Date   

Re: Here we go again? Searchable video. #knowledge-transfer #search #video

 

Interesting, Stephen. I wasn’t thinking about from the standpoint of meetings and zoom calls - but that in itself presents another interesting use case. And there sure are a lot of calls recorded taking up space on servers that I bet are never accessed again. 

What I was imagining was a library of “how to” videos, perhaps for field workers for example. So you’re out there repairing a piece of equipment in a chip fab, let’s say, and you video the repair, which is uploaded to a searchable video repository based on the make and model of the equipment, the type of repair, etc. The next time someone needs to fix that problem on that same type of equipment, they can “look over your shoulder” via the video and learn how to do it, saving time as well as expense of screw ups. Of course, someone would have to vet the videos and determine which ones were using the approved procedure and which ones weren’t. 

Something like that, I would think, would be workable. The challenge has always been, as you say, finding the bit at 42:55 that is relevant to the specific question someone in the field has - figuring out which video it’s in is hard enough; then navigating quickly to the right bit - next to impossible thus far.  
--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Here we go again? Searchable video. #knowledge-transfer #search #video

Stephen Bounds
 

Nice! I hadn't heard of either of those tools before, I'll check them out.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 21/05/2021 9:00 am, Jay Kreshel wrote:

@stephen we use Gong pretty effectively for this purpose. Or does a pretty good job of transcribing and assigning names. It brings forth the calls to action and other key AI driven data. We also tried Avoma at one point. 

Jay. 




On May 20, 2021, at 3:53 PM, Stephen Bounds <km@...> wrote:



Interesting Tom,

I actually think it is still likely to be a failure from an enterprise point of view, because if you were to capture the majority of meetings you are likely to get lots of:

  • irrelevant discussion
  • tasking ("so we've agreed that X will do Y and come back by Z")
  • acronyms and implied knowledge about past events

Additionally:

  • meeting contexts will look pretty identical (either a non-descript meeting table or Zoom grid) and
  • emotions tend to be pretty guarded
So I feel the pickings of the AI in this context will be slim. On the other hand, I'm sure the system will be a boon for the stock video and content creator market, since if you're looking for a quick way to find (context free) "cat runs into chair while chasing toy mouse" videos, it will have you covered 😁

What would be much more interesting to me is a system that fully and accurately transcribes videos, including assigning names to speakers and descriptions of video actions on screen. That's because the biggest drawback of videos is that you have to watch the damn things. If you could instead skim through text to find the bit at 42:55 where you show me exactly how to safely clear a jammed lathe, that would be a valuable knowledge tool.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 21/05/2021 2:01 am, Curtis A. Conley wrote:
Thanks for sharing. Seems like a natural evolution of video-conferencing, given where it's at today. Many of the standard VC/streaming apps have built in auto-captioning and transcription capabilities, and if you bundle that in with all of the other asynchronous tools we're using to message and share knowledge, that could lead to a lot of interesting applications in the KM space.

On Thu, May 20, 2021 at 10:33 AM Tom Short <tshortconsulting@...> wrote:
Back in the early days of KM, big 4 consulting firms (I think there were six back then) saw the potential of KM and started experimenting with various tools and approaches. And it made sense for them to get onboard early: their assets were purely knowledge-based and went down the elevator every night. 
 
Back in 1989, Andersen Consulting hired AI guru Roger Schank and gave him $30million to play with and continue his research (he was at Stanford) hoping for some breakthroughs they could apply to their business. 

One KM-related project he worked on involved conducting and videoing knowledge elicitation interviews with experts. The thought was that if we could simply interview people and video it all, it would capture knowledge in a way that could be then inventoried, tagged and searched for future retrieval and re-use. I don’t know how much he spent on it, but word was it was in the millions. 
 
In any case, that didn’t work. When I learned about this effort I was at IBM, and I knew it wouldn’t work. We didn’t have the tools to cope with vast amounts of unstructured data, even when it was in text format, much less video format. 
 
But maybe now that is about to change. Some MIT alums are building a startup called Netra around an AI engine that is supposed to be able to parse video content and categorize it automagically. Might be a good one to watch. Who knows? Maybe Schank will be vindicated after all, and video knowledge elicitations will become a thing again. 
Now MIT alumnus-founded Netra is using artificial intelligence to improve video analysis at scale. The company’s system can identify activities, objects, emotions, locations, and more to organize and provide context to videos in new ways.

-- 
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Here we go again? Searchable video. #knowledge-transfer #search #video

Jay Kreshel
 

@stephen we use Gong pretty effectively for this purpose. Or does a pretty good job of transcribing and assigning names. It brings forth the calls to action and other key AI driven data. We also tried Avoma at one point. 

Jay. 




On May 20, 2021, at 3:53 PM, Stephen Bounds <km@...> wrote:



Interesting Tom,

I actually think it is still likely to be a failure from an enterprise point of view, because if you were to capture the majority of meetings you are likely to get lots of:

  • irrelevant discussion
  • tasking ("so we've agreed that X will do Y and come back by Z")
  • acronyms and implied knowledge about past events

Additionally:

  • meeting contexts will look pretty identical (either a non-descript meeting table or Zoom grid) and
  • emotions tend to be pretty guarded
So I feel the pickings of the AI in this context will be slim. On the other hand, I'm sure the system will be a boon for the stock video and content creator market, since if you're looking for a quick way to find (context free) "cat runs into chair while chasing toy mouse" videos, it will have you covered 😁

What would be much more interesting to me is a system that fully and accurately transcribes videos, including assigning names to speakers and descriptions of video actions on screen. That's because the biggest drawback of videos is that you have to watch the damn things. If you could instead skim through text to find the bit at 42:55 where you show me exactly how to safely clear a jammed lathe, that would be a valuable knowledge tool.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 21/05/2021 2:01 am, Curtis A. Conley wrote:
Thanks for sharing. Seems like a natural evolution of video-conferencing, given where it's at today. Many of the standard VC/streaming apps have built in auto-captioning and transcription capabilities, and if you bundle that in with all of the other asynchronous tools we're using to message and share knowledge, that could lead to a lot of interesting applications in the KM space.

