km portals - lessons learned
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Implementing Corporate Portals for Knowledge Management:
key lessons
E.M Lyon
Prof. Dr. José Cláudio C. Terra
Lyon, February, 2006
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Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
# 0 – Strategic Intention –
New Paradigm!!!! Aha!!
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Who will benefit?
Product Development
Call center
Legal, marketing, CFO,
top management
Clients
Suppliers
Who are among the key
segments that will benefit
from the portal?
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Who will benefit?
AUDIENCES QUANTITATIVE
BENEFITS
QUALITATIVE
BENEFITS
NOTES
Top Management
Product Development
Finance
HR
Suppliers
Clients
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Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 1 – Make sure the KM initiative is tied to strategic goals
It is important to identify the sources of intellectual capital and start there
It is necessary to include the “knowledge
dimension” in the strategic plan. Typical questions?
What kind of K should be developed alone or in collaboration?
What should be acquired externally?
What kind of K should shared (Leveraged)?
What kind of K should be protected/preserved?
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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Which processes are most critical?
Which categories of Knowledge are most important in the firm’s strategic processes?
Are they mostly tacit or explicit?
Which topics and competencies require a pro-active, deliberate organizational effort to foster knowledge sharing and collective learning?
# 2 – Focus on Key processes and Core Competencies are complementary approaches
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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Analysis of Organizational Processes from a Knowledge Perspective
I. Strategic Value of Knowledge in the process
II. Undisputed, clear opportunities for KM
III. Level of knowledge protection
IV. Internal sources of knowledge
V. External sources of knowledge
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 3 – A Good Taxonomy is very important enabler of knowledge sharing
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 3 – A Good Taxonomy is very important enabler of knowledge sharing
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 3 – A Good Taxonomy is very important enabler of knowledge sharing
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
• Categories
• Metadata
• Navigation & search
• governance
• Automatic and manual strategies
• Content migration
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Is everything confidential until proven
otherwise? Or everything is accessible until
proven otherwise?
Who can publish?
What kind of information needs to be pre-
approved?
What kind of information can be shared with
clients, partners and suppliers?
# 4 – Information Policy
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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It is difficult for large, global organizations
to remain competitive in industries that
demand rapid cycles of knowledge
creation, diffusion and usage, without
highly advanced digital collaboration tools.
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 5 – IT tools (corporate portals) will be increasingly important and in some cases mandatory
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
Web Applications
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Nature of Digital
InformationUnstructured - Tacit
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Sites, Intranets e Extranets
Portals = Links + Search
Portals = Categorized Search (Advanced)
Portals = Content + Applications + Services
Portals = Personalization + Customization
Portals = Internal and External Collaboration
Portals = Processes + Business Intelligence“My workspace”
• My Personal Spaces
• My Teams
• My Projects
• My Communities
• My Processes
• My Unit
• My Organization
• My Interests
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Quality is more important than quantity
Put in place a capture process that is simple, friendly and distributed
Develop a content strategy before any coding
“Knowledge brokers”, moderators and content owners is key
# 6 – Focus of Content Management should be in the process, not in the technology
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 7 – Focus on the relevance
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
During Content Creation
Details about the authors
Pre-validation
Details about the information
- Summary
- Key-words
- Categorization
- Life-cycle
Design standardization
Use: Filters & Validation
Filters, Agents &
Categorization
Customization and
Personalization
Role of Moderators
Validation (Feedback from
users; Volume of access and
Life-cycle)
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“IAN, Intellectual Asset Network” - Context Integration
“GXC” or Global Exchange Network – Bain & Company
“ELVIS” or Eli Lilly Virtual Information Systems – Eli Lilly
Sharenet – Siemens
PeopleNet – Texaco
Eureka – Xerox
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
# 7 – KM initiatives are large “Change Management” projects
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Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
Multidisciplinary teams working together not only to develop the infrastructure, but also to publicize, train and motivate people throughout the organizations
Focus on early-adopters
Significant internal communication, including:
Posters
Newsletters
Communication booths
Local training sessions and gatherings (with the presence of senior management)
E-mail communications
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Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
# 8- New members need special attention: from invitation to introduction
Key role of
local offices
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Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
# 9 - Lead by example and make sure critical mass is developed rapidly
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# 10 - Participants need to develop an online identity
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
# 11 – KM leads to new metrics
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Users’ perspective is evaluated frequently
Mechanisms for evaluating individual, department, office contributions to the growth of intellectual capital is put in place
The demand, flow and use of content and knowledge objects are measured in order to better understand the organization and the business
# 11 – KM requires/leads to new metrics
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 11 - Recognize levels of participation and develop a reputation system
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 11 - Monitor activity and satisfaction level
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 11 - Monitor activity and satisfaction level
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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Quality of Content
& Applications
Level of Contribution
And Commitment Impact on Connections
Ease of UseImpact on Work
Impact on Learning
KM SystemKey InputsExpected
Outputs
Formal KM processes
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# 12 - Promote special online and offline events and celebrate success!
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 12 - Promote special online and offline events and celebrate success!
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 12 - Promote special online and offline events and celebrate success!
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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# 13 – KM demands a Colaborative Organizational Culture
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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Colaborative attitude is important for hiring and promotion
Time is invested in the transmission of values, culture and the development of personal networks (particularly in the first weeks of work of new employees)
Colaborative attitudes are formally recognized
Physical spaces foster communications and reduce evidence of hierarchy and status
# 13 – KM demands a Colaborative Organizational Culture
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Transparency
Be seen as trustworthy
Examples of knowledge sharing
Reputation
Respect of personal life
Noble goals and objectives
Fostering of personal contact
# 13 – KM demands a Colaborative Organizational Culture
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Where is the sweet spot?
Where are my allies?
Where KM helps clients?
Divulge the results and sucess cases in
frequently and in multiple ways!!!
# 14 – Think BIG, with a long-term perspective, BUT start small, strategically and show results quickly
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
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Strategy
Technology
Processes
People
Organization
Which ones are mostimportant?
Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned
# 15 – KM demands work in many dimensions
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FinalConsiderations
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KM is not a project
KM means focusing the managment process in the knowledge variable. It requires a new perspective, new processess and tools!!!
Coherence and Persistence are big challenges!
KM may lead a firm to rethink its organization and business model
ParadoxKnowledge can not be managedKnowledge resides in people’s heads
Final Considerations
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Thank You!Dr. José Cláudio Terra
jcterra@terraforum.com.br
www.terraforum.com.br
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