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Overview: The Social Life of KM Tools 7 Oracle’s formal KM-centered programs kicked off in 1997. Web-based project libraries have helped consultants readily find reference material and have decreased the number of technical assistance requests from customers. Technology is not just “another” enabler for KM, but a “key” one; technology-assisted platforms like My.Oracle.Com, GlobalXchange, Knowledge Areas, and Community Areas help KM concepts be put into action. Future steps include extending KM beyond the enterprise via the Oracle Technology Network (OTN) and Oracle Partner Network (OPN). The Web site of PMC-Sierra, a leading provider of high-speed broadband communications, storage semiconductors, and MIPS-based processors, is rated by Cahners Research as one of the Top 10 “Manufacturer Web Sites Visited by Engineers.” In addition to the company’s Solution Advisor virtual sales tool, the site features a technical support Knowledge Base (KB) for customer support and collaboration between engineers. SAS has a knowledge repository called ToolPool with loads of useful tips, tricks, and technical papers. An open culture, CEO support, human flexibility, responsiveness, internal marketing, commitment, and scalable technical infrastructure are important components of SAS’ KM success. Siemens Information and Communication Networks (ICN) devised a business development KM practice called ShareNet in 1999 to help share project knowledge across technologies and markets in different stages of maturity. Sales staff now find themselves playing the role of strategy-management consultants who have to be able to interpret trends and design new opportunities together with the customer. ShareNet helps tap and share local innovation in different parts of the world via project debriefings, manuals, codified databases, structured questionnaires, chat rooms, and hot lines. Technically based on OpenText’s LiveLink, it is used by 7,000 sales and marketing staff. Digital KM platforms can have a transformative power in environments where paper and face-to-face meetings constitute the bulk of knowledge transfer, as was the case when the Sun Microsystems Philippines (SunPhil) joint venture was formed between Sun Microsystems and erstwhile distributor Philippine Systems Products in 1999. Sun technology was used to launch the SunPhil Corporate Portal and its Knowledge Management System, with features like document rating, profiling and filtered search, and collaborative authoring. The time taken to prepare proposals and project documentation has been reduced tremendously, and innovative approaches are being explored to harness information mobilization and real-time expert contact via Personal Digital Assistant (PDA) and Short Messaging Service (SMS) (the Philippines, after all, is the world’s SMS capital). Architecturally, KM at Unisys is facilitated via the Knowledge.Net portal and Ask Knowledge.Net expertise location management application. Capacity building exercises like the KM@Unisys introductory e-learning course are available through Unisys University. Xerox’s Eureka practice for sales engineers is credited with solving over 350,000 problems annually with savings in excess of $15 million a year. Its Code Exchange initiative (CodeX) has now grown to over 1,000 registered users and saves over $3 million annually in software-license fees, servers, and other infrastructure costs. Source: Data from Rao, 2003a. “Referable and usable contributions from users must be culled, and irrelevant and unsolicited contributions must be filtered out,” advises Ravi Arora, KM Head at Tata Steel in India. “It is important to properly manage content up front so that costs of re-use can be kept down. Meta-data are important for content re-purposing,” says Ben Martin, VP of Global Content Management at J.D. Edwards. “However, it is important to remember that knowledge is not just a thing that can be managed but a flow that has to be nurtured, and this requires an understanding of the
8 Knowledge Management Tools and Techniques complex ecology of knowledge,” cautions David Snowden, Director of the Cynefin Centre for Organisational Complexity at IBM UK. In a nutshell, KM practice launch should begin with a systemic knowledge audit, which maps communication and information flows onto specific content repositories and validation processes. In addition to technology, costs will also be incurred in providing for and training content roles like content editor, knowledge steward, and subject matter expert. Knowledge Taxonomies Automated tools like computer-generated taxonomies can also assist in KM practices, especially in conjunction with human inputs and refinements. The info-glut or “digital sprawl” on corporate intranets has led to users not being able to find relevant information in time, and numerous taxonomy development tools are coming to the rescue. “The knowledge taxonomy must fit the goals and strategies of the target business. It must reflect the needs, behaviour, tasks and vocabulary of the users as well, and be able to provide multiple paths and points of view,” advises Marcia Morante of KnowledgeCurve. Taxonomy-creating activities can be of three types: using tools with pre-built taxonomies, using tools with dynamically and automatically generated taxonomies, and using these tools along with human interventions. Verity offers Lexis-Nexis’ pre-built taxonomies. Documentum has pre-built taxonomies for the financial services, energy, and life sciences industries, as well as for horizontal areas like sales, marketing, customer service, HR, IT, and legal. Autonomy and Verity use clustering algorithms to generate content types. Issues to look out for include managing node hierarchies, node memberships, and creating new nodes based on external market inputs. Blue Cross Blue Shield of Florida uses software tools for taxonomy generation as well as automatic categorization (or assigning terms to specific documents). Such tools can identify important noun phrases, unused categories, uncategorized documents, and statistics on the degree of balance of the taxonomy, according to Dee Baldwin of Blue Cross Blue Shield. “An automated tool can significantly reduce the time for taxonomy development and maintenance, but humans are still required to review results,” advises Baldwin. “Effective tools can be used to build and test new taxonomies along dimensions of depth, breadth and detail. For administrators, the taxonomy should be easy to maintain, and users should find it easy to understand, navigate, and contribute,” says Bryan Seyfarth, Senior Solution Consultant at Sopheon Corporation. He also cautions that no taxonomy is ever complete or perfect. “A context-sensitive content taxonomy is needed to ensure workflow-oriented content structure for easy retrieval of knowledge,” according to Siemens’ Mueller. A consistent content taxonomy, shared vocabulary, and effective governance system are important for maintaining relevance of organizational knowledge assets, keeping up with changes in the business domain, and adjusting to organizational growth. Johnson Controls has an explicit taxonomy team charter whose mandate is to ensure that the right people can connect to the right information. “Common definitions are required to have cross-functional teams work together. Otherwise too many people will abandon searches after the first result,” according to Jim Smith, Manager of Portal Content Services at JCI. Automatic and manual classification of content are needed, and meta-data requirements need to be clearly spelled out and agreed upon.
