Here is the support of the workshop that I animated during the Intrateam conference

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A Collaborative Knowledge
Management platform
In an International Organization

2. Agenda
• Do not miss a step
• Prepare & anticipate instead to fail
• Be Customer oriented
• Choose the good tool
• Consider your platform as a product
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3. Do not miss a step
People &
Organization
Lauching & Training
Vision
The Tool
Communication, Information, Motivation
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4. Order is the way
1. Be sure the vision is existing
2. Do not go to fast have a look on existing
• Avoid a quantum leap
3. Create a pluridisciplinary project team
4. Thinking about tool must arrive on time
5. Have a global view of the project
• Some things need a long time to get
6. Think middle terms
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5. For a successfull KM management project
10%
20%
15%
10%
50%
Vision & Obj
People
Tool
Lauching
Communication
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6. Planning
Do not accept crazy deadlines, be aware on the time needed to
launch a KM plateform according :
• The size and skills of your team,
• Influence of the sponsor,
• Number and type of data bases you will have to migrate,
• Features expected by users
• Efficiency of your supplier
• Willingness of the stakeholder
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4 months 18 monthsIt will take between

7. Prepare & anticipate instead to fail
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Vision
Defined objectives
C&K organisation
Users : givers vs takers
What Contents ?
What Gouvernance ?
Objectives
Increase performance
Changing mindset
Skills improvement
Pride
Better relationship
Acelerate achievements
Work out loud
Individual involving
Digital transformation
Existing
Existing CoPs Databases
Sharing Mindset
Collaboration
Multi local culture
Company organization
Multilingualism…
Brakes
Reluctance to share
Management blocking
Language barrier
Weak IT infrastructure
Habits
Lack of global vision…
Triggers
Strong sponsor
New way of working
Manager’s implication
Official Communication
Top down & bottom up content
Individual benefits…
Accelerators
Quality of content
Local C&K Network
Targeted Communication
Manager Exemplarity
Events
Effective Results..

8. Vision & Objectives
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WHY
HOW
OBJECTIVES
In the main of cases the decision to deploy a C& KM platform is a
reaction to an issue, a fail, following an audit, bad performance, lack
of communication…. There must be a real reason not only be of a
fashion phenomenon
It exist more than 50 techniques or technologies to deploy a KM
tool. The vision must identify clearly the main ways, these message
will be endorsed by the sponsor, the KM team and it must be
understandable by all and each will find in it his own motivation
For each employee's what they can be (stakeholders, givers or
takers), the objectives must be clear, and will be the answers to the
WHY. But do not forget that they are different from both side
Manager vs Others. A single communication will be not enough,
because each must find his own levers.

9. Why
• Avoid making the same mistake twice… or more
• Avoid redundant effort » do not reinvent the wheel »
• Facilitate search and access to knowledge
• Reuse expertise, know-how, and best practices
• Take advantage on existing experiences
• Accelerate decision making
• Communicate widely and quickly important information
• Deploy rapidly standards, procedures and reusable knowledge
• Provide methods, tools, templates, techniques
• Eliminate tacit knowledge
• Show to our customers how we reuse our knowledge and what benefits
for them
• Reduce « delivery » time
• Allow organization to take advantage of its size
• Stimulate innovation and development…
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10. How
 Knowledge management
 Best pratices sharing
 Sharing experiences
 Lessons & learns
 Co-publication
 Create a unique platform for all knowledge
 Improve the collective intelligence
 Unification of our databases
 Processus simplification
 Improve collaborative working
 Inprove individual confidence
 Suppress silos
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11. Objectives
• Improve performance (quality, H&S, marketing..)
• Improve commercial efficiency (commercial offer, time to
market…)
• Improve project management (quality & necessary time…)
• Accelerate innovation process (reduce time, accelerate
prototype…)
• Improve interpersonal relationship (Before vs After)
• Deploy a competitors intelligence (better vision of the
market, prices, products…)
• Animate community of practice (Before vs After)
• Reduce cost (production, maintenance, purchase…)
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My vision
Knowledge
sharing
Increase
performances
Individual &
collective
Detect
Experts
Preserve &
enrich our
know-how
Standards
Procedures
Tips & tricks
…
Best practices
Reference
Documents
Trainings
…
Technical Doc
Job Aids
General knowledge…

