Presented by Zach Wahl, CEO, and Mary Little, Knowledge Management Practice Lead, on Thursday, April 2nd. With the current global COVID-19 pandemic, companies big and small, global and local, have found themselves in a much different reality and have been forced into remote work situations. Knowledge Management, when well-designed and implemented, can play a major role in helping an organization maintain the three c’s of organizational health: connections, collaboration, and culture. In this webinar, Zach Wahl and Mary Little will discuss how KM supports effective remote work, and will offer recommendations for how organizations can improve their KM and remote work immediately.

1. THE VALUE OF KM FOR REMOTE WORK
Webinar Series:
April 2, 2020

2. ZACH WAHL
EK FOUNDER AND CHIEF EXECUTIVE OFFICER
Expert in the areas of
Knowledge Management including:
Knowledge Management Strategy and Design

3. MARY LITTLE
PRACTICE LEAD,
KNOWLEDGE MANAGEMENT PRACTICE
Expert in the areas of:
Knowledge Management Strategy, Agile,
Design Thinking, and Change Management

4. KNOWLEDGE MANAGEMENT INVOLVES THE PEOPLE, CULTURE,
PROCESSES, AND ENABLING TECHNOLOGIES NECESSARY TO CAPTURE,
MANAGE, SHARE, AND FIND INFORMATION.
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5. FIND
CAPTURE
CREATE
CONNECT
MANAGEENHANCE
ACT
KM IN ACTION
§ Create covers the generation of new knowledge.
§ Capture entails all the forms in which knowledge and
information (content) move from tacit to explicit,
unstructured to structured, and decentralized to
centralized.
§ Manage involves the sustainability and maturation of
content, ensuring content becomes better over time
instead of becoming bloated, outdated, or obsolete.
§ Enhance covers the improvement of knowledge by
combining it with other knowledge, tagging it, relating
it, or commenting on it.
§ Find covers the capabilities for the knowledge and
information to be easily and naturally surfaced.
§ Connect encompasses how knowledge is shared and
traversed, and how people are found and leveraged in
the organization.
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6. DECONSTRUCTING KM
• Existence and
consistency of
processes
• Awareness of and
adherence to
processes
• Quality of processes
• Flow of knowledge
through the
organization
• Knowledge holders
and knowledge
consumers
• Understanding of state
and disposition of
experts
• State and location of
content
• Consistency of
structure and
architecture
• Dynamism of content
• Understanding of
usage (analytics)
• Senior support and
comprehension
• Willingness to share,
collaborate, and
support
• Maturity of “KM Suite”
• Integration with and
between systems
• Usability and user-
centricity
PEOPLE
PROCESS
CONTENT
CULTURE
TECHNOLOGY
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7. DAY IN THE LIFE OF A KNOWLEDGE WORKER
Wake up and
grab coffee!
Commute to Work Check emails Receive Task Review
Personal Files
Review Documents
from Coworker #1
Work on Task
Search
Company Intranet
Continue Task Work
Grab Lunch with
Coworkers
Visit Water Cooler
& Chat with Coworker #2
Ask Coworker #1
(Who sits nearby)
Coworker #2
Sends KW an email
Continue Task Work Finish &
Submit Task
Commute back
Home
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8. DAY IN THE LIFE OF A REMOTE KNOWLEDGE WORKER
Wake up and
make coffee!
Commute to Work Check emails Receive Task Review
Personal Files
Review Documents
from Coworker #1
Work on Task
Search
Company Intranet
Continue Task Work
Grab Lunch with
Coworkers
Visit Water Cooler
& Chat with Coworker #2
Ask Coworker #1
(Who sits nearby)
Coworker #2
Sends KW an email
Continue Task Work Finish &
Submit Task
Commute back
