Knowledge Management Data Analytics

1. Knowledge ManagementData Analytics Purdy’s Wharf Tower II 1969 Upper Water Street Suite 1500 Sanjay KhannaHalifax, NS B3J 3R7MBA, Certified Knowledge ManagerTel: 902-721-5529 Fax: 902-423-5820 sakhanna@deloitte.ca www.deloitte.ca

2. What is knowledge? Knowledge Management Analytics

3. “Knowledge Management needed” Knowledge Management Analytics

4. Getting the right information to the right people at the right time Knowledge Management is not about storing documents or about processes and tools. Sharing experiences and insights Knowledge Management is: Knowledge Management is not: A way to support achievement of business goals A stand alone program or project and should not be measured as such Customized to an organizational structure, products, services and needs An off the shelf product or program that can be copied To maximise people expertise and improve productivity A change in employee’s behaviour and attitudes Just about getting information to the front office and the portal Identifying and sharing business critical knowledge Overloading employees with information Getting the most from the intellectual capital of an entire team Creating additional workload which will not add value Integrated in daily activities and processes Purely a technology solution Knowledge Management Analytics

5. Innovative thinking Know who’s doing what Improve sharing Achieve knowledge faster Collaborate – remove silos Minimize duplication / re-invention Onboarding Solve problems faster Improve level and quality of innovation Improve productivity Strengthen organizational effectiveness Improve customer experience Organizational benefits Key strategic metrics need to be determined and leveraged Knowledge Process Business Knowledge Management Analytics

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9. Knowledge Management Framework • Strategic Alignment • KM is aligned in the strategic goals and objectives of the entire organization to achieve business targets and increase client impact Strategic Alignment Corporate Strategy Business Objectives & Goals • Leadership and Governance • Leadership and governance is visible and recognized within the organization Leadership and Governance Governing Body Policies & Procedures Performance Management • Processes and Organization • A formal structure within the organization linked to the business priorities Processes and Organization KM Roles & Responsibilities • Content and Context • Top quality and accessible content that can be applied to specific issues and opportunities Content and Context Business Critical Events Business Critical Content Business Critical Expertise • People and Culture • Determine how the intellectual capital has to be included in each collaborator’s role, expectations, day-to-day activities People and Culture Capabilities Behaviors Motivators Learning and Development • Technology • An IT platform in line with business requirements and culture supporting both tacit and explicit knowledge Technology Integrated view and single point of entry Content Tools Structure Information Acquisition & Dissemination Knowledge Management Analytics

10. KM approach Plan / design future state Build future state Deliver knowledge sharing environment Operate / monitor knowledge sharing environment Assess current state What is the current knowledge sharing environment? What will the future of knowledge sharing environment look like? What is required to create a sustainable knowledge sharing culture? How can the knowledge sharing environment be deployed? How can performance be assessed and maintained? • Checkpoint • Will the KM strategy and approach as defined meet the business strategy, goals and objectives? • Checkpoint • Does the future state support the execution of the strategy? • Is the organization ready to start execution? • Checkpoint • How well is the organization sharing knowledge? • What can be changed to improve knowledge sharing? • Checkpoint • Is there an existing KM strategy and is it sufficient to support the business strategy, goals and objectives? • Are leaders aligned to the KM Strategy? Knowledge Management Analytics

11. Clients know their organization's data is full of potential. Stored and siloed throughout their business, it represents a wealth of possibilities. Deloitte’s deep industry experience and advanced analytics capability maximizes the value of data. We look at an organization from the inside out – turning everyday information into useful and actionable insights that inform client’s decision-making. Deloitte Analytics Knowledge Management Analytics

12. Big data provides a new dimension to business analytics • Business analytics is the practice of using data to drive business strategy and performance • By understanding decision-makers’ roles in maximizing business value, business analytics should be turning everyday information into useful and actionable insight • Analytics becomes predictive (foresight) Advanced analytics Foresight Performancemanagement Big data Insight Business intelligence Hindsight Data management Knowledge Management Analytics

13. Analytics Vision The process of delivering analytics business results is one of continuous improvement. Starting anywhere in the analytics cycle, an organization can immediately begin to address its specific needs Applied Analytics Issues Facts What business problem are you trying to solve? What data can be leveraged to understand the business and improve performance? Analytic Insights Predict | Embed | Discover Monitor | Report | Recommend Performance Optimization Information Management Govern | Architect | Integrate Business Results Actions Understanding How do we look to the future and build analytic insights directly into business processes? What is currently happening or has happened related to our business and why? What should we do about it? Knowledge Management Analytics

14. 5 key stages on the analytics journey Stage 2 Stage 1 Stage 3 Vision and strategy Analytics maturity assessment Roadmap ❺ Begin the analytics journey by exploring the business challenges and define your analytics strategy Understand the current state, benchmark and define detailed requirements Define a roadmap to build analytics capabilities ❹ ❸ ❷ Deliver the capabilities set out in the analytics strategy and exploit with business users to ensure uptake and continuous improvement ❶ Proof of concepts and pilots to test hypotheses and refine roadmap and gain buy-in for analytics Test and learn Analytics target operating model Stage 4 Stage 5 Knowledge Management Analytics

15. Visiting the Deloitte Greenhouse Highly Immersive Visual Environment (HIVE)

16. Highly Immersive Visual Environment (HIVE) • Interactive, Immersive and Mobile technologies (MS Surface, iPads, Multi-touch) • Data Visualization and Geospatial Analytics • Enterprise Sustainability Analytics • Predictive Modeling • Text and Unstructured Analytics • Social media • Pre-load client data or use sample data • Integration of multiple tools and technologies Knowledge Management Analytics