Slide deck

1. DESIGNING AN ORGANIZATION’S KM JOURNEY
KM Showcase 2020
March 5, 2020
Mary Little & Kristin McNally

2. OUR INTENTIONS FOR TODAY
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3. MEET THE YOUR PRESENTERS!
MARY LITTLE
KM PRACTICE LEAD
Areas of Focus:
KM Strategy & Implementation,
Agile Transformation,
User-Centric Design, Business Process
Management & Transformation
KRISTIN MCNALLY
SENIOR CONSULTANT
Areas of Focus:
KM Strategy & Implementation,
Organizational Development,
Integrated Change Management,
User-Centric Design

4. MEET THE “KM HERO"
“A hero is someone who has given his or her
life to something bigger than oneself…”
Joseph Campbell

5. Current State: Your
currently KM Maturity
level.
Target State: Your
target KM Maturity level.
Avoided State: The path
you would be on without an
effective KM Strategy.

6. CONFRONTING
YOUR KM
CHALLENGES
THE “EVIL” YOU ARE FIGHTING
THERE IS A LACK OF
STANDARDIZED PROCESSES
AROUND KM.
THERE ARE NO INCENTIVES
OR CLEAR MANDATES TO
ENCOURAGE GOOD KM
BEHAVIOR
KNOWLEDGE IS NOT BEING
CAPTURED OR SHARED.
THERE’S NOT A CLEAR LINE
OF OWNERSHIP FOR YOUR
KNOWLEDGE-RELATED
PROCESSES, TOOLS, AND
PROGRAMS.
YOU HAVE PLENTY OF
KNOWLEDGE AND
INFORMATION
SOMEWHERE… BUT GOOD
LUCK FINDING IT!
YOUR KM TECHNOLOGY IS
NOT WORKING FOR YOU OR
YOU DON’T HAVE WHAT YOU
NEED TO SUPPORT YOUR
KM GOALS.

7. CONFRONTING
YOUR KM
CHALLENGES
WHY KM MATTERS
STANDARDIZED KM
PROCESSES AND
SUPPORTING GUIDELINES.
A KM CULTURE THAT
NATURALLY EMBEDS GOOD
KM BEHAVIOR INTO YOUR
WORKFORCE’S DAY-TO-DAY
ROLES & RESPONSIBILITIES.
A WELL-DESIGNED KM
STRATEGY TO HELP YOU
ACHIEVE YOUR KM GOALS.
GOVERNANCE OVER YOUR
KM PROCESSES, TOOLS,
AND PROGRAMS.
AN EFFORTLESS WAY TO
FIND AND DISCOVER THE
KNOWLEDGE AND
INFORMATION PEOPLE NEED
TO DO THEIR JOBS.
A KM PLATFORM OF
INTEGRATED APPLICATIONS
THAT ARE RESULTING IN
MEASURABLE
PERFORMANCE.

8. DEFINING YOUR KM JOURNEY
 What challenges are you fighting and what
good can you do for your team,
department, or organization?
 How do you know when you’ve been
victorious or defeated?
 Who are the “bad guys” and “good guys”
you are likely to meet along your journey?
 What are the different lenses through
which you can define your journey?
 What are your superpowers and what’s in
your toolbox?
 When do you need to join forces with
others to achieve your mission?

9. CHECK YOUR COMPASS: ARE YOU HEADED
IN THE RIGHT DIRECTION?
 Identify the one metric
that will show the most
impact
 Develop a cadence for
how often you will
measure results and
outcomes
 Leverage technology
to automate data
collection and analysis
Determine what you will
measure in order to
demonstrate results:
 Productivity and
reduced waste
 Time savings
 Quality of content and
information
 Rate at which you
produce content
Ultimately, what do your
executives care about?
 Increased revenue or
market share
 Innovation and speed
to market
 Avoiding bad publicity
 Ensuring continued and
increased funding
 What story do your
metrics tell?
 How different is today
from the last time and the
first time you measured?
 Can you show these
results in a graphical
way?
 Are you incorporating
anecdotes to balance out
your quantitative
approaches?
 What actions are you
taking as a result of
your findings?
 Have the actions
you’ve taken in the past
resulted in the
expected outcomes?
 Are you measuring the
right things?
IDENTIFYING THE
RIGHT METRICS
DEVELOPING A PLAN
FOR MEASURING
SUCCESS
ALIGNING YOUR
METRICS TO KPIS
COMMUNICATING
RESULTS
TAKING ACTION ON
YOUR FINDINGS

10. User-Centric Design: Focusing on your stakeholders and end-users.
Viewing the challenges and upcoming changes from the view of their
roles/responsibilities, goals/frustrations, and incentives/motivations.
Integrated Change Management: Combining leadership strategy,
employee engagement, processes, success-metrics, and training to
ensure swift and sustained adoption of change.
Organizational Design: Arranging how to do the work necessary to
achieve a business purpose or strategy, while delivering high-quality
employee experiences.
Agile Approaches: Focusing on the process and delivering solutions
to your prioritized needs quickly so that you can learn from the feedback
you receive.
DIFFERENT LENSES: WAYS TO APPROACH YOUR KM JOURNEY

11. SUPERPOWERS TOOLS
Content & System
Analyses
Review representative
samples of content to
understand the
structure, topics, and
areas for
improvement. Learn
about the capabilities
and limitations of the
systems being used to
manage that
knowledge
information.
Interviews & Focus Groups
Speak directly with the individuals
who own or are affected by the KM
challenges. Learn what their world
is really like in order to identify
solutions that take into
consideration their specific
challenges.
Surveys
Get a broader understanding of
common themes across departments
and perspectives about the different
needs within each part or subset of
the organization.
Understanding
of Your
Organization
Go beyond “best
practices” and
cater solutions
based on the
unique
characteristics of
your organization.
KM Foundation
Develop a solid
understanding of
KM principles for
knowledge
transfer, capture,
and management.
Learning How to Learn
Implement a mechanism for capturing
lessons learned and track how the
changes you make to your approach
do/don’t result in the intended outcomes.

