Embed Size (px)
Citation preview
Stephanie BarneS
Aligning People, Process and Technology in Knowledge Management
in aSSociation with puBliShed By
Aligning People, Process and Technology in Knowledge Managementis published by ark Group
UK/EUROPE OFFICEark conferences ltdpaulton house8 Shepherdess walklondon n1 7lBunited Kingdomtel +44 (0)207 549 2500 Fax +44 (0)20 7324 [email protected]
NORTH AMERICA OFFICE ark Group inc4408 n. rockwood driveSuite 150peoria il 61614united Statestel +1 309 495 2853Fax +1 309 495 [email protected]
ASIA/PACIFIC OFFICEark Group australia pty ltdMain level83 walker Streetnorth Sydney nSw 2060australiatel +61 1300 550 662Fax +61 1300 550 [email protected]
editorevie Serventi [email protected]
head of contentanna Shaw [email protected]
Managing directorJennifer Guy [email protected]
uK/europe marketing enquiriesrobyn Macé[email protected]
uS marketing enquiriesdaniel Smallwood [email protected]
asia/pacific marketing enquiriesSteve oesterreich [email protected]
iSBn: 978-1-907787-53-9 (hard copy) 978-1-907787-54-6 (pdF)
copyrightthe copyright of all material appearing within this publication is reserved by the author and ark conferences 2011. it may not be reproduced, duplicated or copied by any means without the prior written consent of the publisher.
arK1650
Stephanie BarneS
Aligning People, Process and Technology in Knowledge Management
in aSSociation withpuBliShed By
Contents
iii
Contents
Executive summary .............................................................................................................IX
About the author................................................................................................................XI
Acknowledgements ..........................................................................................................XIII
Part One: Integrating people, process and technology
Chapter 1: What is knowledge management? .................................................................... 3Knowledge management activities .......................................................................................... 3Tacit vs explicit knowledge ..................................................................................................... 3Managing knowledge, IT vs business ...................................................................................... 4
Chapter 2: Recent trends in knowledge management ......................................................... 5Technology ........................................................................................................................... 5A balanced approach to knowledge management ................................................................... 6Conclusion ........................................................................................................................... 6
Chapter 3: Knowledge management benefits ..................................................................... 7Knowledge management and KM technology ......................................................................... 7Benefits of specific technology types ....................................................................................... 8Summary ............................................................................................................................ 10
Chapter 4: Knowledge management risks ........................................................................ 11Silos .................................................................................................................................. 11People/groups not participating ........................................................................................... 11Loss of momentum .............................................................................................................. 12Lack of passion to lead knowledge management ................................................................... 12Link to the business case is lost ............................................................................................ 13Organisational culture ........................................................................................................ 13Sponsorship ........................................................................................................................ 13
Chapter 5: Aligning knowledge management with the business ....................................... 15Understand business objectives ............................................................................................ 15Understand user requirements .............................................................................................. 16Embed knowledge management in processes........................................................................ 16
Contents
iV
Training and communications .............................................................................................. 17Metrics ............................................................................................................................... 17Senior management support ................................................................................................ 17Cross-functional participation .............................................................................................. 17Technology is a means to an end ......................................................................................... 18Adequate budget ................................................................................................................ 18
Chapter 6: The knowledge management roadmap ........................................................... 19Strategy and plan................................................................................................................ 19People ............................................................................................................................... 20Process .............................................................................................................................. 22Technology ......................................................................................................................... 22The roadmap process ......................................................................................................... 28
Chapter 7: Requirements for knowledge management success ......................................... 33Strategy .............................................................................................................................. 33Roadmap ........................................................................................................................... 33Budget ............................................................................................................................... 33Governance ....................................................................................................................... 35Technology management ..................................................................................................... 35Change management ......................................................................................................... 35Knowledge management culture .......................................................................................... 36Return on investment ........................................................................................................... 36
Chapter 8: Change management plan ............................................................................. 37Organisational impact management .................................................................................... 37Stakeholder and sponsor management ................................................................................. 37Communication: Planning and management ........................................................................ 38Training: Planning and management .................................................................................... 40Conclusion ......................................................................................................................... 40
Chapter 9: Governance .................................................................................................... 41Governance committee ....................................................................................................... 41
Chapter 10: Knowledge management lessons learned ..................................................... 43Tie knowledge management to business objectives ................................................................ 43Culture .............................................................................................................................. 43Involve users ....................................................................................................................... 44Sponsorship ........................................................................................................................ 44Education and communication ............................................................................................. 44Resources ........................................................................................................................... 44Prioritise activities ................................................................................................................ 44Knowledge management pay-off .......................................................................................... 44
Aligning People, Process and Technology in Knowledge Management
V
Part Two: Case studies
Introduction ..................................................................................................................... 49
Case study 1: Automotive manufacturer – Migrating to a commercial off the shelf solution in a sustained knowledge management environment .......................................... 51