On Thu, May 20, 2021 at 10:33 AM Tom Short <tshortconsulting@...> wrote:
Back in the early days of KM, big 4 consulting firms (I think there were six back then) saw the potential of KM and started experimenting with various tools and approaches. And it made sense for them to get onboard early: their assets were purely knowledge-based and went down the elevator every night. 
 
Back in 1989, Andersen Consulting hired AI guru Roger Schank and gave him $30million to play with and continue his research (he was at Stanford) hoping for some breakthroughs they could apply to their business. 

One KM-related project he worked on involved conducting and videoing knowledge elicitation interviews with experts. The thought was that if we could simply interview people and video it all, it would capture knowledge in a way that could be then inventoried, tagged and searched for future retrieval and re-use. I don’t know how much he spent on it, but word was it was in the millions. 
 
In any case, that didn’t work. When I learned about this effort I was at IBM, and I knew it wouldn’t work. We didn’t have the tools to cope with vast amounts of unstructured data, even when it was in text format, much less video format. 
 
But maybe now that is about to change. Some MIT alums are building a startup called Netra around an AI engine that is supposed to be able to parse video content and categorize it automagically. Might be a good one to watch. Who knows? Maybe Schank will be vindicated after all, and video knowledge elicitations will become a thing again. 
Now MIT alumnus-founded Netra is using artificial intelligence to improve video analysis at scale. The company’s system can identify activities, objects, emotions, locations, and more to organize and provide context to videos in new ways.

-- 
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Here we go again? Searchable video. #knowledge-transfer #search #video

Stephen Bounds
 

Interesting Tom,

I actually think it is still likely to be a failure from an enterprise point of view, because if you were to capture the majority of meetings you are likely to get lots of:

  • irrelevant discussion
  • tasking ("so we've agreed that X will do Y and come back by Z")
  • acronyms and implied knowledge about past events

Additionally:

  • meeting contexts will look pretty identical (either a non-descript meeting table or Zoom grid) and
  • emotions tend to be pretty guarded
So I feel the pickings of the AI in this context will be slim. On the other hand, I'm sure the system will be a boon for the stock video and content creator market, since if you're looking for a quick way to find (context free) "cat runs into chair while chasing toy mouse" videos, it will have you covered 😁

What would be much more interesting to me is a system that fully and accurately transcribes videos, including assigning names to speakers and descriptions of video actions on screen. That's because the biggest drawback of videos is that you have to watch the damn things. If you could instead skim through text to find the bit at 42:55 where you show me exactly how to safely clear a jammed lathe, that would be a valuable knowledge tool.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 21/05/2021 2:01 am, Curtis A. Conley wrote:

Thanks for sharing. Seems like a natural evolution of video-conferencing, given where it's at today. Many of the standard VC/streaming apps have built in auto-captioning and transcription capabilities, and if you bundle that in with all of the other asynchronous tools we're using to message and share knowledge, that could lead to a lot of interesting applications in the KM space.

On Thu, May 20, 2021 at 10:33 AM Tom Short <tshortconsulting@...> wrote:
Back in the early days of KM, big 4 consulting firms (I think there were six back then) saw the potential of KM and started experimenting with various tools and approaches. And it made sense for them to get onboard early: their assets were purely knowledge-based and went down the elevator every night. 
 
Back in 1989, Andersen Consulting hired AI guru Roger Schank and gave him $30million to play with and continue his research (he was at Stanford) hoping for some breakthroughs they could apply to their business. 

One KM-related project he worked on involved conducting and videoing knowledge elicitation interviews with experts. The thought was that if we could simply interview people and video it all, it would capture knowledge in a way that could be then inventoried, tagged and searched for future retrieval and re-use. I don’t know how much he spent on it, but word was it was in the millions. 
 
In any case, that didn’t work. When I learned about this effort I was at IBM, and I knew it wouldn’t work. We didn’t have the tools to cope with vast amounts of unstructured data, even when it was in text format, much less video format. 
 
But maybe now that is about to change. Some MIT alums are building a startup called Netra around an AI engine that is supposed to be able to parse video content and categorize it automagically. Might be a good one to watch. Who knows? Maybe Schank will be vindicated after all, and video knowledge elicitations will become a thing again. 
Now MIT alumnus-founded Netra is using artificial intelligence to improve video analysis at scale. The company’s system can identify activities, objects, emotions, locations, and more to organize and provide context to videos in new ways.

-- 
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Guidance for building KM in Hi-tech startup #startup

Jan Hutter
 

@Patrick: you ask about usage of Wardley maps in KM. I personally don't have any experience with that approach nor did I watch any of those videos myself but there is a whole Youtube Channel dedicated to Wardley mapping here. One particular video is about Wardley Mapping and DDD (Domain-Driven Design). While DDD is an approach to develop domain-heavy software systems, it has a lot of overlap with challenges in the knowledge management discipline.

Jan


On Thu, May 20, 2021 at 9:26 AM Patrick Lambe <plambe@...> wrote:
Has anyone here used Wardley maps in this kind of KM context? I suspect they would be useful in zeroing in on critical KM capabilities in relation to product and service deliverables. And the technique was originally developed in the context of startups/ high tech companies.

The challenge in this kind of situation is lack of deep understanding of how KM ecosystems work among the key stakeholders and so they might end up identifying KM initiatives that look like they might be useful in principle, but end up feeling like housekeeping measures and eventually run out of supportive steam. Wardley maps are meant to help teams dig into and zero in on critical capabilities in the value chain. I suspect the technique would be useful but haven’t seen explicit examples in a KM context. Anyone?


P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com


On 20 May 2021, at 2:53 PM, Stephen Bounds <km@...> wrote:

Hi Jay,

Sounds like you have a perfect case for undertaking a RROI (relative return on investment) evaluation.

