Km Portals - Lessons Learned

Implementing Corporate Portals for
Knowledge Management:
key lessons

E.M Lyon

Prof. Dr. José Cláudio C. Terra

Lyon, February, 2006

Implementing a Corporate Portal with a
Focus on KM: Key Lessons Learned

# 0 – Strategic Intention –
New Paradigm!!!! Aha!!

www.terraforum.com.br página 2

Who will benefit?

Who are among the key
segments that will benefit
from the portal?

Legal, marketing, CFO,
Suppliers top management

Call center

Product Development
Clients


Who will benefit?

AUDIENCES QUANTITATIVE QUALITATIVE NOTES
BENEFITS BENEFITS
Top   
Management
Product   
Development
Finance   

HR   

Suppliers   

Clients   



# 1 – Make sure the KM initiative is tied to
strategic goals
 It is important to identify the sources of
intellectual capital and start there
 It is necessary to include the “knowledge
dimension” in the strategic plan. Typical questions?
What kind of K should be developed alone or in
collaboration?
What should be acquired externally?
What kind of K should shared (Leveraged)?
What kind of K should be protected/preserved?



# 2 – Focus on Key processes and Core
Competencies are complementary approaches

 Which processes are most critical?
 Which categories of Knowledge are most important
in the firm’s strategic processes?
 Are they mostly tacit or explicit?
 Which topics and competencies require a pro-
active, deliberate organizational effort to foster
knowledge sharing and collective learning?



Analysis of Organizational Processes from
a Knowledge Perspective

I. Strategic Value of Knowledge in the process
II. Undisputed, clear opportunities for KM
III. Level of knowledge protection
IV. Internal sources of knowledge
V. External sources of knowledge


# 3 – A Good Taxonomy is very important
enabler of knowledge sharing




• Categories
• Metadata
• Navigation & search
• governance
• Automatic and manual strategies
• Content migration



# 4 – Information Policy

 Is everything confidential until proven
otherwise? Or everything is accessible until
proven otherwise?
 Who can publish?
 What kind of information needs to be pre-
approved?
 What kind of information can be shared with
clients, partners and suppliers?



It is difficult for large, global organizations
to remain competitive in industries that
demand rapid cycles of knowledge
creation, diffusion and usage, without
highly advanced digital collaboration tools.


# 5 – IT tools (corporate portals) will be
increasingly important and in some cases mandatory



Presentation Layer Personalization
Presentation Layer - Personalization
Search Engine
Search Engine
Web Applications
Applications

Document amd Workflow
Connectors

Management Systems
Content Management
Desktop Applications
Collaboration Tools

EAI
Systems

Financial Syst.

Bus. Intellig.
DATA

HR Systems
WEB

Legacy
CRM

ERP

Highly Nature of Digital Highly
Unstructured - Tacit Information Structured - Explicit


Portals = Processes + Business Intelligence
“My workspace”
Portals = Internal and External Collaboration
• My Personal Spaces
Portals = Personalization + Customization • My Teams
• My Projects
Portals = Content + Applications + Services
• My Communities

Portals = Categorized Search (Advanced) • My Processes
• My Unit
Portals = Links + Search • My Organization
• My Interests
Sites, Intranets e Extranets


# 6 – Focus of Content Management should
be in the process, not in the technology

 Quality is more important than quantity
 Put in place a capture process that is simple,
friendly and distributed
 Develop a content strategy before any coding
 “Knowledge brokers”, moderators and
content owners is key


# 7 – Focus on the relevance
During Content Creation Use: Filters & Validation
 Details about the authors
 Filters, Agents &
 Pre-validation Categorization
 Details about the information  Customization and
- Summary Personalization

- Key-words  Role of Moderators

- Categorization  Validation (Feedback from
users; Volume of access and
- Life-cycle Life-cycle)
 Design standardization


# 7 – KM initiatives are large “Change
Management” projects

 “IAN, Intellectual Asset Network” - Context Integration
 “GXC” or Global Exchange Network – Bain & Company
 “ELVIS” or Eli Lilly Virtual Information Systems – Eli Lilly
 Sharenet – Siemens
 PeopleNet – Texaco
 Eureka – Xerox



 Multidisciplinary teams working together not only to
develop the infrastructure, but also to publicize, train and
motivate people throughout the organizations
 Focus on early-adopters
 Significant internal communication, including:
 Posters
 Newsletters
 Communication booths
 Local training sessions and gatherings (with the
presence of senior management)
 E-mail communications


# 8- New members need special attention: from
invitation to introduction

Key role of
local offices


# 9 - Lead by example and make sure critical mass is
developed rapidly



# 10 - Participants need to develop an online identity



# 11 – KM leads to new metrics



# 11 – KM requires/leads to new metrics

 Users’ perspective is evaluated frequently
 Mechanisms for evaluating individual,
department, office contributions to the growth of
intellectual capital is put in place
 The demand, flow and use of content and
knowledge objects are measured in order to better
understand the organization and the business


# 11 - Recognize levels of participation and develop a
reputation system



# 11 - Monitor activity and satisfaction level



Key Inputs KM System Expected
Outputs
Quality of Content
& Applications Impact on Work
Ease of Use

Level of Contribution
And Commitment Impact on Connections

Formal KM processes Impact on Learning


# 12 - Promote special online and offline events and
celebrate success!


celebrate success!


# 13 – KM demands a Colaborative
Organizational Culture



 Colaborative attitude is important for hiring and
promotion
 Time is invested in the transmission of values,
culture and the development of personal networks
(particularly in the first weeks of work of new
employees)
 Colaborative attitudes are formally recognized
 Physical spaces foster communications and reduce
evidence of hierarchy and status



 Transparency
 Be seen as trustworthy
 Examples of knowledge sharing
 Reputation
 Respect of personal life
 Noble goals and objectives
 Fostering of personal contact


# 14 – Think BIG, with a long-term perspective,
BUT start small, strategically and show results
quickly

 Where is the sweet spot?
 Where are my allies?
 Where KM helps clients?
 Divulge the results and sucess cases in
frequently and in multiple ways!!!



# 15 – KM demands work in many dimensions

 Strategy

 Technology
Which ones are most
 Processes important?
 People

 Organization


Final
Considerations


Final Considerations

Paradox
Knowledge can not be managed
Knowledge resides in people’s heads

KM is not a project
 KM means focusing the managment process in the
knowledge variable. It requires a new perspective, new
processess and tools!!!
 Coherence and Persistence are big challenges!
 KM may lead a firm to rethink its organization and
business model


Thank You!
Dr. José Cláudio Terra
jcterra@terraforum.com.br

www.terraforum.com.br


Km Portals - Lessons Learned

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