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Blocking points & brakes

14. Blocking points & brakes
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• IT infrastructure
• Band width
• Several passwords
• Blocking from middle management
• Language
• Habits
• Lack of global vision
• Existing of several tools with a bad differentiation
• Lack of confidence in the contents
• Fear of losing power
• Fear about what the others will think
• Lack of maturity about collaboration and sharing
• Superiority & inferiority complexes
• Resistance to change…

15. Resistance to change
• Poor understanding of the reasons and objectives
• The fear of the unknown
• Lack of skills self-estimated ...
• The old way is the best
• Lack of confidence in the ability of the company to change
• Think is a fashion trend
• No prior consultation
• Poor communication
• Leaving the comfort zone ... think otherwise
• Exhaustion and saturation
• Change to stay the same
• Lack of exemplarity
• Benefits and rewards to compare efforts
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16. Existing
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17. Existing
• Functions have they already knowledge managers ?
• Who will be the sponsors ?
• Who are the stakeholders ? Which department will get the bigger benefits ?
• Existing processes should be modified to incorporate the KM?
• Which existing databases we will have to transfer?
• Communities and a sharing mindset, do exist?
• Who are experts and community managers ?
• Who are the most active people in sharing, network animation ?
• What are the existing communication channels, means and networks
• The existing organization is in accordance with the project ?
• What will be the working language (what is the real working language?)
• The multi local culture and languages will play a role ?
• In which existing trainings we can add collaboration & sharing module
• Who will be my best contact at the is/it, communication, HR level
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Triggering

19. Triggering
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• To have a convinced, influent and strong sponsor
• A function KM & KM function network at corporate level
• A simple and intuitive user interface
• A real and powerful launching
• Promotion of a new way of working by CEO and HR
• Involvement of middle management (givers, takers, motivation)
• An official communication from Headquarter
• Explain individual benefits
• Top down & bottom-up content
• A rich and usable existing content
• The stakes and expectations clearly explained
• Quick wins
• A communication and information skills at the KM team level

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Accelerators

21. Accelerators
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• Remove all obsolete and redundant tools
• Quality of content - operability
• Local Organizations C & K (country, plant, region..)
• Targeted communications
• Regular segmented Newsletters
• Exemplarity from Managers + animation & motivation
• Events & Serious Games
• Effective and measurable results - success stories & telling -
• Involvement of top management = publications and comments
• Involvement of HR to promote collaboration and sharing ( job
description, induction kit…)
• Include in all meetings, one minute KM, like H&S…

22. Be Customer oriented
Following your « BETA » analysis you must interview
and make a questionnaire to your future users, to
have a better knowledge about :
• What they need ?
• What they expect?
• What they like in terms of features ?
• What they don’t like ?
• What are their fears and worries
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Listen to them…

23. Be Customer oriented
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Technical solutions
 I prefer the base that I use for 10 years
 I do not speak English
 Yet a new password !!
 I never find anything on these platforms !!
 It is only for headquarter ...(bandwidth)
 I do not know how to register?
 My documents are too complex
Mistrust on the content
 Who wrote that?
 Is it still valid?
 My content is confidential
 Is it an official document?
It is easier to deploy the expected tool… so listen your users

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Be Customer oriented
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Cultural
 Here it's different
 That was not done here
 This is very local
 It will never work
Lack of global view
 My expertise is it interesting?
 Everyone knows that
 Alone we will not succeed
Individuals
 What is my role in the KM organization?
 What will my boss think?
 There is only the Top Down info
 What's it going to serve me (personally)
 This is not my personal goals
 I have other things to do
 Who am I to share something?
 Which will be recognized: giver or taker?

