Knowledge Management Strategies to Improve Business Performance Chris Paladino March 11, 2002 (703) 947-2394 chris.d.paladino@accenture.com Knowledge Technologies 2002 Good afternoon and welcome to the session titled “Knowledge Management and Information Strategies.” I’m Chris Paladino with Andersen Consulting. Today I’m going to talk about Knowledge Management strategies which were used during an effort where we partnered with the U.S. Department of Housing and Urban Development to implement a Knowledge Management solution.

Topics KM Approaches Implementation Framework Success Factors Questions

KM Approaches KM Definition KM Considerations Knowledge Spiral Accenture KM Model

KM Definition A collaborative and systematic process for acquiring, creating, synthesizing, and sharing information, insights, and experiences to achieve organizational goals.

KM Considerations Although many companies recognize the importance of a more effective use of their knowledge, most struggle with where to start. Which factors are critical for my business that can be addressed by Knowledge Management? Which knowledge adds the most value? What are the highest priority initiatives? How do you create a culture for sharing? Which people need to be empowered to contribute the right knowledge? Are priorities aligned with measurements? Strategy What tools are currently in place? What tools are needed to enable the environment? How do you fill the gap? People Technology Process Are the right processes in place to - capture, refine, and create knowledge - disseminate, share, and apply knowledge to deliver business value? ©Accenture, 2002

Knowledge Spiral Collaboration Externalization Internalization 1 Collaboration Externalization 2 Messaging Peer-2-Peer eTeamSpaces/ eConferencing Discussion Forums Content Management Knowledgebases Workflow 4 Internalization Combination 3 Portals eLearning Searching Personalization Push/Profiles Knowledge Mapping Data Mining Synthesized Knowledge Nonaka, I. And H. Takeuchi, The Knowledge-Creating Company. New York: Oxford Univ. Press, 1995.

Interpretation / Judgment Accenture KM Model *A one size fits all approach to developing a knowledge management system will not work Work Models Knowledge workers Collaboration Integration Model Network Model Systematic, repeatable work Highly reliant on formal processes, methodologies, or standards Dependent on tight integration across functional boundaries Improvisational work Highly reliant on deep expertise across multiple functions Dependent on ability to build high commitment, flexible teams Level of Interdependence Transaction Model Expert Model Routine work Highly reliant on formal procedures and training Dependent on individual workers and enforcement of strict rules Judgment-oriented work Highly reliant on individual expertise and experience Dependent on star performers - characterized by star cultures Individual Actors Interpretation / Judgment Routine Complexity of Work ©Accenture, 2002

Topics KM Approach Implementation Framework Success Factors Questions

Implementation Framework Best Practices Customer Management Research & Development Individual & Organizational Learning Applications Community Member Expert Content Manager Knowledge Technologist Knowledge Sponsor Knowledge Integrator Roles Contribute Access Control Creation Feedback Community Management Synthesize Validate Valuation Archive/Delete Activity Monitoring Aging Processes Operation/ Administration Program Management Change Enablement Development Knowledge Maps Directories Attachments Synthesized Knowledge Discussions Community/Home Pages Internal/External Info Knowledge Bases Content Search Profile Link Management Knowledge Mining Visual Controls Portal Abstractors Routing/Workflow Collaboration Translators Security Alerts Tools/Services Knowledge Environment Architecture Document Management Messaging Internet Communication & Collaboration Information Interfaces Infrastructure Global WAN LAN Office Platform Database Platform

Topics KM Approach Implementation Framework Success Factors Questions

Success Factors Knowledge Strategy that identifies the vision, business goals, stakeholders, and activities to be accomplished. Executive sponsorship will be essential to establishing this knowledge sharing environment. The cultural changes necessary to shift to a sharing environment must be actively supported and fostered throughout the organization by executive team. Detailed Planning that incorporates activities, schedules, milestones, risk management, and the appropriate monitoring and tracking tools to support success. Integration of sharing into normal activities so it doesn’t appear as a burden, but rather as an enabler. Navigation Executive Leadership User’s understanding and commitment to use the knowledge environment. A critical mass of users who are willing to share, contribute, and use what is available must be established for the potential of the environment to be realized. Enablement Business Owner- ship Ongoing training and support will be necessary to both establish the critical mass of users and to ensure the continued understanding and effective use of the environment as it evolves. Technical infrastructure must support sharing from both a cost and architectural standpoint. Motivation and reward systems will need to be created to inspire people to contribute to and use the knowledge environment.

Questions Chris Paladino Knowledge Technologies 2002 March 11, 2002 (703) 947-2394 chris.d.paladino@accenture.com Knowledge Technologies 2002