Home
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9. KNOWLEDGE MANAGEMENT
ENABLES:
CONNECTIONS
CULTURE
COLLABORATION
AND POWERS REMOTE WORK!
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10. THE THREE C’S OF ORGANIZATIONAL
HEALTH
KM Connections
How do I get my job done today? • Finding starting points, guides, and
answers.
• Accessing people to direct me and tell
me how to do it.
KM Collaboration
How do I do my job better
tomorrow?
• Accessing learning and development
materials.
• Interacting with experts from whom I can
learn and be coached.
KM Culture
How do I flourish in my career and
align with the values and goals of
my organization?
• Interacting with organizational leadership
and seeing their modeling behavior.
• Understanding the goals of the
organization and being empowered and
rewarded for acting on them.
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11. KM ENABLES CONNECTIONS
Day-to-day; Activities to do my job
PEOPLE
• Ability to find and connect with people who can help (i.e., Expert Finder)
PROCESS
• Resources and guides for job-related responsibilities
• Sharing content and knowledge using email or instant message
CONTENT
• Content types for quick content creation and maintenance
• Policies and Procedures
• Templates and Guides
• Metadata to enable findability and discoverability of content
CULTURE
• High trust, enabling the formation of personal knowledge sharing networks
TECHNOLOGY
• Enterprise Search
• Informative, user-friendly Intranet
• Content and document management
“Face-to-Face”
Interactions
Encourage video
chatting to create
additional ways for
people to access
information from their
peers.
• Zoom
• GoToMeeting
• Skype for Business
• Google Hangouts
• MS Teams
• Yammer
• Slack
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12. KM ENABLES COLLABORATION
PEOPLE
• Promote a remote Expert / NextPert Program
PROCESS
• Facilitate After Action Reviews to identify lessons learned
• Promote the use of Peer Assists to share tacit and institutional knowledge
CONTENT
• Establish Content Governance to ensure relevancy, accuracy, and currency
• Componentize content, enabling precise metadata for increased productivity and enhanced content
usability
CULTURE
• Establish Knowledge Networks that traverse business units to promote cross-collaboration
• Provide incentive for innovation relating to knowledge sharing or process improvement
TECHNOLOGY
• Collaborative technologies (I.e., Office365, Google Suite, Slack)
• Learning Management Systems
• Communities of Practice
Month-to-month; Help me learn,
develop, and perform better
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13. KM ENABLES CULTURE
PEOPLE
• Leadership-backed KM Leadership Team
• Appropriate Gamification to Reinforce Behaviours
PROCESS
• Automated processes to capture tacit knowledge
CONTENT
• Automated processes designed to identify, and flag outdated, incorrect or irrelevant content
CULTURE
• Robust KM Recognition program (I.e., informal and formal recognition)
• Knowledge Sharing Events (I.e., Hack-a-Thon, Knowledge Fair)
• Include visual representations of KM values within an organization’s physical environment
• Incorporate KM as an objective or key performance indicator for Annual Employee Reviews
• Identify and report on concrete milestones and metrics for KM initiatives
TECHNOLOGY
• AI Solutions (I.e., Content Recommenders, Chatbots)
• Video chat and live document collaboration
Year-to-year; Build a culture of
collaboration and excellence so
people stay and perform better
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14. HAPPY EMPLOYEES ARE GOOD AT KM,
AND GOOD KM MAKES HAPPY EMPLOYEES.

