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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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”

8. 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

9. 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!

10. 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

11. 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.

12. 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. ).
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.

13. 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

14. 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

15. 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

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

17. 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.