1. Knowledge Management My journey Lyn Murnane Knowledge Manager

3. Analysing the info needed

4. Card sorting

5. Site architecture

6. New site

7. Results

9. KM Business Consultant

10. Stakeholder engagement

11. Collaboration with SMEs

12. NetworkingIT Training & support Technical Writing Instructional Design E-learning development

13. 1999 – 2005 IT trainer: needs analysis, developing outcomes, writing guides, producing & delivering training 2005 – 2008 FastTrack Software: Product Consultant, Support Desk Team Leader needs analysis, developing outcomes, writing guides, producing & delivering training Supporting clients incidents and providing solutions 2008 – 2010 Medibank Private: Knowledge Management Business Consultant Stakeholder engagement, collaboration with SMEs, building solutions July 2010 FastTrack – Knowledge Manager - Building e-learning modules January 2011 Telstra – Manager Knowledge Management Manager of KnowHow – website supporting 14,000 customer service staff Quick CV

14. From www.stevedenning.com The main function of the knowledge sharing position would be to help champion organization-wide knowledge sharing, so that the organization's know-how, information and experience is shared inside and (as appropriate) outside the organization with clients, partners, and stakeholders. What is a Knowledge Manager?

15. Skills Required Leadership Communications Customer / User Orientation Facilitate sharing & collaboration Teamwork Learning and knowledge sharing Analytical Thinking and Decisive Judgment

16. Thomas Davenport defines knowledge as what happens at the moment in time when information becomes valuable to the individual seeking it. In call centres, help desks, and other support environments, that individual is either the support agent seeking information to help a customer, or a customer (product user, employee, partner, or vendor) seeking answers in a web-based self-help environment. Thomas Davenport, the author of several works on the subject including, Information Ecology: Mastering the Information and Knowledge Environment and Working Knowledge: How Organizations Manage What They Know. What is KM?

17. The elements of a Knowledge Sharing Culture can typically be broken into: People, Process & Technology Knowledge Sharing

18. Participation

19. Participation - Australia

20. http://forrester.typepad.com/groundswell/ http://www.useit.com/ Sites & Tools that might help

21. KnowHow – an intranet based process and sales information that supports 14,000 users – onshore , offshore and industry partners. KnowHow’s supports consumer customers Including support for Telstra Business (Small Business) Telstra has 10 ‘official’ KM systems 100’s of unofficial tools including spreadsheets, personalised web pages, databases etc My focus is on KnowHow Telstra

22. Observations – content / information is verbose and not user friendly NO collaboration Feedback loop is sporadic and not transparent NO Governance, archiving or expiry of content unless requested KnowHow

23. User Feedback forums What does KnowHow sound like / its character Understanding what works and what doesn’t What’s missing? Suggestions for inclusions Getting engagement / buy-in Changes

24. Governance model Audit process Expiry process Writing style guide Publishing style New content management system should automate some of these processes Processes

25. Project to create a company wide KM strategy Aims to create a single source of truth High level governance model Has leadership support and cross business unit endorsement Project currently being scoped and mapped Identifying measures of success Telstra Bigger picture

26. Suggested KM Roadmap Overview <TELSTRA DOCUMENT ID> 17`

27. Pause for breath Any questions?

29. Extremely complicated – for staff as well as customers

30. Customers often don’t really understand their cover until they claim

31. PHI is a high use compared to other insurancesAs at 2009 Market share in private health insurance in Australia - 29% Number of people covered 3.5 millionNumber of memberships 1.8 million Total contribution income $3.4 billion Total benefits paid $2.9 billion (84.8% of contributions) Number of customer transactions in Call Centre and Retail 6 million Number of staff 3000 Medibank Private

32. “Empowerment for Ground crew” “We don’t need a McKinsey or a Boston Consulting to tell us how to improve the business – we’ve got over 1200 ‘ground crew’ staff who know exactly where the real gaps are to be addressed in the business,” George Savvides – MD. Medibank’s culture - approach to change We embrace change better when we do it ourselves

33. Intranet – 1400 files, out of date, inconsistent, poor search, slow Many sources of information: Lotus Notes, shared drive (40,000 files), local info, Circulars 20,000 internal staff helpdesk calls per month Communication to frontline staff ineffective – Circulars, Manuals, Guides, many emails Inconsistent information given to customers One size fits all communication – 400 page fund policy document! Feedback from exit interviews - staff leaving because not sufficiently supported to do their jobs effectively In 2004 - The problems frontline faced Access to knowledge is confusing, inaccurate and inconsistent.

