Using next generation knowledge management and social technology to unlock the value in data, information and people.

1. LESSONS FROM THE FRONT LINE:
Using next generation knowledge management and social technology to unlock the value in data, information and people.
Cecily O’Neill, Associate Director Digital Intelligence, Velrada

2. Why does knowledge management
matter ?
Chevron CEO Ken Derr “Everyday a better idea goes unused is a lost opportunity. We have to share more, and share faster.”

3. Knowledge Management in Major Capital Projects

4. Identified Benefits for Enterprise Collaboration
Reduction in operating costs
25%
Improvement in employee productivity
Increase in employee engagement/ job satisfaction
50%
Faster in finding information
Increase in purposeful collaboration
50%
Greater alignment with organisational goals
30%
60%
Increase in ability to collaborate with colleagues
Sources: McKinsey Global Institute, The Social Economy: Unlocking Value and Productivity Through Social Technologies (2012) McKinsey & Company, Evolution of The Networked Enterprise (2013) Jive Software, The Business Value of Social Business (2010Salesforce Chatter, 50 Ways to Transform Every Department with Chatter (2011) Forrester, Social Enterprise Apps Redefine Collaboration (2011); Gartner, Predicts 2013: Social and Collaboration Go Deeper and Wider (2013) Altimeter, Making the Business Case for Enterprise Social Networks (2012), Gallup, State of the Workplace report (2013) Gartner, Reveals Five Social Software Predictions for 2010 and Beyond (2010)
30%
10%

5. Knowledge Management Priorities in 2014

6. What is “next”
generation knowledge
management?
BP CEO John Browne “All companies face a common challenge: using knowledge more effectively than their competitors.”

7. The new Knowledge Management Environment
Fast access to lessons & expertise
Unlock existing knowledge through data visualisations
Central access to all business critical information & knowledge
Support learning through the use of video and worked examples
Line of Business Systems: Data Storage, Information Repositories, Workflow & other Core Projects Processing Systems
Search people, conversations, documents

8. The new Knowledge Management Model
Knowledge Lifecycle
Knowledge Claim Formulation
Knowledge Claim Evaluation
Information Acquisition
Individual and/or Group Learning
Problem/Opportunity
Recognition
Initiate Knowledge Processes
Distributed Organisational Knowledge Repository
Business Outcomes
Business Processing Environment (Knowledge Use)
Knowledge Production
Knowledge Transfer
Knowledge Use

9. CHALLENGE - Current processes/functions are consistently impacting project competitiveness.
SOLUTION – A new idea sent via the implemented knowledge technology triggers ‘social’ knowledge processes to test the veracity of the idea.
BUSINESS IMPACT- New information in the form of an idea is able to be shared in response to an identified business need.
It is able to be evaluated, codified and distributed in a timely manner and generates reported business benefits.
•A member of the Cost Engineering Group has an idea which could significantly reduce the cost of on-boarding new staff to projects.
•Posting the idea to the Cost Engineering Group initiates significant discussion.
•It is agreed that a knowledge claim be made and the ideas is promoted to the relevant Authority for evaluation
•The idea is tested and its value identified. The Functional Authority requests is a revised Standard be developed to update current Cost Engineering processes.
•The Cost Engineering Group collaborate on the Standard which is published for review and possible inclusion in the Knowledge Repository
•The KM Administrator authorises the inclusion of the new Standard in the Knowledge Repository.
Problem/Opportunity Recognition
•It is tagged appropriately and the activity stream updates.
•The Project Manager for Project X receives the notification on his mobile
•He is able to preview the new Standard.
•Recognising the benefit for his Project he views the profile card of the Author. which highlights the Cost Engineer is a recognised SME with specific expertise in the business area relevant to Project X.
•The Project Manager direct messages (DMs) the Cost Engineering SME who receives it in his newsfeed
•He replies immediately and is able to assist with cost analysis and compliance requirements for Project X resulting in time saved.
•Team members in Project Y also see the ramification of the update for their project and apply the Standard in on- boarding new staff reducing the capital intensity of their project significantly.
•Project Y Team post a news item calling out the effectiveness of the new Standard in reducing costs
Cost Engineer
Idea is adopted as a ‘Revised Standard’
Knowledge Repository
Project Manager see’s update in Activity Stream
‘This affects my Project’
“This new Standard has reduced the start up costs for our Project’
Cost Engineer
Posts Idea to Group
Cost Engineering Group
Project Y Team
Y
Knowledge Transfer

10. challenges & maximising opportunities
BP CEO John Browne “We must become experts in capturing knowledge, integrating and preserving it, and then making what has been learned quickly and easily available to anyone who will be involved in the next business decision”
Overcoming

11. Barriers that stand in the way
purpose
privacy
change
control
motivation
culture

12. The untapped potential of collaboration & social technologies
$1.5T+
Annual value that could be unlocked using social technologies
$1.5B+
Number of users of social networks globally
2x
Potential value from better enterprise collaboration
80%
Proportion of total online users who interact with social networks regularly
3%
Share of companies that derive substantial benefit from social technologies
90%
Proportion of companies reporting benefits from using social technologies
20%
Potential improvement in employee productivity
28 hrs
Time spent each week by staff emailing, looking for information, etc.

