RMIT MBIT KM Gues Lecture 15 April 2014

1. How I got to here? 1
Lyn Murnane
Manager CoE – Knowledge Management
Analytics, ANZ

2.  About Lyn
 A journey
 KM stuff you‟ve heard before
 It‟s all about the stuff!
 A framework based on experience
 Examples
 3 organisations
 4 examples
 Ovrerview
 Challenges
 Changes
 Outcomes
 Measures
 Where might you start?
2

3. 3 I
Oct 2011- Mar 2013
• Manager – Learning and
Knowledge Systems
• 2 x Knowledge Bases
• 2 x community sites
• e-Learning Management
January – October
2011 Manager – KM
• Manage 10,000 answers,
system upgrade, new process,
conatrct negotiatons
• And a team of 6
RMIT – Graduate
MB(IT) – 2011
June – December
2010 Knowledge
Manager
• Delivered 1st draft e-learning
solution
2008 – 2010 KM
Stakeholder
Engagement
3

4. 4 I
 The Internet
 Library of the World at my fingertips
 Running chat sessions in v1 of MSN (trivia quizzes)
 MBIT @ RMIT
 Subjects of keen interest
 KM
 BI
 Change Management
 Governance
 Personal Networking
 1st KM role discovered thru a fellow MBIT student
 Other learning
 Lynda.com
 Short courses
 Gamification MOOC – Coursera. Org – UPenn ( certified)
 Lean Yellow Belt – online
 Diploma Marketing - online
4

5. 5 I
5
• IT Training & support
• Technical Writing
• KM Systems
• Knowledge Manager
• KM Business
Consultant
• Stakeholder
engagement
• Collaboration with
SMEs
• Networking
• Social networks
• Blog - genverbosity
• Twitter - @boffin66
• Networking
• Communities of Practice
• KMrt
• KMLF
• Instructional Design
• E-learning development
• User feedback

6. 6 I
Customer / User Orientation
Leadership
Analytical Thinking and Decisive Judgment
Communications
Facilitate sharing & collaboration
Teamwork
Learning and knowledge sharing
6

7. 7 I
 The average office worker spends 28 hours a week – or nearly 1500
hours a year - writing emails, searching for information and
attempting to "collaborate" internally, according to a new report.
 A new global report by McKinsey Global Institute, the research arm
of management consultancy McKinsey & Company, argues wide
adoption of social media technologies by businesses could cut down
some of the time-wasting involved in emailing and improve worker
productivity by 20 to 25 per cent. http://www.smh.com.au/it-pro/business-it/workers-spend-61-
per-cent-of-their-day-lost-in-email-and-information-20120730-23957.html
 19.8 per cent of business time – the equivalent of one day per working week
– is wasted by employees searching for information to do their job effectively,
according to research released today by Interact. http://www.it-
analysis.com/services/outsourcing/news_release.php?rel=38149
 And sometimes I do remember to reference!
7

8. 8 I
8
Social Media
Participants – a
good alignment
to measure
knowledge
sharing

9. Tools
Findable
Accessible
Useful
Content
Usable
Desirable
Useful
Governance
Credible
Trust
Change & Improvement
Valuable
Useful
Lyn’s KM Framework
In progress

10. 10 I
 Let‟s start with some examples
1. Medibank
2. Telstra
3. IDP Education
10
Overview
Challenges
Changes
Outcomes
Measures

11. Implementing KM at MBP
11
EXAMPLE 1

12. 12 I
 Market share in PHI Australia
 29%
 Number of people covered
 3.8 million
 Total Revenue
 $5.9 billion
 Total benefits paid
 $4.6 billion (84.8% of contributions)
 No. customer transactions in
 3 million calls
PRIVATE HEALTH
INSURANCE:
 Highly government regulated –
and the regulations change
frequently
 Extremely complicated – for
staff as well as customers
 Customers often don‟t really
understand their cover until
they claim
 PHI is a high use insurance
compared to other insurances
12http://www.medibank.com.au/Client/Documents/Pdfs/MPL_Annual_Report_2013.pdf

