This document discusses knowledge management (KM) leadership and the KM champion role at the Federal Home Loan Bank of Chicago. It outlines KM challenges they currently face around findability of resources, governance processes, and engagement. It then details their proposed approach to implementing KM, which includes benchmarking current maturity, defining a target state, analyzing the current state, and creating a roadmap. Key elements like people, process, content, culture and technology are addressed. Expected outcomes of increased productivity, innovation, risk avoidance and cost reduction are also summarized.

1. KM Leadership & KM Champion Role:
Communicating the Value of KM to Gain Stakeholder Buy-In
Hasan Syed, FHLBC (hsyed@fhlbc.com)
Mary Little, Enterprise Knowledge (mlittle@enterprise-knowledge.com)

2. “Knowledge has become the key economic
resource and the dominant – and perhaps even the
only – source of competitive advantage.”
– Peter Drucker

3. Hasan Syed Mary Little
Vice President,
Knowledge Management
Practice Lead,
Knowledge Management
Federal Home Loan Bank of Chicago Enterprise Knowledge

4. About FHLBC
The mission of the Federal Home Loan Bank of Chicago is to partner with our member
shareholders in Illinois and Wisconsin to provide them competitively priced funding, a
reasonable return on their investment in the Bank, and support for community investment
activities.
We’re one of 11 Federal Home Loan Banks chartered by the U.S. Congress in 1932 to promote
homeownership. Our members include banks, thrifts, credit unions, insurers, and community
development financial institutions throughout our district.

5. KM CHALLENGES
§ Opportunities to increase the
findability of work resources
§ In need of improved governance
processes and guidelines to ensure
quality and accuracy of work
resources
§ Low engagement level when rolling
out knowledge sharing initiatives
CRM, Incident Management/Helpdesk
Wiki
Network Drives People’s Heads
Enterprise Data Warehouse
SharePoint

6. § An integrated approach to identify, capture, evaluate, retrieve, and share our information
assets for the whole bank
§ Ability to provide “knowledge” to the right person at the right time to create value
§ Align with FHLBC strategy to build agile, nimble, high performing, and self reliant teams
Knowledge Management involves the people, process, culture, and enabling
technologies necessary to Capture, Manage, Share, and Find information.
DEFINING KM FOR FHLBC

7. DISCOVERY
PILOT
STRATEGY
PILOT
IMPLEMENTATION
ENTERPRISE
STRATEGY
ENTERPRISE
IMPLEMENTATION
01
02
03
04
05
Acknowledge the need
for a comprehensive
KM approach.
Analyze and assess
KM challenges within a
subset of the
organization.
Show results from
implementing a small-
scale plan.
Develop a business
case for expanding
efforts organization-
wide.
Take an agile
approach when
implementing solutions
across the
organization.
APPROACH

8. Methodology for delivering an actionable Knowledge Management Plan.
Benchmark: Analysis and rating of FHLBC’s
maturity on variety of benchmarking criteria.
Target State Analysis: Design and definition of the
future KM state for FHLBC focused on KM
Workstreams.
Current State Analysis: Knowledge gathering
activities to assess FHLBC’s current KM state
focused KM Workstreams.
Roadmap: Fully customized, iterative, task-based
plans to achieve Target State of KM.
KM Workstreams
• People
• Process
• Content
• Culture
• Technology
Defines current maturity of FHLBC’s KM with
supporting detail and anecdotal evidence to support
findings and recommendations.
Clear definition of the future state of KM for FHLBC that
will provide the greatest impact on benchmarks and
offer the most significant business value.
Better understanding of FHLBC’s relative maturity level
compared to organizations of various size, market cap,
and industry.
Immediately actionable, practical plans that will show
value quickly and provide measurable success criteria to
help drive change and build momentum.
METHODOLOGY

9. üDefining KM
Leadership
üTraining KM
Leadership Team
Members
üServing as KM Team
Members
üStand-Ups or “Scrums”
üLunch-and-Learns
üGamification
üTaxonomy Design
üTaxonomy Validation
üTaxonomy Governance
üTaxonomy Execution
üContent Inventory &
Analysis
üContent Clean-up &
Migration
üContent Type Definition
& Templating
üContent Governance
üUse Case Definition
üTool Selection &
Validation
üSearch Minimum
Viable Product Design
& Launch
üPhased Search
Enhancements
üSearch Evaluation &
Governance
üNeeds Assessment
üPerformance Planning
& Strategy and Goal
Setting
üPerformance Plan &
Strategy Execution
KM Leadership Team Collaboration Content & Taxonomy Search &
Technology
Training &
Development
SOLUTIONS

10. The expected outcomes of a KM Strategy & Implementation initiative include:
Increased Productivity
Innovation
Improved Customer Service
Less time wasted looking for the information people need or
recreating things they didn’t know already existed.
More reliable information easily accessible and improved response
time and resolution of issues.
Higher levels of collaboration resulting from open lines of
communication and time saved from improving findability of
information.
Risk Avoidance
Less likelihood of providing inaccurate or incorrect information that
could lead to legal action.
BUSINESS VALUE & ROI

11. 01 Strategic
Alignment 02 Value to Our
Members 03 Reduced
Cost
04 Repeatable
Process 05 Team Work &
Accountability 06 Improved
Communication
TIPS FOR GETTING BUY-IN

12. Value of a KM
Leadership Team:
Provides the team
with guidance and
support necessary to
improve the way they
share information.
Serves as
champions for the
adoption of KM best
practices and the
embodiment of a
culture collaboration.
KM LEADERSHIP TEAM
Value of a KM
Leadership Team:
Provides the team
with guidance and
support necessary to
improve the way they
share information.
Serves as
champions for the
adoption of KM best
practices and the
embodiment of a
culture collaboration.
KM LEADERSHIP TEAM

13. Enterprise KM
Champion
§ Understand KM terms,
concepts and
practices
§ Communicates the
value of KM efforts
§ Connects the project
team to experts within
their department
§ Serves in focus
groups to validate KM
challenges and
provide feedback on
potential KM solutions
KM LEADERSHIP ROLES

14. STRATEGIC
COMMUNICATIONS
Strategic Alignment
Meetings
KM Events &
Competitions
KM Pin, Images,
Videos, Internal
Advertisements
SharePoint Site
STRATEGIC COMMUNICATIONS

15. Outcomes
§ Increased awareness of KM initiatives
§ High-level of engagement and adoption of new KM solutions
§ Executive buy-in and support for continuing KM efforts
Upcoming Efforts
§ Content Strategy Development
§ Team Collaboration and Learning/Development Plan Implementations
§ Search & Taxonomy Tool Implementation
§ Enterprise-Level KM Pilot Project Planning

16. 703-981-2495
MLITTLE@ENTERPRISE-
KNOWLEDGE.COM
LINKEDIN/MARY-LITTLE
312-565-5759
HSYED@FHLBC.COM
LINKEDIN/HASANHSYED
Hasan Syed Mary Little
CONTACT

17. WE’LL BE ANSWERING QUESTIONS NOW
Q A&
THANKS FOR LISTENING
Q&A SESSION