Introduction to Enterprise Knowledge Management

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Copyright 1999, Scient Corporation. All rights reserved

Organizing for Enterprise
Knowledge Management


http://www.scient.com/news/scient_live_arch.htm

Doug Kalish

Chief Knowledge Officer

Scient

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


The KM paradox

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 eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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?

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


External Sources

Competitors

Clients

Projects

Skills

Project Assets

News


Viewers


Use of the knowledge determines the view

Client A

Client B

Client C

Client View

Fin’cl Svcs

eMarkets

Telecoms

Market View

Author A

Author B

Author C

Author View

HR DB

“Web page”

Documents DB

Projects DB

Skills DB

HR DB

“Portal”

Documents DB

Projects DB

Skills DB

HR DB

Corporate

Data Model

“Hyperportal”

Documents DB

Projects DB

Skills DB

HR DB

Corporate

Data Model

External

Data Sources

“Extra
-
Hyperportal”

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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


The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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


The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


Scient’s KM Organization

Knowledge Architects
Knowledge Apps Developers
IT Staff
Knowledge Applications
eBusiness Analysts
Knowledge Journalists
Scient Publishing
Knowledge Services
Course Development
Program Facilitation
Knowledge Transfer
CKO
The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


Scient’s KM Organization

Knowledge Architects
Knowledge Apps Developers
IT Staff
Knowledge Applications
eBusiness Analysts
Knowledge Journalists
Scient Publishing
Knowledge Services
Course Development
Program Facilitation
Knowledge Transfer
CKO
The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


Scient’s KM Organization

Knowledge Architects
Knowledge Apps Developers
IT Staff
Knowledge Applications
eBusiness Analysts
Knowledge Journalists
Scient Perspectives
Knowledge Services
Course Development
Program Facilitation
Knowledge Transfer
CKO
The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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.


The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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

The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


Scient’s KM Organization

Knowledge Architects
Knowledge Apps Developers
IT Staff
Knowledge Applications
eBusiness Analysts
Knowledge Journalists
Scient Publishing
Knowledge Services
Course Development
Program Facilitation
Knowledge Transfer
CKO
The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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


The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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


The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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


The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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



The eBusiness Systems Innovator™

©1999 Scient, Proprietary and Confidential


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