bridging theory with practice

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It’s a win-win: Bridging Theory with Practice via IKNS Capstone project Presentation to SIKM Leaders, Aug. 20, 2013 Linda Hummel, Enterprise Knowledge Manager

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Page 1: Bridging theory with practice

It’s a win-win: Bridging Theory with

Practice via IKNS Capstone project

Presentation to SIKM Leaders, Aug. 20, 2013

Linda Hummel, Enterprise Knowledge Manager

Page 2: Bridging theory with practice

Outline

• Introductions

• Setting the stage

• 5/3 Bank overview

• Columbia University IKNS program overview

• How I got connected to the program

• 5/3 sponsored project description

• Lessons learned

• Wrap up and questions

Page 3: Bridging theory with practice

Fifth Third Bank: A Curious Name

1865

The Bank of the Ohio Valley (BOV) started with $25,000

1871

Third National Bank acquires BOV and becomes largest bank in Ohio

1908

The Fifth National Bank and the Third National Bank merge to become the Fifth Third National Bank

1927

Fifth Third National Bank and Union Savings Bank & Trust become the Fifth Third Union Savings Bank & Trust Co. (FTUTC)

1969

Fifth Third Union Savings Bank & Trust Co. was renamed Fifth Third Bank

1975

Became incorporated as Fifth Third Bancorp

Page 4: Bridging theory with practice

Fifth Third Bancorp Facts 4

main businesses: Commercial Banking, Branch Banking, Consumer Lending, &

Investment Advisors

15 affiliates in 12 states

27 billion dollars managed for individuals, corporations, and not-for-profit

organizations

33 percent interest in Vantiv Holding, LLC

106 Bank Mart locations open 7 days a week inside select grocery stores

122 billion dollars in assets

308 billion dollars in assets under care

1,325 full-service Banking Centers

2,200 Employees

Page 5: Bridging theory with practice

The 5/3 Bank KM Challenge:

Brand new knowledge management program with critical need to educate,

activate people's passions and interest, and identify the longer term

governance and change components to be successful. 1

As a new KM program there was an opportunity for a knowledge

strategy intervention, as well as near-term tactical needs. 2

3 The goal is to reach a KM Maturity of 1.5 by the end of 2013 (using

APQC Maturity Model).

Page 6: Bridging theory with practice

How I got connected

• Discussion with Kate Pugh, Academic Director, Columbia University

Information and Knowledge Strategy

• Filled out Capstone Project 2013 Sponsor form

• Project was accepted into Capstone program

• Sponsors presented their projects at April residency

(including Conoco Phillips, Motorola, World Bank, World Wildlife Fund,

Pfizer, NASA)

• Students reviewed all sponsor input and gave input on their choice

• Students were matched with projects/sponsors

• Sponsors kicked off projects with their teams

Page 7: Bridging theory with practice

filename goes 7 Master of Science in Information and Knowledge Strategy 7

Page 8: Bridging theory with practice

Why Information and Knowledge Strategy Masters Program ?

The most critical challenges facing business leaders lie at the intersection of information management and human collaboration.

• search Columbia and Information and Knowledge for more information

Columbia University’s M.S. in Information and Knowledge Strategy program prepares knowledge practitioners to plan and lead knowledge and information services, improve collaboration and networks, and create innovative knowledge products.

Page 9: Bridging theory with practice

M A S T E R O F S C I E N C E I N

Information and Knowledge Strategy

16 M O N T H S

3 R E S I D E N C I E S

8 C O U R S E S

2 E L E C T I V E S

1 C A P S T O N E

Capstone: Recommendation and Implementation phases

Page 10: Bridging theory with practice

IKNS Residency

Case Analysis & Simulations

Faculty and Industry Experts

Networking Events

Focused Skill Workshops

Fun

Page 11: Bridging theory with practice

Core courses include … • Information and Knowledge Strategy in the 21st century

economy

• Management and Leadership in the Knowledge Domain

• Organizing and Accessing Information and Knowledge:

Practice and Methods

• Networks and Collaboration: Issues and Methods

• Information policy and Regulatory Issues

• Business Analytics and Strategic Intelligence

• Enterprise Wide Applications and Project Management

Page 12: Bridging theory with practice

QUESTION FOR AUDIENCE: where does the motivation come for a KM investment -- external threat, top-down or bottom up, performance disaster or opportunity, etc. ?

