Organizations across the world are grappling with how to maximize the knowledge that their employees have access to. They face similar core business challenges related to knowledge management (KM):
- Staff can’t easily find useful and relevant information, when they need it.
- There is a lack of trust that the information their staff come across is complete, up-to-date, and accurate.
- Collaboration is hindered by silos.
- Expertise, best practices, and lessons learned aren’t exchanged in a way that could drive innovation and creativity.
- Knowledge is “walking out the door” when people leave.
- Onboarding processes aren’t supporting new staff in getting acclimated effectively.
While many organizations face similar business challenges, how these challenges emerge and look within an organization vary based on its culture and operating environment. In this presentation, Mary Little, Practice Lead, and Kristin McNally, Senior Consultant, of Enterprise Knowledge, share methods and proven practices in assessing an organization’s KM maturity, surfacing their primary KM challenges, and defining a roadmap to their KM goals that is framed within the context of their business.
DESIGNING AN ORGANIZATION’S KM JOURNEY
KM Showcase 2020
March 5, 2020
Mary Little & Kristin McNally
OUR INTENTIONS FOR TODAY
MEET THE YOUR PRESENTERS!
KM PRACTICE LEAD
Areas of Focus:
KM Strategy & Implementation,
User-Centric Design, Business Process
Management & Transformation
Areas of Focus:
KM Strategy & Implementation,
Integrated Change Management,
MEET THE “KM HERO"
“A hero is someone who has given his or her life
to something bigger than oneself…”
Current State: Your
currently KM Maturity
Target State: Your
target KM Maturity level.
Avoided State: The path
you would be on without an
effective KM Strategy.
THE “EVIL” YOU ARE FIGHTING
THERE IS A LACK OF
THERE ARE NO INCENTIVES
OR CLEAR MANDATES TO
ENCOURAGE GOOD KM
KNOWLEDGE IS NOT BEING
CAPTURED OR SHARED.
THERE’S NOT A CLEAR LINE
OF OWNERSHIP FOR YOUR
PROCESSES, TOOLS, AND
YOU HAVE PLENTY OF
SOMEWHERE… BUT GOOD
LUCK FINDING IT!
YOUR KM TECHNOLOGY IS
NOT WORKING FOR YOU OR
YOU DON’T HAVE WHAT YOU
NEED TO SUPPORT YOUR
WHY KM MATTERS
A KM CULTURE THAT
NATURALLY EMBEDS GOOD
KM BEHAVIOR INTO YOUR
ROLES & RESPONSIBILITIES.
A WELL-DESIGNED KM
STRATEGY TO HELP YOU
ACHIEVE YOUR KM GOALS.
GOVERNANCE OVER YOUR
KM PROCESSES, TOOLS,
AN EFFORTLESS WAY TO
FIND AND DISCOVER THE
INFORMATION PEOPLE NEED
TO DO THEIR JOBS.
A KM PLATFORM OF
THAT ARE RESULTING IN
DEFINING YOUR KM JOURNEY
§ What challenges are you fighting and what
good can you do for your team,
department, or organization?
§ How do you know when you’ve been
victorious or defeated?
§ Who are the “bad guys” and “good guys”
you are likely to meet along your journey?
§ What are the different lenses through
which you can define your journey?
§ What are your superpowers and what’s in
§ When do you need to join forces with
others to achieve your mission?
CHECK YOUR COMPASS: ARE YOU HEADED
IN THE RIGHT DIRECTION?
§ Identify the one metric
that will show the most
§ Develop a cadence for
how often you will
measure results and
§ Leverage technology
to automate data
collection and analysis
Determine what you will
measure in order to
§ Productivity and
§ Time savings
§ Quality of content and
§ Rate at which you
Ultimately, what do your
executives care about?
§ Increased revenue or
§ Innovation and speed
§ Avoiding bad publicity
§ Ensuring continued and
§ What story do your
§ How different is today
from the last time and the
first time you measured?
§ Can you show these
results in a graphical
§ Are you incorporating
anecdotes to balance out
§ What actions are you
taking as a result of
§ Have the actions
you’ve taken in the past
resulted in the
§ Are you measuring the
DEVELOPING A PLAN
METRICS TO KPIS
TAKING ACTION ON
User-Centric Design: Focusing on your stakeholders and end-users.
Viewing the challenges and upcoming changes from the view of their
roles/responsibilities, goals/frustrations, and incentives/motivations.
Integrated Change Management: Combining leadership strategy,
employee engagement, processes, success-metrics, and training to
ensure swift and sustained adoption of change.