From what you have said, you've already identified three key metrics to target, each of which is a clear proxy for an ultimate business goal:

  • Increased customer retention (proxy metric for increased revenue)
  • Higher sales conversion rate (proxy metric for increased revenue)
  • Decreased onboarding time for sales team (proxy metric for decreased cost of sales)

To complete an RROI evaluation, the basic stages are:

  1. Identify ultimate goals and create a method for valuing goal outcomes. This can be skipped, since it looks like you have a direct revenue goal. Some organisations (eg governments) need to assign a nominal dollar value another way, perhaps by looking at calculating lost client productivity.
  2. Identify proximate goals and options to target them. You have already identified the proximate goals, so the next step is to brainstorm a range of ways to "shift the needle".
  3. Model impact of options on proximate goals. In other words, what rate of change in proximate goals are you targeting and how much would it cost to implement the option you've identified?
  4. Model change in ultimate goals based on change in proximate goals. For example, if your average retained customer pays $1000 / month, a 1% increase in retention on 1000 new customers annually is worth $120,000 a year.
  5. Compare benefits to costs to find the RROI of each initiative. This is simply dividing the benefit achieved by the cost, similar to a conventional cost-benefit analysis. Use this rank to recommend the highest benefit:cost ratio first!

There's a fully worked example on page 5 of my KM4Dev paper about RROI, which is freely available online.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 20/05/2021 11:46 am, Jay Kreshel wrote:
Thanks for the reply. My boss EVP in Customer Success works on the executive staff. His discussions with the head of Marketing and Head of Sales. Their objectives are mostly around: 
  • Decreasing the amount of time our customers take to get value out of the application. 

  • Minimizing the misunderstandings for the sales team
  • Increasing customer retention. If we can get the Customer Success team to know all of the use cases around the products, they can share the whole value around the solution, thus increasing retention.
  • Increasing the ramp time for sales, CS. We will increase the pace of hiring and will need to help them to know about our product & industry in as a short period of time as possible.

We have been working for the past few months on new product releases and enablement for our customer-facing teams. We have technology, software, processes, & people that we have used to "appropriately" spread knowledge to the audiences, But, to your point, we have not been targeted in our approach. And we have not picked that key "Pain Point" that we should start with. 

Any thoughts as to which would be the highest reward with ease of implementation? to get that Bang for our early buck?

Jay. 

On Wed, May 19, 2021 at 6:15 PM Tom Short <tshortconsulting@...> wrote:

Who’s asking you to do it? Depending on where it’s coming from, it could reduce the emphasis placed on developing a complete value proposition for exec staff, at least in terms of a heavily quantifiable one. 

As for your approach, I’d start by trying to understand where the biggest gaps are that KM-type approaches might be able to bridge. Where are places where there is the most variance in performance among people doing similar types of work? Which processes have high variance of outcome? Which processes leverage the most amount of resource, either in terms of inputs or outcomes? 

By understanding this a bit more you’ll be in a good place to identify potential pain points that KM can address, and where the bang for KM buck is the greatest. 

If you’d like to read more about his type of approach check out this chapter I wrote on KM Lessons Learned: https://drive.google.com/file/d/0B4goA-zLqqvBZWFmNGVjZWQtZTRlMi00ZWMzLWIzNTUtNTBjZjkzMzM0Y2Y4/view?usp=drivesdk

(PS - after 20 years as a KM practitioner I retired and now work with tech startups in the Bay Area through an accelerator and via referrals). 

Good luck.
--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts



Knowledge Cafe on Working Out Loud - June 9th at 10am ET #WOL #knowledge-cafè

Dennis Pearce
 

As you know, back on May 7 some of us participated in a virtual discussion on "Working Out Loud" (WOL). As a reminder, you can find that recording here - https://lnkd.in/gUqzFWz

WOL is a rich and complex concept. It involves both working openly and narrating your work. It is both a mindset and an activity. Some people mistake it for sharing or collaborating, but it's not really either of those (see this post - https://lnkd.in/gN8Q2eK ) .

Please join us June 9 at 10am ET for this next discussion as we use Gurteen's Knowledge Cafe approach to explore the question "Is implementing WOL limited by the surrounding environment and culture, and if so, why?

As an effort to practice "work out loud", here's the planning document that a group of us put into this session:
http://bit.ly/WOLCPREP

All the details are here:
https://lnkd.in/g-MJx4y


Re: Here we go again? Searchable video. #knowledge-transfer #search #video

Curtis A. Conley
 

Thanks for sharing. Seems like a natural evolution of video-conferencing, given where it's at today. Many of the standard VC/streaming apps have built in auto-captioning and transcription capabilities, and if you bundle that in with all of the other asynchronous tools we're using to message and share knowledge, that could lead to a lot of interesting applications in the KM space.

On Thu, May 20, 2021 at 10:33 AM Tom Short <tshortconsulting@...> wrote:
Back in the early days of KM, big 4 consulting firms (I think there were six back then) saw the potential of KM and started experimenting with various tools and approaches. And it made sense for them to get onboard early: their assets were purely knowledge-based and went down the elevator every night. 
 
Back in 1989, Andersen Consulting hired AI guru Roger Schank and gave him $30million to play with and continue his research (he was at Stanford) hoping for some breakthroughs they could apply to their business. 

One KM-related project he worked on involved conducting and videoing knowledge elicitation interviews with experts. The thought was that if we could simply interview people and video it all, it would capture knowledge in a way that could be then inventoried, tagged and searched for future retrieval and re-use. I don’t know how much he spent on it, but word was it was in the millions. 
 
In any case, that didn’t work. When I learned about this effort I was at IBM, and I knew it wouldn’t work. We didn’t have the tools to cope with vast amounts of unstructured data, even when it was in text format, much less video format. 
 
But maybe now that is about to change. Some MIT alums are building a startup called Netra around an AI engine that is supposed to be able to parse video content and categorize it automagically. Might be a good one to watch. Who knows? Maybe Schank will be vindicated after all, and video knowledge elicitations will become a thing again. 
Now MIT alumnus-founded Netra is using artificial intelligence to improve video analysis at scale. The company’s system can identify activities, objects, emotions, locations, and more to organize and provide context to videos in new ways.

-- 
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Here we go again? Searchable video. #knowledge-transfer #search #video

 

Back in the early days of KM, big 4 consulting firms (I think there were six back then) saw the potential of KM and started experimenting with various tools and approaches. And it made sense for them to get onboard early: their assets were purely knowledge-based and went down the elevator every night. 
 
Back in 1989, Andersen Consulting hired AI guru Roger Schank and gave him $30million to play with and continue his research (he was at Stanford) hoping for some breakthroughs they could apply to their business. 