Page 2 and 3: Knowledge Management Tools and Tech
Page 4 and 5: Knowledge Management Tools and Tech
Page 6 and 7: Contents Preface ..................
Page 8 and 9: Contents vii 13 Hewlett-Packard: Ma
Page 10 and 11: Contents ix Part III 29 Tools for T
Page 12 and 13: Preface xi The first book in this s
Page 14 and 15: To the struggle for knowledge, peac
Page 16 and 17: Overview: The Social Life of KM Too
Page 18 and 19: This book is not intended to provid
Page 24 and 25: “Knowledge sharing can be hampere
Page 30 and 31: Figure 1.1 Interface for rating kno
Page 32 and 33: Actually, the concept of KM can be
Page 34 and 35: Senior VP for communications and In
Page 36 and 37: Literature Review The rapid adoptio
Page 40 and 41: “Just as no company will probably
Page 42 and 43: Allee uses a “holo-mapping” tec
Page 44 and 45: A true EKP would record the history
Page 46 and 47: A pilot deployment is highly recomm
Page 48 and 49: Though IT-based tools for KM can de
Page 50 and 51: Table 1.2 Properties of Knowledge A
Page 52 and 53: Table 1.4 continued Overview: The S
Page 54 and 55: Table 1.7 Overview: The Social Life
Page 56 and 57: Table 1.8 continued Knowledge Porta
Page 58 and 59: Table 1.11 Roles and Tools for Onli
Page 60 and 61: have also been delivered to the bot
Page 62 and 63: Fuji-Xerox The growth of IT-based t
Page 64 and 65: funnel, and creativity sessions are
Page 66 and 67: Part III: Vendor Reports Expertise
Page 68 and 69: Online CoPs have been deployed at D
Page 72 and 73:
Capacity Create and circulate adequ
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secure company secrets or confident
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Overview: The Social Life of KM Too
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KM Metrics Overview: The Social Lif
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Table 1.14 KM Metrics (1) Scope of
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Figure 1.4 Knowledge Management for
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Interview: Knowledge Management at
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Part I
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Knowledge Management at Accenture*
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Figure 2.1 The evolution of Accentu
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subject matter experts. “Communit
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• Discovering, researching, and u
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Figure 3.1 May-Sept 2001 Oct-Dec 20
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edesigning, retesting, and then dep
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Figure 3.2 Pro-forma social & intel
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Plan, Design, Execute . . . Reap? 9
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Lessons Learned Plan, Design, Execu
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4 Power to the People: Supporting C
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was established, leading to a full-
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Supporting Collaborative Behaviors
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Figure 4.1 Actual meetings by month
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ABB’s tool of choice to fulfill t
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Figure 4.4 Features of the e-Meetin
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exist. Only by creating an adequate
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A Work in Progress: The Phoenix K-e
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Figure 5.1 The Phoenix K-ecosystem
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Figure 5.3 CMDB The Phoenix K-ecosy
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a single page, enables the global t
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ERP Path Traditional ERP software p
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Schemes and Tools for Social Capita
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Table 6.1 Schemes and Tools for Soc
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Table 6.2 CoP participation Company
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Figure 6.2 Figure 6.3 Inferred rela
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Figure 6.4 NetMap Solutions FM Coal
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Schemes and Tools for Social Capita
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eporting through the use of tools f
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Knowledge Management in Practice: M
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Making Technology Work at DaimlerCh
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Figure 7.2 CoPs/Tech Clubs Challeng
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combined with NDT (Non-Destructive
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except in cases where the nature of
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Ready for Take-off: Knowledge Manag
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Knowledge Management Infrastructure
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We started with daily news content,
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that a KM system would bring (for e
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Building and Sustaining Communities
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assessment or preselect one vendor
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Figure 9.1 Guest/ User Expert User
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161 Table 9.1 KM Program 2002-2005
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Experiences with Knowledge Communit
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how people share knowledge seems to
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While John Peetz, Ralph Poole, and
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unique to Quickplace, but whatever
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• Staff can log in to demonstrati
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technology. A key step in the chang
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Knowledge Management Processes and
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Knowledge Management Processes and
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Figure 11.1 Typical structure of a
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Phase 3 By 1999, the number of CoPs
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segments of the U.S. Navy. Although
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The Knowledge Assessment Program fo
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a for each department in a company
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The Knowledge Assessment Program 18
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The Knowledge Assessment Program 19
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Figure 12.5 Examples: Two Typical C
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From the KM Architecture Model surv
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Hewlett-Packard: Making Sense of Kn
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Hewlett-Packard: Making Sense of Kn
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Figure 13.4 outcome Technology enab
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Figure 13.5 Hewlett-Packard: Making
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• Engage business leaders—Your
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Most of New Zealand’s small techn
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Figure 14.1 Electronic forums at th
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material that they would normally b
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The Way Forward A New Zealand Case
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The Nursing Leadership Academy on P
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The Nursing Leadership Academy on P
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Figure 15.1 The Nursing Leadership
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3. Design your user interface for t
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KPMG: Leveraging KM Tools for Pract
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Knowledge Toolkit This knowledge or
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17 Interorganizational KM: The Expe
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The Experience of Australia’s NOI
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Two knowledge management tools are
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The Experience of Australia’s NOI
