1. 1
How I got to here?
Lyn Murnane
Knowledge Manager
2. • About Lyn
• A journey
• KM stuff you‟ve heard before
• It‟s all about the stuff!
• A framework based on experience
• IDP Australia
• Knowledge Collation
• Knowledge Transfer
• Telstra
• Challenges
• Opportunities
• About Medibank
• Medibank‟s approach to change
• The players and process
• What worked, what didn‟t
• Where might you start?
2
Intranet redesign @ Medibank
The old view
Analysing the info needed
Card Sorting
Site architecture
New site
Results
Future plans
3. • October 2011 – Current
• Knowledge Manager – IDP Education
• Manage global knowledge system that supports 700 staff in 27 countries
• 2 Knowledge Bases
• Student Counsellors
• Contains around 130,000 pieces of information
• English Language Testing
• Moderate a newly created community within IDP
• Member of the KMrt
• 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
130,000?
What‟s wrong
with that?
4. • Child
• The Library
• Work
• Admin jobs
• Data Management
• Computers
• IT Training / IT Support roles
• Interest in KM began
• The Internet
• Library of the World at my fingertips
• Running chat sessions in v1 of MSN (trivia quizzes)
• MBIT @ RMIT
• Subjects of keen interest
• KM
• BI
• Change Management
• Governance
• Personal Networking
• 1st KM role discovered thru a fellow MBIT student
4
5. 5
• IT Training & support
• Technical Writing
• KM Systems
• Knowledge
Manager
• KM Business
Consultant
• Stakeholder
engagement
• Collaboration
with SMEs
• Networking
• Blog - genverbosity
• Twitter - @boffin66
• RSS feeds
• Social networks
• Networking
• Communities of
Practice
• KMrt
• KMLF
• Instructional
Design
• E-learning
development
• User feedback
7. • 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!
7
9. OSCAR Connect Measures - last 90 days Result % Result Target Total Last week
a. Decrease number of staff not yet
participating in OSCAR Connect
b. increase adoption
Active Users 208 38% 70% of licences 550 210
Creators (have posted) 48 23% 24% of active users 50
Commentors 74 36% 33% of active users 77
Inactive 342 62% 30% of licences 340
9
13. • As at 2009
• Market share in PHI Australia
• 29%
• Number of people covered
• 3.5 million
• Number of memberships
• 1.8 million
• Total contribution income
• $3.4 billion
• Total benefits paid
• $2.9 billion (84.8%
of contributions)
• Number of customer
transactions in Call Centre and
Retail
• 6 million
• Number of staff
• 3000
• About private health insurance:
• Highly government regulated –
and the regulations change
frequently
• Extremely complicated – for
staff as well as customers
• Customers often don‟t really
understand their cover until
they claim
• PHI is a high use insurance
compared to other insurances
13
14. • “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.
14
We embrace change better when we do it ourselves
15. • 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
15
Access to knowledge is confusing, inaccurate and inconsistent.
16. Departments
• HR
• Marketing
• Compliance
• Product
• PHI
• Fund Policy
• Complaints
• Corporate
Affairs
• Finance
• Management
Modes
• Email
• Intranet
• Policies
• Newsletters
• Mentors
• Helpdesk
• Relationships
• Training
courses
• Phone
Staff
• What do I
do?
• Inconsistent
messages
• Complaints
• Silence
• Complaints
• Too much to
read
• Too much to
change
Customer
• Waiting
• Frustrated
• Leaving
16
17. Opportunity costs > Millions
• Training – new starters
• $12.5Keach /30% turnover
• Staff Help Desks
• 20,000 calls to 2 helpdesks.
• Call Handling Time
• 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.
17
• On-going costs 6 staff and support.
• Benefit realisation within three
months.
Ongoing savings ~ Millions
18. Departments
• HR
• Marketing
• Compliance
• Product
• PHI
• Fund Policy
• Complaints
• Corporate Affairs
• Finance
• Management
Modes
• Knowledge
Repository
Staff
• I am in control
• Consistent
messages
• Reduced
Complaints
Customer
• More satisfied
• Better service
18
Knowledge
Enablers
19. • Max and Molly – 2 different KB applications
• Max was for customer facing processes
• Molly for corporate processes and support
• Both named by staff in a competition
• Sold using branded gadgets, stress balls, umbrellas etc
19
22. • Team
• Built by staff for staff
• Frontline engagement
Get the end users
involved…make it a knowledge
system
• focus groups (New Starters,
Experts, 20+ years service)
• super user group
• competitions
• pilot
• surveys
• road shows
• video – of staff response to
project
• Brand – identity
• stickers, soft balls, umbrellas
• quick reference guides/materials
• Tool
• good search
• no bells and whistles
• met requirements
• easy to use
• Ongoing support
• Feedback mechanism was and
still is the most popular feature
• Content
• Write it for the audience
• Write if for how they think about it
• Avoid jargon
22
23. • 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
23
25. • IDP – Education placements – market leader.
• 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 – 500 counsellors (Student Recruitment)
25
26. • 128,000 knowledge base pages
• 99% data collected about universities and their programs from
publicly available information
• 1600 manual knowledge articles
• Provided by local
• Location based Visa information
• Presentations from universities
• Links to Uni sites & videos
• Info about scholarships & application requirements
26
28. • 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
28
30. • KnowHow – an intranet based process and sales
information tool that supports 14,000 users – onshore ,
offshore and industry partners.
• KnowHow‟s key focus is support of personal 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
30
31. • 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
31
32. • 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
32
33. • Governance model
• Audit process
• Expiry process
• Writing style guide
• Publishing style
• New content management system should automate
some of these processes
33
34. • 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
34
35. Phase 1:
Infrastructure
Evaluation
Analyse the Existing
Infrastructure
Align Knowledge
Management &
Business Strategy
Phase 2:
KM System
Analysis, Design
and Development
Design the Knowledge
Management
Infrastructure
Audit Existing
Knowledge Assets &
Systems
Design the Knowledge
Management Team
Create the Knowledge
Management Blueprint
Develop the
Knowledge
Management System
Phase 3:
Deployment
Deploy, using the
Results-driven
Incremental
methodology
Manage Change,
Culture and Reward
Structures
Phase 4:
Evaluation
Evaluate
Performance,
Measure ROI and
Incrementally refine
the KMS
35
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http://www.informit.com/articles/article.aspx?p=28766
36. “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
36
MPL – met through RMIT – networkingFastTrack – headhunted back
Let’s look at some of the tools I use to connectBlogTwitterFacebookLinked IN
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
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
