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© Compaq Computer Corporation and American Productivity & Quality Center Compaq KM Case Study Denise M. Schilling Manager Compaq Knowledge Management Office.

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Presentation on theme: "© Compaq Computer Corporation and American Productivity & Quality Center Compaq KM Case Study Denise M. Schilling Manager Compaq Knowledge Management Office."— Presentation transcript:

1 © Compaq Computer Corporation and American Productivity & Quality Center Compaq KM Case Study Denise M. Schilling Manager Compaq Knowledge Management Office Denise M. Schilling Manager Compaq Knowledge Management Office …focusing on people and process Kimberly Lopez Senior KM Consultant American Productivity & Quality Center Kimberly Lopez Senior KM Consultant American Productivity & Quality Center

2 Today’s agenda... Compaq and APQC How we’re succeeding Who we are What we’re doing supporting the business strategy through KM KM at Compaq today © Compaq Computer Corporation and American Productivity & Quality Center

3 great things peoplepeople enabled by great technology can achieve Our belief … © Compaq Computer Corporation and American Productivity & Quality Center

4 Do you know that Compaq is? Leader in High Availability #1 in High Performance technical computing 6 of 7 supercomputing wins power the 15 largest exchanges #1 marketshare in Web servers Market Leader in Windows 2000 deployment 60% marketshare with 8-Way servers #2 worldwide in PCs #1 in storage volume shipped #1 in SANs © Compaq Computer Corporation and American Productivity & Quality Center

5 The APQC Mission Disseminate Connect Founded 1977 to find and share best practices Members – Global Firms and Governments ConsortiumTrainingPublications Do you know about APQC ? Discover © Compaq Computer Corporation and American Productivity & Quality Center

6 APQC’s Work in Knowledge Management  Research on KM since 1993  Research Consortia started 1995 –Over 150 firms in APQC’s KM Consortia –45 Best Practice firms studied in detail  Shared knowledge with thousands of KM practitioners –Publications –Training –Conferences  Helping firms implement KM using best practices © Compaq Computer Corporation and American Productivity & Quality Center

7 The Compaq and APQC KM Partnership APQC International Benchmarking Clearinghouse member since 1996 Sponsored more than 17 APQC Benchmarking Studies including the recent Building & Sustaining CoPs September 2000 – APQC participates in developing a corporate Knowledge Management Strategy January 2001 - Compaq Knowledge Management Office created and partners with APQC to implement the corporate KM Strategy July 2001 - CKMO leverages APQC expertise to create first cross-organizational Community of Practice pilot © Compaq Computer Corporation and American Productivity & Quality Center

8 Today’s agenda... Compaq and APQC How we’re succeeding Who we are What we’re doing supporting the business strategy through KM KM at Compaq today © Compaq Computer Corporation and American Productivity & Quality Center

9  Developing innovative products  Integrating them into solutions  Serving the global market Achieving profitable growth. Strategic priorities © Compaq Computer Corporation and American Productivity & Quality Center

10 PCPCInternetInternet S t a n d a r d i z a t i o n W a v e s Technology Driven Vendor Driven Customer Driven Evolution of computing Mainframe Era Client/Server Era Pervasive Information Era © Compaq Computer Corporation and American Productivity & Quality Center

11 The intelligent Internet …it’s all about delivering knowledge for effective decision making Data Store ComputingandCommunication Knowledgeand Decision Making © Compaq Computer Corporation and American Productivity & Quality Center

12 Aligning KM with Business Strategy Redefining Employee Behavior & Experience Ensuring Organizational Success through Partnerships Strategic Position of Knowledge Management Knowledgeand Decision Making © Compaq Computer Corporation and American Productivity & Quality Center

13 Today’s agenda... Compaq and APQC How we’re succeeding Who we are What we’re doing supporting the business strategy through KM KM at Compaq today © Compaq Computer Corporation and American Productivity & Quality Center

14 Key Components of Knowledge Management People  Knowledge workers  Communications and Training  Formal Communities of Practice  Measurement and reward systems  Knowledge sharing culture Technology  Collaboration  Workflow & project management  Repositories  Content management  Learning  Portals  Search engines & locators  Document management  Problem resolution systems Process  Forming Communities of Practice  Collaboration process  Shared standards  Common taxonomy  Survey, census, requirements analysis  Metrics and reporting  Cross-organizational integration  Feedback loop © Compaq Computer Corporation and American Productivity & Quality Center

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16 Compaq KM Journey CEO Request KM Strategy Development Corporate KM Strategy Complete End of Qtr Factors Create CKMO Launch CoP Pilot Reorg/ Layoffs Expand CKMO Initiatives © Compaq Computer Corporation and American Productivity & Quality Center

17 Compaq KM Journey CEO Request KM Strategy Development Corporate KM Strategy Complete Deliver KM Strategy Create CKMO Launch CoP Pilot Reorg/ Layoffs Expand CKMO Initiatives © Compaq Computer Corporation and American Productivity & Quality Center

18 CoP Pilot “Business Opportunity” Selection Criteria  Positive Financial Impact  Measurable Results  Bridge Organizational Boundaries  Transferable Learning  Sponsorship  Sponsorship  Time to Results © Compaq Computer Corporation and American Productivity & Quality Center

19 Identifying the Business Opportunity CoP Pilot - ISSG/CKMO Partnership Warranty Cost Reduction  Reduce warranty costs in 2001  Executive level “balanced scorecard” goal  Cross-organizational stakeholders include: –Product Engineering, Engineering Design, Manufacturing, CPQ Global Services, Global Services Fulfillment, Global Services Operations, Procurement, Channel groups, Finance, Quality & Customer Satisfaction © Compaq Computer Corporation and American Productivity & Quality Center