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It is time to work…
JLA CONSEIL - 06 18 94 15 88 -
Thanks to all what you know, you are now able to work on :
• The needed KM central organization
• The global KM organisation
• The tool and its features
• The technical IS/IT approach
• The migration of existing content
• The changing you will have to trigger
• The communication before… related to attitude changing
• The launching
• The day to day communication
• Events, games…

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A global KM organization
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Knowledge is everywhere … so take it where it is
Function Networks
Countries
30-50 Country
Function
Managers
Country
<>50 KMs
Country
Country’s KM
20% FTE
Training
Communication
Bottom Up Knowledge
Country
KM Sponsor
CEO
or
EXCOM
Member
Animation
Knowledge

Functions @ Headquarter
27 Functions <>50 KMs
Function
Function
KM Sponsor
Function Manager
Function’s KM
20% FTE
Training
Communication
Top Down Knowledge
Animation
Knowledge
LO Knowledge … 27 Groups …<>135 spaces CoP

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The KM network
• KM can not be young interns, they must be curious,
communication oriented, extrovert, close to users,
• All of them work for 20% to 35% of their time for
Knowledge management according the size of the function
or the country
• Knowledge management must be included in their job
description with objectives
• Knowledge Manager is an official function it must be on
their professional card
• They must be trained on the tool but also on the function of
Knowledge Manager : animation, training, writing..
• Try to organize once a year a KM network meeting

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Change the attitude

29. Communication to change the attitude
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Sharing is not a
natural behavior..is
a state of mind
Our first mission is
change attitudes and
make the behavior
evolves
As soon as possible
launch communication
campaings to change
attitude for sharing
Changing attitudes … to change
behaviors
 Sharing starts close to home
 We all have something to
share
 Transfer is also innovation
 Do not reinvent the wheel

30. A multi media communication
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We have all somethin g to share Transfer is also innovation

31. Choose the good tool
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If all you have is a hammer, everything looks like a nail
Abraham Maslow

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Which tool for which application ?
Thanks to a KM platform each user must find what he needs, when he needs, without any help
Frequencyofuse
Very often
Rarely
frequently
Almost never
1 Month1 week >= 3months >= 1 year >= 2 years >= 10 years1 day
Intranet Intranet
Sociale Collaboration
Collaboration co-authoring
Knowledge sharing
Archives
Duration of use

33. Searching features
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34. Full text search engine
The search engine must searche everywhere :
• Title,
• Summary
• Within content : text, presentation, pdf, excel…
Only few people master advanced text searching
With no available filters
… finding becomes difficult
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35. Pure Folksonomy
If you choose a solution with only folksonomy what will happen :
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• Each user will create is own tags
• During the creation of content
there is no picking list
• For the same topic you can have
several tags in several spelling
• When someone want to see all
content about a topic how he can
select all tags ?
• After few months nobody can
remind the tags which were used
• Find something become very
difficult

36. Searching features : taxonomy
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Tags/filters
Full text search
Structure

37. Tags and categories
To facilitate finding as Amazon or Booking my target for my tool
was to have :
1. Predifined tag categories related to :
• Structure (activities, countries, type of content, …)
• Function
 Expertises…
2. Capability to assign categories to specific spaces
3. Capability to create mandatory categories
4. Predefined tags in each categorie:
• Identified with expert of each function
5. Disallow creation of public tags
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38. Multilingual tags
Because is necessary that everyone, what could be his language,
finds the same result
Tags must be translated> the same topic = the same word in any
language = the same result
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39. JLA CONSEIL - 06 18 94 15 88 -
Multilingual interface

40. What is my content type ?
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Documents
+Text
+Photos
+Video
Author
Multilinguism
Tłumaczenia
Επιστροφές Χώρα
Comments
Questions
Experiences / countries
Answers
Contenus associés
Like
Expert
Person
Group
Community
send to
Title + summary Tags
•Author
•Validator
•Experts
•Validity
•Version
KM
Metadata

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Define your tool through its expected features
Create your specification book where you will describe all
functionalities you want :
• Interface and interface management
• Type of documents
• Structure : group, space, …
• Type of metadata
• Tags and categories
• Document management : validity, workflow, displayed names, versionning,
• Multilinguism and Translation
• User profile and enrichement
• Roles and confidentiality….
Everything must be describe, with a "non IT" eye. Then meet your
potential suppliers and describe what you want.
The objective is to adapt the tool to your expectations not the
opposite

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The platform is a product… so launch it as a product!

