Corporate Pitch, Oct. 12, 2001

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Workers of webMethods, UNITE!
Join the Knowledge Liberation Front!
JSH V-3 02/18/01
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webMethods Case Study- KM for hypergrowth- KM
across the firewall

• Scott Herman
• Director of Knowledge Management
• The possession of facts is Knowledge.
• The use of them is Wisdom.
• -Thomas Jefferson

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Agenda

• Whats in
• The Story of KM_at_webMethods
• KM Ecosystem at webMethods
• KM across the firewall (Advantage)
• Highly Opinionated Strategies for Guerilla KM
  (time permitting)
• QA

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webMethods at a Glance

• The leading Integration Software vendor
• EAI, B2Bi, BPM, Workflow, BAM, Web services, etc.
• Over 800 blue chip customers worldwide
• 25 of Fortune 500, 1 in marketshare with 35
• 16 of the Fortune 20
• Competitors IBM, Tibco
• Calendar 2002 revenues of 200 million
• Strategic Partnerships

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webMethods is an Integration Platform
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KM _at_ webMethods

• Knowledge Management is a key focus at
  webMethods
• Environment
• Global company-wide reach
• 900 employees worldwide
• Explosive hypergrowth at webMethods (biggest SW
  IPO ever)
• Started in Spring 2000 with CEO sponsorship
• Scope
• Internal document management, CRM/PRM, project
  management and Communities of Interest
• Dashboards and Resource Centers via
  Intranet/Portals
• External customer and partner extranets
  (advantage.webmethods.com)
• External corporate website (www.webmethods.com)
• Internal/External collaborative tools
• webMethods Integration Backbone

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KM Charter at webMethods

• Develop deploy new KM features in incremental
  Intranet Extranet releases (at a rate the
  company can absorb and institutionalize)
• Implement programs to foster, promote, and
  leverage the KM culture at webMethods
• Perform routine Operations Maintenance support
  for the KM infrastructure
• Develop quantitative and qualitative means to
  provide feedback and evaluate success and ROI of
  KM
• Influence and support other webMethods
  initiatives related to KM

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KM _at_ webMethods (contd)

• The story of KM _at_ webMethods
• Year 1 Hypergrowth
• Year 2 KM across the Firewall
• Year 3 One View of the Customer

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KM Architecture at webMethods (simplified)
webmethods.com Corporate Website
CRM/PRM
mywebMethods Employee Portals Executive Dashboar
ds
Advantage Customer/Partner Extranet
Prospect Evaluation Center
The Internet
Software Download Center
The Swamp KM Repository
Service Request Center
Certified Developer/Trainer Community
Virtual Meeting Center
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Whats under the hood? (vastly oversimplified)
webmethods.com Corporate Website
CRM/PRM
mywebMethods Employee Portal
Advantage Customer/Partner Extranet
Prospect Evaluations Center
The Swamp KM Repository
Software Download Center
Service Request Center
Certified Developer/Trainer Community
Virtual Meeting Center
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What is an Executive Dashboard?

• Command control screen to allow senior
  managers to run the business in real-time (web
  page, WAP, etc.)
• Example dashboard elements at webMethods (CEO
  view)
• Calendar, call list, VIP visitors, etc.
• Hot customer support issues today
• Execution against sales pipeline
• Potential deals ranked by projected revenue (
  known competitors)
• Closers opportunities gt 75
• Roadblocks stuck deals
• Running tally vs. quarterly financial goals
  (Will I make the quarter?)
• Uptake of new products (downloads by component)
• Customer production events running tally for
  quarter
• Employee terminations this week (and follow-on
  metrics)
• Customer Satisfaction averages by departmental
  functions
• Pending Green Lights (I.e. project approvals)
• Where is SMT today?
• Etc.

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Advantage (KM beyond the firewall)

• On-line portal for webMethods customers and
  partners
• Over 17,000 registered users (50/50 customers
  vs. partners)
• Advantage is an Umbrella concept
• Advantage knowledge base customer support
  center
• webMethods user community
• Software Download Center
• Service Request Center
• Certified Developer Trainer community
• Prospect Evaluations
• Integration/BPM with in-house enterprise
  applications (CRM, Financials, etc.)
• Content management workflow from Livelink
• Webinar streaming media archives

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Advantage Demo http//advantage.webmethods.comw
MUsers Demohttp//www.wmusers.comhttp//207.36.
117.161/
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Biz value of a KM extranet?

