R Best Practices & Approaches for Using IT to Support KM Cindy Hubert Manager, Knowledge Management APQC Custom Solutions March 6, 2001 Knowledge Technologies 2001
Dec 27, 2015
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Best Practices & Approaches forUsing IT to Support KM
Best Practices & Approaches forUsing IT to Support KM
Cindy Hubert
Manager, Knowledge Management
APQC Custom Solutions
March 6, 2001
Knowledge Technologies 2001
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Discussion Topics for Today
Where IT fits in a KM Strategy
Definitions Useful KM Principles How IT supports KM
Approaches Lessons Learned
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The American Productivity & Quality Center (APQC)
Founded in 1977 - funded by 100 corporations Non-profit, tax-exempt 501(c)(3) Annual revenues $12 million and staff of 100
Membership - 500 organizations Best Practices research and publications Benchmarking Consulting and Advisory services Conferences and training
Board of Directors 45 senior executives from corporations,
education, and government
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The APQC Mission
Discover Discover
Disseminate Disseminate
Connect Connect
Consortium StudiesConsortium StudiesClient SupportClient Support
MethodsMethods
Services
PublishPublishTrainTrain
Coach Coach
PublishPublishTrainTrain
Coach Coach
MembershipMembershipConsortiumConsortium
Alliances Alliances
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APQC’s Key Milestones
The White House Conference on Productivity Malcolm Baldrige National Quality Award Groundbreaking Research
White Collar Productivity People, Performance, and Pay
International Benchmarking Clearinghouse Membership Best Practices Benchmarking Methodology and Code
Knowledge Management Initiative APQC Education Initiative and BiEIN
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APQC’s Work in Knowledge Management
Research on KM since 1993 Research Consortia started 1995
Over 150 firms in APQC’s KM Consortia 45 Best Practice firms studied in detail
Shared knowledge with thousands of KM practitioners Publications Training Conferences
Helping firms implement KM using best practices
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APQC KM Consortium Studies
Emerging Best Practices in KM (1996) Using Information Technology for KM (1997) Europe - The Learning Organisation & KM (1997) Expanding Knowledge Externally (1998) Creating a Knowledge Sharing Culture (1998-99) Successfully Implementing KM (1999-2000) Building and Sustaining Communities of
Practice (2000)
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A Few of the Early KM Adopters
Consulting firms British Petroleum Buckman Labs Chevron Dow Hewlett-Packard IBM J&J Monsanto
Pillsbury Sequent Computers Shell Texas Instruments USAA US West The World Bank Xerox
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Benefits of Best-in-Class KM
Reducing cycle time – NPD, Quote to Cash, Employee on-boarding
Eliminate redundant efforts Reuse materials, expertise and problem solving experience to
benefit partners and customers Collaborate across businesses to stimulate innovation Avoid making the same mistakes twice Learn effectively at the time of need Locate and leverage expertise and experience Find needed information quickly and easily Be perceived as a “smart partner” by customers
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What is Knowledge Management?
Systematic approaches to help information and knowledge flow to the right people at the right time in the right format at the right cost
so they can act more efficiently and effectively. Find, understand, share and use knowledge to
create value.
Knowledge is information in action
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What is Knowledge Management?
PeoplePeople Knowledge managersKnowledge managers Formal Communities of PracticeFormal Communities of Practice Training and communicationsTraining and communications Measurement and reward systemsMeasurement and reward systems Knowledge sharing cultureKnowledge sharing culture
TechnologyTechnology CollaborationCollaboration Expertise databaseExpertise database Workflow & project managementWorkflow & project management RepositoriesRepositories Content managementContent management LearningLearning PortalsPortals Search engines & locatorsSearch engines & locators Document managementDocument management Problem resolution systemsProblem resolution systems
ProcessProcess Forming Communities of PracticeForming Communities of Practice Collaboration processCollaboration process Shared standardsShared standards Common taxonomyCommon taxonomy Survey, census, requirements analysisSurvey, census, requirements analysis Metrics and reportingMetrics and reporting Cross-organizational integrationCross-organizational integration Feedback loopFeedback loop
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Ultimately, it’s all about…
Delivering Knowledgefor Effective Decision Making
Delivering Results to Stakeholders
Using Knowledge to Build Business Capabilities
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Where do you focus?
Product andProduct and Service OfferingsService Offerings
Customer Customer & Market& Market
OperationalOperationalExcellenceExcellence
Based on model developed byTreacy & Wiersma,Harvard Business Review,Jan-Feb. 1993
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Results from KM leadersResults from KM leaders
Organization TargetValue Proposition Approach Technology Results
Chevron Reduce operating costs
Communities of Practice (COPs), facilitate transfer of Best Practices
Standardized Microsoft platform, Plumtree portal
$2 billion reduction in annual operating costs(1991 vs. 1998)
Cap Gemini Ernst & Young
Faster revenue growth, lower costs
COPs, central KM managers, content management
Microsoft platform and Exchange
10-fold increase in revenue with5-fold increase in employees
Increased production from 1500 to 6000 bbl/day for customer
Schlumberger Knowledge in the hands of employees and customers
Technical COPs, intranet & extranet
Web enabled
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More Results….More Results….