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Knowledge Strategy in Small Organiz
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While the development of the strate
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The Office of Small Business, Austr
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of Small Business is represented by
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ather than culture based, in retros
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not solely the domain of large busi
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Rolls-Royce plc Rolls-Royce plc is
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A Day in the Life of a Rolls-Royce
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Several expert “people pages” h
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depending on the type of knowledge
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Creativity, the Knowledge Connector
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Figure 20.1 Contract gate The innov
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The Creativity Awareness Model The
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Creativity, the Knowledge Connector
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Figure 20.3 A snapshot from TechOpt
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ativity sessions is best reflected
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Structures Creativity, the Knowledg
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URDV Team Award Creativity, the Kno
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our greatest assets.” The fact is
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Figure 21.1 HR’s intranet: YourNe
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Promoting Empowerment and Knowledge
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manager to control the hiring proce
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Thus, this proxy of a directory of
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Part II
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“A Fool with a Tool Is Still a Fo
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Tools for Knowledge Codification Th
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certain configuration with other to
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Table 22.2 Multidimensional Matrix
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Techbuck Score Card Noted underworl
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Collaboration Software: Evolution a
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ensuring the right level of manager
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Figure 23.3 Synchronous/ real-time
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Figure 23.5 Instant messaging and c
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Over the next two years, we will co
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Complementary Partners, Reinforcing
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the mission of remaining aware and
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9. Counterintelligence and informat
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important if the scope will cover j
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Evolution of Knowledge Portals* Hei
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pleted to finish the task. You can
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sales force automation (SFA), or su
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Figure 25.1 General Portals Excite.
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tional efficiency. The goal was to
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Introduction Stories that describe
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From e-Learning to e-Knowledge 323
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• Next generation Internet techno
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core to the way we learn and develo
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Social Network Analysis in the KM T
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goals and uses of analyzing the con
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Using a Network Map for Diagnosis a
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7. Target areas where insufficient
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Figure 27.4 The resulting survey ne
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Figure 27.5 Network analysis showin
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Figure 27.7 A focused view into gro
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“outlier” from the team in the
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Trends in Social Software Social Ne
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28 Approach to KM* Selforganization
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Table 28.1 Self-organization: Takin
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At the University of California, Lo
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Emotional Intelligence in the Workp
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Table 28.3 continued Analyzing info
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Self-organization: Taking a Persona
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Self-organization: Taking a Persona
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ing, collaborate with colleagues, a
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Part III
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Tools for Tapping Expertise in Larg
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experiences and learning), and the
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well an instrument works is typical
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Figure 29.2 Tools for Tapping Exper
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Tools for Tapping Expertise in Larg
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Integration not only renders the EK
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Mapping the EKN to relevant existin
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Figure 30.1 Entopia Knowledge Locat
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Space and Naval Warfare Systems Cen
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Integrated KM Solutions: The Experi
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Effective Knowledge Management for
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Relationship knowledge also comes i
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There are two technologies in commo
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Effective Knowledge Management for
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Leveraging Content in Enterprise Kn
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From Transactional to Knowledge Wor
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Leveraging Content in Enterprise Kn
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Figure 32.1 A visualization can pro
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Figure 32.3 The document level view
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customers, or to retain or destroy
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Structured Knowledge: The Key to Op
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The Key to Optimal Contact Center E
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The Key to Optimal Contact Center E
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About the Contributors Patti Anklam
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About the Contributors 413 has co-a
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About the Contributors 415 Stephen
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About the Editor Madanmohan Rao, a
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Index A ABB. See Asea Brown Boveri
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CNA insurance, 365, 369 Cohesion, d
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personnel rotation around strategic
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Finding versus using, leveraging co
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Intraspect, 351 Investment, return
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frameworks of, 33-44 at Fuji-Xerox,
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Legal discovery, leveraging content
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Online communities, 132 of practice
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Rolls-Royce plc, 246-254 benchmarki
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Time changes in social network evol
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