andy scott national knowledge manager fuji xerox australia
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Andy Scott National Knowledge Manager
Fuji Xerox Australia
knowledge management
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Building Smart Knowledge-Sharing Strategies
Building Smart Knowledge-Sharing Strategies
Andrew C ScottFuji Xerox Australia
Andrew C ScottFuji Xerox Australia
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InformationA Significant Statement?A Significant Statement?
Documents Are the Primary Source of History;They Are the Means by Which Later Generations Draw Close to Historical Events and Enter Into the Thoughts, Fears and Hopes of the Past
John F Kennedy, January 19th 1963
Documents Are the Primary Source of History;They Are the Means by Which Later Generations Draw Close to Historical Events and Enter Into the Thoughts, Fears and Hopes of the Past
John F Kennedy, January 19th 1963
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Senior Management SupportWhy Focus On The Document?
Main Question Some Additional Questions
Does your organisation have
quick and easy access to all
important business information and
processes?
• Where is your strategic information stored?
• Can you operate 24/7?
• How do you search for information you do not own?
• Where do you store quality documents, such as those relating to Quality or other Important Business Processes?
• Do you have an EDRMS system to store records
• Do you still operate a hardcopy record system
Have you or anyone else in your
organisation ever accidentally deleted
or even lost a document?
• What was the cost to the organisation?
• What were the repercussions?
• Could you restore it?
• Could you recreate it?
• What did you do to prevent a re-occurrence?
• How much time was lost searching for it?
• Was it an electronic or hardcopy document?
• How would you feel if you needed the document for legal purposes?
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Now that we have technology to manage both physical and electronic document populations, the onus is upon us to be proactive in our document retention policies. Thanks to the Enron affair, we’ll no longer be able to hide our heads in the sand.
SPOLIATION-The Enron Story US
Knowledge Researchers
Information Sharing is facilitated by the Act. It has saved lives as Agencies can now openly share what they know, in fact they must share.Dr Paul Rosenzweig, Geoge Mason University, Professor of Law
The Patriot Act September 2001 US
Sarbanes-Oxley (SOX) Act July 2002 US85% of Multinational US Firms are actively working to ensure corporate governance reforms are enacted globally
The Basel Capital Accord (Basel 11) EUFinancial Sector approach that ensures Capital Adequacy is aligned to Organisational Risk Management
Availability and maintenance of DATA is evidentSystems Infrastructure is sufficiently robustPeople and Processes are aligned to manage this
Ernst & Young UK
Corporate Law Economic Reform Programme (CLERP 9) July 2004 AUSIf you're involved in auditing and company financial reporting, this is the new standard for reporting processes and procedures.
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Is The CIO The Future Steward ?UFJ Holdings, one of Japan’s four biggest banks, has admitted it engaged in forgery and obstruction to impede investigations into its conduct.The bank has made the admissions during an inquiry by the government regulator, the Financial Services Agency, into the bank’s operations and its losses of $19.6 billion over the past three years. The FSA had earlier accused the bank of illegal activities blocking its inspectors.
The admission, following a “third party” investigation commissioned by the bank, found that the company had concealed documents and data, given false evidence, destroyed documents, and forged statements and minutes of meetings during inspections.
The bank said the actions were “systematic” in nature and involved the highest levels of the company’s personnel.
A UFJ statement said that as result of the findings, it would undergo a “reconstruction” of its “corporate governance framework”.
Ethical Corporation August 2004
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DocuShare
A leader is one who takes the hardship of finding a better way of doing things for the common good and then selflessly shares the knowledge with others by guiding them on that path." – Avijit Dutta Indian Artist
The Accidental Knowledge Manager
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One Example Of A Roadmap
Material courtesy the APQC –Cynthia Raybourn
The APQC Road Map to Knowledge Management Results:
Stages of Implementation TM
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Understanding The Roadmap
Stage Questions
• Is there a need to share information?• What are the risks if you don’t?• Has it become a business imperative?• Are senior managers aware/embraced the project?
• Have you investigated Best Practice?• Has funding been allocated?• Have you developed a ‘roadmap’?• Have you nominated possible champions?• Have you worked out how to support the strategy? • Has a senior manager been allocated to the project?