13. 13 I
 Medibank‟s culture – the approach to change
 “Empowerment for the Ground crew”
 “We don‟t need a McKinsey or a Boston Consulting to tell us how
to improve the business – we‟ve got over 1200 „ground crew‟ staff
who know exactly where the real gaps are to be addressed in the
business,” George Savvides – MD.
13
“We embrace change better when we do it ourselves “

14. 14 I
Intranet
Inconsistency
Multiple
Sources
Intranet – 1400 files, out of date,
inconsistent, poor search, slow
Many sources of information:
Lotus Notes, shared drive (40,000
files), local info, Circulars
Help desk calls - 20,000 internal
staff helpdesk calls per month
Communication to frontline
staff ineffective – Circulars,
Manuals, Guides, many emails, 400
page policy documents
Customers Unhappy
Given Inconsistent information
Staff Retention
Feedback from exit interviews -
staff leaving because not
sufficiently supported to do their
jobs effectively
Help Desk Calls
Access to knowledge was confusing, inaccurate and inconsistent.
Ineffective
Comm’s
Staff
Retention
LOW Unhappy
Customers
14

15. 15 I
Departments
•HR
•Marketing
•Compliance
•Product
•PHI
•Fund Policy
•Complaints
•Finance
•Corporate Affairs
Modes
• Single
Knowledge
Repository
Staff Engagement
• I am in control
• Consistent
messages
• Reduced
Complaints
Customer
Satisfaction
• More satisfied
• Better service
15
Image: http://www.johnhaydon.com/wp-content/uploads/2009/04/twitter-many-to-one.jpg
Knowledge Enablers

16. 16 I
 Pilot
 Assess what are the biggest
pain points
 Deliver a pilot / small version
of a knowledge base
 Include frequently asked
questions and used materials
 Assess outcomes
 Measures
 Average handling times
 Staff turnover / retention
 Helpdesk calls
 Ex gratia payment savings
16

17. 17 I
 Max and Molly – 2 different KB applications
 Max was for customer facing processes
 Molly for corporate processes and support
 Both named by staff in a competition
 Sold using branded gadgets, stress balls, umbrellas etc
17

18. 18 I
18

19. 19 I
0
100000
200000
300000
400000
500000
600000
700000
800000
900000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
04-05
05-06
06-07
07-08
08-09
09-10
19
Max / Molly / Intranet

20. 20 I
 Team
 Built by staff for staff
 Frontline engagement
 focus groups (personas)
 super user group
 Competitions, surveys
 road shows
 Brand – identity
 stickers, soft balls, umbrellas
 quick reference guides/materials
 Tool
 good search
 no bells and whistles
 met requirements
 easy to use
 Ongoing support
 Feedback mechanism was and still is the most
popular feature
 Content
 Write it for the audience
 Write if for how they think about it
 Avoid jargon
 Resistance
 Business experts & Management engagement
 Approval process
 subject matter experts took three times longer than
expected
 Training
 self-paced workbook didn‟t work well for call centre /
retail environment
20

21. 21 I
Ongoing Costs if status quo remained >
Millions
21
Ongoing savings if change happens ~
Millions
Ongoing Costs without change
• Training – new starters
$12.5Keach / 30% turnover
• Staff Help Desks
20,000 calls to 2 helpdesks.
• Call Handling Time
• Ex Gratia Payments
Cost MPL $500,000 in FY03. Consistent,
complete and accurate information in a central
repository has the ability to reduce this cost.
Ongoing Costs –after pilot
• On-going costs 6 staff and support.
• Benefit realisation within three months.
• All Handling Time - The Pilot Program statistics
demonstrated a reduction of 6.3% in Call
Handling Time.

