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KNOWLEDGE

MANAGEMENT

Bob GuyDirector, Retail Operations

Information and Knowledge

September 2001

The Process

Giant Eagle, Inc. All rights reserved. No portion of this document may be reproduced-mechanically,electronically, or by any other means, including photocopying-without written permission of the owner.

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It Takes a Giant to Make Life (KM) Simple..1

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Bob Guy, KM Project Director

Giant Eagle

Rich Levine, IS Project Manager

Giant Eagle

Bill Smit, Sr. Consultantciber, custom solutions

Todays Presenters:

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Privately Held Retail/Wholesale Grocery Chain

Market Area: Western PA, Ohio, & WV 200+ retail stores and over 200 wholesale customers

Employ over 35,000 employees

Gross sales: $4.5+ billion

About Giant Eagle

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A Business Process that ..

instills the disciplinethat spreads knowledgeof individuals or groups across an enterprisein a step-wise fashion, directly impacting(improving) performance.

KM at Giant Eagle:

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Giant Eagles KM Framework

Knowledge derives from minds at work

Essentially a structured social system

People tend to gravitate toward structure,

discipline, and goal oriented activity.

Thus providing a framework for knowledge

creation and sharing

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Business Vision

To Make the knowledge of our people; who have abusiness need ... to improve business results ;

easily available to anybody & everybody anytime anywhere

instantaneously simultaneously

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Business Concepts

Intellectual Capital

Capture & Connection

Managers: Spend more time managing, andless time searching for information

Cultural Change

KM is not an IT Project

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KM Concepts

A narrow Business Scope

Delivered by robust/broad KM System

KM is about people doing different things...

There is a discrete setof knowledge Access to KM is not an employee right

Knowledge Worker: as opposed to user

Build, Prototype and Pilot first Formal Training and Getting Started Process

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GIANT EAGLE KNOWLEDGE MANAGEMENT "PILOT"

Business Focused

The "Pilot"Touches all

Functional Areas

"Pilot" Focus

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KM Approach

Value Proposition: Operational Excellence 12 week Timebox for Prototype

With Iterativeapproach

Leveraging existing technology, resources andexperiences

Learn first: Evaluate vendor (s) later

Design/implement: Artifact Workflowprocess Develop: KM roles and management structure

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Artifact Workflow Process

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Create and

EvaluateArtifact

Determine

Whether to

Include

Submit

Steward

IDEA

Classify

(collaboration)

Evaluate

Presentation

Final

Review

Administrator

Approval Authority

Submit

Accept

Submit

Knowledge Worker(Author / Editor)

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Issues

PC Availability/Location

Network and bandwidth capacity

Performance tuning

Classification taxonomy: Metadata

Server architecture means reliability

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Knowledge Three Legged Stool

"Center for Knowledge,

Learning & Growth

1. Content Management

2. Corporate Culture

3. KnowAsisGatewayA Point of Departure

& Work Space

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Content Management

1. Content Management

1.1 Find (Search) 1.2 "Artifactory

1.2.2 Document

Management

1.2.1 Workflow1.2.3 Metadata

Definition,

Management, &

Repository

1.2.4 Content

Management

Support

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Culture

2. Corporate Culture

2.1 "Change

2.1.1 Social 2.1.2 Behavioral

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KnowAsis Gateway & Workspace

3. KnowAsisGateway

Point of Departure

3.1.1 Personal Work Area 3.2.1 Forums

3.1 Work Space 3.2 Collaboration

3.1.2 Business Work Area

3.1.3 Personalization

3.2.2 Meetings 3.2.3 Feedback

3.2.4 Other

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Challenges

An Organizational Climate geared to

knowledge sharing

Time & (seeming) tedium to document

"what we know"

Press of day-to-day business crowding

out KM efforts

Management Commitment

What are the Most Important things?

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Lessons Learned Executive sponsor critical: Active & engaged

Champion: Practitioner & evangelist

Find Vs. Search: What this means

Story Telling: Powerful advocacy

Metrics/ROI: Tough & too subjective

Business Vs. IT driven project

Dont let Perfection be the enemy of theGood Enough

Culture, Culture, Culture

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Our Knowledge Management Decision Method19

DECISION VISION DISCOVERY KM NEEDS ANDDEVELOPMENT CULTURALAWARENESS CONTENT

Build

Vs.

Buy ?

KM

Vision

Statement

Define

Business

Taxonomy

Workflow

Stewardship

Roles

Prototype

Build Vs. Buy

Costs Vs. Solution

Perfection: Enemyof Good Enough

Leverage ExistingResources/Current

Experiences

Knowledge: AboutMinds at Work, Not

IT Solutions

Needs Criteria:Established ThruKnowing Process

Time: 8-12 Weeks

Structure

and

Social

System

Difference

Between

KM, CM and

DM

Lag BetweenDevelopment

and

Stewardship

Acumen

Discrete Set

Vs. Current

Intranet

Structure

Intranet Vs.

KM

Steward

Leadership

Business

Purpose

Performance

Improvement

HUMAN INTERACTION

WE NOW KNOW

CONTENT

DECISION

Never Make the Same Mistake Once- Xerox

Preemptive

RO -I

SOCIO-INFRASTRUCTURE

Intelligence

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Next Steps

Deploy KnowAsis to harvestknown benefit

Develop more robust (vendor) solution Continue Culturechanges/shifts

Imbed KM practices enterprise-wide

Make KM The Way We Do Business!

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