Organizational Design: Arranging how to do the work necessary to
achieve a business purpose or strategy, while delivering high-quality
Agile Approaches: Focusing on the process and delivering solutions
to your prioritized needs quickly so that you can learn from the feedback
DIFFERENT LENSES: WAYS TO APPROACH YOUR KM JOURNEY
Content & System
samples of content to
structure, topics, and
about the capabilities
and limitations of the
systems being used to
Interviews & Focus Groups
Speak directly with the individuals
who own or are affected by the KM
challenges. Learn what their world
is really like in order to identify
solutions that take into
consideration their specific
Get a broader understanding of
common themes across departments
and perspectives about the different
needs within each part or subset of
Go beyond “best
based on the
Develop a solid
KM principles for
Learning How to Learn
Implement a mechanism for capturing
lessons learned and track how the
changes you make to your approach
do/don’t result in the intended outcomes.
If you’re on the business side, join forces with the technical
side, and vice versa.
If you’re in senior leadership, join forces with your
management and the workforce itself, and vice versa.
If you’re seeking outside support, join forces with your
external support, and vice versa.
If you’re a do-er, join forces with the thinkers, and vice versa.
Enterprise Knowledge (EK) was engaged by a financial institution – “The Bank” – to conduct an assessment
of its KM maturity. Having identified KM as a priority, The Bank wanted EK to look at its culture as well as its
practices and frameworks that support KM and develop a KM Strategy and Roadmap that would:
BACKGROUND ON THE BANK
Promote staff development and innovation.
Connect the expertise and know-how
across the organization.
Increase and better facilitate collaboration.
Enhance the onboarding of new staff.
• Document the current KM state.
• Provide a gap analysis, including
barriers and opportunities between
the Current State and Target State.
• Assess each Business Area’s existing KM culture.
• Document current, local KM initiatives.
• Identify key processes critical to the Business
Area’s core activities and knowledge flows.
• Describe the Target State, taking into
consideration The Bank’s mission,
strategy, and the individual work at the
Business Area level.
§ Open your envelope.
§ Work together to discuss how you would approach developing a
KM Strategy based on your KM lens.
§ Discuss the questions associated with your lens with your
group and record your group’s ideas for approaching a KM
Strategy for The Bank.
§ Raise your hand if you have a question about the organization.
Mary and Kristin will walk around to provide pertinent
information for you to consider when developing your KM
A 90-SECOND TRAILER
Each group will have 90-seconds to present their ideas
for developing a KM Strategy based on their KM lens,
as well as their thought process.
SPOILER ALERT: HOW WE TOOK THIS ON
The EK Team performed a variety of user-
centric activities to achieve a holistic view
of The Bank’s culture and KM-related
practices. Specifically, the EK Team
conducted a KM Current State assessment,
analyzed and rated The Bank’s KM maturity,
defined a Target State for KM, and created a
fully customized iterative, task-based
roadmap to achieve The Bank’s desired
level of KM maturity. The 3-year roadmap
contained 23 pilots. In addition, the Team
provided each Business Area with their own
KM report, which featured a KM Culture
Benchmark, KM survey results, and
PHASE 1: Our discovery work in Phase 1
included interviews, workshops, and a KM
survey. It culminated in a Current and Target
State Briefing Deck, and the 1st draft of the
Global KM Report.
PHASE 2: We conducted Business Area
focus groups and then generated, validated,
edited, and delivered their ensuing reports at
a rapid pace. In parallel, the Global KM
Report was going through its 3rd and 4th
iterations. We also prepared and delivered an
executive presentation, and bi-weekly sprint
Documentation review and technical demos.
Over 130 interviews, spanning 24 business areas.
5 workshops and 25 focus groups.
Bi-weekly sprint reviews.
EK’S KM MATURITY BENCHMARK
• Flow of knowledge
• Knowledge holders and
• Understanding of state
and disposition of
• Existence and
• Awareness of and
adherence to processes.
• Quality of processes.
• State and location of
• Consistency of structure
• Dynamism of content.
• Understanding of usage
• Senior support and
• Willingness to share,
• Maturity of “KM Suite.”
• Integration with and
• Usability and user-
We used our proprietary KM Maturity Benchmark, which is comprised of
approximately 40 measurable elements that are organized across 5 factors:
1 2 3 4 5
Below Industry Average Average Industry Leading
Most organizations fall
somewhere within this range
on a majority of KM factors.
Benchmark is based on our
experience with hundreds of
industries and around the
world on similar efforts. It is
used to score organizations
and determine where they
currently stand in terms of
A RE-CAP: WRITE YOUR OWN STORY
How are you going
to leverage your
weaknesses as the
hero of this story?What challenges
are you trying to
solve? What’s your plan
How are you going
to measure and
kryptonite and how
will you fight the
bad guys trying to
take over your KM
THE STORY LINE
THE GOOD GUY
WINS IN THE END