22. 22 I
 Users
 Measure no. of times users
access certain items in KB
 Ensure participation by
enforcing access to news
items
 Content
 Review
22

23. 23
EXAMPLE 2

24. 24 I
 Know How – an intranet
based process and sales
information tool that supports
14,000 users – onshore ,
offshore and industry
partners.
 Know How's key focus is
support of personal
customers
 Includes some support for
Telstra Business (Small
Business)
 Telstra has 10 „official‟ KM
systems
 100‟s of unofficial tools
including spreadsheets,
personalised web pages,
databases etc
24

25. 25 I
 Observations – content / information is verbose and not user friendly
 No collaboration
 Feedback loop is sporadic and not transparent
 No Governance, archiving or expiry of content unless requested
25

26. 26 I
 User Feedback forums
 What does KnowHow sound like / its character
 Understanding what works and what doesn‟t
 What‟s missing?
 Suggestions for inclusions
 Getting engagement / buy-in
 Assessment of value of outsourced publishing
 Outcome – publishing was insourced again
26

27. 27 I
 Governance model
 Audit process
 Expiry process
 Writing style guide
 Publishing style
 New content management system should automate some of
these processes
27

28. 28 I
28

29. 29 I
 Project to create a company wide KM strategy
 Aims to create a single source of truth
 High level governance model
 Has leadership support and cross business unit endorsement
 Project currently being scoped and mapped
 Identifying measures of success
29

30. 30
EXAMPLE 3

31. 31 I
 IDP – Education placements – market leader.
 Placements in AU, US, CA, UK & NZ
 IDP Education also manages and part-owns the IELTS test – the
leading test of English language proficiency for study and
migration.
 IDP is 50% owned by IDP Education Limited, a company owned
by 38 Australian universities, and 50% owned by SEEK.
 27 countries – 500 counsellors (Student Recruitment)
31

32. 32 I
 Overseas Student Central Advice Resource
 CRM implemented to manage the end to end student application
process
32
Student
Enquiry
Best match
course
Application
Management
Visa
Assistance
Offer from Uni
Needed data about all providers (unis) and their courses

33. 33 I
 136,000 knowledge base pages
 99% data collected about universities and their programs from publicly
available information
 1600 manual knowledge articles
 Provided by local staff, or from Uni
 Location based Visa information
 Presentations from universities
 Links to Uni sites & videos
 Info about scholarships & application requirements
33

34. 34 I
 KB sold as matching tool
 Confused about how / why
 Visibility of content
 Issues with accessibility & control of
information
 Search
 How to return relevant results from so
much content
 Navigation
 Where to find the content
 Governance
 Guidelines
 Review & Archiving process
 Learning Tool
 Research new destinations &
locations
 Collaborative Learning
34

35. 35 I
 2nd project to add more functions and fix issues
 Support desk produced a tag line
 We needed to give OSCAR some life
 Character and tagline born
35

36. 36 I
36

37. 37 I
OSCAR Connect Measures - last 90 days Result % Result Target Total Last week
a. Decrease number of staff not yet
participating in OSCAR Connect
b. increase adoption
Active Users 208 38% 70% of licences 550 210
Creators (have posted) 48 23% 24% of active users 50
Commentors 74 36% 33% of active users 77
Inactive 342 62% 30% of licences 340
37
KBReporting
useddefault
keywordreport
tocoverall
CurrentMeasures 24-Jun 1-Jul 8-Jul 15-Jul
KBLogins(AdoptionReport) 6038 5532 6239 8201
Keyword Searches (Counsellors) 899 978 1401
Weekly '0' Results 128 101 111
Answers Viewed (Counsellors) 1644 1396 1573 1848
Matching Sessions 1453 1566 1714 1307
OSCAR Connect Views 511 364 136 143
OSCAR Connect Posts 44 33 16 6
OSCAR Connect Comments 216 97 35 28
OSCAR Connect Active Users 87 70 50 49
AnswersViewed(Counsellors)
971
1115
757
839
1012
733
1116
1021
1090
1100
1250
905
1008
1683
1602
1457
1426
1400
1465
1997
2023
2109
1857
2060
1582
2290
2521
2470
2820
2487
2763
2373
2357
2332
2215
2224
2817
2997
2904
2864
2794
2658
2553
2243
2835
14-Oct
21-Oct
28-Oct
4-Nov
11-Nov
18-Nov
25-Nov
2-Dec
9-Dec
16-Dec
23-Dec
30-Dec
6-Jan
13-Jan
20-Jan
27-Jan
3-Feb
10-Feb
17-Feb
24-Feb
3-Mar
10-Mar
17-Mar
24-Mar
31-Mar
7-Apr
14-Apr
21-Apr
28-Apr
5-May
12-May
19-May
26-May
2-Jun
9-Jun
16-Jun
23-Jun
30-Jun
7-Jul
14-Jul
21-Jul
28-Jul
4-Aug
11-Aug
18-Aug
AllUsersKeywordSearchvs '0'Results KeywordSearches(Counsellors)
Weekly'0'Results

