Andy Scott National Knowledge Manager Fuji Xerox Australia.

Andy Scott National Knowledge Manager

Fuji Xerox Australia

knowledge management

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Building Smart Knowledge-Sharing Strategies

Building Smart Knowledge-Sharing Strategies

Andrew C ScottFuji Xerox Australia

[email protected]

Andrew C ScottFuji Xerox Australia

[email protected]


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InformationA Significant Statement?A Significant Statement?

Documents Are the Primary Source of History;They Are the Means by Which Later Generations Draw Close to Historical Events and Enter Into the Thoughts, Fears and Hopes of the Past

John F Kennedy, January 19th 1963

Documents Are the Primary Source of History;They Are the Means by Which Later Generations Draw Close to Historical Events and Enter Into the Thoughts, Fears and Hopes of the Past

John F Kennedy, January 19th 1963


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Senior Management SupportWhy Focus On The Document?

Main Question Some Additional Questions

Does your organisation have

quick and easy access to all

important business information and

processes?

• Where is your strategic information stored?

• Can you operate 24/7?

• How do you search for information you do not own?

• Where do you store quality documents, such as those relating to Quality or other Important Business Processes?

• Do you have an EDRMS system to store records

• Do you still operate a hardcopy record system

Have you or anyone else in your

organisation ever accidentally deleted

or even lost a document?

• What was the cost to the organisation?

• What were the repercussions?

• Could you restore it?

• Could you recreate it?

• What did you do to prevent a re-occurrence?

• How much time was lost searching for it?

• Was it an electronic or hardcopy document?

• How would you feel if you needed the document for legal purposes?


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Now that we have technology to manage both physical and electronic document populations, the onus is upon us to be proactive in our document retention policies. Thanks to the Enron affair, we’ll no longer be able to hide our heads in the sand.

SPOLIATION-The Enron Story US

Knowledge Researchers

Information Sharing is facilitated by the Act. It has saved lives as Agencies can now openly share what they know, in fact they must share.Dr Paul Rosenzweig, Geoge Mason University, Professor of Law

The Patriot Act September 2001 US

Sarbanes-Oxley (SOX) Act July 2002 US85% of Multinational US Firms are actively working to ensure corporate governance reforms are enacted globally

The Basel Capital Accord (Basel 11) EUFinancial Sector approach that ensures Capital Adequacy is aligned to Organisational Risk Management

Availability and maintenance of DATA is evidentSystems Infrastructure is sufficiently robustPeople and Processes are aligned to manage this

Ernst & Young UK

Corporate Law Economic Reform Programme (CLERP 9) July 2004 AUSIf you're involved in auditing and company financial reporting, this is the new standard for reporting processes and procedures.


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Is The CIO The Future Steward ?UFJ Holdings, one of Japan’s four biggest banks, has admitted it engaged in forgery and obstruction to impede investigations into its conduct.The bank has made the admissions during an inquiry by the government regulator, the Financial Services Agency, into the bank’s operations and its losses of $19.6 billion over the past three years. The FSA had earlier accused the bank of illegal activities blocking its inspectors.

The admission, following a “third party” investigation commissioned by the bank, found that the company had concealed documents and data, given false evidence, destroyed documents, and forged statements and minutes of meetings during inspections.

The bank said the actions were “systematic” in nature and involved the highest levels of the company’s personnel.

A UFJ statement said that as result of the findings, it would undergo a “reconstruction” of its “corporate governance framework”.

Ethical Corporation August 2004


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2000 2001 2002 2003

DocuShare

A leader is one who takes the hardship of finding a better way of doing things for the common good and then selflessly shares the knowledge with others by guiding them on that path." – Avijit Dutta Indian Artist

The Accidental Knowledge Manager


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One Example Of A Roadmap

Material courtesy the APQC –Cynthia Raybourn

The APQC Road Map to Knowledge Management Results:

Stages of Implementation TM


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Understanding The Roadmap

Stage Questions

• Is there a need to share information?• What are the risks if you don’t?• Has it become a business imperative?• Are senior managers aware/embraced the project?

• Have you investigated Best Practice?• Has funding been allocated?• Have you developed a ‘roadmap’?• Have you nominated possible champions?• Have you worked out how to support the strategy? • Has a senior manager been allocated to the project?

