An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.

1. Market Research And Knowledge Management
Applications for the Information Professional
Victor Camlek
VP Market Intelligence
Thomson Reuters
June 2010

2. Introduction
• Secondary Research
– Research utilizing a variety of published sources for the purpose
of locating fact-based or expert-resources to answer a request
for information
• Primary Market Research
– Research utilizing a variety of methodologies involving
individuals or groups for the purpose of delivering answers to
information requests based on new data or unpublished sources.
• Knowledge Management
– Methodologies that enable corporate intellectual property to be
managed so that stored knowledge as well as knowledge
bearers may be accurately located, retrieved and shared, when
appropriate

3. Primary Market Research
• Research initiatives that aim to identify various kinds of non-
published data that is not answerable within the requested
parameters using secondary research procedures
• Typical primary research projects are devoted to:
– Customer satisfaction
– Brand loyalty
– New product concepts/product concept testing/naming/name change
testing
– Pricing models/Willingness to pay
– Competitive intelligence
– Win/loss reviews
– Market sizing or segmentation
– Customer or consumer preferences
– Persona development
– Ethnographic studies/usability testing
3

4. Differentiating Primary Research From
Secondary
Sample Research Requests:
• What is the Capital of Louisiana?
• What is the per capita income in New Orleans
• What large companies are headquartered in New Orleans?
• Which conferences will occur in New Orleans in 2010 and 2011?
• What breakfast selections do residents of New Orleans prefer?
• What do residents of New Orleans think of your Brand X?
• What is the employee satisfaction of Company X that is Headquartered
in New Orleans?
• How do attendees of conferences held in New Orleans feel about the city as
the location for five specific conferences held within the past 2 years?
4

5. Differentiating Primary Research From
Secondary
Sample Research Requests:
Secondary Research
What is the Capital of Louisiana?
What is the per capita income in New Orleans?
What large companies are headquartered in New Orleans?
Which conferences will occur in New Orleans in 2010 and 2011?
What breakfast selections do residents of New Orleans prefer?
What do residents of New Orleans think of your Brand X?
What is the employee satisfaction of Company X that is Headquartered
in New Orleans?
How do attendees of conferencesheld in New Orleans feel about the city as
the location for five specific conferences held within the past 2 years?
Secondary research questions involve the need to search published
or web-based sources for factual answers.
5

6. Differentiating Primary Research From
Secondary
Sample Research Requests:
What is the Capital of Louisiana?
What is the per capita income in New Orleans
What large companies are headquartered in New Orleans?
Which conferences will occur in New Orleans in 2010 and 2011?
Primary Research
What breakfast selections do residents of New Orleans prefer?
What do residents of New Orleans think of your Brand X?
What is the employee satisfaction of Company X that is Headquartered
in New Orleans?
How do attendees of conferences held in New Orleans feel about the city as
the location for five specific conferences held within the past 2 years?
Primary market research requests require the testing of
some sample of a population to learn about feelings, perceptions,
attitudes or opinions. These data are likely not published. Even if they
are published in some form, there is often a need for a new study tailored
to the specific needs of the company seeking to learn more recent info. 6

7. Some Projects May Go Either Way, e.g.
• Secondary MR • Primary MR
– Market Size (published) – Market Size (customized)
– Survey results (published) – Survey results from
– Consumer attitudes proprietary research
(published) – Consumer attitudes
– Syndicated Market (proprietary research)
Research (published) – Market Research
(proprietary studies)

8. Key Questions
Question Comments
Where are the market research May be available within a specific
experts? department. Generally not a large
team. Often organized within
product development or marketing
orgs.
How are Projects Best Managed? Performed either fully by an internal
expert or outsourced to a firm. The
decision rests on the type of
research needed, skills resident
within the corp. vs. a specialty firm.
Regardless, internal project
management may be required to
ensure quality of service, project
tracking and to ensure the project
plan is on schedule 8

9. Key Questions
Question Comments
What are the Typical Costs? There are ranges, but no typical
cost. A project could cost between
$30K -$100K or more. Cost
depends on vertical market, level of
service required, etc. Also, internal
time and material costs need to be
estimated. Typical associated costs
may include: travel, interview time,
facilities for interviews, meetings…
What is the role of the information The role may range from a total
professional? handoff following initial research to
full involvement. There is no
absolute rule, however there are
many reasons for info pro‟s to
understand the MR process fully 9

