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Lyns knowledge journeyv3
- 1. Knowledge Management My journey Lyn Murnane Knowledge Manager
- 3. My journey so far
- 7. Knowledge Transfer “ I hear and I forget. I see and I remember. I do and I understand.” Confuscius
- 11. Where to start? Let’s think about the types of people who participate in knowledge sharing
- 21. Suggested KM Strategy <TELSTRA DOCUMENT ID> `
- 28. Desired state – Communication to frontline staff Knowledge Enablers
- 31. A quick peek at Max
- 32. Growth Max / Molly / Intranet
- 34. “ 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 struggle 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
- 36. Time for a break?
- 37. Developing the right information architecture for Medibank’s Intranet
- 42. A look at the existing high level taxonomy – Intranet
- 46. Segment, profile and interview our users
- 51. Search log analysis - Molly Molly Intranet
- 52. Determine the new site structure (high level)
- 53. Start to build your new structure
- 54. Design multiple ways to search/navigate Wireframes
- 60. Summary - Techniques used to create new design New design & architecture Affinity diagram ROT analysis Heat map use Open Card sorting Closed card sorting Map in scope content Observations Search log analysis
- 61. Questions?
Hinweis der Redaktion
- Intranet redesign @ Medibank The old view Analysing the info needed Card sorting Site architecture New site Results 2010 plans
- : needs analysis, developing outcomes, writing guides, producing & delivering training needs analysis, developing outcomes, writing guides, producing & delivering training Supporting clients incidents and providing solutions MPL – met through RMIT – networking Stakeholder engagement, collaboration with SMEs, building solutions FastTrack – headhunted back - Stakeholder engagement, collaboration with SMEs, building solutions
- Communications: Ability to get consensus and collaboration across many business units; ability to explain complex concepts in layman's language; ability to generate enthusiasm; ability to communicate with all levels of management and staff. establishing straightforward, productive relationships; treating all individuals with fairness and respect, demonstrating sensitivity for cultural and gender differences; showing great drive and commitment to the organization s mission; inspires others: Maintaining high standards of personal integrity; Client Orientation: Understands clients' needs and concerns; responds promptly and effectively to client needs; Customizes services and products as appropriate Drive for Results: Makes things happen; Is proactive; balances &quot;analysis&quot; with &quot;doing&quot;; sets high standards for self; Commits to organizational goals Teamwork: Collaborates with others in own unit and across boundaries; acknowledges others' contributions; works effectively with individuals of different culture and gender; willing to seek help as needed. Influencing and resolving differences across organizational boundaries: Gaining support and commitment from others even without formal authority; resolving differences by determining needs and forging solutions that benefit all parties; promoting collaboration and facilitating teamwork across organizational boundaries. Learning and knowledge sharing: open to new ideas; shares own knowledge; applies knowledge in daily work; builds partnerships for learning and knowledge sharing Analytical Thinking and Decisive Judgment : Analyzing issues and problems systematically, gathering broad and balanced input, drawing sound conclusions and translating conclusions into timely decisions and actions.
- Despite the pressing need for reliable and timely knowledge sharing, most professional services organizations do not have a high quality mechanism to do so. In fact, 56% of practice professionals' time is spent either searching for information or gathering information. Only 25% is spent on the actual analysis. These statistics point to the need for much improved knowledge sharing. Much of the difficulty to date has been because professional services firms have focused on 'knowledge management' (KM) systems as the answer. Knowledge management systems are meant to organize and share knowledge within a firm, but more often than not, their scope has become too large to manage, and keeping the KM systems up-to-date and useful has been an enormous challenge. it is insightful to break down the elements of a knowledge sharing culture. These can typically be broken into people, process & technology; each of these explain the root causes of why KM systems are not working:
- P is People. Don't start a social strategy until you know the capabilities of your audience. If you're targeting college students, use social networks. If you're reaching out business travelers, consider ratings and reviews. Forrester has great data to help with this, but you can make some estimates on your own. Just don't start without thinking about it. O is objectives. Pick one. Are you starting an application to listen to your customers, or to talk with them? To support them, or to energize your best customers to evangelize others? Or are you trying to collaborate with them? Decide on your objective before you decide on a technology. Then figure out how you will measure it. S is Strategy. Strategy here means figuring out what will be different after you're done. Do you want a closer, two-way relationship with your best customers? Do you want to get people talking about your products? Do you want a permanent focus group for testing product ideas and generating new ones? Imagine you succeed. How will things be different afterwards? Imagine the endpoint and you'll know where to begin. T is Technology. A community. A wiki. A blog or a hundred blogs. Once you know your people, objectives, and strategy, then you can decide with confidence.
- 1a Understanding the various components that constitute the KM strategy and technology framework. Analysing and accounting for what is already in place in Telstra, then we can identify critical gaps in the existing infrastructure. Leveraging existing infrastructure is the logically, scientifically. rationally, theoretically and financially right approach. 1b KM architecture design and component selection Knowledge audit and analysis KM team design Creation of a KM blueprint tailored for your organization The actual systems development process THEY COPIED ALL THAT THEY COULD FOLLOW BUT THEY COULD NOT COPY MY MIND, AND I LEFT 'EM SWEATING AND STEALING AND A YEAR AND HALF BEHIND. -RUDYARD KIPLING
- Each QAT consists of a group of volunteer staff from across all business divisions each with different experiences and interests.
- New look and feel since Sept 2008
- [George - note slide slightly changed from Final Report Exhibit 30 Page 57] 1. Grow The first opportunity to be mapped out for implementation was the potential for “bulking up in PHI” through possible acquisition, although it is accepted that there are difficult commercial and legal hurdles to be overcome because of the mutual structure of potential targets and the lack of incentive for them to merge with MPL. Further analysis to commence now. Alternative arrangements, such as the provision of back office services for other funds, will also be considered. (previously outlined) Anticipated resourcing requirements were also factored into implementation planning, taking into account both potential acquisition activity and also the establishment of a distribution alliance for general and “lite” life insurance. 2. Diversify It is expected that the design of the preferred distribution arrangement and the selection of a preferred partner will be undertaken in the later part of FY06 and early in FY07. Further analysis and detailed planning underway. The partner selection process will take into account the future potential for a manufacturing JV, once the distribution model has been established and fully tested.
- Based on collaborative process How Staff will be surveyed to identify and prioritise the Top 10 issues that will provide the greatest gains. This will guarantee there are ‘quick wins’ in the system which will instil confidence in the system and will encourage greater participation. It is essential that the correct taxonomy is applied so users may effectively navigate the system to find information quickly. It is vital that time is spent on the design and testing of the system to ensure ease of use. ss now used by Medibank
- Like mind mapping – ideas / areas of interest / pages on notes and then group together in like areas
- Open Card Sorting: Participants are given cards showing site content with no pre-established groupings. They are asked to sort cards into groups that they feel are appropriate and then describe each group. Open card sorting is useful as input to information structures in new or existing sites and products. Closed Card Sorting: Participants are given cards showing site content with an established initial set of primary groups. Participants are asked to place cards into these pre-established primary groups. Closed card sorting is useful when adding new content to an existing structure, or for gaining additional feedback after an open card sort. http://www.boxesandarrows.com/view/card_sorting_a_definitive_guide
- 15 June 2009