E-Commerce and the Transformation of Information MD853 November 20, 2004

Today Logistics –Lunch questions (individual or group option) –Final paper –quick review/questions –Course evaluation (BC) and Saturday format feedback (Cronin) Knowledge Management, E-Learning and Online Information Content (e-health industry) Guest Speakers –Chuck Moran, CEO and Jerry Nine, EVP at Skillsoft –Chris Messina, CEO at Body1 –Gigi Wang, IDC Preliminary analysis of survey responses (more to come via course web page posting) Wrap up

Knowledge Management Defined Organizing and effectively deploying the intellectual assets of an organization

E-Learning (Variously) Defined Education via the Internet, network, or standalone computer. Network-enabled transfer of skills and knowledge E-learning refers to using electronic applications and processes to learn. E-learning applications and processes include Web-based learning, computer-based learning, virtual classrooms, and digital collaboration.

The Enduring Challenge How do you turn data, skillsets and information into knowledge with strategic value? –Role and limits of vendor products and software tools –Role of the Internet and the web Capturing and organizing data Communicating what employees and organizations know tacitly and explicitly –The human dimension Critical to the success or failure of any knowledge-based system

Components of “Knowledge” Data –Statistics, observations, other objective and quantifiable metrics Information –Data that informs decisions and leads to action Knowledge –Information or experience that has been interpreted by applying (human) intelligence Tacit Explicit Cultural

Web Deployment Drove Ad-Hoc KM Universally available platform –Standardized front end and ease of retrieval and (gradually) search –Distributed, low cost access Organizational drivers –Grass roots implementation from small group to larger divisions –Project and need specific—quick results –Visible ROI for early web investments in information sharing Issues and barriers –Lack of central control & corporate consistency –Not compatible with many commercial solutions

Commercial KM Solutions Evolved From “Business Intelligence” Tools A diverse category of different tools enabling managers to make better decisions and thus improve their business processes Decision support systems (DSS) Executive information systems (EIS) Reporting and logging tools Data mining products CRM systems KM

ERP Absorbed KM and E-Learning Modules Enterprise Resource Planning programs –Planning and Scheduling of Resources –Have (70’s) roots in Materials Resource Planning Materials Requirement Planning (MRP) Manufacturing Resource Planning ( MRP II) –Enabled by Data Base Management systems Supply Chain Management Value Chain Management –More Recently Integrated with Internet/Web and with KM and Information Management Systems and E-Learning

Enterprise Drivers for KM Implementation Management perceives a Problem and an Opportunity –The “interface” problem – systems don’t communicate Lack of integration of disparate systems Difficulty of reconciling data from disparate systems Delay in processing transactions The opportunity to do more for less –Reduce cost of interfaces –Improve speed of responses and efficiency of processes –Increase customer satisfaction –Make smarter decisions about products and strategy

KM Expectations May Not Match Reality One system can integrate all data from all sources Seamless interfaces are possible Frictionless transactions Instantaneous data access Information leading to the right action/decision Transforming that information into knowledge— intellectual capital for the company

Barriers to Full Deployment of Commercial KM Systems Very high cost of implementation –Dollars –Person Power Often forces a change in process Requires extensive training of employees Takes a long time to implement Sketchy track record of ROI

Why does it fail so often? Failure to define requirements going in. Poor selection of package and platform –Software, hardware, DB Inadequate resources budgeted for the transition –Money and People Resistance to Change –Easier for you to adapt to it, than it to you. –Some processes will need to change –Lack of end user “buy-in.” Stake holders. No Realistic Plans or Process to Measure Results –Lack of ROI metrics and measurement

What leads to success? A company that understands and carefully documents its needs. Adequate resources for the project Flexibility to adapt existing processes Change management commitment –Enlist, empower, communicate, lead, listen, train Train and train some more Follow through, evaluate and adjust (don’t abandon) How can we apply these factors to E-Learning?

The Rise of E-Learning "Online learning has been in use for 20 years in one form or another, but the Web has shifted e-learning into hyper-adoption. By 2005, e-learning will be the most - used corporate application on the Web." Gartner 2002

16 Enterprise E-Learning Drivers Rapid Delivery On Demand Resources Scalability Organisational Efficiency Community Perception Lower Delivery Cost Per Unit Perceived Benefits Potential Barrier

17 Individual Perceptions of E-Learning Self Regulation Multimedia Simulations Convenience & Flexibility Privacy Easier Development Tracking No Peer /Instructor Support Unfamiliar Technology Lack of Feedback Miss out On Networking Perceived Benefits

How To Bridge the Gap Importance of maintaining options that reflect individual learning styles and needs –One mode not likely to fit all Develop clear learning goals and metrics that match enterprise strategy –Don’t let technology drive implementation Put incentives in place to motivate adoption and innovation

Are We Smarter Yet? Many early E-Learning and KM adopters assumed that there was intrinsic value in moving training online and in aggregating all types of data into Internet-based systems –Better integration of knowledge and learning remains key to unlocking that value and changing organizations Integration of Internet and proprietary commercial KM solutions still at primitive stage E-Learning (Learning Management Systems) still not well integrated with overall KM approaches

“Best Practices” for Implementation Clear top-down management commitment Identify core corporate goals and strategic advantages desired Evaluate and select commercial package that can be integrated with existing programs Make an implementation plan with realistic timelines –and allocate explicit resources for expansion, support and evaluation Present plans to employee groups for feedback/acceptability Plan for user training and orientation to the new system Phase in through selected pilots –Evaluate, adjust and upgrade based on experience and adoption curve Measure, measure, measure!