• Start a Community of Practice (COP)• Use tools such as DocuShare to help share information and

register ‘early winners’ - Policy Docs/OHS/HR etc• Ensure there is VOCAL/VISIBLE management support• Ensure Corporate Direction is clear to all• Promote any successes


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Basic Principles The COP is

•A group of people who come together to share what they know and to learn from one another

•Held together by a common purpose; they contribute to a body of knowledge and are driven by a desire and need to share problems, experiences, insights, templates, tools, and best practices

•Community members deepen their knowledge by interacting on an ongoing basis

•The group thrives on recognition and develops a ‘social’ outlook

• Boundary spanning

• The channel for Knowledge Flow

• A means to strengthen the social fabric of the organisation

• The centre of knowledge Creation and use

• A builder of Intellectual Assets

• A Team of Problem Solvers who get the knowledge to those who need it

• A producer of Champions

• A source of possible Future Leaders

• A Competitive Edge

A Community Of Practice

Partial Source: Richard McDermott Building and Sustaining CoPs, 2000


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APQC KM Measurement Framework

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Input

ResourcesApplied

KM Activities

ActivitiesOrganised

ConvertingInputs toOutputs

BusinessProcess

Output Outcome

Productivity

Goods/ServicesProduced

RevenueProfits

Customer SatisfactionCustomer Loyalty


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Balanced Scorecard Example

Financial Perspective•Improved Sales Levels•Improved Productivity •Improved Return On Investment•Lower Operating Costs

Customer Perspective•Customer Order Levels Increase•Supplier Improvements

•Getting it right First Time

•Customer Loyalty Improves•Customer Satisfaction Increases

Internal Perspective•Reduction in Cycle Time•Community Participation•Improved Staff Retention?•More Shared Knowledge•Easier Audit Processes•Quality Improvements•Clear Corporate Direction

Innovation & Learning•Faster to Competency•Staff Satisfaction-they are happier•Enhanced Learning•Creativity Abounds•Entrepreneurial Spirit in Evidence•Innovation Develops


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InformationSeeking New ‘Knowledge’


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InformationEureka Sharing Information

Choose the Product

Choose the Fault

Choose the Fix


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InformationMaking Knowledge Work

Telecom Italia• 27.1 million fixed lines• 24.6 million mobile lines• Internet for 2 million ISP users• International operations spanning

19 countries

The Problems• Intense competition• Alarming Customer loss rates• Post monopoly market• Staff burnout & high turnover• Dynamic information• Complex Multiple databases• ‘Cheat sheets’ used• Time to answer calls excessive

‘187’ • One of the largest Call Centres in

Italy with 3000 employees• Goals to:

• Understand customer needs/claims

• Solve problems quicker• Create sales proposals


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A Knowledge Based Virtual Facilitator

The Requirements• To increase Customer loyalty

through improved service• To reduce Call Centre agent

turnover• To facilitate the exchange of

knowledge within the agents• To optimise the role of the Call

Centre specialists

Expected Benefits• Increased agent well being and

satisfaction• Increased knowledge sharing

amongst the agents• Ability to monitor agent skill sets

and predict training needs• Reduction in costs related to new

customer acquisition

Desired Solution• Integration of existing technologies

and tools with an open architecture• Introduction of a knowledge base

repository• Introduction of tools for reporting

and decision making support

Project Support• Co funded by European

Commission and Partners• ECRP• Telecom Italia• Xerox Global Services & PARC• Sodalia, Universita di Tor Vergata• Rome International University• Linkoepings Universitet


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The Driver And Potential Savings

Contract Termination Technical Assistance

Information Customer Profile

Agent Ranking 1 2 3

Skill Rating 100 80 60

Time to Complete Call 27.5 30 330

Time Saved (1 v 3) 92%

Agent Ranking 1 2 3

Skill Rating 100 92.7 80

Time to Complete Call 31.7 35 64


Agent Ranking 1 2 3

Skill Rating 94.1 87.7 66.3

Time to Complete Call 16.7 18.3 35


Agent Ranking 1 2 3

Skill Rating 100 80 68.3

Time to Complete Call 26.7 96.8 118.3



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InformationInterpreting The Message Differently


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The Power Of Knowledge Is In Its Sharing

Andy Scott National Knowledge Manager Fuji Xerox Australia.

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Transcript of Andy Scott National Knowledge Manager Fuji Xerox Australia.