An update

1. A KM JOURNEY Lyn Murnane
How I got to here? Knowledge Manager
1

2. TOPICS
About Lyn Intranet redesign @ Medibank
 A journey
 The old view
 KM stuff you‟ve heard before
 It‟s all about the stuff!  Analysing the info needed
 A framework based on experience
 Card Sorting
 IDP Australia
 Site architecture
 Telstra
 Challenges  New site
 Opportunities
 Results
 About Medibank
 Medibank‟s approach to change  Future plans
 The players and process
 What worked, what didn‟t
 Where might you start?
2

3. 130,000?
What‟s wrong
QUICK CV with that?
 October 2011 – Current
Knowledge Manager – IDP Education
 Manage a global knowledge system that supports 700 staff in 27
countries
 Contains around 130,000 pieces of information
 RMIT – MBIT Graduate 2011
 Telstra – Manager Knowledge Management
 Manager of KnowHow – website supporting 14,000 customer service
staff
 FastTrack – Knowledge Manager
 Medibank Private: Knowledge Management Business
Consultant
 FastTrack Software: Product Consultant, Support Desk Team
Leader
 IT Trainer
3

4. ONE GAL‟S JOURNEY
Personal
Networking
MBIT @ RMIT
• 1st KM role
• Subjects of discovered thru
keen interest a fellow MBIT
The Internet • KM student
• Library of the • BI
World at my • Change Mgt
fingertips
Employment • Governance
• Running chat
• Admin jobs sessions in v1
• Data of MSN (trivia
Management quizzes)
Childhood • Computers
Learning • IT Training
• Interest in
• The KM began
Library • IT Support
4

5. THE CIRCLE OF KNOWLEDGE
Imagine drawing a circle and
putting everything you know and
“everything you know you don’t know”
into it.
Outside the circle remains what “you
don’t even know exists”.
As you learn something new, the area of
the circle increases.
But, as you increase the stuff you know,
you also increase the stuff you know
you don’t know, and, usually, the second
5 one grows faster than the first.

6. MAYBE THAT‟S WHY…..
 When the ratio between “knowing and I don’t know”
decreases, learning then progresses
 wise and knowledgeable people usually say they
don’t know much at all.
Shift Happens –
Version 4
6

7. MY CIRCLE
• Blog - genverbosity
• Knowledge
• Twitter - @boffin66
Manager
• RSS feeds
• KM Business
• Social networks
Consultant
• Networking
• Stakeholder
• Communities of
engagement
Practice
• Collaboration with
• KMrt
SMEs
• KMLF
• Networking
• Instructional Design • IT Training & support
• E-learning development • Technical Writing
• User feedback • KM Systems
7

8. WHAT IS A KNOWLEDGE MANAGER?
 From www.stevedenning.com
 The main function of the knowledge sharing position would
be to help champion organization-wide knowledge sharing,
so that the organization's know-how, information and
experience is shared inside and (as appropriate) outside
the organization with clients, partners, and stakeholders.
Skills Required
• Customer / User Orientation
• Leadership
• Communications
• Facilitate sharing & collaboration
• Teamwork
• Learning and knowledge sharing
• Analytical Thinking and Decisive Judgment
8

9. WHAT IS KM?
 Thomas Davenport defines
knowledge as “what happens at
the moment in time when
information becomes valuable to
the individual seeking it”.
 In call centres, help desks, and
other support environments, that
individual is either the support
agent seeking information to help
a customer, or a customer
(product
user, employee, partner, or
vendor) seeking answers in a
web-based self-help environment.
 Thomas Davenport, the author of several works on the subject
including, Information Ecology: Mastering the Information and Knowledge
Environment and Working Knowledge: How Organizations Manage What
They Know.
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10. SOME DATA
 56% of knowledge workers' time is spent either
searching for information or gathering information.
Only 25% is spent on the actual analysis.
 Organisations have focused on 'knowledge
management' (KM) systems as the answer.
http://www.google.com/enterprise/solutions/prof_services/search_roi.html
And sometimes I do remember to reference!
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11. KNOWLEDGE SHARING
Social Media
Participants – a
good alignment
to measure
knowledge
sharing
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12. PARTICIPATION - AUSTRALIA
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13. 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
13

14. LYN‟S KM FRAMEWORK
Content
• Usable
• Desirable
• Useful
Change &
Culture
Tools
improvement
• Findable
• Valuable
• Accessible
• Useful
Governance
• Credible
• Trust
14

15. IDP AUSTRALIA
 IDP leads the world in assisting international
students find the right overseas study option for
them.
 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 – 700 counsellors
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16. IDP KNOWLEDGE - OSCAR
 130,000 knowledge base pages
 99% data collected about universities and their
programs
 3000 manual knowledge articles
 Provided by local
 Location based Visa information
 Presentations from universities
 Links to uni sites & videos
 Info about scholarships & application requirements
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17. IDP KEY ISSUES
 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 17

18. TELSTRA
 KnowHow – an intranet based process and sales
information tool that supports 14,000 users –
onshore , offshore and industry partners.
 KnowHow‟s key focus is consumer 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
 My focus was on KnowHow
18

