1. © DMR Consulting, Asia Pacific 2002 www.dmr.com.au Information online 11 th conference & exhibition Harnessing The Insights From Knowledge Management To Ensure Success Of Your On-line Initiatives Martin L North Consulting Director January 2003

2. © DMR Consulting, Asia Pacific 2001 www.dmr.com.au Agenda 1 1 Will your online initiative fail? Lessons from knowledge management assignments Two Case Studies Some strategies for success Questions Agenda 2 2 3 3 4 4 5 5

3. 1 www.dmr.com.au 11 th Information Online Conference © DMR Consulting, Asia Pacific 2001 Will Your Online Initiative Fail?

4. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 4 Nearly 60% Of Online Initiative Fail To Deliver On Their Promise

5. 2 www.dmr.com.au 11 th Information Online Conference © DMR Consulting, Asia Pacific 2001 Lessons From Knowledge Management Assignments

6. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 6 Knowledge Management Can Be A Strategic Weapon In The Battle For Shareholder Value Growth – But It’s About Change, Not Just Information Data Information ORGANISATIONAL LEARNING Teams Individuals Knowledge Base Organisational Capabilities

7. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 7 CORE KNOWLEDGE CORE KNOWLEDGE First, Define Clearly The Objective – Why Are We Doing This? Identifying Locating Characterising Locate Accessing Disseminating Using more effectively Combining Creating Enhance Value Enhance Value Formalising Conserving Preserve Updating Improving Maintain

8. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 8 KnowledgeArchitecture Then, Focus On All Four Elements In Successful Knowledge Management Development … KnowledgeContent Knowledge Content Strategic decisions Knowledge Objectives Users involved Knowledge required Gaps External and internal sources of knowledge Organisation Explicit, ongoing change management Dedicated senior leadership and knowledge leaders Communication Knowledge Management Design Team Rewards and incentives Culture Change/Knowledge Contract Processes Developing processes that standardize intellectual assets and allow people to perform key activities on it: Creating Sharing Using Collaborating Improving Structuring knowledge to provide content and usability Explicit Change Management processes IT Engine Software User access and network (e.g. internet) Database design Security Human interface

9. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 9 Business Domain Technology Domain … And Build The Right Knowledge Architecture Work ArchitectureInformation ArchitectureApplication ArchitectureTechnology Architecture

10. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 10 needs defined Work Architecture Work locations not defined All identified and defined Business Locations User types not defined Types and User Classes Groups not defined Defined and grouped Logical Work Groups Not defined or documented All identified and defined User Functions A Knowledge Architecture Assessment Framework

11. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 11 needs defined Work Architecture Work locations not defined All identified and defined Business Locations User types not defined Types and User Classes Groups not defined Defined and grouped Logical Work Groups Not defined or documented All identified and defined User Functions Information Architecture Resources not defined All identified and defined Information Domains Not defined All types described Descriptions Data synergies not defined Synergies fully identified Synergies/ Dependencies Data flows not defined or documented Data flows defined fully Data Flows A Knowledge Architecture Assessment Framework

12. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 12 Information Islands Often Defeat Knowledge Management Initiatives Hierarchical Barriers Functional Barriers Disconnected islands of knowledge +=

13. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 13 needs defined Work Architecture Work locations not defined All identified and defined Business Locations User types not defined Types and User Classes Groups not defined Defined and grouped Logical Work Groups Not defined or documented All identified and defined User Functions Information Architecture Resources not defined All identified and defined Information Domains Not defined All types described Descriptions Data synergies not defined Synergies fully identified Synergies/ Dependencies Data flows not defined or documented Data flows defined fully Data Flows Application Architecture Functions not defined All functions defined Business Functions Not defined Domains fully defined Function Domains Not definedFully defined Application Environment Not defined or documented All identified and defined Application Boundaries A Knowledge Architecture Assessment Framework

14. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 14 needs defined Work Architecture Work locations not defined All identified and defined Business Locations User types not defined Types and User Classes Groups not defined Defined and grouped Logical Work Groups Not defined or documented All identified and defined User Functions Information Architecture Resources not defined All identified and defined Information Domains Not defined All types described Descriptions Data synergies not defined Synergies fully identified Synergies/ Dependencies Data flows not defined or documented Data flows defined fully Data Flows Application Architecture Functions not defined All functions defined Business Functions Not defined Domains fully defined Function Domains Not definedFully defined Application Environment Not defined or documented All identified and defined Application Boundaries Technology Architecture Not definedFully defined Conceptual TA Not identified All defined and mapped Platform Types Not defined Fully defined and mapped Services Domains not defined or documented Domains defined as appropriate Technology Standards A Knowledge Architecture Assessment Framework

15. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 15 needs defined Work Architecture Work locations not defined All identified and defined Business Locations User types not defined Types and User Classes Groups not defined Defined and grouped Logical Work Groups Not defined or documented All identified and defined User Functions Information Architecture Resources not defined All identified and defined Information Domains Not defined All types described Descriptions Data synergies not defined Synergies fully identified Synergies/ Dependencies Data flows not defined or documented Data flows defined fully Data Flows Application Architecture Functions not defined All functions defined Business Functions Not defined Domains fully defined Function Domains Not definedFully defined Application Environment Not defined or documented All identified and defined Application Boundaries Technology Architecture Not definedFully defined Conceptual TA Not identified All defined and mapped Platform Types Not defined Fully defined and mapped Services Domains not defined or documented Domains defined as appropriate Technology Standards A Knowledge Architecture Assessment Framework