One KM-related project he worked on involved conducting and videoing knowledge elicitation interviews with experts. The thought was that if we could simply interview people and video it all, it would capture knowledge in a way that could be then inventoried, tagged and searched for future retrieval and re-use. I don’t know how much he spent on it, but word was it was in the millions. 
 
In any case, that didn’t work. When I learned about this effort I was at IBM, and I knew it wouldn’t work. We didn’t have the tools to cope with vast amounts of unstructured data, even when it was in text format, much less video format. 
 
But maybe now that is about to change. Some MIT alums are building a startup called Netra around an AI engine that is supposed to be able to parse video content and categorize it automagically. Might be a good one to watch. Who knows? Maybe Schank will be vindicated after all, and video knowledge elicitations will become a thing again. 
Now MIT alumnus-founded Netra is using artificial intelligence to improve video analysis at scale. The company’s system can identify activities, objects, emotions, locations, and more to organize and provide context to videos in new ways.

-- 
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Guidance for building KM in Hi-tech startup #startup

Jay Kreshel
 

Thanks, @Tim Powell for the response. Really appreciate it. 

I completely agree with oy on the "Why before the What". I tend to try to move too quickly and sometimes forgo that valuable information. And then, it bites me in the butt after the fact. 

For both you and @Stephen Bounds, as I continue to read your guidance... I am not sure that ROI is the critical piece here. The ASK has been made by the executive staff. They came TO ME with the problem to solve. Yes, I still need to represent it, but I do not think that it becomes the pivotal point. I am not sure what is that Pivotal / Critical point, but I don't think that it will be the ROI. (And yes I do now realize that I am going against what my original ask was about).

Or am I UNDER valuing its impact?

Jay.

On Thu, May 20, 2021 at 2:54 AM Tim Powell <tim.powell@...> wrote:

Hi Jay,

 

I would say that in general this is a good plan – and that you are also getting sound advice from others on this list, who are among the best and brightest in the knowledge field.

 

I’m not sure your list is intended to be in priority order, but if so, I’d put 7 (business case) where 2 is now.  You need to address the WHY before the WHAT.  If you understand the knowledge value proposition from the top down, you’ll be way ahead of the many organizations who try to figure this out after the fact. 

 

Also I would explicitly address enterprise strategies, objectives, and goals that knowledge will directly support and enhance – as Steven has described.  “What does it do for us?” is the most important question senior leadership will have – and you need to have thought it through thoroughly and convincingly.

 

Be sure you use the metrics senior leaders already use -- not ad hoc metrics peculiar to knowledge.  For example, basic net present value ROI, which they will “get.”  I attach a short article about this – and there’s much more in my book The Value of Knowledge.

 

There’s also lots of content on the two sites linked below that may be helpful to you.

 

Good luck, and thanks for bringing in this group to share your challenges.

 

Cheers,

 

Tim

 

TIM WOOD POWELL | President, The Knowledge Agency® | Author, The Value of Knowledge |

New York City, USA  |  TEL +1.212.243.1200 | 

SITE www.KnowledgeAgency.com | BLOG www.KnowledgeValueChain.com |

 

 

From: <main@SIKM.groups.io> on behalf of Jay Kreshel <jkreshel@...>
Reply-To: "main@SIKM.groups.io" <main@SIKM.groups.io>
Date: Wednesday, May 19, 2021 at 8:44 PM
To: "main@SIKM.groups.io" <main@SIKM.groups.io>
Subject: [SIKM] Guideace for building KM in Hi-tech startup

 

I have been asked to look into knowledge management for our company, a Hi-Tech start-up doing Artificial Intelligence for finance organizations. 
I have been reading up on KM over the past week... sifting through the massive amount of articles, posts, and books.
I have come up with a plan to conquer my quest:

1.       Work with the executives to understand the value proposition for the km program

2.       Create a knowledge map of assets across the company & people

3.       Determine & Document how knowledge should flow: Document how knowledge is created, captured, organized, reviewed, shared, and used.

4.       Get buy-in and budget for the program

5.       List the core program Objectives

6.       Become smarter on knowledge management tools and approaches

7.       Create a business case with KM approaches, roles, budget, metrics, etc.

8.       Execute on each KM approach / program

FIRST, is my approach a good one?

SECOND: Can anyone direct me to previously created Business Plans, Value Proposition Slides, etc., that I can use to communicate with my executive staff?

THIRD: What other smaller Tech companies (hopefully in the Silicon Valley ) can I reference to mirror my program after for a starting point.

Thanks again to Stan for the response to my LinkedIn Request.

Jay.


Re: Guidance for building KM in Hi-tech startup #startup

Jay Kreshel
 

Thank you @Stephen Bounds. I appreciate the article and thoughts. I will review it further and give it a go.  Per stage 3 or the RROI (Identify proximate goals and options to target them), you elude to "brainstorming ways to 'shift the needle'. Do you mean identify different KM Approaches? Do you have favorites that provide visible wins in a short period of time? Ones that would solidify executive and participant support?

And then at a higher level... What will having the RROI get me? I can see that it would get me good favor with the CFO, showing that I am calculating value. I can see how it would help me focus on perhaps only ONE of the metrics, as I prioritize my efforts. Are there other wins that I am missing?

I want to just move on and start building stuff, but I realize that there are MANY middle steps that I need to do. This feels like one that would be valuable to me, but I need clarity on how it will help.

Jay.



On Wed, May 19, 2021 at 11:54 PM Stephen Bounds <km@...> wrote:

Hi Jay,

Sounds like you have a perfect case for undertaking a RROI (relative return on investment) evaluation.