•Is it proactive or reactive?

•Is it top down or bottom up?

•Is it due to an external threat or failure, or is it because the business value is recognized by senior leaders?

Page 13: Bridging theory with practice

Capstone

Possible Capstone Projects

Ideal clients will be established organizations who have come to see

knowledge as critical to their competitiveness and productivity, and to

their interactions with stakeholders, such as employees, customers,

partners, and regulators. Taking these impacts as end-goals, student

projects might include:

Improving knowledge-sharing patterns and incentives

Designing a business analytics competency for decision-making

Improving or introducing knowledge networks or communities

Improving or introducing social media and other collaboration

processes

Page 14: Bridging theory with practice

Capstone Overview

IKNS Capstone

Launch 14

1st part

Individual

research

Implement

Sponsors’

Projects

2nd part

Team

Implementation

Coach/

Facilitators

IKNS

Courses,

personal

knowledge

Inputs Inform research and actions

Coach/facilitators guide conversations and

progress: individual, team and with sponsors

Identify cross-

team learning

Shared

engagement Shared

engagement

Shared

engagement

Peer-to-peer give

and take

Page 15: Bridging theory with practice

Sponsors’ Roles

• Scope the project - help the students understand your project, what

you want from them

• Introduce students to your staff as needed - especially if you want

students to interview staff

• Provide the background to your organization, and your KM

program/challenges

• Give feedback on their progress

• Collaborate with us, share your own ideas and requests that they can

help you with

• Do what is necessary so that they can implement/help you implement

their action plans and recommendations

15

Page 16: Bridging theory with practice

PROJECT SCOPE & ASSIGNMENT

Herald Barber Guidance for

Analytics

Caroline Gallego Content

Management

Daniel Fagbohun

Communities of Practice

KM Benchmarks

Page 17: Bridging theory with practice

DELIVERABLE • Benchmark Fifth Third’s KM Services based on

APQC methodology.

• Propose recommendations that addresses identified

gaps

• Design and implement a Community of Practice

along an existing knowledge domain that is critical to

sustaining growth and innovation - Implementation

Phase.

APPROACH • Data collection – APQC shall be the primary

resource for Benchmarking. Identify relevant

measures/ performance metrics and best-in-class

KM practitioners

• Research & Analysis – Compare Fifth-Third’s

performance with its Peers, Industry, Revenue group.

Identify gaps, determine performance enablers

• Document findings & provide recommendations.

LESSONS LEARNED • The dynamism and enthusiasm of Fifth Third’s

knowledge Management team should be leverage by

leadership to create a learning organization.

• Benchmarking is a great tool that can enable an

organization to develop a sound business case for

KM as well as understand where best to concentrate

effort and funds

BENEFITS Benchmarking

• Development of a quality improvement tool that helps

Fifth Third to become aware and better manage its

Knowledge Management performance based on

important targets/metrics

CoP

• Improved operational efficiencies resulting from the

ease of tacit knowledge sharing

• Standardization across the organization assuring

process effectiveness

KM BENCHMARKS

Page 18: Bridging theory with practice

Benchmarking HIGHLIGHTS

• Overall maturity level

is 1 - “Initial” – on the

APQC KM MM.

• Compared results to

>140 other companies

• CAT results indicate

most struggle with

“People”, “Processes”

vs. “Strategy”,

“Content and Info

Tech”

• Similarly, Fifth Third

had its highest avg.

rating of “2” in

“Content and Info

Tech”

Page 19: Bridging theory with practice

QUESTION FOR AUDIENCE:

Do you find the amount of time you and the people in your company spend looking for information is increasing or decreasing? Why?

Page 20: Bridging theory with practice

CONTENT MANAGEMENT

APPROACH Gather information

Review of current processes and systems

Survey of Consona/Knova users

Interviews with key stakeholders

2. Analyze information collected

3. Document findings and provide

recommendations

DELIVERABLE Create an implementation plan of a Content

Guidelines / Information Governance Model that

will include search tips, knowledge mapping

template and the analyses and improvement

recommendations of the authoring process in

the current KM platform and content lifecycle

management.

