Toronto SharePoint Business User Group--Harnessing chaos to drive innovation
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Transcript of Toronto SharePoint Business User Group--Harnessing chaos to drive innovation
Harnessing Chaos to Drive Innovation
Toronto SharePoint Business Users Group
April 25, 2012
Agenda
• Introduction
• Encouraging Innovation
• Process for organizing chaos and driving innovation
• Case Study
© Missing Puzzle Piece Consulting, 2012 2
Missing Puzzle Piece Consulting
Organizing Chaos: The key to success is focusing on people, process, and technology, not one, but all three and how the three integrate and work together to provide superior collaboration, business process, and decision making results for the organization.
© Missing Puzzle Piece Consulting, 2012 3
Who am I?
• Stephanie Barnes
• Accountant and IT Management by education
• KM consultant by choice
• Chief Chaos Organizer at Missing Puzzle Piece Consulting, Knoco franchisee
• 4 yrs KM at HP
• 8+ yrs as consultant to a variety of companies including BMO, HSFO, Kodak, HP, Zenon Environmental, OSC, CIBC, ENEC
• Based in Toronto
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BUT ENOUGH ABOUT ME…
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What are you using your SharePoint for?
• Centralized document repository
• User-editable content creation for internal information dissemination
• Project collaboration
• Very basic business automation
I N N O V A T I O N ?
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INNOVATION
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Innovation
• The introduction of something new or different.
• Creating, developing, accessing and rapidly deploying (new) knowledge.
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How do you do this?
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How to encourage innovation
1. Processes and events to capture ideas, knowledge, experiences
2. Supportive atmosphere 3. Encourage risk taking and experimentation 4. Promote openness between individuals and
teams--share knowledge and experience 5. Shared responsibility across the organization 6. Reward innovation and celebrate success 7. Look for imagination and creativity as well as
diversity when recruiting new employees
© Missing Puzzle Piece Consulting, 2012 10
ENCOURAGING INNOVATION THROUGH KNOWLEDGE MANAGEMENT
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Knowledge Management
Definition
• Connecting people to the knowledge they need to do their jobs whether that knowledge is tacit or explicit
• Includes activities as diverse as enterprise content management, lessons learned, peer assists, and communities of practice
© Missing Puzzle Piece Consulting, 2012 12
How to encourage innovation using KM
1. Processes and events to capture ideas, knowledge, experiences
2. Supportive atmosphere 3. Encourage risk taking and experimentation 4. Promote openness between individuals and
teams--share knowledge and experience 5. Shared responsibility across the organization 6. Reward innovation and celebrate success 7. Look for imagination and creativity as well as
diversity when recruiting new employees
© Missing Puzzle Piece Consulting, 2012 13
What KM activities are you going to choose to drive innovation?
Processes and events to capture ideas, knowledge, experiences Promote openness between individuals and teams--share knowledge and
experience • Business driven action learning • Coaching and mentoring • Communities of practice • External assessment and benchmarking • Knowledge capture from projects • Knowledge exchange • Knowledge harvesting from individuals • Lessons learned • Peer assists • Project learning • Training
© Missing Puzzle Piece Consulting, 2012 14
Approach
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People
Process Technology
Business-IT Alignment
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Which techniques to pick?
• What problem are you trying to solve?
• What challenge are you trying to overcome?
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Chaos Organized
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Collect:
•Business Processes
•Information Flows
•Organization Strategy and Plan
•IT Strategy and Plan
•Change Mgmt
Analyze:
•Human, Social, and Intellectual Capital Best Practices
•Change Mgmt
Resolve:
•Policies
•Knowledge & process flows
•Metrics
•Strategic Goals
•Governance
•Change Mgmt
Select technology
•Change Mgmt
Design/ Develop/ Test
•Change Mgmt
Implement
•Change Mgmt
•Processes
•Metrics
Use
•Change Mgmt
Evolve
•Change Mgmt
Knowledge Management Roadmap
© Missing Puzzle Piece Consulting, 2012 19
Business Intelligence/ Data Warehouse
Co
nte
xt
Organization/ Enterprise
Group/team
Individual
Scan, Map
Capture, Create
Package, Store
Share, Apply
Transform, Innovate
Learning Management/eLearning
ECM Component Content
Management Portal
Records Management
Document Capture
Communities of Practice, Expertise location
Social Media
Adapted from: Knowledge Managements by Despres and Chuvel, Journal of KM, vol 3, no. 2 1999, p119.
Innovation Supporting Technology
Collaboration
CRM, Contact Centre, Incident Management/Helpdesk
eDiscovery
Search
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KM processes to drive innovation
Processes and events to capture ideas, knowledge, experiences Promote openness between individuals and teams--share knowledge and
experience • Business driven action learning • Coaching and mentoring • Communities of practice • External assessment and benchmarking • Knowledge capture from projects • Knowledge exchange • Knowledge harvesting from individuals • Lessons learned • Peer assists • Project learning • Training
© Missing Puzzle Piece Consulting, 2012 21
Change Management (People)
• Communication Plan
• Training and Education Plan
• Stakeholder management
All three will need to be updated/evolved as the program progresses
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Collect:
•Business Processes
•Information Flows
•Organization Strategy and Plan
•IT Strategy and Plan
•Change Mgmt
Analyze:
•Human, Social, and Intellectual Capital Best Practices
•Change Mgmt
Resolve:
•Policies
•Knowledge & process flows
•Metrics
•Strategic Goals
•Governance
•Change Mgmt
Select technology
•Change Mgmt
Design/ Develop/ Test
•Change Mgmt
Implement
•Change Mgmt
•Processes
•Metrics
Use
•Change Mgmt
Evolve
•Change Mgmt
Knowledge Management Roadmap
© Missing Puzzle Piece Consulting, 2012 23
CASE STUDY
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Multinational fast moving consumer goods (FMCG) company
• The situation: the company operates in the fast moving consumer goods market, products like, snack foods, toothpaste, and other grocery and toiletry items. Their success in industrialized countries was not translating to the new markets in the developing economies like China, India, and Russia.
• The decision: the Community of Purpose programme started off focused on the people and process side of the equation. The technology focused on connecting people to people to share experiences (a social application before social was common)
• The result: In the first five years that the programme existed sales in the small retail sales channel in the 12 emerging markets trebled, while profits more than doubled. In the 10 years the program and supporting technology have been in place more than $1 billion have been added to the bottom line.
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Harnessing Chaos to Drive Innovation
Thank You!
© Missing Puzzle Piece Consulting, 2012 27