Now more than ever, we are witnessing the dynamic and interconnected relationship between technology and human interaction impacting the KM space. This is being driven in part by consumer device proliferation and changing user expectations exhibited by the extraordinary rise in use of social networking platforms – with the opportunities and challenges that they bring. The way we are using the web in our personal lives and the effectiveness of this form of online engagement, coupled with a deeper understanding of how social methodologies can be integrated into the business world is forcing large, corporate organisations - which have traditionally been challenged in adopting new ways of working or processing and integrating information – to change their approach to KM, treating information and knowledge as an asset, and can be used to drive value creation through sustaining and improving competitive advantage, delivering insights and enhancing team and organisational productivity.

1. LESSONS FROM THE FRONT LINE:
Using next generation knowledge management and social technology to unlock the value in data, information and people.
Cecily O’Neill, Associate Director Digital Intelligence, Velrada
Glen Maroney, Chief Technology Officer, Velrada

2. Social collaboration maturity model

3. The use casesdrivingsocialcollaboration

4. The business case for social collaboration
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5. Assess the typical roles of people using Document and Records Management solutions as well as how they tend to collaborate throughout the information management lifecycle.
Identify candidate technology solutions from within the enterprise and identify gaps against the needs from the other three pillars. Identify opportunities to integrate document repositories versus migrating content.
Understand the processes of the typical users. How do they interact with documents and records? What are their approval processes? How do they typically consume the content?
Assess the current information ‘silos‘ and identify the nature of the content within them. Assess the security model to ensure that content can be shared securely across multiple stakeholders.

7. Fast access to Lessons learnt
Unlocking existing knowledge through data visualisations
Find all business critical documents from a single point
Support learning through the use of Video/Rich Multimedia
Line of Business Systems: Data Storage, Information Repositories, Workflow & other Core Projects Processing Systems
Search for People & Expertise

8. Collaboration and social technologies Untapped potential

9. purpose
privacy
change
control
motivation
culture

10. COMMUNITIES OF PRACTICE
Create a culture that asks, learns and shares.

11. •Lack of knowledge transfer across the organisation
•Limited resource reuse
•No ability to tap into individual expertise
•Telephones with conference call facility, Wiki sites, blog sites, listservs/email and instant messaging to facilitate the operation the CoPs
•Metrics proved growth in participation & contribution rates
•Implemented a simple process
•Profiles that simplify expertise location
•Make collaboration ridiculously easy using enabling technologies
Problem
Solution
Technology

12. CREATING A KNOWLEDGE CULTURE
Drive business excellence through purposeful collaboration.

13. •17,000 employees worldwide with operations in 30 countries
•Wanted to continue the knowledge sharing journey begun in 2003/4
•Focus on functional excellence -continuous improvement
•100+ adaptable networks, agile interactions, transformational services
•Business 2.0 –Collaborative Jams, Visioning Strategy Sessions, Wikithons
•Connected by Oracle’s web-based ConTextsearch engine
•Help employees handle situations that do not fit cleanly into established processes and structures.
Problem
Solution
Technology

14. CASE STUDY
EMBEDDING KNOWLEDGE
Provide users with a personalised, single point of access for the content & applications they need.

15. •Began KM journey in 2001
•Wanted to introduce consistency and speed to market for major capital projects and make effective use of dispersed talent
•Address the retirement of key, experienced engineers –10 year plan
•Second generation KM provides single interface for all processes –A BMS
•Uses SharePoint, MatchPoint, TRIM, Project Server, Power Pivot and integration with SAP and business process modelling applications
•Provide a single source of guidance for executing business processes/activities
•PEARL –Practice Excellence through Accelerated Replication –2004
•Close association with Training Activities with a Global Coordinator & Hub coordinators
•Corporate level sponsorship & centralised leadership
•Expertise directory, ‘Stories from the edge’
Problem
Solution
Technology

16. POWERING COLLABORATION
Building a relationship network.

17. •65,000+ employees in over 400+ operating locations worldwide
•Wanted to create growth by treating people as the business’s greatest asset
•Wanted to build on the core value of being a ‘relationships based’ company
•Implement best of breed Enterprise Social Network (ESN) Software -Jive
•Deep OOTB integration with Outlook and Office
•Ideation & gamificationtools to incentivisethe right behaviours(reward & recognition)
•Built in analytics to drive engagement –allow employees to track their progress.
•Create a single source for collaboration
•Communities of Practice to enhance global teamwork around safety, sustainability & capital projects making better decisions &driving innovation
•Trust intellectual horsepower of users to make the connections needed to do the job
Problem
Solution
Technology

18. How do you builda foundation for successful engagement ?

25. Thank you
www.velrada.com
1300 835 723
@velrada
linkedin.com/company/velrada
‘The general and consistent standard applied to quality of delivery, at an individual and team level, is incomparable. The bar is set high and there are no compromises. The teams take full responsibility and accountability for work and project outputs, as well as outcomes. I appreciate the team’s attention to detail which is the difference between ok and great!’
Senior Programme Lead (Information Management)
Global Resources Company (ASX Top 20)