Organizing for Enterprise Knowledge Management scient/news/scient_live_arch.htm

1. Organizing for Enterprise Knowledge Managementhttp://www.scient.com/news/scient_live_arch.htm Doug Kalish Chief Knowledge Officer Scient

2. Discussion issues • Capturing knowledge of subject-matter experts • Managing change in a KM environment • Building in ‘self-support’ to the KM strategy • Implementing KM on global scale

3. To be useful, KM has to: cross functional boundaries engage the largest community capture and link to the broadest knowledgebase improve business process To be successful, KM has to: be departmental address a targeted audience collect and index limited assets not require behavioral change The KM paradox

4. Enterprise Knowledge Management -An alternative view • single corporate data model • open architectures • standard protocols • merging of internet, intranet, extranet • integration of internal and external data • crossing functional boundaries

5. Enterprise knowledge management • single definition of employee, client, role, skill, project “objects” throughout the enterprise • normalized knowledge • automatic generation of links • automatically integrated communities • functional view and search

6. Defining the Enterprise Knowledge Object • Content • ‘the bits’: text, graphics, spreadsheets, audio, video • Context • why it was created, who created it, when was it created, for whom was it created, how was it created? • Impact • did it achieve its purpose?

7. Market View News Fin’cl Svcs Competitors eMarkets Client View Clients Telecoms Projects Client A Skills Client B Author View Project Assets Client C External Sources Author A Author B Author C Use of the knowledge determines the view Viewers

8. “Web page” HR DB

9. “Portal” HR DB Projects DB Skills DB Documents DB

10. “Hyperportal” Corporate Data Model HR DB Projects DB Skills DB Documents DB

11. External Data Sources “Extra-Hyperportal” Corporate Data Model HR DB Projects DB Skills DB Documents DB

12. Challenges of Sharing Knowledge Across the Enterprise • defining goals - purpose, objectives • establishing communication - jargon, terms of art, values, departmental ‘zeitgeist’ • defining turf - authority, recognition, reward (and punishment) • building trust - history, performance, accountability • overcoming boundaries - distributed users in time and space

13. Scient’s KM Principles • knowledge is an enterprise, not departmental, asset • our colleagues are our partners, not our customers • colleagues differ in how they access and use knowledge - and in how connected they are • the KM system should be invisible • KM delivers productivity, quality and innovation

14. Scient’s KM Organization

15. Scient’s KM Organization

16. Knowledge Applications • Mission: Together with IT, build a flexible and scalable technological infrastructure that will support Scient’s ability to create, collect, package, publish and leverage knowledge. • Guiding Principles: • Integration with daily work practice and systems • Access to knowledge from multiple contexts • Transfer of knowledge among clients, business partners, and colleagues using same platform

17. Enhancing Productivity:task-focused search • find a person • get help on a particular technology or product • learn about a particular business or industry topic • get up to speed on an ongoing project • staff an engagement • find an Approach deliverable sample, tools, templates, or guide • answer a question regarding company policies and procedures • learn about a client, target, competitor, or vendor

20. Scient’s KM Organization

21. Knowledge Services • building Scient’s enterprise-wide KM content infrastructure, managing the knowledge flow and providing KM services to our colleagues. • how we do it… • developing our methodology- the Scient Approach • defining Scient’s internal processes, and producing process maps to communicate the results • providing content-publishing capabilities which enable Scient colleagues to share any type of knowledge • supporting engagement and business unit needs for information via the Knowledge Journalist program. • gathering information to drive knowledge-based decision-making via the eBusiness Intelligence program

22. Scient Publishing • Mission: To support the growth of the organization, and the development and performance of all Scient colleagues. • Guiding Principles: • Harvest, organize and publish information accumulated from our research efforts, client projects, Scient’s leadership and in-house industry experts. • Produce Scient Perspectives, articles, white papers and presentations that will be published on the Scient Zone and in commercial or scholarly journals. • Supporting Perspective-based selling by disseminating Scient’s thought leadership on eBusiness strategy and technology.

23. eBusiness Analysis • Mission: Creating breakthrough Scient perspectives and catalyzing Scient innovation. • Guiding Principles: • help Scient and its clients stay innovative by providing strategic and actionable analysis on eBusiness industry and market trends • provide ongoing competitive intelligence • provide industry and market perspective-based selling

24. Scient’s KM Organization

25. Knowledge Transfer • Mission: Provide the development opportunities for Colleagues to acquire the skills they need to fulfill their current and future roles at Scient. • Guiding Principles: • Utilize an Instructional Design Approach • Partner with Subject Matter Experts to develop and deliver training, including outsourcing • Deploy training in the most effective and accessible medium • Fully integrate training content with the KM system

26. Enhancing Productivity: Course Offerings • technical courses • Data Modeling, Enterprise Java Beans, Oracle • professional skills • Facilitation, Presentation and Communication classes • Project and Engagement management • Scient Approach • Approach Overview, Conceive & Architect training • acculturation • SPARK, BLAST, Team Building • desktop training • Office ‘98

27. What KM Produces • decreased time to profile prospects • decreased time to write proposals • decreased project start-up time • decreased time to find product evaluations, citations, etc. • faster transfer of knowledge from project to project • sooner Breakeven Day for new and experienced hires • decreased admin and overhead project time

28. Enterprise Knowledge Transfer:Critical Success Factors • Community: common purpose, knowledge sharing culture, shared vocabulary, innovation centers • Opportunity: KS infrastructure, infrastructure for sharing explicit knowledge, contact • Accountability: explicit consequences for sharing (or not sharing!) tacit knowledge • Scalability: commitment to enterprise knowledge management, training and performance support integrated into KM

29. Discussion issues • Capturing knowledge of subject-matter experts • Knowledge Journalists, eBusiness analysts, Scient Publishing • Managing change in a KM environment • Innovation Centers, expertise profiling • Building in ‘self-support’ to the KM strategy • Scient Search, Online Sources • Implementing KM on global scale