Greg Dyer, Senior Analyst, KM Services gdyeridc.com

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Knowledge Management Fueling Innovation

• Presented by
• Greg Dyer, Senior Analyst, KM Services
  gdyer_at_idc.com

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Itinerary
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• Knowledge Management Defined
• Knowledge Process
• KM and Financial Services

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IDC Defines Knowledge Management as a Business
Process
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• Knowledge management is a formal process that
• evaluates an organizations people, processes,
  and technology
• develops a solution that leverages the
  relationships between these components
• in order to get the right information to the
  right people at the right time to solve a
  business problem.

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Itinerary
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• Knowledge Management Defined
• Knowledge Process
• KM and Financial Services

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Planning Knowledge Management DriversTop
Business Reasons for Adoption
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Business Driver
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Planning Knowledge Management InitiativesOperati
onal Area
Business Driver
Operational Area
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Planning Knowledge Management InitiativesBusines
s Application
Business Driver
Operational Area
Business Application
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Planning Knowledge Management InitiativesOrganiz
ational Support/Leader
Business Driver
Operational Area
Team
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Planning Knowledge Management InitiativesLevel
of Preparation
Business Driver
Operational Area
Level of Preparation
Team
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Implementation Knowledge Management
InitiativesKnowledge Solution
KM Solution
Business Driver
People -Change
Management -Reward System
Organization -Process
Design/Redesign -Learning Organizational Tools
Operational Area
Solution

Knowledge System
Level of Preparation
Access Tools
IT Infrastructure Enabling
Team
IT Infrastructure Basic
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Implementation Knowledge Management
InitiativesMeasures
Business Driver
Measures -Financial -Customer -Human
Measure
Operational Area
Solution
Level of Preparation
Team
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Itinerary
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• Knowledge Management Defined
• KM Buyer Requirements
• KM and Financial Services

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Financial Services Knowledge Profile

• Knowledge Focus
• -Immediate focus on
• Customer Intelligence
• Business merger and portfolio analysis
• Intelligent resource management
• Real time project teams
• Strategic focus on
• Business expertise communities
• Global Partnering
• Expert asset manager
• Source IDC, 1999

• Organizational Issues
• Leadership
• Lack of a clear driver
• Identify who should lead initiative
• Balanced consumer and business side strategy
• Challenges
• Defining a return for knowledge initiatives
• Getting beyond document management
• Knowledge security

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Example Zurich U.S.

• Goal Become a learning organization/be more
  competitive (Knowledge Sharing)

• Operational Area company wide (500)

• Team CEO championed effort cross-functional
  team (from management and field)

• Preparation
• -People not motivated to participate and did not
  understand benefits
• -Organization did not have a formal system in
  place to match competencies of business units
• with the requirements of the human capital.
• -Technology did not have a competency-based
  performance management system.

• Solution
• -People coaches, mentors, innovation teams,
  incentive programs. Individuals responsible
• for their own development and use of resources.
• -Organization Designed expected behavior around
  each business unit and built tools around
• them for employee usage.
• -Technology implemented a competency- based
  system including expert tracking, learning
• resource capture/retrieval.

• Measure
• -Each employee has employee performance goals and
  metrics.
• -Looking at employee retention, productivity,
  reduction in travel and training expense.

• Challenge Time, 3-5 year initiative maintain
  buy-in

Source IDC, 1999
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Knowledge Management Challenges Culture and
Business Process
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• 1 Lack of understanding KM and benefits
• 2 Employees have no time for KM
• 3 Lack of skill in KM techniques
• 4 Current culture does not encourage sharing

Source IDCs Knowledge Management Survey 1999