The document provides an overview of Lyn Murnane's knowledge management (KM) experience across multiple organizations and projects. It discusses her roles at BUPA Australia, ANZ, IDP Education, Telstra, Medibank Private, and others. Examples are given of KM implementations at Medibank Private, Telstra, IDP Education, and IELTS test centers. Challenges, changes made, and outcomes/measures of success are described for each example. The document also outlines Lyn's approach to continuous learning in the KM field through conferences, courses, and networking.
2. What are we going to chat about?
• About Me
• Some relevant KM stuff
• 4 organisations, 5 examples
• Overview
• Challenges
• Outcomes
• Measures
• Where might you start?
3.
4. I have worked here:
• BUPA Australia – December 2016 to present
• Knowledge Design Consultant (project)
• ANZ: March 2014 to August 2016
• Manager, Knowledge Management, Analytics & Insights
• IDP Education: October 2011 – March 2014
• Knowledge Manager
• Telstra: Jan- Sept 2011
• Manager, Knowledge Management
• FastTrack Software: Jul – Dec 2010
• Knowledge Manager
• Medibank Private: May 2008 – June 2010
• KM Business Consultant
• FastTrack Software: August 2005 – May 2008
• Enterprise Support Lead
• IT Trainer
5. How I learn
• Networking
• KMrt
• KMLF
• MBIT @ RMIT 2008-2011
• Conferences
• Learning Assembly 2014
• Learning Assembly 2015 (presenter)
• KM Australia 2014,
• KM Australia 2015 (presenter)
• Gamification Australia 2016
• KM Australia 2016
• Continuous Learning
• Coursera.org (2014)
• Gamification
• On Strategy: What Managers can
learn from Philosophy
• Udemy
• Atlassian software suite and
• Agile methodologies
6. Roles and tasks
• IT Training & support
• Technical Writing
• KM Systems
• Instructional Design
• E-learning development
• User feedback
• Knowledge Manager
• KM Business Consultant
• Stakeholder engagement
• Collaboration with SMEs
• Social networks
• Blog - genverbosity
• Twitter - @boffin66
• Networking
• Communities of Practice
• KMrt
• KMLF
8. what skills does a Knowledge Manager
need?
• Customer / User Orientation
• Leadership
• Analytical Thinking and Decisive
Judgment
• Communications
• Facilitate sharing & collaboration
• Teamwork
• Learning and knowledge sharing
9. some data
• A 2012 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
• McKinsey Global Institute Report 2012 - http://www.mckinsey.com/industries/high-tech/our-insights/the-social-economy
• 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!
13. Medibank Private - OVERVIEW
• 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. of customer transactions inbound
• 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
http://www.medibank.com.au/Client/Documents/Pdfs/MPL_Annual_Report_2013.pdf
14. overview
• 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.
“We embrace change better when we do it ourselves “
15. challenges
Access to
knowledge
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
Access to knowledge was confusing, inaccurate and
inconsistent.
17. changes – Where to start?
• 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
• Measured how
• Average handling times
• Staff turnover / retention
• Helpdesk calls
• Ex gratia payment savings
18. and Medibank’s KB was born
• Max and Molly – 2 different KB instances
• Max was for customer facing processes
• Molly for corporate processes and support
• Both named by staff in a competition
• Buy-in through user participation in content from
previous processes
• Sold using branded gadgets, stress balls, umbrellas etc
21. Cost / Benefits
• 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. What worked?
• 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
• 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 complexity
• met requirements
• easy to use
23. Lessons learnt
• 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
24. Measures - reports
• Users
• Measure no. of times
users access certain
items in KB
• Ensure participation
by enforcing access to
news items
• Content Audit
• Review 6 monthly with SMEs
27. Telstra – overview - 2011
• Telstra had more than 10 ‘official’ KM systems
• 100’s of unofficial tools including spreadsheets, personalised web
pages, databases etc
• 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
• Included some support for Telstra Business (Small Business)
28. KnowHow - challenges
• Observations
• content / information verbose and not user friendly
• marketing materials copy and pasted into web pages
• No collaboration
• Feedback loop was sporadic and not transparent
• No Governance, archiving or expiry of content unless requested
29. Changes
• 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
30. Outcomes
• Insourced team – 6 internal staff employed
• Governance model
• Audit process
• Expiry process
• Writing style guide
• Publishing style
• New content management system should have automated some of
these processes
31. measures
• Successes
• Know How team won a business
innovation award in 2012
• http://www.cio.com.au/mediareleases/15187/telstra
-tops-bi-awards/
32. Other -Telstra Bigger picture
• 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
35. IDP Education - overview
• 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.