• Start a Community of Practice (COP)• Use tools such as DocuShare to help share information and
register ‘early winners’ - Policy Docs/OHS/HR etc• Ensure there is VOCAL/VISIBLE management support• Ensure Corporate Direction is clear to all• Promote any successes
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Basic Principles The COP is
•A group of people who come together to share what they know and to learn from one another
•Held together by a common purpose; they contribute to a body of knowledge and are driven by a desire and need to share problems, experiences, insights, templates, tools, and best practices
•Community members deepen their knowledge by interacting on an ongoing basis
•The group thrives on recognition and develops a ‘social’ outlook
• Boundary spanning
• The channel for Knowledge Flow
• A means to strengthen the social fabric of the organisation
• The centre of knowledge Creation and use
• A builder of Intellectual Assets
• A Team of Problem Solvers who get the knowledge to those who need it
• A producer of Champions
• A source of possible Future Leaders
• A Competitive Edge
A Community Of Practice
Partial Source: Richard McDermott Building and Sustaining CoPs, 2000
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APQC KM Measurement Framework
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Input
ResourcesApplied
KM Activities
ActivitiesOrganised
ConvertingInputs toOutputs
BusinessProcess
Output Outcome
Productivity
Goods/ServicesProduced
RevenueProfits
Customer SatisfactionCustomer Loyalty
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Balanced Scorecard Example
Financial Perspective•Improved Sales Levels•Improved Productivity •Improved Return On Investment•Lower Operating Costs
Customer Perspective•Customer Order Levels Increase•Supplier Improvements
•Getting it right First Time
•Customer Loyalty Improves•Customer Satisfaction Increases
Internal Perspective•Reduction in Cycle Time•Community Participation•Improved Staff Retention?•More Shared Knowledge•Easier Audit Processes•Quality Improvements•Clear Corporate Direction
Innovation & Learning•Faster to Competency•Staff Satisfaction-they are happier•Enhanced Learning•Creativity Abounds•Entrepreneurial Spirit in Evidence•Innovation Develops
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InformationSeeking New ‘Knowledge’
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InformationEureka Sharing Information
Choose the Product
Choose the Fault
Choose the Fix
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InformationMaking Knowledge Work
Telecom Italia• 27.1 million fixed lines• 24.6 million mobile lines• Internet for 2 million ISP users• International operations spanning
19 countries
The Problems• Intense competition• Alarming Customer loss rates• Post monopoly market• Staff burnout & high turnover• Dynamic information• Complex Multiple databases• ‘Cheat sheets’ used• Time to answer calls excessive
‘187’ • One of the largest Call Centres in
Italy with 3000 employees• Goals to:
• Understand customer needs/claims
• Solve problems quicker• Create sales proposals
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A Knowledge Based Virtual Facilitator
The Requirements• To increase Customer loyalty
through improved service• To reduce Call Centre agent
turnover• To facilitate the exchange of
knowledge within the agents• To optimise the role of the Call
Centre specialists
Expected Benefits• Increased agent well being and
satisfaction• Increased knowledge sharing
amongst the agents• Ability to monitor agent skill sets
and predict training needs• Reduction in costs related to new
customer acquisition
Desired Solution• Integration of existing technologies
and tools with an open architecture• Introduction of a knowledge base
repository• Introduction of tools for reporting
and decision making support
Project Support• Co funded by European
Commission and Partners• ECRP• Telecom Italia• Xerox Global Services & PARC• Sodalia, Universita di Tor Vergata• Rome International University• Linkoepings Universitet
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The Driver And Potential Savings
Contract Termination Technical Assistance
Information Customer Profile
Agent Ranking 1 2 3
Skill Rating 100 80 60
Time to Complete Call 27.5 30 330
Time Saved (1 v 3) 92%
Agent Ranking 1 2 3
Skill Rating 100 92.7 80
Time to Complete Call 31.7 35 64
Time Saved (1 v 3) 50%
Agent Ranking 1 2 3
Skill Rating 94.1 87.7 66.3
Time to Complete Call 16.7 18.3 35
Time Saved (1 v 3) 52%
Agent Ranking 1 2 3
Skill Rating 100 80 68.3
Time to Complete Call 26.7 96.8 118.3
Time Saved (1 v 3) 77%
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InformationInterpreting The Message Differently
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The Power Of Knowledge Is In Its Sharing