selling knowledge management services in your organization

Knowledge Management:

“Selling” KM Inside Your Organization

(Slides In Support Of A Conversation

In The SIKM Leaders Community)

Knowledge Management at Deloitte(This is a Quick Contextual “Scene Setter” - Not the Full Overview)

© Deloitte LLP and affiliated entities.3

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Knowledge Management at DeloitteDeloitte is the largest private professional services firm in the world, with over 200,000 professionals and over $32 billion in annual revenue


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Value1 Peter Drucker

Data

Information

ExplicitKnowledge

Tacit Knowledge & Community Expertise

Knowledge Management in PracticeDefining what knowledge means to an organization aligns efforts and coordinates investments in improving knowledge management

Deloitte Examples Thought leadership Methods & Tools Sample Deliverables Solutions / ISOs Courseware Project Quals Client Insights 3rd Party Research Marketing Material Event Presentations

Deloitte Examples Mission, Vision, Values Firm Strategy Operating Policies Practice Area Definitions Announcements News / Wins Client ProfileDeloitte Examples

Revenue Headcount Locations Names Businesses

Deloitte Examples Collaborative

spaces User-generated

content via social software

Practice Communities & Special Interest Communities

Deeper people profiles and expertise connectivity

Facts & Figures

“Data endowed with context, relevance

and purpose” 1

Information endowed with experience,

reflection and codification

People endowed with explicit knowledge and collaborative

connections


Have Information Need Information

Producers

Subject Matter Experts

Alliance Partners

“Sellers”

Consumers

New Talent

Front-line Practitioners

“Buyers”

Knowledge MarketplaceLevers

Business Case & Strategy

Governance & Roles

People Focus

Content Focus

Process & Behavior Focus

Technology

Measures & Metrics

Knowledge Management - The “Marketplace” in your organizationThrough a structured approach to knowledge management, initiatives can be designed to work together and create efficient exchanges of information

“All Knowledge Management efforts essentially boil down to improving the efficiency of the knowledge marketplace that exists within [and across] organizations” - Prusak / Davenport

Case Examples and Lessons Learned

© Deloitte LLP and affiliated entities.

Barriers to Knowledge Management initiatives

7

Source: Deloitte Touche Tohmatsu CIO Survey

% of Respondents Mentioning

36%IT Perspective Not Integrated

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

41%

43%

44%

44%

46%

54%

No Horizontal Process View

No Change Management Program

Scope Expansion / Uncertainty

Project Team Lacking Skills

Case for Change Not Compelling

Poor Project Management

Unrealistic Expectations

Inadequate Sponsorship

Resistance to Change

65%

72%

82%

Technology is an enabler for Knowledge Management but not the sole solution


Lesson #1: Governance is fundamental.(People, Process, Content, Technology, Strategic Alignment)

Creating “authoritative conversation” and “authoritative voice” vs. Social Agreeing on the targeted problem(s) Controlling the “Rubik’s cube” of content

Lesson #2:

“Knowledge” and “Knowledge Management” must be defined in your terms.

What is the scope of “knowledge”? What are the core business issues to be addressed? What are the current “pain points” to be alleviated? How to define success for knowledge management (don’t pick ROI)

Lesson #3:

Invest in a formal Knowledge Management approach.

Acquiring or developing the requisite Knowledge Management skills Defining the roles that will wake-up everyday thinking about Knowledge

Management – KM in a downturn? Building incrementally on success and connections

Lesson #4:

Continually make the business case.

Setting reasonable goals and managing expectations (Use iterative approaches)

Selling Knowledge Management internally Measuring and reporting results (don’t pick ROI)

(continued)

Our lessons learned can provide insights for KM efforts


Lesson #5:

Knowledge Management is an evolutionary process

Must recognize your organization’s “way” of doing things, can’t change it all at once – pick your battles

Learn from others to speed up the process (we had extensive “look-sees”)

Lesson #6:

The human aspects of sharing are the greatest challenge.

Need broad partnering across organization to affect change (Culture problem does not belong to the KM group)

Messaging and expectations are key Leading from the top versus leading from the bottom Can’t be afraid of needing “generational change”

Lesson #7:

Point solutions are a double-edged sword.

Creativity, speed and best practices – vs. confusion, duplication and silos

Boundaries are key – i.e., defining what must be done according to standard vs. what can be done outside of standards

Responsiveness of the “core” solutions is always being tested

Lesson #8:

Technology is not a panacea for Knowledge Management ills.

Technology is only an enabler and needs to support people, process, content and connectivity needs

Starting with technology has proven disastrous for many companies (we started with the technology three times and had much to un-do!)

Be careful of over-investing in people-to-content connectivity

Our lessons learned can provide insights for KM efforts

© Deloitte LLP and affiliated entities.

To maximize people’s expertise and improve

productivity

Knowledge Management is not about storing documents or about processes and tools. Knowledge Management is:

Knowledge Management is not:Knowledge Management is:

Just about getting information to the front office and the portal

Overloading employees with information

Purely a technology solution

Creating additional workload which will not add value

An off-the-shelf product or program that can be copied

A standalone program or project and should not be

measured as such

A change in employees’ behavior and attitudes

Identifying and sharing business critical knowledge

Getting the most from the intellectual capital of an entire

team

Integrated in daily activities and processes

Customized to an organizational structure, products, services

and needs

A way to support achievement of business goals

Getting the right information to the right people at the right time

Sharing experiences and insights

10


In our experience, changing people’s behaviors to engage in active knowledge sharing is the most difficult part of any KM project or program. To be successful, a robust change management plan must be put in place, key levers explored and interventions implemented to create a sustainable knowledge sharing culture.

Roles & PoliciesGoals & MeasuresCustoms & Norms

Ceremonies & EventsMgmt. Behaviors

Reward & RecognitionTraining

CommunicationPhysical Environment

Org. Structure

Transformational Knowledge

Management delivers more…

Behaviors must be aligned to your business and KM strategy in order to reach your business goals and to embed a sustainable knowledge sharing culture:

Knowledge-drivenCulture

Knowledge Management is all about getting the right information

to the right people at the right time

• Improves decision making• Enables cross-pollination of ideas and thinking• Promotes collaboration • Facilitates innovation

A different perspective – Transformational Knowledge ManagementHaving seen Knowledge Management initiatives in practice, we believe it is important to focus not just on delivering knowledge sharing solutions, but to drive transformational change in the way you do business.


Kotter’s Eight Steps describe ‘what needs to be done’ to achieve change. They focus on truly understanding the people impacted by change, their motivations and the vision for change to engage them and create real commitment.

Source: Leading Change by John Kotter and The Heart of Change by John Kotter and Dan Cohen

Kotter’s Eight Steps for ChangeKotter’s Framework for Change outlines a successful process for implementing change and highlights key activities and success factors for sustaining change.

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