12. YOUR ALLIES
If you’re on the business side, join forces with the technical
side, and vice versa.
If you’re in senior leadership, join forces with your
management and the workforce itself, and vice versa.
If you’re seeking outside support, join forces with your
external support, and vice versa.
If you’re a do-er, join forces with the thinkers, and vice versa.

13. STORY TIME: “THE BANK”

14. Enterprise Knowledge (EK) was engaged by a financial institution – “The Bank” – to conduct an assessment
of its KM maturity. Having identified KM as a priority, The Bank wanted EK to look at its culture as well as its
practices and frameworks that support KM and develop a KM Strategy and Roadmap that would:
BACKGROUND ON THE BANK
Promote staff development and innovation.
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2
3
4
5
6
Connect the expertise and know-how
across the organization.
Increase and better facilitate collaboration.
Improve productivity.
Enhance the onboarding of new staff.
Improve succession-planning.

15. THE TASK
GLOBAL KM
ASSESSMENT
REPORT
24
BUSINESS AREA
REPORTS
KM ROADMAP
AND PILOT
INITIATIVES
• Document the current KM state.
• Provide a gap analysis, including
barriers and opportunities between
the Current State and Target State.
• Assess each Business Area’s existing KM culture.
• Document current, local KM initiatives.
• Identify key processes critical to the Business
Area’s core activities and knowledge flows.
• Describe the Target State, taking into
consideration The Bank’s mission,
strategy, and the individual work at the
Business Area level.

16. BREAKOUT EXERCISE
 Open your envelope.
 Work together to discuss how you would approach developing a
KM Strategy based on your KM lens.
 Discuss the questions associated with your lens with your
group and record your group’s ideas for approaching a KM
Strategy for The Bank.
 Raise your hand if you have a question about the organization.
Mary and Kristin will walk around to provide pertinent
information for you to consider when developing your KM
Strategy.

17. A 90-SECOND TRAILER
Each group will have 90-seconds to present their ideas
for developing a KM Strategy based on their KM lens,
as well as their thought process.

18. SPOILER ALERT: HOW WE TOOK THIS ON
The EK Team performed a variety of user-
centric activities to achieve a holistic view
of The Bank’s culture and KM-related
practices. Specifically, the EK Team
conducted a KM Current State assessment,
analyzed and rated The Bank’s KM maturity,
defined a Target State for KM, and created a
fully customized iterative, task-based
roadmap to achieve The Bank’s desired
level of KM maturity. The 3-year roadmap
contained 23 pilots. In addition, the Team
provided each Business Area with their own
KM report, which featured a KM Culture
Benchmark, KM survey results, and
recommended pilots.
TL;
DR
PHASE 1: Our discovery work in Phase 1
included interviews, workshops, and a KM
survey. It culminated in a Current and Target
State Briefing Deck, and the 1st draft of the
Global KM Report.
PHASE 2: We conducted Business Area
focus groups and then generated, validated,
edited, and delivered their ensuing reports at
a rapid pace. In parallel, the Global KM
Report was going through its 3rd and 4th
iterations. We also prepared and delivered an
executive presentation, and bi-weekly sprint
reviews.

19. TOOLS EMPLOYED
Documentation review and technical demos.
Over 130 interviews, spanning 24 business areas.
Enterprise-wide survey.
5 workshops and 25 focus groups.
Bi-weekly sprint reviews.

20. EK’S KM MATURITY BENCHMARK
PEOPLE
• Flow of knowledge
through the
organization.
• Knowledge holders and
knowledge consumers.
• Understanding of state
and disposition of
experts.
PROCESS
• Existence and
consistency of
processes.
• Awareness of and
adherence to processes.
• Quality of processes.
CONTENT
• State and location of
content.
• Consistency of structure
and architecture.
• Dynamism of content.
• Understanding of usage
(analytics).
CULTURE
• Senior support and
comprehension.
• Willingness to share,
collaborate, and
support.
TECHNOLOGY
• Maturity of “KM Suite.”
• Integration with and
between systems.
• Usability and user-
centricity.
We used our proprietary KM Maturity Benchmark, which is comprised of
approximately 40 measurable elements that are organized across 5 factors:

21. SCORECARD OVERVIEW
1 2 3 4 5
Below Industry Average Average Industry Leading
Most organizations fall
somewhere within this range
on a majority of KM factors.
EK's Knowledge
Management Maturity
Benchmark is based on our
experience with hundreds of
organizations across
industries and around the
world on similar efforts. It is
used to score organizations
and determine where they
currently stand in terms of
critical knowledge
management efforts.
Top 5-10%

22. A RE-CAP: WRITE YOUR OWN STORY
How are you going
to leverage your
strengths and
support your
weaknesses as the
hero of this story?What challenges
are you trying to
solve? What’s your plan
for implementing
change?
How are you going
to measure and
communicate your
success?
What’s your
kryptonite and how
will you fight the
bad guys trying to
take over your KM
World?
THE CONFLICT
THE PLOT
THE STORY LINE
THE RATINGS
THE GOOD GUY
WINS IN THE END

23. CONTACT US
MARY LITTLE
mlittle@enterprise-
knowledge.com
KRISTIN MCNALLY
kmcnally@enterprise-
knowledge.com
703-981-2495 857-891-8431
@LittleMsMary @krmcnally