Background ........................................................................................................................ 51Moving targets and recognition ............................................................................................ 52Challenges ......................................................................................................................... 53COTS solution .................................................................................................................... 54‘To be’ state ....................................................................................................................... 54Considerations ................................................................................................................... 55Next steps .......................................................................................................................... 56
Case Study 2: Bovis Lend Lease ikonnect – Facilitated knowledge sharingBackground ........................................................................................................................ 57ikonnect basics ................................................................................................................... 59ikonnect operations ............................................................................................................. 59Staffing .............................................................................................................................. 61Communications: A critical success factor ............................................................................. 62Metrics and measurement .................................................................................................... 64Technology ......................................................................................................................... 67Conclusions ....................................................................................................................... 67
Case study 3: ConocoPhillips – Creating creative solutions in knowledge transfer ............. 71Early wins and introducing knowledge sharing concepts to the culture .................................... 71Connecting people ............................................................................................................. 72Linking to business results .................................................................................................... 72Building sustainability .......................................................................................................... 73Knowledge sharing example ................................................................................................ 74Technology support ............................................................................................................. 74
Case study 4: Environmental company ............................................................................. 75Context .............................................................................................................................. 75The project ......................................................................................................................... 75The result ........................................................................................................................... 75
Case study 5: Financial institution, IT department ............................................................. 77Context .............................................................................................................................. 77The project ......................................................................................................................... 77The result ........................................................................................................................... 77
Case study 6: High technology company #1 .................................................................... 79Knowledge management strategy ......................................................................................... 79
Knowledge management people .......................................................................................... 80Knowledge management processes ...................................................................................... 81Knowledge management technology .................................................................................... 81The result ........................................................................................................................... 82
Case study 7: High technology company #2 .................................................................... 83Context .............................................................................................................................. 83The project ......................................................................................................................... 83The result ........................................................................................................................... 83
Case study 8: ICICI Bank – Changing the way we work .................................................... 85First steps ........................................................................................................................... 85Satisfied users ..................................................................................................................... 86Wise Wednesdays ............................................................................................................... 87Corporate learning ............................................................................................................. 87Managing documents on WiseGuy ....................................................................................... 88Technology platforms .......................................................................................................... 88Compliance, quality and customer service ............................................................................ 89‘Beyond the surface to the soul‘ ........................................................................................... 89Challenges ......................................................................................................................... 91
Case study 9: Multinational fast moving consumer goods company .................................. 93The situation ....................................................................................................................... 93The decision ....................................................................................................................... 93The result ......................................................................................................................... 103
Case study 10: Osler, Hoskin & Harcourt LLP – SharePoint 2007 in a legal environment ................................................................................................... 105
Vendor selection ............................................................................................................... 105Decision factors ................................................................................................................ 106Three phases of vendor selection ....................................................................................... 106Key people involved in choosing and implementing the solution ........................................... 107The result ......................................................................................................................... 108
Case study 11: Ontario Council of Agencies Serving Immigrants .................................... 109The situation ..................................................................................................................... 109The decision ..................................................................................................................... 109Steps since the strategic plan development ......................................................................... 111
Case study 12: Pharmaceutical company ........................................................................ 117Context ............................................................................................................................ 117The project ....................................................................................................................... 117The result ......................................................................................................................... 117
Aligning People, Process and Technology in Knowledge Management
Vii
Case study 13: Professional services firm ........................................................................ 119Context ............................................................................................................................ 119The project ....................................................................................................................... 119The result ......................................................................................................................... 119
Part Three: Appendices
Appendix 1: Enterprise technologies, structured and unstructured knowledge ................. 123
Appendix 2: Enterprise technologies, unstructured knowledge ........................................ 125
Appendix 3: Social media and collaborative technologies ............................................... 129
Appendix 4: Knowledge management roadmap matrix ................................................... 131
Appendix 5: Glossary ..................................................................................................... 133
Index ............................................................................................................................. 135
iX
KNOWLEDGE MANAGEMENT has been an ‘us versus them’ proposition since technology came on the scene in the 1990s, with ‘us’ being either the business or IT department and ‘them’ being whoever was not ‘us’. If an organisation is to be successful in implementing KM, it cannot be that way: to be successful, everyone is an ‘us’.