19. 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
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20. 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
20

21. PROCESSES
 Governance model
 Audit process
 Expiry process
 Writing style guide
 Publishing style
 New content management system should automate
some of these processes
21

22. 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
22

23. SUGGESTED KM ROADMAP OVERVIEW
Phase 2: Phase 3: Phase 4:
Phase 1:
KM System Deployment Evaluation
Infrastructure
Analysis, Design
Evaluation
and Development
Design the Knowledge
Management
Infrastructure
Deploy, using the
Analyse the Existing Results-driven
Infrastructure Audit Existing Incremental
Knowledge Assets & methodology
Systems
Evaluate
Performance,
Design the Knowledge Measure ROI and
Management Team Incrementally refine
the KMS
Create the Knowledge
Align Knowledge Management Blueprint Manage
Management & Change, Culture and
Business Strategy Reward Structures
Develop the
Knowledge
Management System
23 http://www.informit.com/articles/article.aspx?p=28766
`

24. PAUSE FOR BREATH
 Any questions?
24
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25. MEDIBANK PRIVATE
 About private health insurance:
 As at 2009
 Market share in PHI Australia • Highly government regulated – and the
• 29%
regulations change frequently
 Number of people covered • Extremely complicated – for staff as
• 3.5 million well as customers
 Number of memberships
• 1.8 million • Customers often don‟t really
understand their cover until they claim
 Total contribution income
• $3.4 billion • PHI is a high use insurance compared
 Total benefits paid to other insurances
• $2.9 billion
(84.8% of
contributions)
 Number of customer transactions
in Call Centre and Retail
• 6 million
 Number of staff
• 3000
25

26. MEDIBANK‟S CULTURE – AN 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
26

27. IN 2004 - THE PROBLEMS FRONTLINE FACED
 Intranet – 1400 files, out of date, inconsistent, poor search, slow
 Many sources of information: Lotus Notes, shared drive (40,000 files), local info,
Circulars
 20,000 internal staff helpdesk calls per month
 Communication to frontline staff ineffective – Circulars, Manuals, Guides, many
emails
 Inconsistent information given to customers
 One size fits all communication – 400 page fund policy document!
 Feedback from exit interviews - staff leaving because not sufficiently supported to
do their jobs effectively
Access to knowledge is confusing, inaccurate and inconsistent.
27

28. BIGGEST PROBLEM – TMI!
Departments Modes Staff Customer
• HR • Email • What do I • Waiting
• Marketing • Intranet do? • Frustrated
• Compliance • Policies • Inconsistent • Leaving
• Product • Newsletters messages
• PHI • Mentors • Complaints
• Fund Policy • Helpdesk • Silence
• Complaints • Relationships • Complaints
• Corporate • Training • Too much to
Affairs courses read
• Finance • Phone • Too much to
change
• Management
28

29. OPPORTUNITY COSTS AND BENEFIT
REALISATION
 Training – new starters
 $12.5Keach /30% turnover • On-going costs 6 staff and support.
 Staff Help Desks
 20,000 calls to 2 helpdesks. • Benefit realisation within three
 Call Handling Time months.
 The Pilot Program statistics
demonstrated a reduction of 6.3% in
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.
Opportunity costs > Millions Ongoing savings ~ Millions
29

30. DESIRED STATE –
COMMUNICATION TO FRONTLINE STAFF
Departments Modes Staff Customer
• HR • Knowledge • I am in control • More satisfied
• Marketing Repository • Consistent • Better service
• Compliance messages
• Product • Reduced
• PHI Complaints
• Fund Policy
• Complaints
• Corporate Affairs
• Finance
• Management
Knowledge
Enablers
30

31. MAX 2009
31

32. GROWTH
Max / Molly / Intranet
900000
800000
700000
600000 04-05
05-06
500000
06-07
400000 07-08
08-09
300000 09-10
200000
100000
0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

33. WHAT WORKED WELL…INITIAL PROJECT
 Team  Tool
 Built by staff for staff  good search
 Frontline engagement  no bells and whistles
Get the end users involved…make it a knowledge  met requirements
system  easy to use
 focus groups (New Starters, Experts, 20+  Ongoing support
years service)
 Feedback mechanism was and still is the
 super user group most popular feature
 competitions
 Content
 pilot
 Write it for the audience
 surveys
 Write if for how they think about it
 road shows
 Avoid jargon
 video – of staff response to project
 Brand – identity
 stickers, soft balls, umbrellas
 quick reference guides/materials
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34. 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
34

35. “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_Pet
roleum/qx/display.htm
35

36. QUESTIONS?
 Are you still with me?
36

37. TIME FOR A BREAK?
37

38. DEVELOPING THE RIGHT INFORMATION
ARCHITECTURE
for Medibank’s Intranet
38

39. TOPICS FOR DISCUSSION – MEDIBANK‟S
INTRANET
About the process used to design the new Intranet
 Streamlining the information flow to meet
diverse user needs
 Catering for intuitive user search and
navigation
 Collaborating with customers for user
satisfaction and efficiency
 Techniques and online tools for information
architecture
39