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 A successful positioning We described use & objectives
 Knowing product benefits for our target We gave answers to
“customer” expectations
 Deploy a real launching plan We used teasing, goodies, posters,
video, meetings…big event for the launch day
 Be identifiable & leave a trace in the user minds We chose a name
easy to memorize, strong message, logo, gimmick …
 Gave them an instant access to the platform for D-day
 Provided user guides, tutorials and hot line for D-day
Communication to succeed the launch

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A real product launch with teasing

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A real product launch with promotional films

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Trigger adoption and use

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Communication to Inform & Recruit
You can share the best "best practice" of the world, if
nobody knows it exists, nobody will use it…

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Users must be aware
 Global newsletters
 Segmented newsletters (country & function)
 Communication about success stories
 It also an efficient way to get new users

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The newsletter effect
% of monthly active users vs active users
%ofactiveusersvspotentialusers

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Communication to Motivate
We cannot force anyone to share ...

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The rule of 1,9,90 …. By Jakob Nielsen
90% Walkers « takers »
9%
Occasional
multi attitudes
• Opportunistics
• Agitators
• Soap Box speakers
• Experts creaticide
1%
« Active
givers »

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Step by step to explain the goal
Givers, takers … company is a win win process
Colllaboration
Knowledge Sharing

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To motivate… use individual levers
Givers
 Pride
• Function
• Company
• Team
• Country
 Altruism
 Recognition
• Individual
• Collective
 Be part of a network
 Rewards
 Individual visibility
 Management pressure
 Commitment to the company

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To motivate… use individual levers
Takers
 Achieve their goals
• Individuals
• Collective
 Reduce time
 Improve their skills
• Function
• Company
• Activity
 Learn & evolve
 Be part of a network
 Rewards
 Explain the global effect
 Management pressure
 Commitment to the company

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Communicate to involve all levels …
A tailor-made communication based on individual levers
Excom KM Sponsor
Holder of the C&K idea
Exemplarity Giver - Taker
 Effect on results… $$
 Increase performances
 Employees efficiency…
Middle
management
Team Animator
Animate their team
Motivate their team in C&K
Exemplarity Giver - Taker
 Results achievement
 Recognition by his peers
 Be part of a global network
Operations
Proactive
users
Giver & Taker
Be a good sharer
Transfer - Taker
Share - Giver
 Be part of a network
 Meet their individual goals
 Be rewarding
 Be congratulate
 Improve their skills…
Who ? What ? Role in KM ? Levers  Outcomes

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Accelerators vs Levers
Be visible & animate
Newsletters
Best contribution
Best sharer
Like & Follow
Individual recognition
Treasure Quest & games
Best transfer
 Learn evolve & reach the goals
 Recognition & rewards
 Recognition, rewards & evolving
 Recognition from peers
 Global visibility
 Learning, reward, autonomy
 Recognition, rewards & goals

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Facts
• 50% content openings due to the newsletter
• Poor knowledge of searching techniques implies low autonomy
and a delay in the deployment of good practices
Solution
• Train users to find what they want, when they want ...
• Duration 6 weeks
• During the first 3 weeks: Questions + clues + coaching
Objective: Mastering of search techniques
• During the 3 following weeks, questions corresponding to real
cases and implies an advanced use to find the answer
• Become autonomous
Motivation….. win a real Treasure…
Motivation, Animation & Autonomy
The Treasure Quest : Pedagogical & Formative

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Key Performance Indicators oct 2015
- Number of active users : > 18 000
- Number of content > 350 000
Monthly
-New users : <>350
-New content : <> 1000
-Active users : > 5000
-Opening documents : > 30 000
-Dowloads : > 10 000
After 3 years the initial platform Einstein
became the reference platform under name
LO Knowledge
November 2015 the new organization
LafargeHolcim has also chosen it under
name The Knowledge Plaza
Number of potential users becomes : 80000
Number of countries : 90
Managers use it more and more and
motivate their team

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Keys for a collaborative KM platform
 Vision
 Common interest
 Governance
 An involved & active KM team
 Interesting content
 Efficient and powerful platform
 Customer oriented
 Communicate
 Train
 Motivate
 Animate
 Involve
 …Communicate again
&

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