16. 3 www.dmr.com.au 11 th Information Online Conference © DMR Consulting, Asia Pacific 2001 Two Case Studies

17. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 17 Knowledge Management Case Studies  Client A  A major financial services company  Budget of over $10m  Dedicated knowledge management team  Project running for 4 years  Client A  A major financial services company  Budget of over $10m  Dedicated knowledge management team  Project running for 4 years  Client B  A major financial services company  Budget of $8m  Dedicated knowledge management team  Project running for under 2 years  Client B  A major financial services company  Budget of $8m  Dedicated knowledge management team  Project running for under 2 years  Concern about the lack of traction in the organisation  Several budget overruns  Churn in the project leadership  Concern about the lack of traction in the organisation  Several budget overruns  Churn in the project leadership  Significant capability delivered to the company  Project running to plan and on budget  Significant capability delivered to the company  Project running to plan and on budget

18. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 18 needs defined Information Architecture Resources not defined All identified and defined Information Domains Not defined All types described Descriptions Data synergies not defined Synergies fully identified Synergies/ Dependencies Data flows not defined or documented Data flows defined fully Data Flows Application Architecture Functions not defined All functions defined Business Functions Not defined Domains fully defined Function Domains Not definedFully defined Application Environment Not defined or documented All identified and defined Application Boundaries Technology Architecture Not definedFully defined Conceptual TA Not identified All defined and mapped Platform Types Not defined Fully defined and mapped Services Domains not defined or documented Domains defined as appropriate Technology Standards Work Architecture Work locations not defined All identified and defined Business Locations User types not defined Types and User Classes Groups not defined Defined and grouped Logical Work Groups Not defined or documented All identified and defined User Functions Assessment Framework – Client A

19. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 19 Assessment Framework – Client B Client A

20. 4 www.dmr.com.au 11 th Information Online Conference © DMR Consulting, Asia Pacific 2001 Some Strategies For Success

21. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 21 Manage All Dimensions of the Change Program Online Program Iterate the technology Apply Web Thinking Content External Capture Content Vision Support Get top-line management sponsorship Processes Organisation Develop and institutionalis e Rewards, incentives and philosophy

22. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 22 Approved Sanitised Knowledg e gem Design Your Processes Carefully Engagement team Knowledge Repository “Capturing knowledge gems from our work” Refine Content Synthesis Meetings Electronic Collaboration Client Discussions (Expert) Draws on material Professional Services Example

23. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 23 Do Not Assume Content Is Linear Example Core Competencies Branding Advertising/Awareness Promotions Market Research Marketing Planning Customer Segmentation Identification of customer needs (business/private) Marketing decision support systems Strategic Pricing Product/Price Structure Rebate Schedules Competitive Research Customer Care Account maintenance Billing Inquiry Handling Customer bonding pro-grams Product Development Project management Service improvement/enhancement Innovation of new services Sales & Distribution Sales/Order Manage-ment Sales Planning Management of Distribution Channels Technology Network Management Fault Management Technical Development Strategic Sourcing Engineering Construc-tion Strategic Alliances Identification of p partners Cooperations/Partnerships Joint Ventures/Acquisitions Non-Hierarchical views across data sets Non-Hierarchical views across data sets Data Maps Data Maps Fuzzy Logic

24. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 24 Get The Right Structures In Place Core Team Designs, administers, maintains and improves Online Program Markets Online Program initially Carries responsibility for overall program success Dedicated permanent teams Content Teams Generate content through competition and consolidation of data and information Carry responsibility from timeliness and accuracy of content Initiative membership depending on content output –Permanent initiatives –Temporary initiatives Sponsorship Clear point of leadership for the initiative A “champion” who can clear the road blocks and articulate the vision Is passionate about the outcomes Clear point of leadership for the initiative A “champion” who can clear the road blocks and articulate the vision Is passionate about the outcomes Technology Teams Provides and maintain the supporting systems for the programme Maintaining links to external data/information sources –Online databases –Network systems, e.g.... customer care, network administration Maintains/updates supporting databases

25. © DMR Consulting, Asia Pacific 2003 www.dmr.com.au 25 Focus On All Dimensions Of Change Management  Wins along the way  Positive Reinforcement  Integrated Program  Use Do-Learn-Do cycles to drive implementation  Think of a series of short term goals - not a complete 5 year plan  Deliver meaningful short term improvements along the way  Celebrate success

26. 5 www.dmr.com.au 11 th Information Online Conference © DMR Consulting, Asia Pacific 2001 Questions?

27. © DMR Consulting, Asia Pacific 2002 www.dmr.com.au Information online 11 th conference & exhibition Harnessing The Insights From Knowledge Management To Ensure Success Of Your On-line Initiatives Martin L North Consulting Director Martin.North@dmr.com.au January 2003