10. Key Issues
Issue Comments
Market research and competitive High quality market research that is
Intelligence gathering professionally and ethically
managed could be a vital
component of competitive
intelligence.
Market research techniques need Customer focused studies may be
to be distinguished from certain designed to learn a great deal
standard CI techniques such as about attitudes and preferences
elicitation or informal attempts to about competitive offerings
answer KIQ‟s
Survey questions may be designed
to delve into competitive and
market dynamics from a highly
knowledgeable population?
10

11. Market Research:
Before You Take the Plunge
• Review data from internal KM systems
– Has this work been done before? When? Is a new effort
needed?
• Confirm the need for MR by conducting a thorough search
including a review of trade publications and syndicated
Market Research
• If there was previous research confirm
– What do you already know?
– Is a new study necessary
– What can you utilize from the previous work to save time and
cost
COMPANY CONFIDENTIAL 11

12. Assessing the Need For Market Research
“Take stock” – is a new project warranted? If yes, draft initial
hypotheses and identify the type of information you will need to
collect
A typical project plan will follow this sequence
Frame the RFP/Shortlist Perform the Presentation
request and Select firms Study
identify resources or manage
internally
Determine budget Agree on the Analyze results
Identify key Stakeholders methodolgy Create report
Decide: Internal or outsource Build timeline
Do preliminaries*
12

13. Preliminaries
• Identify target respondents
• Get list (evaluate legal/privacy issues)
• Decide on research methodology
• Design the interview guide or survey tool
• Review/refine tool as needed
• Decide on timeline
• Launch the project
13

14. Moving To the Research Process
Once a decision has been made and budget and stakeholder
issues have been identified it‟s time to move directly to the actual
research process.
Frame the RFP/Shortlist Perform the Presentation
request and Select firms Study
identify resources or manage
internally
Determine budget Decide on Analyze results
Identify key Stakeholders methodology Create report
Decide: Internal or outsource Build timeline
Do preliminaries*
14

15. A Review of Basic Market Research
Techniques
At this point we will present a selected high level review of various
Market Research Techniques that you will need to be aware of. Please
note, this is not an attempt to completely cover all potential MR methods
• Qualitative MR (Listening) • Quantitative MR (Measuring)
– Panels – Online surveys
– Focus Groups – CATI (Computer-Assisted
– Telephone Interviews Telephone Interviews)
– In-depth interviews – Mail Surveys
– Ethnography – Mobile Phone Surveys
– Web 2.0 techniques – CAPI (Computer-Assisted
Personal Interviewing)
– IVR (Interactive Voice
Response Surveys)
– Mixed Mode (twp or more
methods in combination)
15

16. Qualitative Research
Goal of Qualitative: Assess patterns, themes, and
general consistency among participants or focus
group sessions
When to conduct qualitative research
• You know many of the questions to ask, but you are
not sure of the possible range of answers
• You know little about the situation / topic
• You need to understand how someone is thinking
about something and the underlying reasons
• Good starting point before hypothesis are formalized
• First step prior to launching a quantitative survey
Source: Courtesy of Robin Schribman
16

17. QUALITATIVE RESEARCH: LISTENING
EXAMPLES OF BUSINESS DECISIONS FOR RESEARCH
Product Development (Existing & New)
• The business team is working on a new product idea or product enhancements.
• The business needs to understand how to revise the idea to fit more comfortably into
how our customer‟s work is completed
• The business needs to determine where they may want to put their investment $‟s.
Communication & Messaging
• The creative team is developing advertising.
• The team needs to understand if the image and copy will be “read” as intended.
• The business wants to determine the value and where to focus copy
Value Proposition
• The business would like to know what key decision makers are thinking and how they
make their decisions with regard to a product we may be introducing into the market
Post-Launch Assessment
• A product launch under-performed expectation. You need to diagnose the situation –
is it a product issue or a marketing issue.
Source: Courtesy of Robin Schribman
17

18. QUALITATIVE RESEARCH
COMMON APPROACHES
In Person
Office Visit Ethnography
• Interview takes place in the • An observation based approach where
respondent‟s office, usually one-on-one roles of interest are observed in-person
in their work space completing tasks of
• Used for reaching hard-to-schedule interest
participants
• Duration of observation with a specific
• Good when the topic is complicated. individual varies; however, generally not
Generally 60 minutes in duration, but less than 2 hours
can be longer
• Multiple participants and sites usually
• Vital when important to see involved
“environment”
Focus Group Workflow Mapping
• A discussion led by a moderator with 6 • A working session where 3 – 4
– 8 participants at a focus group respondents with experience in the role
facility. Maximum of 2 hours in of interest and a moderator build a
duration diagram of the tasks and decisions
• Generally completed in blocks of 4 – 6 • Generally 6 – 12 hours to complete
sessions over two days divided among
different locations
Source: Courtesy of Robin Schribman
18