38. 38 I
 What??
38
Gamification:
The use of game elements and
game-design techniques in non-
game contexts
“For the Win” Kevin Werbach, Dan Hunter
Wharton Digital Press - 2012
http://www.greenbookblog.org/2013/07/08/for-the-love-of-the-game-using-
gamification-in-mr-as-a-complimentary-tool/

39. 39 I
 More engagement
 Ideas for improvements / additions
 Discussion of issues
 Share info
39

40. 40 I
 Treasure Hunt
 Ask a question in community
site
 Users search in KB
 Answer via KB feedback (v1)
 Answer via community site
(v2)
 Impact is increased visibility
ongoing
40

41. 41 I
 Depending on points accumulated, a
different ‘bling’ icon is displayed next to a
user’s name
41
By viewing the change in Member numbers, I can see
who has changed from „lurker‟ to participant.
Last year, I had 310 Members and only 1 new
user so 7 people felt „moved‟ enough to
comment this week.

42. 42 I
42
TH 1 TH 2

43. 43 I
 PBL
 Points
 Badges
 Leaderboards
 Examples of extrinsic motivation
 Not intrinsic so may well prove to be unsustainable
43

44. 44
EXAMPLE 4

45. 45 I
IELTS
Test Centre
Test Centre
University accepts results
Employer accepts results
IELTS Test Centre
IELTS results are accepted by more
than 8000 organisations in more
than 135 countries.
IELTS results are accepted by more
than 3000 institutions and programs
in the US.
The IDP IELTS test centre network
offers IELTS in more than 200
locations globally.
Example Sites
IELTS
45
More than two million IELTS tests were taken in the past 12 months.
IELTS is available in more than 130 countries.
There are more than 900 IELTS test locations worldwide.
The IDP IELTS test centre network offers IELTS in more than 200 locations globally.
IELTS is available up to four times per month, 48 times per year.
IELTS results are available after 13 calendar days.
IELTS test is jointly owned by IDP Australia,
Cambridge and British Council globally.
IELTS in Australia is wholly owned by IDP

46. 46 I
 CRM for Central
 Disparate record management
 Centralise
 Agile project
 High level Reqs – Week 1 December 2012
 Build – Week 2 -3 December 2012
 Showcase – January 2013
 Pilot launched February 2013
46

47. 47 I
 Support and queries managed by central team via
email
 How to give test centres the power to help themselves
 Suggest a KB
 Why should some wait overnight or over weekend for response?
47

48. 48 I
 Assess Issues / pain points
 Assess FAQs from enquiry inbox
 Assess common issues and requests from Regional Managers
 Assess common audit issues
 Build content around these main pain points
 Ask network what they need?
 Ask them if they wish to participate in testing, feedback and naming
 „iKnow‟ is born
48

49. 49 I
 KB launched 27 June 2013
 Feedback positive
 400 answers and growing
 Participation from all sites
not just head office
And hey, I won an award!
49

50. Looking at KM in your organisation
50

51. 51 I
 Start small
 Pilot
 User interaction
 Understanding gaps and pain
points
51

52. 52 I
52`
http://www.slideshare.net/kmpc/km-roadmap-co-p

53. 53 I
“Anyone in the organization who is not
directly accountable for making a profit
should be involved in creating and
distributing knowledge that the company
can use to make a profit”
Sir John Browne – CEO of BP
Interesting article on BP’s knowledge management struggle
http://www.ikmagazine.com/xq/asp/sid.0/articleid.750C40CD-3510-47CA-9827-
5403ADCE1D93/eTitle.Greater_than_the_sum_of_its_parts_Knowledge_Management_in_British_Petroleum/
qx/display.htm
53

54. 54 I
CLOSING
Questions
www.genverbosity.wordpress.
com
lynmurnane@gmail .com @boffin66
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