturity, surfacing their primary KM challenges, and defining a roadmap to their KM goals that is framed within the context of their business.

Veröffentlicht in: Leadership & Management
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Designing an Organization’s KM Journey

  1. 1. DESIGNING AN ORGANIZATION’S KM JOURNEY KM Showcase 2020 March 5, 2020 Mary Little & Kristin McNally
  2. 2. OUR INTENTIONS FOR TODAY 1 Share differentm ethodsfor approachingKM Strategyw ork 2 Learn from each other’s experiences 3 M ake new connections 4 Hearsom ethingthatinspiresyou
  3. 3. MEET THE YOUR PRESENTERS! MARY LITTLE KM PRACTICE LEAD Areas of Focus: KM Strategy & Implementation, Agile Transformation, User-Centric Design, Business Process Management & Transformation KRISTIN MCNALLY SENIOR CONSULTANT Areas of Focus: KM Strategy & Implementation, Organizational Development, Integrated Change Management, User-Centric Design
  4. 4. MEET THE “KM HERO" “A hero is someone who has given his or her life to something bigger than oneself…” Joseph Campbell
  5. 5. Current State: Your currently KM Maturity level. Target State: Your target KM Maturity level. Avoided State: The path you would be on without an effective KM Strategy.
  6. 6. CONFRONTING YOUR KM CHALLENGES THE “EVIL” YOU ARE FIGHTING THERE IS A LACK OF STANDARDIZED PROCESSES AROUND KM. THERE ARE NO INCENTIVES OR CLEAR MANDATES TO ENCOURAGE GOOD KM BEHAVIOR KNOWLEDGE IS NOT BEING CAPTURED OR SHARED. THERE’S NOT A CLEAR LINE OF OWNERSHIP FOR YOUR KNOWLEDGE-RELATED PROCESSES, TOOLS, AND PROGRAMS. YOU HAVE PLENTY OF KNOWLEDGE AND INFORMATION SOMEWHERE… BUT GOOD LUCK FINDING IT! YOUR KM TECHNOLOGY IS NOT WORKING FOR YOU OR YOU DON’T HAVE WHAT YOU NEED TO SUPPORT YOUR KM GOALS.
  7. 7. CONFRONTING YOUR KM CHALLENGES WHY KM MATTERS STANDARDIZED KM PROCESSES AND SUPPORTING GUIDELINES. A KM CULTURE THAT NATURALLY EMBEDS GOOD KM BEHAVIOR INTO YOUR WORKFORCE’S DAY-TO-DAY ROLES & RESPONSIBILITIES. A WELL-DESIGNED KM STRATEGY TO HELP YOU ACHIEVE YOUR KM GOALS. GOVERNANCE OVER YOUR KM PROCESSES, TOOLS, AND PROGRAMS. AN EFFORTLESS WAY TO FIND AND DISCOVER THE KNOWLEDGE AND INFORMATION PEOPLE NEED TO DO THEIR JOBS. A KM PLATFORM OF INTEGRATED APPLICATIONS THAT ARE RESULTING IN MEASURABLE PERFORMANCE.
  8. 8. DEFINING YOUR KM JOURNEY § What challenges are you fighting and what good can you do for your team, department, or organization? § How do you know when you’ve been victorious or defeated? § Who are the “bad guys” and “good guys” you are likely to meet along your journey? § What are the different lenses through which you can define your journey? § What are your superpowers and what’s in your toolbox? § When do you need to join forces with others to achieve your mission?
  9. 9. CHECK YOUR COMPASS: ARE YOU HEADED IN THE RIGHT DIRECTION? § Identify the one metric that will show the most impact § Develop a cadence for how often you will measure results and outcomes § Leverage technology to automate data collection and analysis Determine what you will measure in order to demonstrate results: § Productivity and reduced waste § Time savings § Quality of content and information § Rate at which you produce content Ultimately, what do your executives care about? § Increased revenue or market share § Innovation and speed to market § Avoiding bad publicity § Ensuring continued and increased funding § What story do your metrics tell? § How different is today from the last time and the first time you measured? § Can you show these results in a graphical way? § Are you incorporating anecdotes to balance out your quantitative approaches? § What actions are you taking as a result of your findings? § Have the actions you’ve taken in the past resulted in the expected outcomes? § Are you measuring the right things? IDENTIFYING THE RIGHT METRICS DEVELOPING A PLAN FOR MEASURING SUCCESS ALIGNING YOUR METRICS TO KPIS COMMUNICATING RESULTS TAKING ACTION ON YOUR FINDINGS
  10. 10. User-Centric Design: Focusing on your stakeholders and end-users. Viewing the challenges and upcoming changes from the view of their roles/responsibilities, goals/frustrations, and incentives/motivations. Integrated Change Management: Combining leadership strategy, employee engagement, processes, success-metrics, and training to ensure swift and sustained adoption of change. Organizational Design: Arranging how to do the work necessary to achieve a business purpose or strategy, while delivering high-quality employee experiences. Agile Approaches: Focusing on the process and delivering solutions to your prioritized needs quickly so that you can learn from the feedback you receive. DIFFERENT LENSES: WAYS TO APPROACH YOUR KM JOURNEY
  11. 11. SUPERPOWERS TOOLS Content & System Analyses Review representative samples of content to understand the structure, topics, and areas for improvement. Learn about the capabilities and limitations of the systems being used to manage that knowledge information. Interviews & Focus Groups Speak directly with the individuals who own or are affected by the KM challenges. Learn what their world is really like in order to identify solutions that take into consideration their specific challenges. Surveys Get a broader understanding of common themes across departments and perspectives about the different needs within each part or subset of the organization. Understanding of Your Organization Go beyond “best practices” and cater solutions based on the unique characteristics of your organization. KM Foundation Develop a solid understanding of KM principles for knowledge transfer, capture, and management. Learning How to Learn Implement a mechanism for capturing lessons learned and track how the changes you make to your approach do/don’t result in the intended outcomes.