20 KM Approach: Community of Practice A New Organizational Form Problem  If only we knew what we know about warranty cost drivers  Explosion of disparate warranty technology tools Warranty Event Analysis CoP Vision  Create an organized “cross-organizational community” of people that can provide guidance in understanding how to use warranty event analysis information to drive and maintain warranty cost reduction Warranty Event Analysis CoP Value Proposition  Focus on connecting people with people and people with information  Create a formal framework and process for collaboration among warranty stakeholders  Ability to sustain and leverage gains resulting from the current warranty process improvement initiatives

21 Warranty Event Analysis CoP Steps to Success  Established selection criteria for identifying the CoP opportunity  Formed a Business Unit partnership to leverage and expand existing KM activities addressing warranty issues  Secured executive and senior management sponsorship  Identified and engaged key stakeholders from across Compaq organizations  Created a WEA CoP Design Team and Extended Team  A consistent and persistent CoP driver © Compaq Computer Corporation and American Productivity & Quality Center

22 Warranty Event Analysis CoP Pilot Successes Organization Value Proposition ApproachTechnologyResults ISSG and Procurement Lower warranty costs by demonstrating Supplier responsibility for product quality Warranty CoP facilitates knowledge transfer Leveraging existing KM technology $Millions savings from Supplier reimbursements through enforcing warranty recovery ISSG Engineering Design, and Product Engineering Get product defect knowledge into the hands of product design engineers earlier Warranty CoP facilitates transfer of Best Practices Leveraging existing KM technology Warranty cost avoidance Designing product quality in and product defects out through a proactive vs. reactive approach. ISSG Design Services, CPQ Direct, CPQ Mfg, Supplier Mfg Increase Product Quality and improve Customer Satisfaction Warranty CoP knowledge sharing and reuse “upstream” in the product development lifecycle Web enabled Process Improvement Tracking System © Compaq Computer Corporation and American Productivity & Quality Center

23 SUCCESSES - WEA CoP Pilot  “Creating the WEA CoP was something like aligning the planets.”  “A critical goal of the product stabilization initiative is to focus on identifying product defects during the first 120 days, but we didn’t have the tools to efficiently and effectively look at the crucial repairs data. The WEA CoP has put new emphasis on developing the processes for analyzing the repair data through an automated system.”  “Through connecting people to people, the WEA CoP has identified and shared best practices for analyzing repair data between ISSG Systems and ISSG Server Storage & Infrastructure groups.”  “The WEA CoP provides the opportunity to highlight issues and take action to improve business practices.” © Compaq Computer Corporation and American Productivity & Quality Center

24 Lessons Learned on the Compaq KM Journey Strategic Focus Obstacles  Explosion of technology  Organizational silos  Uncertainty about corporate role and responsibilities  Budget constraints © Compaq Computer Corporation and American Productivity & Quality Center

25 Lessons Learned on the Compaq KM Journey Strategic Focus Successes  CEO and Senior Management Sponsorship  Identified several KM grass-roots activities  Perceived value for KM  Commitment to “keep on keeping on” © Compaq Computer Corporation and American Productivity & Quality Center

26 Lessons Learned on the Compaq KM Journey Tactical Focus Obstacles  Unclear about CoP Handbook target audience and deployment  Severe resource constraints  Difficulty in managing the CoP scope  Not understanding the relationships between KM and Process Improvement Program © Compaq Computer Corporation and American Productivity & Quality Center

27 Lessons Learned on the Compaq KM Journey Tactical Focus Successes  Created the CoP Handbook  Secured BU support for implementing a CoP pilot  Identified strategic business imperative that resonated across organizational boundaries  Aligned with Q&CS Black Belt program © Compaq Computer Corporation and American Productivity & Quality Center

28 Other Compaq KM Success Stories Organization Target Value Proposition ApproachTechnologyResults NA Sales Reduce cost of doing business, Increase sales revenues and employee effectiveness Cross- organizational CoP Web portal, Web- enabled issues tracking application, eMail publications to target audiences Increased bid-wins via single point of access to technical sales, marketing, and training information Global Accounts, and Geo organizations Revenue growth Self Service, “Facilitated” Self Service Web site Getting critical information into the hands of Global Account Managers to increase bid-wins Customer Services and Global Business Solutions Improve customer service delivery efficiency, Improve customer satisfaction Self ServiceWeb enabled Knowledge Centered Support System Reduced time for training, reduced time for problem resolution, Increased employee retention © Compaq Computer Corporation and American Productivity & Quality Center

29 Concluding Thoughts Culture doesn’t change overnight  It’s learning in action!  It requires commitment!  It’s hard!  It’s rewarding!  Keep talking! © Compaq Computer Corporation and American Productivity & Quality Center

30 QUESTIONS?QUESTIONS?

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32 BACKUP SLIDES

33 CoP Roles & Responsibilities KM CoP Design Team  A cross-functional team that represents the BU or functional area of a KM initiative  Refines the scope of the KM pilot or initiative  Identifies the pilot users and “high-voltage knowledge” to achieve early success  Evaluates costs and infrastructure requirements  Recommends communication, training, rewards and other approaches to effect cultural acceptance  Creates project plan with staged activities and milestones © Compaq Computer Corporation and American Productivity & Quality Center

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