15. GETTING STARTED - CONNECTEDNESS
Pain Point
Content is inconsistent in its quality, whether that content is
outdated, duplicative, or obsolete. Staff lose valuable time
looking for, sorting through, and identifying content.
Pilot Recommendation
Less than 100 pieces:
• Complete manually by using a spreadsheet or table,
• Document each content item’s type, path (file path or URL
location), name, modified date, 'modified by' name,
content owner name, and any necessary notes.
If more than 100 pieces, look to tools for automation.
Pilot Value
Completing a content inventory and clean-up process will
result in curated, user-friendly content that is both more
findable and discoverable.
Content Inventory and Cleanup
Pain Point
Users must rely on their own personal networks to find the
experts they need. For those that are new or are
transitioning to another role, this way of working slows down
an employee's time to productivity as they have either a
small or no personal network.
Pilot Recommendation
Conduct a series of taxonomy design workshops to draft a
starter list of metadata values and their associated fields that
are most useful to users when describing people (e.g.,
'Topical Expertise’ or ‘Soft Skills’). Then validate through a
serious of activities. Develop a taxonomy governance plan to
ensure the taxonomy remains up-to-date and current.
Pilot Value
A people taxonomy allows for people to be 'tagged’ and
searched via metadata that's relevant to their role and work,
ensuring that individuals are contacting the right experts.
People Taxonomy
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16. Pain Point
New staff are faced with a steep learning curve to get up to
speed and understand how to perform their job in a timely
manner. Further, new staff regularly struggle to understand
how everyone's work is related to one another.
Pilot Recommendation
Select and facilitate two half-day Knowledge Transfer
workshops. Analyze workshop findings to create a
knowledge map of the organization. Prioritize how, when,
and to whom the tribal knowledge should be transferred to.
Design and develop an Expert to Nextpert program plan to
formally guide the new-hire knowledge transfer process.
Pilot Value
Reduces the time it takes new-hires to get up to speed and
function at a normal working pace as well as reduces the
burden of knowing/sharing context for unseasoned staff.
Expert to Nextpert Program
Pain Point
On-site teams are mandated to operate virtually. Such a shift
requires more direction and support from business leaders
than “turn on your video camera,” as most on-site teams rely
heavily on tacit knowledge sharing, which in a remote work
environment can create findability and discoverability
challenges.
Pilot Recommendation
Analyze the features of MS Teams and hold 2-3 focus
groups with representatives from previously on-site teams.
Each focus group should validate and prioritize pre-selected,
core business MS Teams features and then suggest
additional add-on requirements to reflect the needs of their
specific teams. Develop an iterative roadmap to guide the
implementation and customization of MS Teams.
Pilot Value
Provides a platform or “community” for proper capture, store,
manage, and reuse of valuable tacit knowledge among ”on-
site” teams.
Virtual Communities
EK’s Virtual
Communities
We use a combination of
products and platforms to
provide a “meeting room”-
like experience for our
employees working on
team-based projects.
• Zoom
• Google Suite
• Slack
• IdeaBoardz
• Trello
This is not an endorsement.
GETTING STARTED - COLLABORATION
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17. Content Management System
Used to author, organize, manage, and publish content on a web interfaceIntranet Hub
Repository Layer Web Content
Management
Enterprise
Search
Learning
Management
Analytics Layer
Taxonomy
Management
Document
Management
Instant
Messaging
Findability Layer Ontology
Management
Collaboration Layer
Content Creation Layer
Document
Sharing
Annotation /
Feedback
Chat Bot
Team
Workspaces
Reporting Usage Metrics Content Metrics
Governance Layer Workflows Records Schedule Access Controls Information Audit
WYSIWYG Editor Digital Asset Editing
Alerts /
Notifications
Recommendations
APIs
Displayed below are the layers needed for a best in class Knowledge
Management and Information Management Ecosystem.
Knowledge
Graph
Customer
Relationship
Management
Digital Asset
Management
Component
Content
Management
Metadata Layer Auto-Tagging / Auto-Classification Auto-Categorization
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18. GETTING STARTED - CULTURE
Pain Point
Individuals are motivated by different forms of recognition to
complete or practice KM-specific tasks. While some staff are
motivated intrinsically or consider knowledge sharing as part
of their job, others are not willingly share their information
with others.
Pilot Recommendation
Leadership must align on a clear purpose for the KM
Recognition Program and distribute organization-wide
communication accordingly. Success criteria and ROI
metrics should be defined and shared throughout the
organization. Recognition should come from key senior
members, either in written and verbal acknowledgement.
Recognition can be given one-on-one or in front of peers and
can also be represented as a values-based award.
Pilot Value
Clear guidelines and expectations will help develop a culture
that's comfortable with knowledge and information sharing.
KM Recognition Program
Pain Point
For large-scale KM Strategy implementations, there are
often multiple KM initiatives going once at once, making it
difficult for any single staff member to track the complexities
of each initiative, or for the KM Core Team to align initiatives.
Pilot Recommendation
Design and deploy a user-centric tracker to align, track, and
measure the success of KM initiatives. The tracker should
record metadata describing each initiative (i.e., priority,
value, stakeholders, status, and dependencies), enable
leaders to define and publish success measures for each
initiative, and provide features for users to provide feedback
on initiatives.
Pilot Value
Enables the KM Core Team and management to consolidate
and manage initiative-specific content in a centralized
location, empowering strategic decisions to be formulated
from one system.
KM Initiative Tracker
Happy Hour &
Virtual Games
At EK we have a
well-defined culture.
To ensure we
continue to sustain
our culture, we have
adapted our Friday
rituals to fit in the
remote space.
• Virtual Happy Hour
• Excel-based
Colorku
• Kahoot Trivia Game
• Slack Channel
Challenges
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19. WHAT YOU CAN DO RIGHT NOW!
Note analytics and asks for
most sought after content
while remote and ensure it
is promoted on your
intranet for others to find.
Build or maintain culture
with a virtual happy hour or
online games.
Schedule a knowledge
share from a senior
member of the
organization to reinforce
the right behaviors and
build community.
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20. WE’LL BE ANSWERING QUESTIONS NOW
Q A&
THANKS FOR LISTENING
Q & A SESSION