  12. 12. YOUR ALLIES If you’re on the business side, join forces with the technical side, and vice versa. If you’re in senior leadership, join forces with your management and the workforce itself, and vice versa. If you’re seeking outside support, join forces with your external support, and vice versa. If you’re a do-er, join forces with the thinkers, and vice versa.
  13. 13. STORY TIME: “THE BANK”
  14. 14. Enterprise Knowledge (EK) was engaged by a financial institution – “The Bank” – to conduct an assessment of its KM maturity. Having identified KM as a priority, The Bank wanted EK to look at its culture as well as its practices and frameworks that support KM and develop a KM Strategy and Roadmap that would: BACKGROUND ON THE BANK Promote staff development and innovation. 1 2 3 4 5 6 Connect the expertise and know-how across the organization. Increase and better facilitate collaboration. Improve productivity. Enhance the onboarding of new staff. Improve succession-planning.
  15. 15. THE TASK GLOBAL KM ASSESSMENT REPORT 24 BUSINESS AREA REPORTS KM ROADMAP AND PILOT INITIATIVES • Document the current KM state. • Provide a gap analysis, including barriers and opportunities between the Current State and Target State. • Assess each Business Area’s existing KM culture. • Document current, local KM initiatives. • Identify key processes critical to the Business Area’s core activities and knowledge flows. • Describe the Target State, taking into consideration The Bank’s mission, strategy, and the individual work at the Business Area level.
  16. 16. BREAKOUT EXERCISE § Open your envelope. § Work together to discuss how you would approach developing a KM Strategy based on your KM lens. § Discuss the questions associated with your lens with your group and record your group’s ideas for approaching a KM Strategy for The Bank. § Raise your hand if you have a question about the organization. Mary and Kristin will walk around to provide pertinent information for you to consider when developing your KM Strategy.
  17. 17. A 90-SECOND TRAILER Each group will have 90-seconds to present their ideas for developing a KM Strategy based on their KM lens, as well as their thought process.
  18. 18. SPOILER ALERT: HOW WE TOOK THIS ON The EK Team performed a variety of user- centric activities to achieve a holistic view of The Bank’s culture and KM-related practices. Specifically, the EK Team conducted a KM Current State assessment, analyzed and rated The Bank’s KM maturity, defined a Target State for KM, and created a fully customized iterative, task-based roadmap to achieve The Bank’s desired level of KM maturity. The 3-year roadmap contained 23 pilots. In addition, the Team provided each Business Area with their own KM report, which featured a KM Culture Benchmark, KM survey results, and recommended pilots. TL; DR PHASE 1: Our discovery work in Phase 1 included interviews, workshops, and a KM survey. It culminated in a Current and Target State Briefing Deck, and the 1st draft of the Global KM Report. PHASE 2: We conducted Business Area focus groups and then generated, validated, edited, and delivered their ensuing reports at a rapid pace. In parallel, the Global KM Report was going through its 3rd and 4th iterations. We also prepared and delivered an executive presentation, and bi-weekly sprint reviews.
  19. 19. TOOLS EMPLOYED Documentation review and technical demos. Over 130 interviews, spanning 24 business areas. Enterprise-wide survey. 5 workshops and 25 focus groups. Bi-weekly sprint reviews.
  20. 20. EK’S KM MATURITY BENCHMARK PEOPLE • Flow of knowledge through the organization. • Knowledge holders and knowledge consumers. • Understanding of state and disposition of experts. PROCESS • Existence and consistency of processes. • Awareness of and adherence to processes. • Quality of processes. CONTENT • State and location of content. • Consistency of structure and architecture. • Dynamism of content. • Understanding of usage (analytics). CULTURE • Senior support and comprehension. • Willingness to share, collaborate, and support. TECHNOLOGY • Maturity of “KM Suite.” • Integration with and between systems. • Usability and user- centricity. We used our proprietary KM Maturity Benchmark, which is comprised of approximately 40 measurable elements that are organized across 5 factors:
  21. 21. SCORECARD OVERVIEW 1 2 3 4 5 Below Industry Average Average Industry Leading Most organizations fall somewhere within this range on a majority of KM factors. EK's Knowledge Management Maturity Benchmark is based on our experience with hundreds of organizations across industries and around the world on similar efforts. It is used to score organizations and determine where they currently stand in terms of critical knowledge management efforts. Top 5-10%
  22. 22. A RE-CAP: WRITE YOUR OWN STORY How are you going to leverage your strengths and support your weaknesses as the hero of this story?What challenges are you trying to solve? What’s your plan for implementing change? How are you going to measure and communicate your success? What’s your kryptonite and how will you fight the bad guys trying to take over your KM World? THE CONFLICT THE PLOT THE STORY LINE THE RATINGS THE GOOD GUY WINS IN THE END
  23. 23. CONTACT US MARY LITTLE mlittle@enterprise- knowledge.com KRISTIN MCNALLY kmcnally@enterprise- knowledge.com 703-981-2495 857-891-8431 @LittleMsMary @krmcnally

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