From what you have said, you've already identified three key metrics to target, each of which is a clear proxy for an ultimate business goal:

  • Increased customer retention (proxy metric for increased revenue)
  • Higher sales conversion rate (proxy metric for increased revenue)
  • Decreased onboarding time for sales team (proxy metric for decreased cost of sales)

To complete an RROI evaluation, the basic stages are:

  1. Identify ultimate goals and create a method for valuing goal outcomes. This can be skipped, since it looks like you have a direct revenue goal. Some organisations (eg governments) need to assign a nominal dollar value another way, perhaps by looking at calculating lost client productivity.
  2. Identify proximate goals and options to target them. You have already identified the proximate goals, so the next step is to brainstorm a range of ways to "shift the needle".
  3. Model impact of options on proximate goals. In other words, what rate of change in proximate goals are you targeting and how much would it cost to implement the option you've identified?
  4. Model change in ultimate goals based on change in proximate goals. For example, if your average retained customer pays $1000 / month, a 1% increase in retention on 1000 new customers annually is worth $120,000 a year.
  5. Compare benefits to costs to find the RROI of each initiative. This is simply dividing the benefit achieved by the cost, similar to a conventional cost-benefit analysis. Use this rank to recommend the highest benefit:cost ratio first!

There's a fully worked example on page 5 of my KM4Dev paper about RROI, which is freely available online.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 20/05/2021 11:46 am, Jay Kreshel wrote:
Thanks for the reply. My boss EVP in Customer Success works on the executive staff. His discussions with the head of Marketing and Head of Sales. Their objectives are mostly around: 
  • Decreasing the amount of time our customers take to get value out of the application. 

  • Minimizing the misunderstandings for the sales team

  • Increasing customer retention. If we can get the Customer Success team to know all of the use cases around the products, they can share the whole value around the solution, thus increasing retention.

  • Increasing the ramp time for sales, CS. We will increase the pace of hiring and will need to help them to know about our product & industry in as a short period of time as possible.


We have been working for the past few months on new product releases and enablement for our customer-facing teams. We have technology, software, processes, & people that we have used to "appropriately" spread knowledge to the audiences, But, to your point, we have not been targeted in our approach. And we have not picked that key "Pain Point" that we should start with. 

Any thoughts as to which would be the highest reward with ease of implementation? to get that Bang for our early buck?

Jay. 

On Wed, May 19, 2021 at 6:15 PM Tom Short <tshortconsulting@...> wrote:

Who’s asking you to do it? Depending on where it’s coming from, it could reduce the emphasis placed on developing a complete value proposition for exec staff, at least in terms of a heavily quantifiable one. 

As for your approach, I’d start by trying to understand where the biggest gaps are that KM-type approaches might be able to bridge. Where are places where there is the most variance in performance among people doing similar types of work? Which processes have high variance of outcome? Which processes leverage the most amount of resource, either in terms of inputs or outcomes? 

By understanding this a bit more you’ll be in a good place to identify potential pain points that KM can address, and where the bang for KM buck is the greatest. 

If you’d like to read more about his type of approach check out this chapter I wrote on KM Lessons Learned: https://drive.google.com/file/d/0B4goA-zLqqvBZWFmNGVjZWQtZTRlMi00ZWMzLWIzNTUtNTBjZjkzMzM0Y2Y4/view?usp=drivesdk

(PS - after 20 years as a KM practitioner I retired and now work with tech startups in the Bay Area through an accelerator and via referrals). 

Good luck.
--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Quick Summary of KM Scope? #strategy #vision #metrics

David Graffagna
 

Stephen,

As I have mentioned, we're pretty early in our journey so we don't yet have enough history or evidence to say if either our survey or liaison efforts are (or will be successful). Having said that, our survey is bi-annual and comprehensive (e.g., half a dozen focused questions and a couple on demographics). And, it's a directed effort … we send the survey to our broad audiences, give them a 10 days - 2 weeks to complete then close it and review the input.

On the liaison front, the intent is not to formally "track it" but rather to use those interchanges as a way to stay connected, anticipate new or enhanced needs, and to get out in front of any issues. Fortunately, our audiences have been receptive and we welcome them challenging us with "how can you add value to my area?" type questions. Obviously some areas (and some individuals) more easily see the value than other areas … it would worry me if that weren't true. 

Best,

David


Re: Guidance for building KM in Hi-tech startup #startup

Tim Powell
 

Hi Jay,

 

I would say that in general this is a good plan – and that you are also getting sound advice from others on this list, who are among the best and brightest in the knowledge field.

 

I’m not sure your list is intended to be in priority order, but if so, I’d put 7 (business case) where 2 is now.  You need to address the WHY before the WHAT.  If you understand the knowledge value proposition from the top down, you’ll be way ahead of the many organizations who try to figure this out after the fact. 

 

Also I would explicitly address enterprise strategies, objectives, and goals that knowledge will directly support and enhance – as Steven has described.  “What does it do for us?” is the most important question senior leadership will have – and you need to have thought it through thoroughly and convincingly.

 

Be sure you use the metrics senior leaders already use -- not ad hoc metrics peculiar to knowledge.  For example, basic net present value ROI, which they will “get.”  I attach a short article about this – and there’s much more in my book The Value of Knowledge.

 

There’s also lots of content on the two sites linked below that may be helpful to you.

 

Good luck, and thanks for bringing in this group to share your challenges.

 

Cheers,

 

Tim

 

TIM WOOD POWELL | President, The Knowledge Agency® | Author, The Value of Knowledge |

New York City, USA  |  TEL +1.212.243.1200 | 

SITE www.KnowledgeAgency.com | BLOG www.KnowledgeValueChain.com |

 

 

From: <main@SIKM.groups.io> on behalf of Jay Kreshel <jkreshel@...>
Reply-To: "main@SIKM.groups.io" <main@SIKM.groups.io>
Date: Wednesday, May 19, 2021 at 8:44 PM
To: "main@SIKM.groups.io" <main@SIKM.groups.io>
Subject: [SIKM] Guideace for building KM in Hi-tech startup

 

I have been asked to look into knowledge management for our company, a Hi-Tech start-up doing Artificial Intelligence for finance organizations. 
I have been reading up on KM over the past week... sifting through the massive amount of articles, posts, and books.
I have come up with a plan to conquer my quest:

1.       Work with the executives to understand the value proposition for the km program

2.       Create a knowledge map of assets across the company & people

3.       Determine & Document how knowledge should flow: Document how knowledge is created, captured, organized, reviewed, shared, and used.

4.       Get buy-in and budget for the program

5.       List the core program Objectives

6.       Become smarter on knowledge management tools and approaches

7.       Create a business case with KM approaches, roles, budget, metrics, etc.

8.       Execute on each KM approach / program

FIRST, is my approach a good one?

