© dmr consulting, asia pacific 2002 information online 11 th conference & exhibition...

© DMR Consulting, Asia Pacific 2002

www.dmr.com.au

Information online

11th conference & exhibition

Harnessing The Insights From Knowledge Management To Ensure Success Of Your

On-line Initiatives

Martin L North Consulting Director

January 2003


On-line Initiatives


January 2003


www.dmr.com.au

Agenda11 Will your online initiative fail?

Lessons from knowledge management assignments

Two Case Studies

Some strategies for success

Questions

AgendaAgenda

22

33

44

55

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11th Information Online Conference


Will Your Online Initiative Fail? Will Your Online Initiative Fail?


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4

Nearly 60% Of Online Initiative Fail To Deliver On Their PromiseNearly 60% Of Online Initiative Fail To Deliver On Their Promise

Success of Online Initiatives

0

5

10

15

20

25%

Success of Online Initiatives

0

5

10

15

20

25%

Knowledge Management Success Rates

0 10 20 30 40 50 60

Significantimpact within 2

years

Limited tractionin 3-5 years

Low valueoutcomes or

failure

%

Knowledge Management Success Rates

0 10 20 30 40 50 60

Significantimpact within 2

years

Limited tractionin 3-5 years

Low valueoutcomes or

failure

%

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Lessons From Knowledge Management Assignments

Lessons From Knowledge Management Assignments


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6

Knowledge Management Can Be A Strategic Weapon In The Battle For Shareholder Value Growth – But It’s About Change, Not Just Information

Knowledge Management Can Be A Strategic Weapon In The Battle For Shareholder Value Growth – But It’s About Change, Not Just Information

DataData

InformationInformation

ORGANISATIONAL LEARNING

TeamsTeams IndividualsIndividuals

Kn

ow

led

ge

Ba

seK

no

wle

dg

e B

ase

Knowledge Base

Organisational Capabilities


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COREKNOWLEDGE

COREKNOWLEDGE

First, Define Clearly The Objective – Why Are We Doing This?First, Define Clearly The Objective – Why Are We Doing This?

• Identifying

• Locating

• Characterising

LocateLocate

• Accessing• Disseminating• Using more

effectively• Combining• Creating

EnhanceValue

EnhanceValue

• Formalising

• ConservingPreservePreserve

• Updating

• Improving MaintainMaintain


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Knowledge Knowledge ArchitectureArchitectureKnowledge Knowledge ArchitectureArchitecture

Then, Focus On All Four Elements In Successful Knowledge Management Development …Then, Focus On All Four Elements In Successful Knowledge Management Development …

KnowledgeKnowledge ContentContent

• Strategic decisions• Knowledge Objectives• Users involved• Knowledge required• Gaps• External and internal sources

of knowledge

• Strategic decisions• Knowledge Objectives• Users involved• Knowledge required• Gaps• External and internal sources

of knowledge

Organisation

• Explicit, ongoing change management

• Dedicated senior leadership and knowledge leaders

• Communication• Knowledge Management

Design Team• Rewards and incentives• Culture Change/Knowledge

Contract

• Explicit, ongoing change management

• Dedicated senior leadership and knowledge leaders

• Communication• Knowledge Management

Design Team• Rewards and incentives• Culture Change/Knowledge

Contract

Processes

• Developing processes that standardize intellectual assets and allow people to perform key activities on it:

• Creating• Sharing• Using• Collaborating• Improving

• Structuring knowledge to provide content and usability

• Explicit Change Management processes

• Developing processes that standardize intellectual assets and allow people to perform key activities on it:

• Creating• Sharing• Using• Collaborating• Improving

• Structuring knowledge to provide content and usability

• Explicit Change Management processes

IT Engine

• Software• User access and network

(e.g. internet)• Database design• Security• Human interface

• Software• User access and network

(e.g. internet)• Database design• Security• Human interface


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Business DomainBusiness Domain

Technology DomainTechnology Domain

… And Build The Right Knowledge Architecture … And Build The Right Knowledge Architecture

Work Architecture

Information Architecture

Application Architecture

Technology Architecture


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needs defined

Work Architecture

Work locations

not defined

All identified

and defined

Business

Locations

User types not

defined

Types and User Classes

Groups not

defined

Defined and

grouped

Logical Work

Groups

Not defined or

documented

All identified

and definedUser

Functions

A Knowledge Architecture Assessment FrameworkA Knowledge Architecture Assessment Framework


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11

needs defined

Work Architecture

Work locations not defined

All identified and defined

BusinessLocations

User types not defined


Groups not defined

Defined and grouped

Logical Work Groups

Not defined or documented


UserFunctions


Resources not

defined

All identified

and defined

Information

Domains

Not definedAll types

describedDescriptions

Data synergies

not defined

Synergies fully

identified

Synergies/

Dependencies

Data flows not

defined or

documented

Data flows

defined fully

Data

Flows



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Information Islands Often Defeat Knowledge Management InitiativesInformation Islands Often Defeat Knowledge Management Initiatives