BENEFITS 1. Improved operational processes through

workflow efficiencies

2. Improved customer retention by having the

right information when assisting the

customer.

3. Provide opportunities for collaboration and

innovation.

LESSONS LEARNED The Knowledge Bank (KB) is not being used to its full

potential.

Users tend to call the Help Line before searching the

KB

Inconsistencies with knowledge creation, identification,

collection, issues with knowledge creation,

identification, review, share, access and use.

Inconsistent search results due to poor dictionary /

terminology controls

Page 21: Bridging theory with practice

Content Management Highlights

• Develop procedures, methods and tools around APQC’s 7 Steps to Knowledge Flow Process for consistency and improved user experience with the KM tool.

• Design and implement a process for approval of dictionary terminology for improved search results.

• Develop a strategy for improved engagement and participation with the Knowledge Bank

Page 22: Bridging theory with practice

KNOWLEDGE ANALYTICS

DELIVERABLE Provide guidance on a framework for measuring

the performance of the Knowledge Bank in line

with the goals and objectives of an evolving

Enterprise Knowledge Management Strategy .

Knowledge Bank Measures Inventory

Roadmap for Implementation – Leveraging

QlikView Capabilities

APPROACH 1. Gather information and conduct interviews on

current analytical capabilities of Fifth Third.

2. Perform research and assess the bank’s

analytics maturity model using Service

Innovation’s Knowledge-Centered Support

model and APQC’s 7 Step Knowledge

Analytics Process Model

3. Document findings and provide

recommendations on achieving desired state.

BENEFITS 1. Clear articulation of current and desired

state of the Knowledge Bank’s performance

measures.

2. A framework for matching business goals

with organizational capabilities and methods

to measure performance.

3. Plan and coordinate current and future

analytics investments and activities.

LESSONS LEARNED 1. Frameworks for performance measurements

already exist. No need to re-invent the wheel.

2. Measures used should be phased-based and

aligned to broader Enterprise KM strategy.

3. Full potential can be realized if data from

process based measures can be married with

HR, Customer and Financial data to provide

actionable insight for future KM investments.

Page 23: Bridging theory with practice

Analytics HIGHLIGHTS

Business article style paper with Executive Summary &

Key Takeaways section:

Knowledge Centered Support Methodology can

be leveraged (no need to re-invent the wheel)

Strategic Framework as foundation for any

metrics initiative

Technology issues important but secondary to

strategy

Importance of Change Management

Tools for kick-starting the analytics effort

Approach for strategic framework and alignment with

performance measures

Excel Spreadsheet tool for Maintaining Performance

Measures

Page 24: Bridging theory with practice

APPENDIX Bridging Theory with Practice

Page 25: Bridging theory with practice

Linda Hummel – previous experience

Knowledge Management Leader, GE Energy

2008 – 2012 responsible for establishing, communicating, and driving knowledge

sharing to realize shared intelligence, improved performance, and competitive

advantage. Provided timely access to relevant knowledge via a Knowledge portal

and Google enterprise search, made tacit knowledge available by building an

expertise locator, and created the framework for communities of practice.

Director, Global Knowledge Management, NCR – Teradata

2005 – 2008 created, executed and grew Teradata’s knowledge management

strategy and initiative throughout the organization; achieved business gains by

decreasing costs, increasing margins and growing revenue.

Senior Manager, Accenture

1999 – 2003 Responsible for developing/maintaining global, enterprise-wide

knowledge repositories, managing the online portion of ERP curriculum and setting

strategic direction for technology, learning content, processes and deployment.

Enabled practitioners to transfer and acquire knowledge more effectively, leading

to improved profit margins.

Page 26: Bridging theory with practice

Sources: 1. Content Management photo by Garry Knight, Creative

Commons Attribution-ShareAlike License

2. Analytics photo by John-Morgan, Creative Commons

Attribution License

3. CoP photo by Wlodi, Creative Commons Attribution-

ShareAlike License

4. KM Benchmarks - “Achieving High Performance: The value of

benchmarking”- An Accenture documentation by Chuck Wise

and Management Analysis & Development website -

http://www.mad.state.mn.us/benchmarking

5. Analytics at Work: Thomas H.Davenport - Jeanne G.Harris -

Robert Morison - Harvard Business Press - 2010