SECOND: Can anyone direct me to previously created Business Plans, Value Proposition Slides, etc., that I can use to communicate with my executive staff?

THIRD: What other smaller Tech companies (hopefully in the Silicon Valley ) can I reference to mirror my program after for a starting point.

Thanks again to Stan for the response to my LinkedIn Request.

Jay.


Re: Guidance for building KM in Hi-tech startup #startup

Patrick Lambe
 

Has anyone here used Wardley maps in this kind of KM context? I suspect they would be useful in zeroing in on critical KM capabilities in relation to product and service deliverables. And the technique was originally developed in the context of startups/ high tech companies.

The challenge in this kind of situation is lack of deep understanding of how KM ecosystems work among the key stakeholders and so they might end up identifying KM initiatives that look like they might be useful in principle, but end up feeling like housekeeping measures and eventually run out of supportive steam. Wardley maps are meant to help teams dig into and zero in on critical capabilities in the value chain. I suspect the technique would be useful but haven’t seen explicit examples in a KM context. Anyone?


P

Patrick Lambe
Partner
Straits Knowledge

phone:  +65 98528511

web:  www.straitsknowledge.com
resources:  www.greenchameleon.com
knowledge mapping:  www.aithinsoftware.com


On 20 May 2021, at 2:53 PM, Stephen Bounds <km@...> wrote:

Hi Jay,

Sounds like you have a perfect case for undertaking a RROI (relative return on investment) evaluation.

From what you have said, you've already identified three key metrics to target, each of which is a clear proxy for an ultimate business goal:

  • Increased customer retention (proxy metric for increased revenue)
  • Higher sales conversion rate (proxy metric for increased revenue)
  • Decreased onboarding time for sales team (proxy metric for decreased cost of sales)

To complete an RROI evaluation, the basic stages are:

  1. Identify ultimate goals and create a method for valuing goal outcomes. This can be skipped, since it looks like you have a direct revenue goal. Some organisations (eg governments) need to assign a nominal dollar value another way, perhaps by looking at calculating lost client productivity.
  2. Identify proximate goals and options to target them. You have already identified the proximate goals, so the next step is to brainstorm a range of ways to "shift the needle".
  3. Model impact of options on proximate goals. In other words, what rate of change in proximate goals are you targeting and how much would it cost to implement the option you've identified?
  4. Model change in ultimate goals based on change in proximate goals. For example, if your average retained customer pays $1000 / month, a 1% increase in retention on 1000 new customers annually is worth $120,000 a year.
  5. Compare benefits to costs to find the RROI of each initiative. This is simply dividing the benefit achieved by the cost, similar to a conventional cost-benefit analysis. Use this rank to recommend the highest benefit:cost ratio first!

There's a fully worked example on page 5 of my KM4Dev paper about RROI, which is freely available online.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 20/05/2021 11:46 am, Jay Kreshel wrote:
Thanks for the reply. My boss EVP in Customer Success works on the executive staff. His discussions with the head of Marketing and Head of Sales. Their objectives are mostly around: 
  • Decreasing the amount of time our customers take to get value out of the application. 

  • Minimizing the misunderstandings for the sales team
  • Increasing customer retention. If we can get the Customer Success team to know all of the use cases around the products, they can share the whole value around the solution, thus increasing retention.
  • Increasing the ramp time for sales, CS. We will increase the pace of hiring and will need to help them to know about our product & industry in as a short period of time as possible.

We have been working for the past few months on new product releases and enablement for our customer-facing teams. We have technology, software, processes, & people that we have used to "appropriately" spread knowledge to the audiences, But, to your point, we have not been targeted in our approach. And we have not picked that key "Pain Point" that we should start with. 

Any thoughts as to which would be the highest reward with ease of implementation? to get that Bang for our early buck?

Jay. 

On Wed, May 19, 2021 at 6:15 PM Tom Short <tshortconsulting@...> wrote:

Who’s asking you to do it? Depending on where it’s coming from, it could reduce the emphasis placed on developing a complete value proposition for exec staff, at least in terms of a heavily quantifiable one. 

As for your approach, I’d start by trying to understand where the biggest gaps are that KM-type approaches might be able to bridge. Where are places where there is the most variance in performance among people doing similar types of work? Which processes have high variance of outcome? Which processes leverage the most amount of resource, either in terms of inputs or outcomes? 

By understanding this a bit more you’ll be in a good place to identify potential pain points that KM can address, and where the bang for KM buck is the greatest. 

If you’d like to read more about his type of approach check out this chapter I wrote on KM Lessons Learned: https://drive.google.com/file/d/0B4goA-zLqqvBZWFmNGVjZWQtZTRlMi00ZWMzLWIzNTUtNTBjZjkzMzM0Y2Y4/view?usp=drivesdk

(PS - after 20 years as a KM practitioner I retired and now work with tech startups in the Bay Area through an accelerator and via referrals). 

Good luck.
--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts



Re: Guidance for building KM in Hi-tech startup #startup

Stephen Bounds
 

Hi Jay,

Sounds like you have a perfect case for undertaking a RROI (relative return on investment) evaluation.

From what you have said, you've already identified three key metrics to target, each of which is a clear proxy for an ultimate business goal:

  • Increased customer retention (proxy metric for increased revenue)
  • Higher sales conversion rate (proxy metric for increased revenue)
  • Decreased onboarding time for sales team (proxy metric for decreased cost of sales)

To complete an RROI evaluation, the basic stages are:

  1. Identify ultimate goals and create a method for valuing goal outcomes. This can be skipped, since it looks like you have a direct revenue goal. Some organisations (eg governments) need to assign a nominal dollar value another way, perhaps by looking at calculating lost client productivity.
  2. Identify proximate goals and options to target them. You have already identified the proximate goals, so the next step is to brainstorm a range of ways to "shift the needle".
  3. Model impact of options on proximate goals. In other words, what rate of change in proximate goals are you targeting and how much would it cost to implement the option you've identified?
  4. Model change in ultimate goals based on change in proximate goals. For example, if your average retained customer pays $1000 / month, a 1% increase in retention on 1000 new customers annually is worth $120,000 a year.
  5. Compare benefits to costs to find the RROI of each initiative. This is simply dividing the benefit achieved by the cost, similar to a conventional cost-benefit analysis. Use this rank to recommend the highest benefit:cost ratio first!

