What Is Knowledge Management?

Knowledge Management

Initiative

C
-
H eXpert

What Is Knowledge Management?


Definition 1: A set of processes, organizational
structures, applications, and technologies
designed to formalize and integrate management
of an organization’s knowledge.


Definition 2: Knowledge management is
leveraging an enterprise’s intellectual assets for
competitive advantage.

Knowledge Management

Initiative

C
-
H eXpert

Mission Statement

To deliver a successful and measurable
implementation of knowledge management for
technical problem resolution

within the Cutler
-
Hammer Customer Global
Support centers

and,
ultimately, to our
customers

for
self
-
service.
(Original scope and knowledge domain)

Knowledge Management

Initiative

C
-
H eXpert

Objectives

•
Capture technical troubleshooting knowledge centrally to minimize risk
of loss; create single source of consistent, complete, and accurate
information

•
Leverage technical knowledge across all Customer Support functions

•
Improve technical training

•
Integrate with C
-
H e
-
commerce strategy for self
-
service (‘Tier Zero
Service Channels’)

Why?

•
Improve first call resolution; reduce call escalations

•
Call avoidance through customer self
-
service

•
Improve quality of information delivered

•
Improve
efficiency

of Cutler
-
Hammer Centers

•
Improve transfer of Knowledge assets

•
Experiential, Design, Manufacturing

Knowledge Management

Initiative

C
-
H eXpert

Benefits


•
Accessibility to accurate, consistent information from

any

location

•
Better response time

•
Additional resource allowing 24X7X365 self
-
service

•
Increase employee (CSR) satisfaction

•
Increase Customer Satisfaction!



Knowledge Management

Initiative

C
-
H eXpert

KM Strategies/Project Plan


•
Identify existing knowledge sources and knowledge gaps

•
Assign knowledge content managers (Architects) and resources
(Contributors)

•
Internal BETA roll
-
out (concept and content validation at selected
support centers)
-

current

•
Internal roll
-
out (all support centers, field sales offices, plants)
-

in
process

•
External roll
-
out to customers
-

4Q01

Why?

•
Slow and controlled deployment (1 year):

•
Minimize risk of failure

•
Create buy
-
in and acceptance

•
Ensure end
-
user value

•
Effective QA

Knowledge Management

Initiative

C
-
H eXpert

Roles

•
Knowledge ‘Users’

•
Everyone who uses the Web application to search for answers,
initially any support center staff member taking calls from
customers.

•
Knowledge ‘Contributors’

•
People assigned to capture useful solutions and submit them to
the knowledge base for eventual publication.

•
Knowledge ‘Architects’

•
People responsible for building and maintaining the knowledge
base. People who process contributions and approve them for
publication.

•
Knowledge ‘Publisher’

•
Person responsible for ‘optimizing’ the knowledge. A technical
writer who assures consistency, completeness, accuracy and
proper language format.

Knowledge Management

Initiative

C
-
H eXpert

Workflow

Outlook

Contributor


‘Raw’

Submissions

Contributor


1st Refinement

1st Validation

Architect


Validation

Research

1st Review

Publisher


Final Review

Final Format

Final Approval

Published

Knowledge!

Reviewer


2nd Review

Final Validation

Knowledge Management

Initiative

C
-
H eXpert

1Q01

•
Software
Upgrade

•
Expand
Contribution
Base (On
-
going)

•
Expand
Domains (On
-
going)

2Q01

•
Internal Roll
Out

•
Continued QA

•
Develop
Marketing Plan

•
Develop Full
Range Of
Metrics (Start)

•
KIM
(Knowledge
Infrastructure
Matrix)

3Q01

•
Execute
Marketing Plan

•
Develop Full
Range Of
Metrics
(Finish)

•
Integration
With CM

4Q01

•
External Roll
Out

•
Track External
Usage

•
Document
Benefits

Knowledge Management

Initiative

C
-
H eXpert

Critical Success Factors


•
Requires a
disciplined and systematic approach

to knowledge
collection.

•
Allocate

sufficient

personnel and computing
resources
.

•
Phased rollout to
leverage lessons learned

in previous stages.

•
Set and
communicate expectations

up
-
front. Communicate the
process thoroughly.

•
Track results and statistics for the Knowledge Management process.
Set

statistical
goals

(realistic)
. Monitor and evaluate progress
continuously.

•
Knowledge contribution must be fully integrated into the daily routine
of knowledge experts.
Management buy
-
in

and support are
essential.

•
Management should consider implementing
incentives

for
contributing, developing and using knowledge.

Knowledge Management

Initiative

C
-
H eXpert

Critical Success Factors


•
Carefully choose initial participants

for rollout and
secure

their
commitment

to the effort. Take into consideration: perceived need,
obtainable benefits, interest, and conflicting priorities.

•
Identify and carry through with appropriate
training

for each
participant.

•
Document

process and progress.
Communicate

outward.

•
Plan for post
-
production training needs (
mentoring/coaching

knowledge lab).

•
Reaffirm management support, as necessary.

•
Celebrate successes
. Recognize achievements.

Knowledge Management

Initiative

C
-
H eXpert

Best Practices & Lessons Learned


•
Define as a
‘Strategic Initiative’

aligned with overall business
objectives

•
Secure senior level
‘Champion’

•
Understand required
cultural change

(the KM is a change agent)

•
Secure
multi
-
level participant buy
-
in

(everyone is a potential
knowledge resource)

•
Management

•
Knowledge ‘Builders’

•
End
-
users

•
Identify available resources & be prepared to invest in the principle
cost:
TIME
.
Provide protected time

if at all possible

•
Define & document

processes, roles & responsibilities


Knowledge Management

Initiative

C
-
H eXpert

Best Practices & Lessons Learned


•
Set standards

for quality, content, format, language and enforce
standards

•
Communicate frequently

•
Mission and objectives (broadly)

•
Project strategy and plan

•
Timely updates

•
Follow through with action items and close the loop

•
Set and communicate
reasonable

‘Building’
expectations
. Set goals
and measure individual contributions
-

Don’t Punish

•
Provide continuous and consistent
training and mentoring

•
Provide formal and/or informal
incentives

-

use frequently and publicly

•
Celebrate successes

-

make it a part of your marketing plan