EDRMS underpinning the move toward better Knowledge Management Gavin Eiloart August 07

Session Agenda Introduction The discipline of Knowledge Management EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart Session Agenda Introduction The discipline of Knowledge Management Approach to Knowledge Management at LINZ EDRMS implementation Improving Knowledge Management practices

Land Information New Zealand EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart Land Information New Zealand Government Agency Hold authoritative information on Land and Survey ownership Oversee buying and selling of crown land Ensure a fair and consistent rating and valuation system 500 staff in 6 offices

KM focussed on value accumulating business value... Business Outcomes! EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart KM focussed on value Business Outcomes! Actions accumulating business value... Decisions Knowledge Information Data

Organisation’s value proposition EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart Organisation’s value proposition Customer Intimacy Value Client Product Leader Operational Excellence Personalization Approach Personalisation Balance between Personalization & Codification We must look at ourselves from the perspective of our most important stakeholders

KM Continuum Personalisation Codification EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart KM Continuum Personalisation Codification Reusability of collateral to achieve service line efficiency Increased business volumes required greater operational efficiency Need to access best practice Codification of customer data supports relationship management High levels of initiative – non compliance with rules & disciplines Reliance on tacit knowledge & informal networks relationship based customer focus Need for customised research Improved quality of market intelligence & primary research

EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart LINZ KM Vision “Knowledge management is a set of deliberate efforts to maximise LINZ performance through creating, sharing and leveraging knowledge and experience from internal and external sources”

The move to better KM at LINZ EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart The move to better KM at LINZ Business Strategy Review Information Management Review EDRMS KM Capability Tacit Knowledge Review KM Strategy KM Initiatives Climate Survey

IM Review Unreliable information. Duplicated information EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart IM Review Unreliable information. Duplicated information Poor access to information Inconsistent classification Need an EDRMS!

EDRMS Objective selected May 04-Dec 04 – Scoping EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart EDRMS Objective selected May 04-Dec 04 – Scoping Jan 05-Jul 05 – Design, Build, Implement Benefits achieved

Develop the KM Strategy EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart Develop the KM Strategy Business Strategy Review KM Capability Tacit Knowledge Climate Survey EDRMS Information Management Re-build and re-focus team Review business strategy with KM filter Where is our knowledge? Staff views on collaboration and innovation etc.

EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart KM at LINZ 2006 Strategy People Process Technology Level 5 – A Knowledge-centric organisation Business strategy is continuously adjusted to reflect new learning. Organisation able to plan and anticipate future skill needs through a culture that encourages free flow of knowledge and learning. Communities of practice* formally linked. IT infrastructure integrated KM both internally and externally. Level 4 – A Knowledge-organisation KM strategy in place. Accountability present. Sufficient resources available. Broad-based core competencies exist across organisation. KM processes, practices and measures formalised and aligned with business processes. Portals and groupware (i.e. intranet, discussion forums, wikis, blogs). Level 3 – A Knowledge-enabled organisation KM strategy defined, but no accountability. Knowledge creation, sharing and reuse are rewarded. KM processes integrated into business processes. Data warehouse and DM in place. Level 2 – A Knowledge-aware Leadership recognises importance, but not yet ready to integrate KM. Aware of some KM capabilities, but do not perceive as important. Limited KM processes exist. Basic KM enablers (e.g. email). Level 1 – An Industrial organisation Corporate strategy is internally focused and knowledge has no impact on direction. Resistance to change, and evidence of knowledge hoarding. No processes for creating, sharing and applying knowledge. Does not enable KM principles.

LINZ KM Focus Current state KM Focus Possible solutions Improved EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart LINZ KM Focus Current state KM Focus Possible solutions Lack of transparent process Need evidenced based decision making Not sticking to our knitting Improved Process Management Process Mgmt/mapping tools Move toward managing process not people Endorse collaboration at planning stage Expertise Locator After Action Reviews Communities of Practice Improved Collaboration Silo’d working Competing initiatives Group not enterprise initiatives Move toward a Learning Organisation After Action Reviews Re-focus performance measurement and incentivisation Fullfil promise of Lominger Make good practice available Reinventing the wheel Need challenging mindsets Determine the best skills for the future

EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart KM Initiatives in 2006/7 Introduced LMS and off the shelf e-learning courses Introduced Process Management tool & practices Improved Induction process

EDRMS Initiatives EDRMS Integration Making better use of EDRMS EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart EDRMS Initiatives EDRMS Integration Overseas Investment Office Application Landonline? Making better use of EDRMS Locating &Tracking Paper Records Scenario Planning database Approvals processes Workflow processes Historical Images

EDRMS underpinning the move toward better Knowledge Management – Gavin Eiloart Questions?

Biography Gavin has been a Management Consultant for the past 9 years working with KPMG in London and then Bearingpoint in Wellington New Zealand. Gavin has worked on a variety of IT related projects with particular focus on Knowledge and Information Management technologies. For the past 3 years Gavin has been independently consulting to Land Information New Zealand during which time he project managed the implementation of Objective in 2004/5. He is now the Programme Manager for the LandonLine 100% e-lodgement programme.