• Operates in 27 countries – 500 counsellors (Student Recruitment)
36. Overview - OSCAR - 2010
• Overseas Student Central Advice Resource
• CRM implemented to manage the end to end student application
process
Student
Enquiry
Best match
course
Application
Management
Visa
Assistance
Offer from
Uni
Needed data about all providers (unis) and their
courses
37. Challenges
IDP Knowledge - OSCAR
• 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
38. challenges
• 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
39. changes
• 2nd project to add more functions and fix issues
• Support desk produced a tag line
• We needed to give OSCAR some life (a persona)
• Character and tagline born
41. measures
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
KB Reporting
useddefault
keywordreport
tocoverallCurrentMeasures 24-Jun 1-Jul 8-Jul 15-Jul
KB Logins (Adoption Report) 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
All UsersKeywordSearch vs '0'Results Keyword Searches (Counsellors)
Weekly '0' Results
42. New concept alert…
• What??
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/
Some gamification examples you may
recognise
• PBL
• Points
• Badges
• Leaderboards
• Examples of extrinsic motivation
• Not intrinsic so may well prove to be
unsustainable
43. OSCAR Community
• More engagement
• Ideas for improvements / additions
• Discussion of issues
• Share info
44. How we got some game
• 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
45. Community Reputation • Depending on points accumulated, a
different ‘bling’ icon is displayed next
to a user’s name
By viewing the change in Member numbers,
I could see who had changed from ‘lurker’ to
participant.
Last week, I had 310 Members and
only 1 new user so 7 people felt
‘moved’ enough to comment this
week.
49. 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
More than two million IELTS tests were taken in 2013.
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
50. Overview - Project IELTS
• 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
51. challenge - A Knowledge base?
• Support and queries managed by central team via email
• How to give test centres the power to help themselves
• Why should some wait overnight or over weekend for response?
52. changes
• 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
53. outcomes
• 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!
55. KM at BUPA
• Program started back in 2012
ands I have watched with
interest it’s maturation
• Intent was to build ‘nuggets’ of
content that could be reused in
multiple locations by different
user groups
• Customer facing staff content
has been built
• Now CMS is dated and no longer
supported – is a desktop based
application
Content
Customer
serving staff
Policy /
Process
Marketing
(resources)
Customers
(documents,
web)
56. Transformation
• A program of 9 streams bringing together the different applications
that sources customer, policy, claims & process data
• To build an integrated solution which will better understand and
serve customers
Image sourced: http://17026-presscdn-0-98.pagely.netdna-cdn.com/wp-content/uploads/sites/9/2016/11/Digital-
transformation-634x0-c-default.jpg
57. KM at BUPA 2017
• Cloud based CMS
• User designed & tested
• Tool has better capability for
reuse of content
• Customer focussed
59. ideas
• 1st time?
• Start small
• Pilot
• User interaction
• Understanding gaps and pain points
60. Important things to consider
KM Governance
KM Framework KM Principles KM Standards
KM Governance can
• Provide a common understanding of
knowledge and knowledge management
• Employ best practices that will improve
usability & transparency and delivers relevant
knowledge to its users in an effective way
• Can enable more reliable and relevant search
• Provide transparent mechanisms for risk
management, evaluation and measurement
(building trust)
• Slows the proliferation of alternate knowledge
solutions and increases the relevance of
available knowledge through consistent
review, modification and archiving of
knowledge
• Lowers total cost of knowledge development
and management through increased
efficiencies throughout the KM lifecycle
61. In Closing
• “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
• 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