19. QUALITATIVE RESEARCH
COMMON APPROACHES
Remote with Technology
Telephone Interview Online Focus Group
• Very similar to an office visit except • Similar to a focus group except
the telephone is used for respondents discuss using telephone
communication conference line and materials are
• Maximum of 60 minutes in duration shown using a desktop sharing
• Can be scheduled on clients time service
• Used for sensitive topics • Maximum of 60 minutes in duration
• Fewer respondents can be
accommodated in one session
• Can be organic or scripted
Source: Courtesy of Robin Schribman
19

20. QUALITATIVE RESEARCH
FOCUS GROUPS
• If the groups are not conducted correctly there may be costs involved
Why Leave with incorrect interpretation of the discussion
Focus Groups • A professional moderator runs a focus group. The moderator‟s job is
to the directing the conversation and ensuring that all respondents voice their
opinion
Professionals • Experienced moderators spent years honing their skills
• The moderator‟s goal is to generate a maximum number of
different ideas and opinions from as many different people in the
time allotted
• Consider the bias involved with moderating your own focus groups.
How will you react in a focus group situation if the participants don‟t like
the concepts? Will you probe for more details on their concerns or will
you either (a) try to sell them on the concepts, (b) defend the concepts
or (c) quickly try to steer them on to the next topic?
• Using a trained and non-bias person will provide the necessary element
of objectivity into your study
• Allows internal stakeholders to observe / listen
Source: Courtesy of Robin Schribman
20

21. QUALITATIVE RESEARCH
PREPARING TO LISTEN: INTERVIEW/DISCUSSION GUIDE
• Every interview follows a discussion plan.
• A good interviewer will prepare a draft
and will explain how the draft will elicit the
information you need to know. Draft
revision is part of the process
• Every conversation plan has the following
sections
• Request for the respondent(s) to
introduce themselves
• If a concept is to be discussed, a short
overview (verbal / visual) to provide just
enough information to support an
intelligent conversation
• Groups of logically related questions
• Closing
• A “dress rehearsal” of the plan is a very
effective way to double check the “right”
questions are represented and the plan
„feels‟ like it will flow well
Source: Courtesy of Robin Schribman
21

22. QUALITATIVE RESEARCH
ETHNOGRAPHY
• Ethnography combines together participant observation and interviewing
• An extensive amount of time is spent with participants. 2 or more hours
Ethnography of time which may occur over more than one appointment
• Usually a small team is involved, a lead interviewer accompanied by
about two additional observers. These participants observe, lend
interpretation expertise, and capture conversation when the lead is
interviewing a respondent.
• A substantial amount of time is spent observing participants with
occasional question / answer periods.
• These projects are larger in scale in terms of time to completion and
participants. 4 or more months. Multiple sites. Multiple participants per
site.
• When you need to understand how a customer group is completing
When to Use something in a great amount of detail.
Ethnography • Ethnography is primarily reserved for product development
Source: Courtesy of Robin Schribman
22

23. QUALITATIVE RESEARCH
EMERGING TRENDS: WEB 2.0: PANELS / BLOGS
Research Panel Moderated Blog
Home page for panel designed to
reflect the core aspects of the brand Moderator is responding to a
specific response
Source: Courtesy of Robin Schribman
23

24. Quantitative Market Research
Goal of Quantitative: Determine size of an
opportunity, quantify responses, and optimize go-to
market strategies, such as pricing and value
propositions
When to conduct quantitative research:
• Need to quantify value of product configuration
• Support for a business unit requesting help estimating the
revenue opportunity for business case approval
• Marketing needs to segment large customer base of
information into meaningful / sizable groups
• Order of magnitude needs to be determined to help prioritize
internal investments
• Need to quantify preference, loyalty or risk
Source: Courtesy of Robin Schribman
24