Results
Reduced customer request time, increased sales productivity
Organization TargetValue Proposition Approach Technology
Best Buy Bring creative, new solutions to market faster,Shorten the learning curve,Lower costs
COPs, Steering Committee, Design teamsKM Program Office
Enterprise portalSkill-based people finderCommunity sites
IBM Global Services
Revenue growth, industry leadership
COPs, knowledge managers, Intellectual Capital Management System
Lotus Notes, Raven, Domino
400% increase in service revenue, time savings of $24M in 1997
HP Revenue growth, customer demand
Focused on people and process solutions
70+ COPs speed adoption of consulting approaches
COPs, knowledge maps
Source: APQC, 2000
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KM Approaches
APQC’s Consortium Benchmarking Study 2000“Successfully Implementing Knowledge Management”
Source: Detailed Questionnaire 14
Key Element Central to KM Approach
IntranetCommunities ofPractice/NetworksE-mailExtranetCollaboration Tools(Lotus Notes, etc.)Document SharingSystems
Best PracticePartners Sponsors
70%70% 45%45%
60%60% 35%35%
27%27%
40%40% 9%9%
30%30% 22%22%
30%30% 13%13%
50%50%
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Knowledge Transfer Approaches
Tacit
Explicit Explicit Resources RequiredResources Required
Self-Service +
Networks & CoPs
+
Facilitated Transfer
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Useful KM Principles
Provide useful information at teachable moments We know more than we can write down.
“I don’t know what I know until you ask me.” “I can tell you more than I can write, and I can
show you more than I can tell you.” Behavior that is rewarded and recognized gets
repeated. People value and support what they help create.
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Critical Issues
Myth: People hoard knowledge. Truer: What people hoard is their time
and energy They reserve it for high payoff activities
The limits to sharing knowledge are Time Access Context (situation and consequences) Relative payoff
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Knowledge Transfer Approaches
Tacit
Explicit Explicit Resources Required
Self-Service
+++
Intranets
Portals to key info
Search
Yellow Pages
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Best Buy – A Technical Infrastructure
Enterprise Portal Integrated Search
Engine Knowledge Repository Personalization
Skills-Based People Finder Personal Information Location Information Skills & Competencies
Collaborative Tools Work Group
Management Tools Re-useable Templates Video Conferencing
Lesson Learned: The three most important factors of an enterprise portal: content, content and content.
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Schlumberger
Intranet People finder Catalogue of employee knowledge so
others can find experts Future Plans
Integrated video, messaging and information sharing; simulation is a vital part of the future plans
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Self-Service +Design Challenges for IT
Design strategies Grassroots or bottom-up efforts Top-down efforts
Understanding work flows End user understanding End user involvement in the design
process
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Knowledge Transfer Approaches
Tacit
Explicit Explicit Resources RequiredResources Required
Networks & CoPs
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K. Sharing
CoPs
Learning Communities
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Definition of Communities of Practice
Groups of people who come together to share and to learn from one another face-to-face and virtually.
They are held together by a common interest in a body of knowledge and are driven by a desire and need to share problems, experiences, insights, templates, tools, and best practices.
Community members deepen their knowledge by interacting on an ongoing basis.
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Coming of Age of a New Organization Form
Communities of Practice: Boundary spanning A channel for knowledge to flow Means to strengthen the social fabric The locus of knowledge creation and use Solve the problem of getting knowledge to
those who need it.
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Communities Provide Knowledge
Reliance of operating units on community knowledge =74%
Communities set standards that units need to follow = 66%
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Helping
Best-Practice
Innovation
Knowledge Stewarding
Types of Communities
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Media and KM Tools
Communities use a rich variety of media to communicate and work. Email is still the killer app
F2F is still the most effective More infrastructure –
Growth in KM tools, portals,
and intranet applicationsFacilitationHelp Desks
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Best Buy - Community Sites Application
Community Sites Contain both explicit
and tacit knowledge 95% re-usable format Extensive usability
testing Redundant
infrastructure Database/ parameter
driven Nested Community
Strategy
Lesson Learned: Let the community and business leaders design their sites.
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Keys to Sustaining Communities
Keep the passion Encourage evolution
Assess health Hold renewal workshops
Institutionalize Make communities visible Create a mechanism for influence Ingrain community into daily work Build into normal budgeting & planning
Continue support
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Knowledge Transfer Approaches
Tacit
ExplicitExplicit Resources RequiredResources Required
Facilitated TransferBetween and
to all Units
Best Practices and
Standards
Expert Facilitators
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IT must be ridiculously easy to use Tool should include built-in tracking
mechanisms so activity can be measured Tool should be able to be monitored by the
pilot group with minimal help from the IT group
Changing and adding content should be quick and easy
Able to integrate with or be part of the corporate information technology platform
Lessons Learned - IT Parameters to Consider
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Key Points
The importance of making connections - of people to people and people to information - is the driver to use IT in KM initiatives
IT for KM has become affordable for most organizations
The rise of the knowledge portal has contributed to the “branding’ of KM in organizations
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Key Points
BP organizations have reduced the number of KM systems to a small set of standardized applications
IT is helping to build KM into work processes, from project management to product development
“Smarter” search engines allows information to be organized on the natural flow of knowledge, rather than codification systems
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KM Action Strategy “Learn by Doing”
Steps include:
Selecting projects to learn how to leverage
knowledge sharing for business results
Looking for quick wins and sustainable advantage
Creating new capacities to find and share
knowledge
Launching a variety of KM projects to build depth
into the KM solution
Expanding successful approaches to new issues
and areas
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“KM is about connection rather than collection…The best tool for knowledge-sharing is still the coffee-maker. What we really need to do is to put a coffee pot in the network.”
“KM is about connection rather than collection…The best tool for knowledge-sharing is still the coffee-maker. What we really need to do is to put a coffee pot in the network.”
Tom Stewart KM Magazine, March 2000