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The Value of KM for Remote Work

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.

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The Value of KM for Remote Work

  1. 1. THE VALUE OF KM FOR REMOTE WORK Webinar Series: April 2, 2020
  2. 2. ZACH WAHL EK FOUNDER AND CHIEF EXECUTIVE OFFICER Expert in the areas of Knowledge Management including: Knowledge Management Strategy and Design
  3. 3. MARY LITTLE PRACTICE LEAD, KNOWLEDGE MANAGEMENT PRACTICE Expert in the areas of: Knowledge Management Strategy, Agile, Design Thinking, and Change Management
  5. 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the sustainability and maturation of content, ensuring content becomes better over time instead of becoming bloated, outdated, or obsolete.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. @EKCONSULTING
  6. 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 @EKCONSULTING
  7. 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 @EKCONSULTING
  8. 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 @EKCONSULTING
  10. 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. @EKCONSULTING
  11. 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 @EKCONSULTING
  12. 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 @EKCONSULTING
  13. 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 @EKCONSULTING
  15. 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 @EKCONSULTING
  16. 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 @EKCONSULTING
  17. 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 @EKCONSULTING
  18. 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 @EKCONSULTING
  19. 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. @EKCONSULTING