25. QUANTITATIVE RESEARCH: MEASURING
Typical research problems:
Product Development
• The business team is working on a new product idea
• The business needs to finalize the product or feature configuration, set the price and
forecast potential revenue
Customer Satisfaction
• The business needs to understand the trends in customer satisfaction as compared
with a baseline of data
• Identify larger market opportunities or gaps that may be fixed
Brand Loyalty and Brand Equity
• The business needs to measure its ability to retain customers based on their
allegiance to a brand
Market/Customer Segmentation
• The business needs to improve the effectiveness of marketing efforts by breaking a
larger market into meaningful groups
Source: Courtesy of Robin Schribman
25

26. QUANTITATIVE RESARCH
WHAT QUANTITATIVE PROJECTS HAVE IN COMMON
An Analysis Plan
• An analysis plan outlines how the results will be analyzed to insure all of the
necessary questions and respondent types have been included
• The analysis plan double checks that the survey will collect the data needed
to reach a meaningful analysis.
• In certain cases when you are also assessing competitors and want to make
sure you have a truly objective and common comparison
• The type/format of survey questions will be dependent on analysis plan and
how you will want to review data collected
Source: Courtesy of Robin Schribman
26

27. QUANTITATIVE RESARCH
WHAT QUANTITATIVE PROJECTS HAVE IN COMMON
Question Types: Open and Closed
• An “open” question provides no options to select among. For example:
“What did you particularly like about the idea”
• When including open-end questions remember someone will have to read and
assign codes to every response. This can become expensive and labor-
intensive very quickly
• In general, use open-end questions sparingly (no more than 4) as only a minority
of respondents will complete
• A “closed” question provides options to select among – generally multiple
choice style
• These questions are much more efficient to tabulate and should be the core of
any quantitative questionnaire
• Closed questions have “scales”. Generally the scale is the number of options to
select among which are usually 4 / 5 / 7 or 10
• May include rating and ranking type questions
• Can be used for brand awareness and perception type research
Source: Courtesy of Robin Schribman
27

28. QUANTITATIVE RESEARCH
ALL MEASUREMENT PROJECTS INCLUDE…
Estimates the number of completed surveys needed to accurately
A Sampling represent all of the groups of interest.
• A sampling plan sets counts for specific demographics to
Plan insure the results are accurate and projectable.
• In general, the greater the number of completed surveys the
better; however, there are diminishing returns.
• Determine incentive
• A short qualifying section is first in the questionnaire to insure
participants are qualified to answer the questions
Screening
• This is very similar to the screening questionnaire used in
Criteria interviews
• A list of prospective participants to contact by telephone or e-mail
• List management is critical to get the best respondents
Recruiting List • Can be pulled from an internal database or purchased from a list
vendor
Source: Courtesy of Robin Schribman
28

29. QUANTITATIVE RESEARCH
COMMON WAYS TO MEASURE
PROFILING: A Set of Questions to Describe Something
• A survey focused upon how customers are evaluating the product or
service they are using
Satisfaction • Usually repeated over time to be able to monitor if internal changes have a
positive or negative effect upon customer opinions
• A variation on a satisfaction survey. A point-in-time look at what products and
services a customer is using, how often and their opinions on performance
Attitudes And • Usually includes a comparison to competitors
Usage • Assessing brand awareness and appeal can be an attitudinal in nature
• Risk studies also tend to be attitudinal
• A standard series of questions about a new product idea: interest, likelihood to
Concept purchase, likelihood to use, others
• Purpose is to assess market receptivity to the product concept
Evaluation
• Can provide directional pricing guidance
• Can be used to make a go/no-go decision for basic product enhancements
Source: Courtesy of Robin Schribman
29

30. QUANTITATIVE RESEARCH
EXAMPLES OF MODELING
• Configures a product at the optimal price
Trade-Off /
• Evaluation of individual features – grouped together based on perceived
Conjoint value
Analysis • Complicated technique / generally requires vendor expertise
• Determines how a brand is perceived
Brand
• How extensible is the brand
Awareness
• How does it compare to the competition
• Assess product/service strength with a customer group
• Ongoing measure either transactional or survey based
Loyalty
• Generally a tracking study – conducted on-going, quarterly or
annually
• Provides guidance in formulating survey design to support
particular analysis techniques -- i.e., Conjoint, K-means,
Specialist Latent Class, etc.
• Generally requires advanced statistical software
Source: Courtesy of Robin Schribman
30