HierarchicalBarriers

FunctionalBarriers

Disconnected islands of knowledge

+ =


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needs defined

Work Architecture



BusinessLocations



Groups not defined

Defined and grouped

Logical Work Groups



UserFunctions


Resources not defined


InformationDomains

Not definedAll types described

Descriptions

Data synergies not defined

Synergies fully identified

Synergies/Dependencies

Data flows not defined or documented

Data flows defined fully

Data Flows


Functions not defined

All functions defined

BusinessFunctions

Not definedDomains fully defined

Function Domains

Not defined Fully definedApplicationEnvironment



Application Boundaries



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needs defined

Work Architecture



BusinessLocations



Groups not defined

Defined and grouped

Logical Work Groups



UserFunctions




InformationDomains


Descriptions






Data Flows




BusinessFunctions


Function Domains






Not defined Fully definedConceptualTA

Not identifiedAll defined and mapped

PlatformTypes

Not definedFully defined and mapped

Services

Domains not defined or documented

Domains defined as appropriate

Technology Standards



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needs defined

Work Architecture



BusinessLocations



Groups not defined

Defined and grouped

Logical Work Groups



UserFunctions




InformationDomains


Descriptions






Data Flows




BusinessFunctions


Function Domains








PlatformTypes


Services





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Two Case StudiesTwo Case Studies


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Knowledge Management Case StudiesKnowledge Management Case Studies

Client A A major financial services company Budget of over $10m Dedicated knowledge management

team Project running for 4 years

Client A A major financial services company Budget of over $10m Dedicated knowledge management

team Project running for 4 years

Client B A major financial services company Budget of $8m Dedicated knowledge management

team Project running for under 2 years

Client B A major financial services company Budget of $8m Dedicated knowledge management

team Project running for under 2 years

Concern about the lack of traction in the organisation

Several budget overruns Churn in the project leadership

Concern about the lack of traction in the organisation

Several budget overruns Churn in the project leadership

Significant capability delivered to the company

Project running to plan and on budget

Significant capability delivered to the company

Project running to plan and on budget


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needs defined




InformationDomains


Descriptions






Data Flows




BusinessFunctions


Function Domains








PlatformTypes


Services




Work Architecture



BusinessLocations



Groups not defined

Defined and grouped

Logical Work Groups



UserFunctions

Assessment Framework – Client AAssessment Framework – Client A


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Assessment Framework – Client BAssessment Framework – Client B

needs defined




InformationDomains


Descriptions






Data Flows




BusinessFunctions


Function Domains








PlatformTypes


Services




Work Architecture



BusinessLocations



Groups not defined

Defined and grouped

Logical Work Groups



UserFunctions

Client AClient A

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Some Strategies For Success Some Strategies For Success


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Manage All Dimensions of the Change ProgramManage All Dimensions of the Change Program

Online Online ProgramProgram

Iterate the Iterate the technology technology

• Apply Web Thinking

• Content• External

Capture Capture ContentContent

• Vision• Support

Get top-line Get top-line management management sponsorshipsponsorship

• Processes• Organisation

Develop and Develop and institutionalisinstitutionalis

e Rewards, e Rewards, incentives and incentives and

philosophyphilosophy


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Approved

Sanitised

Knowledge gem

Design Your Processes CarefullyDesign Your Processes Carefully

Engagement team

Knowledge

Repository

“Capturing knowledge gems from our work”

Refine Content

Synthesis• Meetings• Electronic

Collaboration

Client Discussions

(Expert)

Draws on material

Professional Services Example

Professional Services Example


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Do Not Assume Content Is LinearDo Not Assume Content Is Linear

ExampleExample

Core CompetenciesCore Competencies

Branding

• Advertising/Awareness• Promotions• Market Research• Marketing Planning

CustomerSegmentation

• Identification of customer needs (business/private)

• Marketing decision support systems

StrategicPricing

• Product/Price Structure• Rebate Schedules• Competitive Research

CustomerCare

• Account maintenance• Billing• Inquiry Handling• Customer bonding pro-grams

ProductDevelopment

• Project management• Service

improvement/enhancement• Innovation of new services

Sales &Distribution

• Sales/Order Manage-ment• Sales Planning• Management of Distribution Channels

Technology

• Network Management• Fault Management• Technical Development• Strategic Sourcing• Engineering Construc-tion

StrategicAlliances

• Identification of p partners • Cooperations/Partnerships• Joint Ventures/Acquisitions

Non-Hierarchicalviews across data sets

Non-Hierarchicalviews across data sets

DataMaps

DataMaps

Fuzzy LogicFuzzy Logic


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Get The Right Structures In PlaceGet The Right Structures In Place

Core TeamCore Team

• Designs, administers, maintains and improves Online Program

• Markets Online Program initially

• Carries responsibility for overall program success

• Dedicated permanent teams

Content TeamsContent Teams

• Generate content through competition and consolidation of data and information

• Carry responsibility from timeliness and accuracy of content

• Initiative membership depending on content output– Permanent initiatives– Temporary initiatives

SponsorshipSponsorship

• Clear point of leadership for the initiative• A “champion” who can clear the road blocks and articulate the vision • Is passionate about the outcomes

• Clear point of leadership for the initiative• A “champion” who can clear the road blocks and articulate the vision • Is passionate about the outcomes

Technology TeamsTechnology Teams

• Provides and maintain the supporting systems for the programme

• Maintaining links to external data/information sources– Online databases– Network systems, e.g.... customer care, network administration

• Maintains/updates supporting databases


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Focus On All Dimensions Of Change ManagementFocus On All Dimensions Of Change Management

Wins along the way

Positive Reinforcement

Integrated Program

Use Do-Learn-Do cycles to drive implementation

Think of a series of short term goals - not a complete 5 year plan

Deliver meaningful short term improvements along the way

Celebrate success

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Questions?Questions?


www.dmr.com.au

Information online

11th conference & exhibition


On-line Initiatives


[email protected]

January 2003


On-line Initiatives


[email protected]

January 2003

© dmr consulting, asia pacific 2002 information online 11 th conference & exhibition...

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