13. Rudolfo Prieto at PDVSA “We got into KM because we had so many projects going on that it was difficult to standardise without limiting creativity.…Through KM, different leaders not only share experience and knowledge, but go forward to create what I call ‘contamination centres’ where people infect each other with ideas..”
business case to gain support
Building the

14. Knowledge Management Framework
PEOPLE
Create a measurable increase in productivity & performance effectiveness by connecting
people to people,
work like a network
PROCESS
Create an environment that supports the identification of opportunities or problems to trigger just in time
knowledge processes that enable organisational learning
CONTENT
Facilitate knowledge creation
& sharing via a rich user experience
that intrinsically motivates employees to contribute through reward & recognition initiatives aligned to objectives.
TECHNOLOGY
Leverage knowledge technologies which provide rich user experiences and simplify access to people, information and
knowledge relevant to the business need to drive competitiveness & long term value

15. KM Strategic Objectives
Accelerate Project On-boarding
Become a
Learning
Organisation
Connect People
Centralised Search
Expertise Identification
Knowledge Networks
CoPs
Activity
Based Updates
Knowledge Base
Ideation & Innovation
Business Capabilities
Technical Capabilities
Governance & Access Controls
Gamification
Community Spaces
Social Networking
News Feeds
Information Tagging
Usage Metrics & Analytics
DIRECT BENEFITS
•Easier/faster to find information
•Easier/faster to find people/expertise
•More efficient use of internal resources
INDIRECT BENEFITS
•Lift in employee engagement/retention
•Accelerated time to competency
•Increase in valuable ideas/insights
BEHAVIOUR
•Increase in knowledge sharing/collaboration
•Structured/actionable discussions
•Closer alignment with business objectives
Leverage Scale
& Expertise
Improve Business Competiveness
The KM Value Map
On any Device

16. Making it work - lessons from real world Capital Projects?
Etienne Wenger “Knowledge management will never work until corporations realise it’s not about how you capture knowledge but how you create and leverage it.”

17. COMMUNITIES OF PRACTICE
Create a culture that asks, learns and shares.

18. •Lack of knowledge transfer across the organisation
•Limited resource reuse – always reinventing the wheel
•No ability to tap into individual expertise
•Telephones with conference call facilities, Wiki sites, blog sites, listservs/email and instant messaging to facilitate the operation the CoPs
•Metrics proved growth in participation & contribution rates
•Implemented a simple process – ask, learn & share
•Profiles to simplify expertise location
•Make collaboration ridiculously easy using enabling technologies
Problem
Solution
Technology
Rio Tinto Case Study

19. CREATING A KNOWLEDGE CULTURE
Drive business excellence through purposeful collaboration.

20. •17,000 employees worldwide with operations in 30 countries
•Wanted to continue the knowledge sharing journey begun in 2003/4
•Focus on functional excellence - continuous improvement
•100+ adaptable networks, agile interactions, transformational services
•Business 2.0 – Collaborative Jams, Visioning Strategy Sessions, Wikithons
•Connected by Oracle’s web-based ConText search engine
•Purposeful collaboration for global functions, disciplines and networks aligned with value for Business Units and Functions
•Help employees handle situations that do not fit cleanly into established processes and structures.
Problem
Solution
Technology
ConocoPhillips Case Study

21. EMBEDDING KNOWLEDGE
Provide users with a personalised, single point of access for the content & applications they need.

22. •Began KM journey in 2001
•Wanted to introduce consistency and speed to market for major capital projects and make effective use of dispersed talent
•Address the retirement of key, experienced engineers – 10 year plan
•Second generation KM provides single interface for all processes – A BMS
•Uses SharePoint, MatchPoint, TRIM, Project Server, Power Pivot and integration with SAP and business process modelling applications
•Provide a single source of guidance for executing business processes and activities supported by Corporate level sponsorship
•PEARL – Practice Excellence through Accelerated Replication – 2004
•Closely associated with Training Activities
•Expertise directory, ‘Stories from the edge’
Problem
Solution
Technology
Shell Case Study

23. POWERING COLLABORATION
Building a relationship network.

24. •65,000+ employees in over 400+ operating locations worldwide
•Wanted to create growth by treating people as the business’s greatest asset
•Wanted to build on the core value of being a ‘relationships based’ company
•Implement best of breed Enterprise Social Network (ESN) Software - Jive
•Deep OOTB integration with Outlook and Office
•Ideation & gamification tools to incentivise the right behaviours (reward & recognition)
•Built in analytics to drive engagement – allow employees to track their progress.
•Create a single source for collaboration
•Communities of Practice to enhance global teamwork around safety, sustainability & capital projects making better decisions & driving innovation
•Trust intellectual horsepower of users to make the connections needed to do the job
Problem
Solution
Technology
Jacobs Case Study

25. “When you start talking about knowledge
Its really about people.”
Scott Beatty, Knowledge Management Officer in Group Learning and Performance Operations at Shell

26. Guidelines to building effective knowledge management

27. Thank you
www.velrada.com
1300 835 723
@velrada
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