40. ABOUT MEDIBANK
About Knowledge Management:
• Established in 2004
• Team of 6 including:
– Manager
– KM Consultant
– Senior Technical Writer
– 3 KM analysts
• Manage the Intranet and 2 knowledge bases
– Intranet – all staff
– Max - 1200 member-serving staff (Retail,
Call centre, processing)
– Molly – all staff policies, processes, forms
etc.
40

41. OVERVIEW – NEW INTRANET PROJECT
The Old Intranet:
 Intranet seen as static and not valued
 Technology last upgraded in 2000
 Unsupported by vendor
 No development environment
 Missing common features (eg functional search, forums, surveys, staff polls)
 No ability to segment content for different users (portals)
 Authoring is limited to those trained in HTML coding
 Most of the valued information lies in a separate knowledge base
(called Molly) that is not seamlessly integrated
 Feedback from staff – “the tools are hard to use and
confusing”
41

42. AIMS
• People will be able to find people (drill
down by division, location, or search)
• Will showcase company events, jobs,
and encourage employee
collaboration and networking
• Content – the top 20% of information
80% of employees need to know
• Brand new design and architecture -
user-centric
42

43. CLASSIFYING AND PRESENTING CONTENT IN A
LOGICAL WAY
Start by mapping what we know:
 Map what is in scope (existing content) for Molly and
Intranet
43

44. THE OLD SITEMAP– INTRANET
And yes, it was
just called the
intranet!
44

45. STREAMLINING THE INFORMATION FLOW TO MEET
DIVERSE USER NEEDS
 Techniques  Drawon what else you
 Determine current use (heat know:
map)
 Determine what people are • KM Employee satisfaction
looking for (search log analysis) surveys
 Listen to and capture your users
• KM Strategy staff interviews
opinions (Affinity diagram)
 Create persona‟s
 Determine what can go (ROT
analysis – Redundant, out of
date, trivial)
 Determine what is missing (Gap
analysis)
 Work with the content owners to
convince them of a user centric
design
45

46. STREAMLINING THE INFORMATION FLOW TO MEET
DIVERSE USER NEEDS
 Defining your users and  Techniques
their needs  Determine what they need –
 Define the different user interviews
segments  What they need
 Board  What they use
 GE  Set tasks and observe use
 SET  How they use it
 Managers  How they search and find
 Corporate staff  Get them to draw their ideal
 Retail Intranet
 Call Centre  Crayons
 Claims  Butchers Paper
 Member Liaison  Coloured Pens
46

47. SEGMENT, PROFILE AND INTERVIEW OUR USERS
47

48. AFFINITY DIAGRAMS
48

49. CREATED CARDS FROM THE TOP USED
CONTENT
 Create cards from the top content used
(heat map)
 Performed card sorting exercises on
different segments
 Open and closed
49 http://www.boxesandarrows.com/view/card_sorting_a_definitive_guide

50. ANALYSE HOW THEY THINK – OPEN CARD
SORTING
•Take the top
content and get
staff to openly
verbalise what they
would name it, how
they would
categorise it
•Do this for multiple
staff segments and
notice the language
used, and common
trends
50

51. DEFINING SEARCH AND NAVIGATION
 Observations
 Card sorting
 Search log analysis
 Search database mapping and rationalisation
 Look at Best practice navigation designs
 Provide multiple ways to search/navigate
51

52. SEARCH LOG ANALYSIS - MOLLY
Molly
Intranet
52

53. START TO BUILD YOUR NEW STRUCTURE
53

54. DESIGN MULTIPLE WAYS TO SEARCH/NAVIGATE
Wireframes
54

55. COLLABORATING WITH CUSTOMERS FOR USER
SATISFACTION AND EFFICIENCY
 Created Wireframes – to conceptualise the outcomes
we wish to achieve in next three years
 Engaged all major stakeholders – 1:1 interviews from
Frontline staff to MD
 Published samples on the Intranet
 Displayed wireframes at all corporate inductions
 Displayed at senior executive meetings
 Recorded feedback – modified designs
55

56. WHAT HAPPENED (AUG 2009)
 Project was delayed due to financial concerns
 Decided to upgrade the intranet based on all this work
with current systems
 Built using html and then copying that into the CMS
56

57. REFINE YOUR DESIGNS
 Narrow down the designs – 1st phase (of 3)
 Tested these designs with stakeholders
 Road show the new designs with staff
 senior managers to frontline, new inductions
 Take in feedback and modify the designs
 Create functional specification
 Receive more feedback from the project team
57

58. 58

59. 59

60. WHAT HAPPENED?
 The writing / design / card sort process commenced
early 2008
 We notified of impending change in early March via
Intranet bulletin board.
 Removed all content apart from home page and
intranet bulletin board at 31 March
 Completed all content pages on 8 June 2009
 Notified of change for 3 weeks prior to launch including
an email with instructions on how to navigate
 Launched 15 June 2009hange Management
60

61. SUMMARY - TECHNIQUES USED TO CREATE NEW DESIGN
Heat map
Map in scope use Search log
content analysis
Affinity New design &
ROT analysis
diagram architecture
Closed card
Observations
sorting
Open Card
sorting
61

62. QUESTIONS?
62