Copyright 1999, Scient Corporation. All rights reserved Organizing for Enterprise Knowledge...

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 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



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



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



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?



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”



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



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



Scient’s KM Organization

Know ledge Architects

Know ledge Apps Developers

IT Staff

Know ledge Applications

eBusiness Analysts

Know ledge Journalists

Scient Publishing

Know ledge Services

Course Developm ent

Program Facilitation

Know ledge Transfer

CKO



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



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






IT Staff


eBusiness Analysts


Scient Perspectives

Know ledge Services

Course Developm ent


Know ledge Transfer

CKO



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



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.



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






IT Staff


eBusiness Analysts


Scient Publishing

Know ledge Services

Course Developm ent


Know ledge Transfer

CKO



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



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



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



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



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

Copyright 1999, Scient Corporation. All rights reserved Organizing for Enterprise Knowledge...

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