There's a fully worked example on page 5 of my KM4Dev paper about RROI, which is freely available online.

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 20/05/2021 11:46 am, Jay Kreshel wrote:

Thanks for the reply. My boss EVP in Customer Success works on the executive staff. His discussions with the head of Marketing and Head of Sales. Their objectives are mostly around: 
  • Decreasing the amount of time our customers take to get value out of the application. 

  • Minimizing the misunderstandings for the sales team

  • Increasing customer retention. If we can get the Customer Success team to know all of the use cases around the products, they can share the whole value around the solution, thus increasing retention.

  • Increasing the ramp time for sales, CS. We will increase the pace of hiring and will need to help them to know about our product & industry in as a short period of time as possible.


We have been working for the past few months on new product releases and enablement for our customer-facing teams. We have technology, software, processes, & people that we have used to "appropriately" spread knowledge to the audiences, But, to your point, we have not been targeted in our approach. And we have not picked that key "Pain Point" that we should start with. 

Any thoughts as to which would be the highest reward with ease of implementation? to get that Bang for our early buck?

Jay. 

On Wed, May 19, 2021 at 6:15 PM Tom Short <tshortconsulting@...> wrote:

Who’s asking you to do it? Depending on where it’s coming from, it could reduce the emphasis placed on developing a complete value proposition for exec staff, at least in terms of a heavily quantifiable one. 

As for your approach, I’d start by trying to understand where the biggest gaps are that KM-type approaches might be able to bridge. Where are places where there is the most variance in performance among people doing similar types of work? Which processes have high variance of outcome? Which processes leverage the most amount of resource, either in terms of inputs or outcomes? 

By understanding this a bit more you’ll be in a good place to identify potential pain points that KM can address, and where the bang for KM buck is the greatest. 

If you’d like to read more about his type of approach check out this chapter I wrote on KM Lessons Learned: https://drive.google.com/file/d/0B4goA-zLqqvBZWFmNGVjZWQtZTRlMi00ZWMzLWIzNTUtNTBjZjkzMzM0Y2Y4/view?usp=drivesdk

(PS - after 20 years as a KM practitioner I retired and now work with tech startups in the Bay Area through an accelerator and via referrals). 

Good luck.
--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Guidance for building KM in Hi-tech startup #startup

Jay Kreshel
 

Thanks for the reply. My boss EVP in Customer Success works on the executive staff. His discussions with the head of Marketing and Head of Sales. Their objectives are mostly around: 
  • Decreasing the amount of time our customers take to get value out of the application. 

  • Minimizing the misunderstandings for the sales team

  • Increasing customer retention. If we can get the Customer Success team to know all of the use cases around the products, they can share the whole value around the solution, thus increasing retention.

  • Increasing the ramp time for sales, CS. We will increase the pace of hiring and will need to help them to know about our product & industry in as a short period of time as possible.


We have been working for the past few months on new product releases and enablement for our customer-facing teams. We have technology, software, processes, & people that we have used to "appropriately" spread knowledge to the audiences, But, to your point, we have not been targeted in our approach. And we have not picked that key "Pain Point" that we should start with. 

Any thoughts as to which would be the highest reward with ease of implementation? to get that Bang for our early buck?

Jay. 


On Wed, May 19, 2021 at 6:15 PM Tom Short <tshortconsulting@...> wrote:

Who’s asking you to do it? Depending on where it’s coming from, it could reduce the emphasis placed on developing a complete value proposition for exec staff, at least in terms of a heavily quantifiable one. 

As for your approach, I’d start by trying to understand where the biggest gaps are that KM-type approaches might be able to bridge. Where are places where there is the most variance in performance among people doing similar types of work? Which processes have high variance of outcome? Which processes leverage the most amount of resource, either in terms of inputs or outcomes? 

By understanding this a bit more you’ll be in a good place to identify potential pain points that KM can address, and where the bang for KM buck is the greatest. 

If you’d like to read more about his type of approach check out this chapter I wrote on KM Lessons Learned: https://drive.google.com/file/d/0B4goA-zLqqvBZWFmNGVjZWQtZTRlMi00ZWMzLWIzNTUtNTBjZjkzMzM0Y2Y4/view?usp=drivesdk

(PS - after 20 years as a KM practitioner I retired and now work with tech startups in the Bay Area through an accelerator and via referrals). 

Good luck.
--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Guidance for building KM in Hi-tech startup #startup

 

Who’s asking you to do it? Depending on where it’s coming from, it could reduce the emphasis placed on developing a complete value proposition for exec staff, at least in terms of a heavily quantifiable one. 

As for your approach, I’d start by trying to understand where the biggest gaps are that KM-type approaches might be able to bridge. Where are places where there is the most variance in performance among people doing similar types of work? Which processes have high variance of outcome? Which processes leverage the most amount of resource, either in terms of inputs or outcomes? 

By understanding this a bit more you’ll be in a good place to identify potential pain points that KM can address, and where the bang for KM buck is the greatest. 

If you’d like to read more about his type of approach check out this chapter I wrote on KM Lessons Learned: https://drive.google.com/file/d/0B4goA-zLqqvBZWFmNGVjZWQtZTRlMi00ZWMzLWIzNTUtNTBjZjkzMzM0Y2Y4/view?usp=drivesdk

(PS - after 20 years as a KM practitioner I retired and now work with tech startups in the Bay Area through an accelerator and via referrals). 

Good luck.
--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Guidance for building KM in Hi-tech startup #startup

Jay Kreshel
 

I have been asked to look into knowledge management for our company, a Hi-Tech start-up doing Artificial Intelligence for finance organizations. 
I have been reading up on KM over the past week... sifting through the massive amount of articles, posts, and books.
I have come up with a plan to conquer my quest:
  1. Work with the executives to understand the value proposition for the km program
  2. Create a knowledge map of assets across the company & people
  3. Determine & Document how knowledge should flow: Document how knowledge is created, captured, organized, reviewed, shared, and used.
  4. Get buy-in and budget for the program
  5. List the core program Objectives
  6. Become smarter on knowledge management tools and approaches
  7. Create a business case with KM approaches, roles, budget, metrics, etc.
  8. Execute on each KM approach / program

FIRST, is my approach a good one?