• What have been the business drivers for
  Advantage?
• Better tech support for webMethods
  implementations (24x7)
• Advantage is critical path for order fulfillment
  and revenue recognition
• More touchpoints with customers for comms
  feedback
• Data mining to better understand customer issues
• Upsell opportunities
• Heavy reliance on partner-influenced revenue
• Provide tools to help partners sell and implement
  webMethods
• Unlock potential of small and medium-sized
  partners
• Viral marketing via on-line developer community
  evals
• Customers demanded it!
• customer/partner extranets have become par for
  the large software vendors

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Extranet Myths(?)

• Customers love self-service websites
• False Customers love answers (see hertz.com
  for dismal failure)
• An extranet will save the company money
• Often false Extranets (done right) are a major
  investment with ROI that can be difficult to
  quantify
• The extranet will reduce the helpdesk overhead
• Often false But it will allow your support
  staff to focus on harder and more critical
  support calls
• Having an extranet will show how forward-thinking
  and Internet-savvy we are
• Often false Having an extranet often reveals to
  customers just how broken your internal processes
  are, and how dirty your data really is

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More extranet myths

• Having an extranet will allow us to better
  control our customers
• False An extranet (and the Internet in general)
  opens a pandoras box of customer relations
  issues and puts more control on the customers
  side
• Smarter customers can be tougher customers
• See Cluetrain Manifesto by David Weinberger
  co.
• Lets have the web team do it
• False Even more than the corporate PR website,
  extranets require buy-in and engagement across
  the company to be successful. Extranets should
  be considered enterprise-class business
  initiatives
• Building it is often the easy part

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Guerilla KM

• The Primitive Origins of
• Knowledge Management

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KM Drivers

• Corporate dealbreakers what drives our
  priorities? What keeps the CEO up at night?
• Move to unified software deliveries
• Web services mindshare
• End-to-end integrated sales process
• Revenue recognition hiccups
• Executive visibility for decision making
• Going global
• Competing against behemoths
• Whole product quality
• So how does KM remain relevant?
• Align to the biz deal-breakers
• Use deal-breakers to triage projects

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My favorite Guerilla KM Strategies

• No boundaries - realize KM ecosystem can extend
  well beyond corporate walls
• customer community
• Partners
• Supply chain
• Prospects
• investors/analysts
• Competitors
• And when it does, you can get exponential ROI

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My Favorite Guerilla KM Strategies

• Dont be dazzled by the Technology
• Tech is an enabler, not the endgame
• No silver bullets/the danger of shelfware
• 20 Tech, 80 biz process/cultural adoption
• Follow the Money
• Solve a discrete business problem
• KM should quickly impact bottom line
• If they dont get it, you wont get it
• Customer touchpoints force internal improvements

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My Favorite Guerilla KM Strategies

• Take a page from BizDev
• Campaign planning (and route around casualties)
• Light lots of fires, see what catches
• Find the true Stakeholders (its not the org
  chart)
• Use operational prototypes as a crowbar (need
  early victories)
• Kill the architects and get started
• Task forces and working groups Kiss of Death
• Implies that biz issues are extracurricular
  activities
• Enforce KM goals as day-to-day objectives
• Weave KM into real-world business initiatives
• Avoid pontification and/or analysis paralysis

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More KM Guerilla Strategies

• Anyone can publish!
• Living Community, not Lifeless Bureaucracy
• Conversation collaboration, not rigidly
  enforced policy processes
• Diversity and friendly competition between teams
  is encouraged
• A little anarchy is a good thing
• Everyone sees everything!
• Minimal Security -- Access based on trust and
  responsible use of information
• Very few impediments to sharing with anyone in
  the company
• Desire to keep content collections as open as
  possible
• Deal with abusers on a case-by-case dont
  penalize the entire community
• Content is managed locally!
• IT/IS responsible for infrastructure, but content
  management at local level
• Decentralized, grass roots management
• KM staff act as gardeners, not dictators
• Dont like content organization? Fix It!

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More KM Guerilla Strategies

• KM Usability Engineering?
• Learn, love, and live website usability
• Heavily intertwined with last-mile KM
• ClueTrain Manifesto
• The bible for Guerilla KM strategies
• Most influential book on my bookshelf
• More Must-Read intros to KM thinking
• Tipping Point good for adoption planning
• Dont Make Me Think! website usability primer
• Rapid Development best book on software project
  management
• Cathedral the Bazaar lessons learned from the
  Open Source movement
• HBR on KM Cliff Notes to the most influential
  KM theories
• Smart Things to Know about KM basic KM primer