31. QUANTITATIVE RESEARCH
BEST PRACTICES IN SURVEY DESIGN / EXECUTION
Be precise in what information you need to gather. A focused goal
Focus on Objectives
will help to simplify the survey
Survey the Right Make sure your selection of sample is random. For web surveys
Number of People make sure e-mail addresses to be included are representative of
the population to be studied
Craft Invitation • A well-crafted invitation is essential to improving response rates
Carefully • For web surveys, critical that your invitation is designed to
minimize the likelihood of being flagged as spam
• Let them know how long the survey will take
• Specify a deadline
Screener
Order Questions An inverted pyramid approach to General Questions
Logically question order can help ensure the
effectiveness of your survey – final Specific Questions
flow of survey will vary Open-Ended Questions
Demographic
Follow-Up
Source: Courtesy of Robin Schribman
31

32. QUANTITATIVE RESEARCH
BEST PRACTICES
Write Objective • Respondents should not be able to determine where you stand
Questions on any topic, so use nonjudgmental wording and choose neutral
terms
• The best practices for writing scales have been thoroughly
researched. Respondents prefer fully labeled scales
• Where possible use standard scales rather than writing your own
The shorter the survey, the better the response rate. As the survey
Shorten the Survey
grows in length, your abandonment rate will also grow.
Your respondents contribute because they value their relationship with
Close the Feedback
you and they want to see you improve. If appropriate, explain what
Loop
you‟re using the data for and share your findings with relevant
communities
Source: Courtesy of Robin Schribman
32

33. Benefits of Market Research
• New Data Gathered and Analyzed based on a
specific business requirement provides a
valuable decision support tool
• Some degree of business risk may be mitigated
• Unfavorable concepts may be prevented from
occurring
• MR permits companies to get closer to
customers in a variety of ways
• Informed decision making is a critical success
factor
33

34. MR and the Info Pro
• Primary market research Is A vital component of the
research process
• Info Pro’s may extend their current sphere of influence,
career status and overall value to their home company by
getting closer to the MR Process
• A full-time market research position could be a career
extension option
• The CI practitioner should be able to tap into Market
Research experts as they offer ethical approaches and
proven methodologies that may be applied to gathering
primary competitive intelligence derived from customer-
focused research
34

35. Where To Get Market Research Training
• Selected List
– Burke Institute http://www.burkeinstitute.com/
• “Since our founding in 1975, Burke Institute has trained more
than 75,000 participants from 10,000 companies, in 40
different countries”
– Marketing Research Association http://www.mra-net.org/
• “MRA‟s education will provide inspiration and solutions.
Conferences, webinars and self study courses are all
available and educational opportunities exist for every career
level. Obtain all the tools you need to gain an edge on the
competition. MRA‟s PRC program strives to approve most
online education products.”
35

36. Focusing On Knowledge Management
Victor Camlek
VP Market Intelligence
Thomson Reuters
June 2010

37. Knowledge Management
There appears to be no one simple Definition of Knowledge Management
37

38. KM: A Working Definition
• Knowledge Management Involves
– A process that is used by a firm or enterprise to create an official
place to store intellectual property (IP). This data repository
would house the official final version of IP (a report, research
results, spreadsheets, presentations, etc.)
– A technology that makes the IP retrievable to those individuals
who have a need to know and are cleared to receive access to
this material
– A taxonomy, coding or algorithmic method that will permit others
to discover this valuable information and retrieve it if they are
cleared to do so
– A contributory or mandated process whereby producers of
intellectual property play a vital role in populating the repository
– A way to organize access to functional experts within a firm or
enterprise so that these individuals may be called-in to
contribute their expertise, where appropriate to important
projects
38

39. Knowledge In The Business Enterprise
• Formal corporate assets
• Includes: patents, copyrighted
Explicit materials, trademarks, publications,
reports, templates, datasets
Assets
• Informal assets that are based on
human experience
• Includes: Experienced knowledge
Tacit Assets bearers, content that do not represent
official corporate positions,
intellectual capital, skill sets and other
undefined resident capabilities
39

40. Expert View of KM 2010
• Gartner Research
– Describes two adjacent disciplines
• Knowledge Management
• Enterprise Information Management
– Differences
• KM: “is a discipline that formalizes the management of an
enterprise's intellectual assets. KM promotes an integrated
approach to identifying, capturing, retrieving, sharing and
evaluating an enterprise's explicit and tacit knowledge assets”
• EIM: “is an integrative discipline for structuring, describing
and governing information assets across organizational and
technological boundaries to improve efficiency, promote
transparency and enable business insight.”
– These are important distinctions that help to clarify the
role and info pro or information department may elect to
play Source: Knowledge Management and Enterprise Information Management
Are Both Disciplines for Exploiting Information Assets. Gartner Research,
31 July 2009. ID Number: G00169664 40

