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“That’s Not How We Do it Here” –

“That’s Not How We Do it Here” –. A KM Strategy for BD Ideas to Grow and Advance Your Company in a Volatile, Uncertain, Complex and Ambiguous World. Betsy Blakney CPP APMP Fellow, CKM CACI. Gillian A. Dionne CP APMP, CKM GDIT. Robin Beieler Knowledge Manager CACI. WHY -“Value Silos”.

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“That’s Not How We Do it Here” –

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  1. “That’s Not How We Do it Here” – A KM Strategy for BDIdeas to Grow and Advance Your Company in a Volatile, Uncertain, Complex and Ambiguous World Betsy Blakney CPP APMP Fellow, CKM CACI Gillian A. Dionne CP APMP, CKM GDIT Robin Beieler Knowledge Manager CACI

  2. WHY -“Value Silos” INTERNAL EXTERNAL Locating, validating, reusing, updating, applying existing data CPARS/PPIRS Customers LinkedIn Contracts/Legal Human Resources Security Program/Project Employees Competitor websites Industry Publications CA Companies FOIA Press Releases Employee Qualifications Past Performance Corporate Experience Contract Status/Scorecards Business Intel on Competition Industry Intel on Environment Customer Knowledge Company Knowledge

  3. WHEN - Business Lifecycle CLOSEOUTHow did we do? PROJECTWhat are we doing? AWARD What did we win? OPPORTUNITY What did we submit? CAPTURE What are we pursuing? BUSINESS INTELLIGENCE (internal)PERSONNEL: Individual and aggregated qualifications TECHNICAL: Solutions, options, best practices, lessons learned CAPABILITY: Performance, experience, awards, customer history COMPETITIVE INTELLIGENCE (external and internal)WHO: competitors, market forces, customer insights WHAT: expected solution, approach, personnel, customer preferences

  4. HOW - DIKW Image courtesy of Wikimedia Commons: KM Pyramid Adaptation, DIKW adaptation in use within the US Army KM community of practice

  5. BD Knowledge Application • PROCESS • Identify requirements and users– “need to find people, projects, and company capabilities/ qualifications for solicitation responses” • Identify SMEs for application and systems being considered as inputs • Determine outputs that would be of value • Identify information that is not captured in systems and would need to be added • Prototype / proof of concept – think small

  6. WHAT - Solution Development Increased productivity leads to greater profitability • Goal • Create low maintenance, low overhead centralized repository of information in a very decentralized company that facilitates end-user search and re-use of correct information • Vision • One-stop shopping for approved company best practices, statistics, qualifications, past performance, contract financials

  7. Solution Development Keys to Success: use existing metadata in information silos to reduce/eliminate data re-entry, apply appropriate security to ensure safety of information and secure buy-in from customers/users Identify application priorities, and relevant data repositories and processes Develop requirements Develop proof of concept Refine requirements, develop and field application Build other applications as time, funding, policy, support grows

  8. Pilot - Employee Qualifications for Business Development • Inputs • Education, experience, professional certifications, apprenticeships, training, prior employers, prior customers supported, years of experience, work location, supervisor, hire date, job family/title • Sources: Hiring system, HRIS system, employee data entry • Outputs • Searches, reports, queries, individual/bulk exports into custom templates • Processing • Indexing database records and uploaded documents (ongoing) • Loading updates from other systems (daily) • Exporting data to other systems (on demand)

  9. Employee Qualifications for Business Development • Lessons Learned • Control user inputs for consistency • Limit user inputs for compliance • Listen to users’ suggestions • Start small, show value ASAP • Identify champions – power users, SMEs, management • Application value is 100% dependent on data accuracy, completeness, availability, and relevance

  10. Building on Success … Next Applications • LOOK FOR THE LINKS • What data correlates employees with projects? • With company qualifications? • What is important? • Expand your SME/power user group to identify additional experts • Keep looking…there’s lots of hidden data to mine! • Don’t be afraid to recast your path based on data discovery

  11. “That’s Not How We Do it Here”

  12. Is Your Organization…? — Credits: 8 Steps to Accelerate Change in 2015, Kotter International Falling behind the competition Ill-prepared to compete in the future Too slow to execute (i.e., disengaged, complacent) Quick to execute but slow to think, strategize, and plan appropriately Too slow to innovate or complacent Too slow or ineffective to integrate M&As Too siloed (i.e., more boundaries than gateways) to collaborate

  13. Fundamental Reasons Behind Change To increase revenues / profits or decrease costs To become more effective or more efficient Or both….

