Measuring the value of your KM strategy

Knowledge Management for Professional Services conference 2006 Measuring the Value of the KM Strategy Avillion Hotel Sydney 27 February 2006 Chris Fletcher—Director, Knowledge Management Asia Pacific region Deloitte Consulting

The voice of the practitioner 2003…

Agenda ,[object Object],[object Object],[object Object],[object Object]

Deloitte is a very large professional services firm History of Consistent Growth and Financial Strength Assurance Financial Advisory Consulting Tax Full Range of Professional Services Revenue by Industry Manufacturing Financial Services Energy Health Care Public Sector Consumer Business Communications 21% 19% 9% 12% 13% 16% 10% Revenues of $16.4 billion with some 120,000 people in more than 150 countries

The challenges of building a KM strategy in an environment of discontinuous change are substantial ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],These things are not only true for service organisations

Deloitte has had to face some further challenges occurring in the professional services arena ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],All this during a time of rapid growth . . .

The changes within Deloitte had to be played out on a global playing field Deloitte had a unique Knowledge Management Challenge . . . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

In the face of discontinuous global change, Deloitte had to drill down into the real meaning of KM… ,[object Object],[object Object],Embed knowledge sharing within core values, daily processes, and organisational attitudes Define, capture, process, synthesize, disseminate and improve specific, focused, value-added content (both internally and externally authored content) Provide rapid people-to-content and people-to-people connectivity using world class infrastructure Most companies still focus on the content and don’t do justice to culture and connectivity

Our approach to Content places responsibility with the practitioner for contribution ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Our approach to managing Deloitte’s talent and knowledge builds and reinforces our culture Our Culture and Values… are supported by our Talent Management approach: ,[object Object],[object Object],[object Object],[object Object],[object Object],KM Activities Support This Culture and Approach ,[object Object],[object Object],[object Object],[object Object],Develop Deploy Connect Alignment Commitment Capability Performance

Content is delivered via a portal with expanded search and easy contribute capabilities

So how did we get our KM Strategy to where it is today? Sponsorship Consulting Leadership agreed to globally share Intellectual Property; role of KM is to provide access to the “right content, at the right time, in the right format, and at the right price” enabling our practitioners to deliver greater value to our clients ,[object Object],[object Object],Stakeholders Global, Competency, Regional and Country leadership have validated our knowledge sharing approach and provide “On the Ground” support extending beyond the financial Our Knowledge Brand Marketing and communications programs have reinforced the knowledge brand in consulting and recognition of the value knowledge sharing provides our practitioners Our practitioners Have articulated the “what’s in it for me” and the value of knowledge for our people ,[object Object],[object Object]

How do you determine value in your KM strategy? ,[object Object],[object Object]

Understanding Value - Stakeholder Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Understanding Value - Articulating benefits to be delivered My Knowledge Benefits Mutual Benefits Organisational Benefits Access to the latest thinking Faster access to knowledge Better Sharing Knowing who is doing what Novel approaches / new ideas Faster problem solving New hires becoming effective quicker Minimise duplication/ reinvention Better / faster innovation Improved client service Reduce knowledge loss Productivity performance

each organisation will have different drivers, but there are some consistent themes: Understanding Value – Identifying the drivers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Understanding Value - The knowledge value continuum ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business Imperative ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Connectivity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Content Innovation Knowledge Information Data

[object Object],[object Object],[object Object],How can you measure KM value in your strategy?

1. Measuring outcomes - collections

1. Measuring outcomes – the engagement lifecycle

1. Measuring outcomes – story telling ,[object Object],[object Object],[object Object],[object Object]

1. Measuring outcomes - Keeping KM “top of mind”

2. Measuring activities - Global KM metrics reports monthly Defined – Valid – Actionable - Reliable Global Leadership Service Line Leadership Contributions Qualifications Country Usage Regional Leadership

Consultant Contribute content as directed, participate in local KM initiatives Analyst Effective navigation, understanding and ability to contribute to knowledge system Senior Consultant Works with managers to identify & contribute “best” content, participate in local KM initiatives Senior Manager Promotes the importance of knowledge sharing in engagement start-up / close-out, ensures capture of qualification and deliverables and compliance with standards, acts as a knowledge connector Manager Is the knowledge leader on engagements and/or contributes quality content, captures lessons learnt, responds to RFI’s 2. Measuring activities – knowledge sharing behaviours Partner Actively promotes knowledge sharing, identifies and sponsors content coolections, methods, communities, comms. Discourages siloed knowledge

2. Measuring activities – surveying our people ,[object Object],[object Object],[object Object],[object Object],[object Object]

2. Measuring activity - Marketing knowledge

Measuring the value of your KM Strategy ,[object Object],[object Object],[object Object],[object Object],Any piece of knowledge I acquire today has a value at this moment exactly proportioned to my skill to deal with it. Tomorrow, when I know more, I recall that piece of knowledge and use it better. - Mark Van Doren

Voice of the practitioner 2006…..

Measuring the value of your KM strategy

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Destaque

Destaque (20)

Semelhante a Measuring the value of your KM strategy

Semelhante a Measuring the value of your KM strategy (20)

Mais de Chris Fletcher

Mais de Chris Fletcher (8)

Último

Último (20)

Measuring the value of your KM strategy