Organizing for Enterprise
Knowledge Management
http://www.scient.com/news/scient_live_arch.htm
Doug Kalish
Chief Knowledge Officer
Scient
Copyright 1999, Scient Corporation. All rights reserved
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 eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
The KM paradox
To be useful, KM has to:
To be successful, KM has to:
• cross functional boundaries
• be departmental
• engage the largest community
• address a targeted audience
• capture and link to the
• collect and index limited assets
• improve business process
• not require behavioral change
broadest knowledgebase
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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?
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Use of the knowledge determines the view
Market View
Fin’cl Svcs
eMarkets
News
Telecoms
Competitors
Client View
Clients
Projects
Skills
Project Assets
Client A
Viewers
Client B
Client C
Author View
Author A
External Sources
Author B
Author C
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
“Web page”
HR DB
“Portal”
HR DB
Projects DB
Skills DB
Documents DB
“Hyperportal”
Corporate
Data Model
HR DB
Projects DB
Skills DB
Documents DB
“Extra-Hyperportal”
External
Data Sources
Corporate
Data Model
HR DB
Projects DB
Skills DB
Documents DB
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Organization
CKO
Knowledge Applications
Knowledge Services
Knowledge Transfer
Knowledge Architects
eBusiness Analysts
Course Development
Knowledge Apps Developers
Scient Publishing
Program Facilitation
IT Staff
Knowledge Journalists
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Organization
CKO
Knowledge Applications
Knowledge Services
Knowledge Transfer
Knowledge Architects
eBusiness Analysts
Course Development
Knowledge Apps Developers
Scient Publishing
Program Facilitation
IT Staff
Knowledge Journalists
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Organization
CKO
Knowledge Applications
Knowledge Services
Knowledge Transfer
Knowledge Architects
eBusiness Analysts
Course Development
Knowledge Apps Developers
Scient Perspectives
Program Facilitation
IT Staff
Knowledge Journalists
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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 decisionmaking via the eBusiness Intelligence program
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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.
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
Scient’s KM Organization
CKO
Knowledge Applications
Knowledge Services
Knowledge Transfer
Knowledge Architects
eBusiness Analysts
Course Development
Knowledge Apps Developers
Scient Publishing
Program Facilitation
IT Staff
Knowledge Journalists
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential
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
The eBusiness Systems Innovator™
©1999 Scient, Proprietary and Confidential