  14. Business Transformation L-3 National Security Solutions (NSS) 4,000 employees $1B in revenue 16,000 employees $3.2B in revenue 20,000 employees $4.2B in FY16 revenue “With ever changing customer priorities, technology preferences, and competition, companies must become adaptive; they must be able to respond to their target market(s) as it evolves and not as they perceived it to be from an outdated perspective.” Bob Davis

  15. MyBD Portal - Vision Increased productivity leads to greater profitability Enterprise-wide knowledge transfer Make smarter decisions that promote long term profitable growth Putting relevant information at employees’ fingertips Improve competitive edge Overall Design: branding and functionality

  16. MyBD Portal - Goals Findability is the key to ultimate self-service • Create primary online resource for BD information • Increase capture and proposal performance by providing: • Access to reusable materials • Enhanced collaboration • Expanded training and knowledge resources • Increase employees’ job satisfaction with internal search and navigation solution • Familiar look and feel to CACI intranet:

  17. Does this sound familiar? The Cost of Not Finding Documents Data not analyzed Can be disposed Not centrally indexed www.pingar.com Centralized BD, Capture and Proposal Operations Frustrated employees who can’t find the desired information Outdated libraries / lists Users duplicating documentation SharePoint: the accepted tool for collaboration and content management

  18. The Cost of ROT (Redundant, Obsolete or Trivial) Information 1.8 hours are wasted daily searching for information 59% of middle managers at large companies miss important information almost every day because they cannot find it www.pingar.com

  19. Content Value Solves a problem Provides important information Inspires Is uniquely entertaining Aligns with sales strategy

  20. Challenges Faced The real challenge isn’t search and retrieval; the real challenge is maintenance and sustainment. SharePoint is full of complexities, not static Sharing raises risks and security issues Access is deployed based on job function / role Taxonomies not built ahead of data migration Content Maintenance Plan

  21. Project Timeline Will you and your team be ready?

  22. How Did We Get Here? Unstructured data such as text represents 80% of an organization’s content and grows at 45-60% annually (Gartner, Inc.). • Old content gathering dust / outdated • Content migrated from 5 systems: • BD Connect Portal • BD Wiki • Past Proposals • Project Descriptions • BG Milestone sites

  23. Where are We Headed? • Revive old content and bring back to life • Determine relevancy; develop common language / templates • Create “Best of” articles and share via Proposal and Capture Cafés (Lunch and Learn sessions) • Grab users’ attention with visual content • Target the right audience • Corporate support users • Line organizations fending for themselves • Refine robust indexing feature…consider search enhancements…automated third party tools

  24. “A good idea without execution is a hallucination.” Thomas Edison

  25. Resolving Pain Points Confidentiality is a component of collaboration • Dynamic permissioning applied to user groups • Restricts access and what one can do with information • Administrative rights decentralized to sub-site owners • Set security standards/access controls with IT • Understand your content to help employees make sensible and evidenced-based decisions that add value • Know what to migrate and what to delete • Use a Change Control Board (CCB) to vet all content and determine what can/cannot be posted in an open or restricted environment

  26. Lesson Learned “Perspectives on Content Development” – Ken Taylor, editor in chief of Training Industry Magazine Before You Invest in Building the “THING,” it Deserves the Thoughtful Analysis on What You are Trying to Accomplish.

  27. For More Information Gillian A. Dionne, CP APMP, CKM Director of Proposals/BD Information Systems General Dynamics Information Technology 703.995.5380 office; 703.863.5160 mobile gillian.dionne@gdit.com Betsy Blakney, CPP APMP Fellow, CKM Director, Knowledge Management, Technical Writing, Training & Development CACI, INC.- FEDERAL 703-802-8494 office; 571-247-4381 mobile bblakney@caci.com Robin Beieler Knowledge Manager CACI NSS INC. 703-434-4536 office 703-624-4142 mobile robin.beieler@caci.com “At the beginning of the day, it is all about possibilities; at the end of the day it is all about results.” Lee J. Colan, The L Group, Inc.

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