KM Journey

Lyn Murnane,

Knowledge Design Consultant – BUPA Australia

April 2017

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?

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

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

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

Some KM related stuffWhat I have learnt so far

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

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!

Knowledge Sharing data

Social Media Participants – a good alignment to measure knowledge sharing

Let’s talk about:MedibankTelstraIDP EducationBUPASuccesses and failures I have known before

Medibank Private - 2004Implementing KM at MBP

EXAMPLE 1

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

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 “

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.

desired changes

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

Image: http://www.johnhaydon.com/wp-content/uploads/2009/04/twitter-many-to-one.jpg

Knowledge Enablers

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

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

Max 2009

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

Outcomes - measures

Max / Molly / Intranet

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.

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

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

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

Telstra

EXAMPLE 2

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)

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

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

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

measures

• Successes• Know How team won a business

innovation award in 2012• http://www.cio.com.au/mediareleases/15187/telstra

-tops-bi-awards/

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

IDP Education PTY LTD

EXAMPLE 3

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)

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

ChallengesIDP 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

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

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

changes

measures

OSCAR Connect Measures - last 90 days Result % Result Target Total Last weeka. Decrease number of staff not yet participating in OSCAR Connectb. 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

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Current Measures 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

Answers Viewed (Counsellors)9

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All Users Keyword Search vs '0' Results Keyword Searches (Counsellors)

Weekly '0' Results

New concept alert…

• What??

Gamification:The use of game elements and

game-design techniques in non-game contexts

“For the Win” Kevin Werbach, Dan HunterWharton 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

OSCAR Community

• More engagement

• Ideas for improvements / additions

• Discussion of issues

• Share info

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

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.

Game results

TH 1 TH 2

IDP IELTS

EXAMPLE 4

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

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

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?

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

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!

BUPA AustraliaTransformation Project

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)

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

KM at BUPA 2017• Cloud based CMS

• User designed & tested

• Tool has better capability for reuse of content

• Customer focussed

where might you start?Looking at KM in your organisation

ideas• 1st time?

• Start small

• Pilot

• User interaction• Understanding gaps and pain points

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

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

Knowledge workers

Knowledge Cafe

Knowledge Jam

SocialNetworkAnalysis

SwarmingPersonal

KMKnowledge

Fair

After Action Review

Community of Practice

Lessons Learned

Knowledge SharingCulture

EmergentKnowledge

TaxonomyNetwork Charter

Knowledge Harvesting

Holistic

Knowledge Asset

NarrativeFragments

KnowledgeArchitect

Social Learning

Cynefin Framework Curation

Reinventingthe wheel

Knowledge Mapping

Social CapitalBest

PracticeTacit

KnowledgePeer Assist

IntellectualCapital

Explicit Knowledge

Folksonomy Eliciting

Knowledge Management Buzzword

www.chriscollison.com

How many of these terms have you heard?

https://chriscollison.wordpress.com/tag/knowledge-management/

The reality is…

• Sometimes its just like trying to herd cats

Video from EDS 2001

the end