SECOND: Can anyone direct me to previously created Business Plans, Value Proposition Slides, etc., that I can use to communicate with my executive staff?

THIRD: What other smaller Tech companies (hopefully in the Silicon Valley ) can I reference to mirror my program after for a starting point.

Thanks again to Stan for the response to my LinkedIn Request.

Jay.


Re: Quick Summary of KM Scope? #strategy #vision #metrics

Stephen Bounds
 

No, that's great David -- you've identified a nice range of specific and broad metrics there, including internal and external reports.

If you don't mind me probing a little further:

  • What have you found works best for surveys? Periodic or ongoing (ie just having a self-survey form online for anyone to fill in)? Single questions or a more comprehensive effort?
  • Do you track your various liaison efforts (as you might in a CRM for more traditional customers)? Does it concern you if you identify an area that is neutral or hostile to your efforts, or are you just focusing on serving those receptive to your needs?

I am asking as much for the group as for myself. I think it's so important for everyone to hear real stories about how KM initiatives play out!

Cheers,
Stephen.

====================================
Stephen Bounds
Executive, Information Management
Cordelta
E: stephen.bounds@...
M: 0401 829 096
====================================
On 20/05/2021 12:14 am, David Graffagna wrote:

Stephen,

Great questions. I know from personal experience how changes in sponsors or leadership can impact KM initiatives so demonstrating value is key. It is also imperative to remain aligned as organizational goals change, new functions or areas of emphasis arise, or organization structure changes are implemented.  

Without getting into a lot of detail, we assess our KM success based on a number of things, some of which are specific to individual initiatives. For example:
  • User Perception/Customer Satisfaction … we regularly survey our end-user audiences on how and they are using KM, where they are finding the most value (e.g., what's the perceived value of our efforts/initiatives), what issues they are typically trying to solve with KM, where they would like to see changes/enhancements to our efforts, etc.
  • Direct Alignment with Business Unit & Functional Area Leadership … we have established liaison relationships with leadership from various areas of the business allowing us to: a) provide those leaders with insight into how people in their areas are using KM, b) continually align our efforts with their goals, c) ensure KM is getting more and more embedded in their work processes, d) identify new or expanding areas where we can offer support, etc.
  • Practical Measures … typical measures such as site visits and resource usage, content ratings, content/resource submissions, etc.
  • Tying to Leadership Reporting Vehicles … connecting some of our efforts directly into reporting tools used by leadership to assess projects (e.g., lessons learned as part of quarterly leadership reporting dashboard).
  • KM Mentions … a bit selfishly, we also follow when, where and how often KM is mentioned/referenced in a wide variety of communication vehicles (e.g., CoP discussions, business area presentations/town halls, intranet articles/posts, internal newsletters, etc.)
Not certain that answers 100% of your questions Stephen, but that is where we are 18 months into our journey.

Best,

David


Re: How do you answer the question: What is knowledge management consulting? #humor #consulting #definition

John Carney
 

This remains the gold standard for KM explanations for many of us  ;-)
Bw John 


On 17 May 2021, at 17:24, Tom Short <tshortconsulting@...> wrote:


<km-dilbert.gif>

--
-Tom
--

Tom Short Consulting
TSC
+1 415 300 7457

All of my previous SIKM Posts


Re: Quick Summary of KM Scope? #strategy #vision #metrics

Dennis Thomas
 

This thread has been an excellent learning experience.  Though we are a technology company, not consultants per se, we have honed two definitions that may be of value to this forum.  They are:

 Organizational Knowledge – The aggregate value of an organization’s workforce knowledge related to its strategies, structures, products, services, functions, procedures, tasks, and processes that employees, partners, and suppliers must know to accomplish organizational goals and objectives. What customers need to know to enhance their understanding and use of an organization’s products and services.

Knowledge Management (KM) – Coordinated activity of identifying if and where the cognitive knowledge of an organization exists, how it is used, and how that knowledge flows through the organization to optimize organizational goals and objectives.  KM is concerned with the overall development and alignment of operational, product, and service knowledge, workforce talent and skills, and workforce cultures.  KM is an umbrella term that includes Change Management, Training & Development, Learning & Development, Instructional Design, Lean, and ISO Quality Management.


Dennis L. Thomas
IQStrategix
(810) 662-5199

Leveraging Organizational Knowledge 


On May 19, 2021 at 10:15:03 AM, David Graffagna (davidgraffagna@...) wrote:

Stephen,

Great questions. I know from personal experience how changes in sponsors or leadership can impact KM initiatives so demonstrating value is key. It is also imperative to remain aligned as organizational goals change, new functions or areas of emphasis arise, or organization structure changes are implemented.  

Without getting into a lot of detail, we assess our KM success based on a number of things, some of which are specific to individual initiatives. For example:
  • User Perception/Customer Satisfaction … we regularly survey our end-user audiences on how and they are using KM, where they are finding the most value (e.g., what's the perceived value of our efforts/initiatives), what issues they are typically trying to solve with KM, where they would like to see changes/enhancements to our efforts, etc.
  • Direct Alignment with Business Unit & Functional Area Leadership … we have established liaison relationships with leadership from various areas of the business allowing us to: a) provide those leaders with insight into how people in their areas are using KM, b) continually align our efforts with their goals, c) ensure KM is getting more and more embedded in their work processes, d) identify new or expanding areas where we can offer support, etc.
  • Practical Measures … typical measures such as site visits and resource usage, content ratings, content/resource submissions, etc.
  • Tying to Leadership Reporting Vehicles … connecting some of our efforts directly into reporting tools used by leadership to assess projects (e.g., lessons learned as part of quarterly leadership reporting dashboard).
  • KM Mentions … a bit selfishly, we also follow when, where and how often KM is mentioned/referenced in a wide variety of communication vehicles (e.g., CoP discussions, business area presentations/town halls, intranet articles/posts, internal newsletters, etc.)
Not certain that answers 100% of your questions Stephen, but that is where we are 18 months into our journey.

Best,

David

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