41. Important Distinctions
EIM KM
Sources Explicit Explicit and tacit
Purpose Consistency, usability, Access, leverage,
shareability, codification shareability
Technology Many: for example: ECM, Social Software apps
DW, BI, MDM, and so on predominate
Governance Formal, enforced Informal, socially
acceptable
Metrics Formal, quantitative Informal qualitative
Audiences Internal Internal/external
BI=Business Intelligence; DW=Data wharehouse; ECM=enterprise content
Management; MDM=master data management
Source: Knowledge Management and Enterprise Information Management
Are Both Disciplines for Exploiting Information Assets. Gartner Research,
31 July 2009. ID Number: G00169664
41

42. The Key Components of EIM and KM
EIM KM
Source: Knowledge Management and Enterprise Information Management
Are Both Disciplines for Exploiting Information Assets. Gartner Research,
31 July 2009. ID Number: G00169664
42

43. Important Aspects of The EIM/KM Distinction
• Utilizing this Distinction permits the Info Pro to Assess the competencies
required to participate
EIM KM
•Governance, Risk and • Client engagement
Compliance roles • Influencing motivation
•Technology • Leveraging a combination
selection/management of text and people skills;
•Cross departmental stakeholder management
management policies • Ongoing support and
•Stakeholder management maintenance to ensure the
• Rules and guidelines program remains on
development, course
documentation and • Internal
monitoring marketing/championing
• Relationship building
43

44. Value Chains
• KM involves an awareness of the Porter Value Chain Model
• This model helps to understand where KM may be
implemented
44

45. APQC: KM Stages of Implementation
APQC is member-based nonprofit organization specializing
in benchmarking, knowledge management, measurement,
and process improvement. APQC promotes a five phase
adoption of KM
Source: APQC http://www.apqc.org/knowledge-management-frameworks
45

46. APQC KM Maturity Levels
APQC’s Levels of Knowledge Management Maturity™
“This tool provides a road map for moving from immature,
inconsistent knowledge management activities to mature,
disciplined approaches aligned with strategic objectives”
Source: APQC http://www.apqc.org/knowledge-management-frameworks
46

47. The KM Process View
Source: KM101, Taming the “infolanche”, Phillips Wyatt Knowlton, Inc.
47

48. Benefits Associated with Knowledge
Management
• Improved profitability driven by efficiency and
innovation
• Resource optimization
• Improved talent management
• Ability to create communities of practice
• Improved content management
• Superior ROI from completed projects and
information that has been acquired
• Development of a “knowledge sharing” culture (as
opposed to silos)
48

49. Important Requirements of EIM/KM
• Data Repository
– Includes corporate or departmental portals
– Provides access to various information collections
– Can involve multiple layers of security
– Portals need to be backed up by servers or cloud-based storage
– Potential to house
• Explicit IP
• Experts database
– Critical business process groups may achieve dataflow
• Finance
• Invoice fulfillment system
• HR
• Library Services
• T&E/Training/News, etc., etc
49

50. Important Requirements of EIM/KM
• Technology That Makes Knowledge Retrievable Includes
– Enterprise content management systems
– Enterprise Search
– Federated Search
– Records Management
– Security
– Architectures (Proprietary or open)
– Web Portal Software
• Involves planning, vendor selection and
maintenance
• Requires strong connection with IT, HR, Finance,
Legal and Marketing departments
50

51. High Level Provider Segmentation
“…knowledge management is not a product you can buy, but a set of
business practices that focus on the intelligent capture and reuse of
information and knowledge held by employees…” John T. Maloney (1998)
High Level View of Technology Providers Within EIM/KM
Content Enterprise Federated Records Portals
Management Search Search Management
Autonomy Autonomy Auto Graphics Autonomy Microsoft
Documentum FAST/Microsoft Ex Libris CA Sharepoint
IBM Google Muse Global EMC IBM
Open Text IBM OCLC Filenet (IBM) Websphere
Oracle Convera ProQuest Open Text Oracle Web
Vignette Endeca Others… Oracle Center
Others…. Inqura Many others Suite
Others… Many others
51

