KM: new frontiers, new opportunities Justin Harness Information Online 21 January 2009

 What are the most important issues facing your business and its leaders today?  Profitability/working capital?  Funding?  Managing cost base/creating efficiencies?  Knowledge capture and retention?  Building and maintaining key business relationships?  Leveraging existing spend (incl technology)?

So where are the opportunities?  Credit crunch  Cost management  Business optimisation  knowing your client’s business  Business consolidation  Exponential technology developments  Increased regulation  Gen Y

KM benefits Supporting the delivery of services Supporting cross- team and jurisdiction working Ensuring access to key resources Leveraging third party resources Providing training and development Creating cost- effective service efficiencies Supporting collaboration and innovation Supporting management of risk Building relationships Ensuring consistency and quality of service

KM in action “ Supporting business growth and profitability”  Harnessing Macquarie’s knowledge and information  Reducing risk by providing access to key up-to-date tools, resources and research  Contributing to business improvement, change management and sharing of best practices  Leveraging internal and external expertise  Supporting communications, collaboration and communities of practice across Macquarie  Assisting communications and communities of practice across Macquarie

Macquarie

Knowledge systems Knowledge and expertise aggregation and delivery mechanisms e.g. portals, mash-ups Collaborative Technologies and processes e.g. SharePoint, Confluence Core knowledge Repositories and processes e.g. DMS-based systems Single source resources, search, information architecture and classification systems

Elements of a successful KM programme Technical systems And processes Culture, sponsorship commitment Right people, Right structure

Bespoke Commoditised Standardised Systematised Packaged Innovation: Susskind’s model Copyright © Richard Susskind, 2005 Published in The End of Lawyers? (Oxford University Press, 2008)

Bespoke Commoditised Standardised Systematised Packaged Scope for innovation: Copyright © Richard Susskind, 2005

KM in Europe  Mature function utilising sophisticated systems (enterprise search, document assembly etc)  Seen as core to professional services business  An area of focus/opportunity in current climate  Increasingly seen by clients as a differentiator and important value added service (and one which can attract revenue)  Sharing knowledge and collaboration increasingly seen as a part of doing business

The knowledge peak First stage Third stage Second stage

New frontiers, new opportunities  Databases – community – collaboration – personalisation - innovation  Positioning, demonstrable results, commercial focus and packaging important, creating bridge between business and traditional IT  Need to drive efficiency and innovation in current market – in part future of KM relies on success of this  Technology tools increasingly flexible, personal, intuitive and fun to use – need to avoid unnecessary rigidity  Need to support remote working and flexible global workforce

 The End of Lawyers? (Oxford University Press, 2008

 How are you going to add value and support your organisation to weather the current economic storm?