This report differs from other knowledge management reports in that it does not limit itself to people, process or technology, or some combination thereof, but focuses on all three and, most importantly, the intersection of all three: where the value really comes from. It addresses what in some circles is called artificial knowledge management and natural knowledge management as one: knowledge management. This report also integrates knowledge with information management, not distinguishing between the two just because knowledge is documented or recorded.
It is only through inclusivity and consideration of the complete body of knowledge in an organisation that knowledge can be effectively managed and leveraged for use across the whole organisation. Once pillars or silos are created the value realised from the organisation’s knowledge is diminished, until those silos are bridged.
The report also considers recent trends: how the role of KM is evolving to include not only an organisation’s IT department but also a broader range of key decision makers; shifting the focus from either technology
or people and process, to technology and people and process; and aligning IT and the business. It is this aligning of the business reasons to do KM with the enablement capabilities of IT that results in the greatest benefit to the organisation.
The benefits of KM as they relate to performance measurement/management, competitiveness, identifying new opportunities, improving efficiency, boosting productivity, resource planning, reducing risk, etc. are presented and illustrated with examples in Part One and in the case studies. Additionally, the risks and costs associated with KM technology – and how to mitigate them – are discussed and provide context for the people, process and technology integrated and aligned approach to KM.
This report takes a practical view and outlines a much used approach to create a successful knowledge management programme, from initiation to rollout. The approach is based on considering people, process and technology as keys to success in addressing each of the eight phases of the knowledge management process: collect, analyse, resolve, select software application, design/develop/test, implement, use and evolve, all in the context of aligning business and IT. Once this context is established, the KM roadmap is established: from identifying aims to leveraging the desired output, all against the backdrop of people, process and technology.
The many aspects of technology are reviewed to help the reader understand
Executive summary
X
which systems are needed for KM, enabling informed decision making when the time comes to decide whether to buy out-of-the-box software or build a KM system in-house. The many overlapping KM technology platforms are defined with examples of when to use each one, and why. The importance of aligning technology with business processes for success in knowledge management highlights the fact that business and IT need to collaborate in ways they have not always done before now.
A significant element of this new partnership is communication, not just to gain executive sponsorship and to form a taskforce that represents both business and IT concerns, but to ensure that the project remains business driven and to enable good communication between business leaders and IT. Wider organisational communication focused on the purpose, need, value and other KM-related activities is also included in this discussion. Finally, how communication can be used to build an internal KM culture by breaking down reluctance to share information, share access and accept a new way of presenting the information is explored.
The report closes with case studies and examples which provide insight into how organisations have successfully strategised, selected and implemented knowledge management technology and activities. A couple of the case studies provide a discussion of what not to do, or what the organisations would do differently if they could do it over again.
Xi
STEPhANIE BARNES has over 20 years of successful, progressive experience in knowledge management and accounting in the high technology, healthcare and public accounting sectors, with abilities in strategy execution and change management as well as project development, implementation and team development.
Stephanie has developed and executed a knowledge management vision and strategy as well as having obtained management and organisational support for the initiative. The technology platform for this initiative had a return on investment (ROI) in excess of 160 per cent.
Stephanie is currently Principal at Missing Puzzle Piece Consulting, located in Toronto, Canada, doing business-IT alignment consulting focusing on enterprise content management systems. She has clients in financial and professional services, as well as in the environmental and high technology industries. She has been doing knowledge management work for more than 12 years and is the Knoco Ltd. franchisee for Canada.
Stephanie graduated from Brock University with a BBA in Accounting and from McMaster University with an MBA in Information Technology, and is ITIL Masters certified as well as having a Business Systems Analysis certificate.
About the author
Xiii
Acknowledgements
ThANK yOU to my case study contributors, participants and helpers: Jennifer McNenly, Chris Riemer, Steven Wieneke, Phil Ridout, Jim Kochan, Dan Ranta, Dave Montague, Patrick Zou and Nick Milton. Thank you to Patricia McBrearty who edited my early drafts and to my editor at Ark Group, Evie Serventi, who kept me motivated and encouraged during this process. Thank you to Dragon Naturally Speaking; I could not have done it without this software. Finally, thank you to everyone I have worked with over the years developing and implementing knowledge management programmes that balanced people, process and technology aligned with business and IT.
Part One: Integrating people, process and technology
part one