52. Other Factors Critical To EIM/KM
• Taxonomies/Algorithms
– Needed to make information retrievable with a high
degree of precision
• Contribution Incentives/Participation Recognition
– KM requires contributions
– The challenge of motivating employees rests with the
governance policies that must be set within each
company
• People Sourcing
– COPs
– Expert Databases
– Correspondent Networks
52

53. Communities of Practice
• A Group of knowledge bearers that is organized for the purpose of sharing
and learning from one another either in-person or via virtual
communications media.
• The collective contributors may yield a body of new knowledge based on
their combined expertise.
• The goal is to maintain the continuity of the COP.
• This interaction should contribute measurably to operational excellence
• The COP may be called on to problem solve important business issues
53

54. Defining Success
Projects Comments
Leadership Someone is responsible for
leadership
Commitment Human and capital
resources
Objectives Availability
Ease of access and transfer
of knowledge
Positive encouraging
environment
Managing Knowledge as an
asset on the balance sheet
Source: Successful Knowledge Management Projects: Thomas H. Davenport, et al
Sloan Management Review, Vol. 39, no 2, 1998, p. 43-57
54

55. Eight Factors Contributing To Success
1. Project involves money saved or earned
2. Project uses a broad infrastructure of both technology and
organization
3. Project has a balanced structure that is flexible and evolutionary
and maked knowledge easy to access
4. Within the organization, people are positive about creating, using
and sharing knowledge
5. Purpose of the project is clear, and the language that knowledge
managers use to describe it employ terms common to the corp.
structure
6. Project motivates people to create, share and use knowledge
7. Project utilizes many ways to share knowledge (systems and in-
person
8. Project has senior managers‟ support and commitment.
Source: Successful Knowledge Management Projects: Thomas H. Davenport, et al
Sloan Management Review, Vol. 39, no 2, 1998, p. 43-57
55

56. 56
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57. Additional Examples of Successful Programs
• Hoffman La Roche - through its Right First Time programme has
reduced the cost and time to achieve regulatory approvals for new
drugs.
• Dow Chemical - by focusing on the active management of its patent
portfolio have generated over $125 million in revenues from
licensing and other ways of exploiting their intangible assets.
• Texas Instruments - by sharing best practice between its
semiconductor fabrication plants saved the equivalent of investing in
a new plant.
• Skandia Assurance - by developing new measures of intellectual
capital and “goaling” their managers on increasing its value have
grown revenues much faster than their industry average.
• Hewlett-Packard - by sharing expertise already in the company, but
not known to their development teams, now bring new products to
market much faster than before
• Source: http://www.skyrme.com/insights/22km.htm 57

58. KM and the Info Pro
• Aligned with core competencies
• Involves organizing a wide body of knowledge and
people
• Provides an additional service opportunity
• Involves investment in various “tools”
• Adds value to the library function
• Adds value and opportunity to the role of the
information professional
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59. Knowledge Management and the Info and CI
Professional
• Info pros have adjacent and direct experience in
KM
– Positioning to play a broader role across an enterprise
could greatly increase individual and departmental value
– Info Pros can contribute to the development of taxonomic
structures vital to successful KM programs
– CI professionals can develop specialized KM apps that
help manage knowledge about market and competitive
dynamics
– Info Pro‟s and CI Practitioners can achieve meaningful
roles in the governance, planning and development,
quality assurance and applications development of KM
systems.
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60. Conclusion
• Information Professionals and CI Practitioners
should seek out ways to add value to their core
competencies
• Two promising adjacent areas of expertise include
– Market Research
– Knowledge Management
• MR involves extending research services to a
different set of techniques and deliverables
• KM involves extending organizational and
administrative capabilities into a broader area of
information management that could have a positive
impact on operational and financial performance
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61. Where to Get more KM Facts and Training
• Selected List
– SLA KM Division
– The KM Institute http://www.kminstitute.org/cms/index.jsp
• “Provides KM Training and Solutions, staffed by full-time employees
at KMI HQ (Washington DC), as well as part-time or on a volunteer
basis by a global network of KM professionals, trainers, and content
providers - all respected experts in their fields”
– KMCI.org http://www.kmci.org/index.html
• “Since 1997, KMCI has been offering top-of-the-line knowledge
management training courses taught by some of the best known
thought leaders in the field”
• Offers 5-day CKIM™/CKIM™ In-house; One-day workshops and
distance learning
– APQC http://www.apqc.org/
• Benchmarking and best practice research
• KM is a major area of interest
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