34. Biggest problem – too much information!

36. Benefit realisation within three months. Ongoing savings ~ Millions

38. knowledge sharing

41. accuracy

42. consistency

43. currency

44. databases

45. search engines

46. intranets

47. portalsTechnology

48. Desired state – Communication to frontline staff Knowledge Enablers

49. Team Built by staff for staff Frontline engagementGet the end users involved…make it a knowledge system focus groups (New Starters, Experts, 20+ years service) super user group competitions pilot surveys road shows video – of staff response to project Brand – identity stickers, soft balls, umbrellas quick reference guides/materials Tool good search no bells and whistles met requirements easy to use Ongoing support Feedback mechanism was and still is the most popular feature Content Write it for the audience Write if for how they think about it Avoid jargon What worked well…initial project

50. What didn’t work well….initial project Business experts & Management engagement - resistance Approval process – subject matter experts took three times longer than expected Training – self-led through a workbook doesn’t work for call centre / retail environment

51. A quick peek at Max

52. Growth Max / Molly / Intranet

53. “We share knowledge with our colleagues to deliver professional excellence.” Where are we headed? Let’s take a look Create a Knowledge Management System (KMS) that is the single point of reference for all learning and knowledge materials, updates and alerts so staff are not trawling multiple mediums for information. Identify what knowledge is critical to the effectiveness of the Contact Centre and where gaps exist. Work closely with Operations Managers, front line staff and other stakeholders to identify the priorities for inclusion in the KMS. ahm KM implementation

54. “Anyone in the organization who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company can use to make a profit” Sir John Browne – CEO of BP Interesting article on BP’s knowledge management struggle http://www.ikmagazine.com/xq/asp/sid.0/articleid.750C40CD-3510-47CA-9827-5403ADCE1D93/eTitle.Greater_than_the_sum_of_its_parts_Knowledge_Management_in_British_Petroleum/qx/display.htm

55. Are you still with me? Questions?

56. Time for a break?

57. Developing the right information architecture for Medibank’s Intranet

58. About Medibank, KM and the old Intranet About the process we have used to design our new Intranet Streamlining the information flow to meet diverse user needs Catering for intuitive user search and navigation Collaborating with customers for user satisfaction and efficiency Techniques and online tools for information architecture Topics for discussion – Medibank’s new Intranet

60. Team of 6 including:

61. Manager

62. KM Consultant

63. Senior Technical Writer

64. 3 KM analysts

65. Manage the Intranet and 2 knowledge bases

66. Intranet – all staff

67. Max - 1200 member-serving staff (Retail, Call centre, processing)

68. Molly – all staff policies, processes, forms etc.About Medibank

69. The Old Intranet: Intranet seen as static and not valued Technology last upgraded in 2000 Unsupported by vendor No development environment Missing standard features (egfunctional search, forums, surveys, staff polls) No ability to segment content for different users Authoring is limited to those trained in HTML coding Most of the valued information lies in a separate knowledge base (called Molly) that is not seamlessly integrated Feedback from staff – “the tools are hard to use and confusing” Overview – new Intranet project

71. Will showcase company events, jobs, and encourage employee collaboration and networking

72. Content – the top 20% of information 80% of employees need to know

73. Brand new design and architecture - user-centricAims

74. A look at our current high level taxonomy – Intranet

75. Start by mapping what we know: Map what is in scope (existing content) for Molly and Intranet Classifying and presenting content in a logical way

78. Segment, profile and interview our users

79. Affinity diagrams

80. Create cards from the top content used (heat map) Performed card sorting exercises on different segments Open and closed Created cards from the top used content

83. Observations Card sorting Search log analysis Search database mapping and rationalisation Look at Best practice navigation designs Provide multiple ways to search/navigate Catering for intuitive user search and navigation

84. Search log analysis - Molly Molly Intranet

85. Start to build your new structure

86. Design multiple ways to search/navigate Wireframes

87. Created Wireframes – conceptualise the outcomes we wish to achieve in next three years Engaged all major stakeholders – 1:1 interviews from Frontline staff to MD Published samples on the Intranet Road showed wireframes at all corporate inductions Road showed at senior executive offsites Recorded feedback – modified designs Collaborating with customers for user satisfaction and efficiency

88. Narrow down the designs – 1st phase (of 3) Tested these designs with stakeholders Road show the new designs with staff senior managers to frontline, new inductions Take in feedback and modify the designs Create functional specification Receive more feedback from the project team What happened (Aug 2009) Project was delayed due to financial concerns Decided to upgrade the intranet based on all this work with current systems Built using html and then copying that into the CMS Refine your designs

91. Change Management The writing / design / card sort process commenced early 2008We notified of impending change in early March via Intranet bulletin board.Removed all content apart from home page and intranet bulletin board at 31 MarchCompleted all content pages on 8 June 2009Notified of change for 3 weeks prior to launch including an email with instructions on how to navigateLaunched 15 June 2009

92. Summary - Techniques used to create new design Heat map use Map in scope content Search log analysis Affinity diagram ROT analysis New design & architecture Closed card sorting Observations Open Card sorting

93. Questions?