Km Portals - Lessons Learned

Implementing Corporate Portals for Knowledge Management:

key lessons

E.M Lyon

Prof. Dr. José Cláudio C. Terra

Lyon, February, 2006

www.terraforum.com.br

Implementing a Corporate Portal with a Focus on KM: Key Lessons Learned

# 0 – Strategic Intention –

New Paradigm!!!! Aha!!


Who will benefit?

Product Development

Call center

Legal, marketing, CFO,

top management

Clients

Suppliers

Who are among the key

segments that will benefit

from the portal?


Who will benefit?

AUDIENCES QUANTITATIVE

BENEFITS

QUALITATIVE

BENEFITS

NOTES

Top Management

Product Development

Finance

HR

Suppliers

Clients


# 1 – Make sure the KM initiative is tied to strategic goals

It is important to identify the sources of intellectual capital and start there

It is necessary to include the “knowledge

dimension” in the strategic plan. Typical questions?

What kind of K should be developed alone or in collaboration?

What should be acquired externally?

What kind of K should shared (Leveraged)?

What kind of K should be protected/preserved?



Which processes are most critical?

Which categories of Knowledge are most important in the firm’s strategic processes?

Are they mostly tacit or explicit?

Which topics and competencies require a pro-active, deliberate organizational effort to foster knowledge sharing and collective learning?

# 2 – Focus on Key processes and Core Competencies are complementary approaches



Analysis of Organizational Processes from a Knowledge Perspective

I. Strategic Value of Knowledge in the process

II. Undisputed, clear opportunities for KM

III. Level of knowledge protection

IV. Internal sources of knowledge

V. External sources of knowledge



# 3 – A Good Taxonomy is very important enabler of knowledge sharing



# 3 – A Good Taxonomy is very important enabler of knowledge sharing


• Categories

• Metadata

• Navigation & search

• governance

• Automatic and manual strategies

• Content migration


Is everything confidential until proven

otherwise? Or everything is accessible until

proven otherwise?

Who can publish?

What kind of information needs to be pre-

approved?

What kind of information can be shared with

clients, partners and suppliers?

# 4 – Information Policy



It is difficult for large, global organizations

to remain competitive in industries that

demand rapid cycles of knowledge

creation, diffusion and usage, without

highly advanced digital collaboration tools.



# 5 – IT tools (corporate portals) will be increasingly important and in some cases mandatory




Web Applications

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Presentation Layer - Personalization

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Nature of Digital

InformationUnstructured - Tacit

Highly

Structured - Explicit

Search Engine


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Sites, Intranets e Extranets

Portals = Links + Search

Portals = Categorized Search (Advanced)

Portals = Content + Applications + Services

Portals = Personalization + Customization

Portals = Internal and External Collaboration

Portals = Processes + Business Intelligence“My workspace”

• My Personal Spaces

• My Teams

• My Projects

• My Communities

• My Processes

• My Unit

• My Organization

• My Interests


Quality is more important than quantity

Put in place a capture process that is simple, friendly and distributed

Develop a content strategy before any coding

“Knowledge brokers”, moderators and content owners is key

# 6 – Focus of Content Management should be in the process, not in the technology



# 7 – Focus on the relevance


During Content Creation

Details about the authors

Pre-validation

Details about the information

- Summary

- Key-words

- Categorization

- Life-cycle

Design standardization

Use: Filters & Validation

Filters, Agents &

Categorization

Customization and

Personalization

Role of Moderators

Validation (Feedback from

users; Volume of access and

Life-cycle)


“IAN, Intellectual Asset Network” - Context Integration

“GXC” or Global Exchange Network – Bain & Company

“ELVIS” or Eli Lilly Virtual Information Systems – Eli Lilly

Sharenet – Siemens

PeopleNet – Texaco

Eureka – Xerox


# 7 – KM initiatives are large “Change Management” projects



Multidisciplinary teams working together not only to develop the infrastructure, but also to publicize, train and motivate people throughout the organizations

Focus on early-adopters

Significant internal communication, including:

Posters

Newsletters

Communication booths

Local training sessions and gatherings (with the presence of senior management)

E-mail communications



# 8- New members need special attention: from invitation to introduction

Key role of

local offices



# 9 - Lead by example and make sure critical mass is developed rapidly


# 10 - Participants need to develop an online identity




# 11 – KM leads to new metrics

http://www.unitedmedia.com/comics/dilbert/archive/images/dilbert2001048728323.gif


Users’ perspective is evaluated frequently

Mechanisms for evaluating individual, department, office contributions to the growth of intellectual capital is put in place

The demand, flow and use of content and knowledge objects are measured in order to better understand the organization and the business

# 11 – KM requires/leads to new metrics



# 11 - Recognize levels of participation and develop a reputation system



# 11 - Monitor activity and satisfaction level



Quality of Content

& Applications

Level of Contribution

And Commitment Impact on Connections

Ease of UseImpact on Work

Impact on Learning

KM SystemKey InputsExpected

Outputs

Formal KM processes



# 12 - Promote special online and offline events and celebrate success!



# 13 – KM demands a Colaborative Organizational Culture



Colaborative attitude is important for hiring and promotion

Time is invested in the transmission of values, culture and the development of personal networks (particularly in the first weeks of work of new employees)

Colaborative attitudes are formally recognized

Physical spaces foster communications and reduce evidence of hierarchy and status




Transparency

Be seen as trustworthy

Examples of knowledge sharing

Reputation

Respect of personal life

Noble goals and objectives

Fostering of personal contact




Where is the sweet spot?

Where are my allies?

Where KM helps clients?

Divulge the results and sucess cases in

frequently and in multiple ways!!!

# 14 – Think BIG, with a long-term perspective, BUT start small, strategically and show results quickly



Strategy

Technology

Processes

People

Organization

Which ones are mostimportant?


# 15 – KM demands work in many dimensions


FinalConsiderations


KM is not a project

KM means focusing the managment process in the knowledge variable. It requires a new perspective, new processess and tools!!!

Coherence and Persistence are big challenges!

KM may lead a firm to rethink its organization and business model

ParadoxKnowledge can not be managedKnowledge resides in people’s heads

Final Considerations


Thank You!Dr. José Cláudio Terra

[email protected]


Km Portals - Lessons Learned

Business

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