Addressing factors that restrict success

of KM Programs
A Perspective

By Ankit Verma
KM program is not able to hold true
to its vision despite…
 Knowing it’s the right thing to do
 Enjoying full support of management
 Employing finest resources
 Having strong technology support
What's missing?
 Strong value proposition
A question we cant help ask ourselves again and
again….

2
Why are the results slow?
We followed the laid down procedure yet the desired (envisioned) result eludes us.

We did it all right!! Dint we!!

• We have the best available talent(People)
• We have the finest processes in place(Process)
• We have employed the best in class
technology(Technology)

Why is it not happening??

We did everything by the book!!!

3
What are these problems?
Lets try to comprehend some of the major issues

• Inadequate traction with the intended users

• Content creation/updating is getting tedious
• Repositories are content graveyard. Content is not
being utilized as envisioned
• Information Silo formation within verticals
• Transparency and visibility is low within the
organization

4
Lets take a step back
And be more myopic to the problems while we
contemplate possible corrective steps…

5
KM Checkpoints
Urgent need to focus on creation of KM checkpoints. These checkpoints serve as eyes and ears of the program.
What are these checkpoints
• These checkpoints are areas made visible to KM
representatives.
• They are usually in form of access to various
processes within the organizational structure like
work flows, pipelines, SAP, Time management
applications, and other related applications that are
used for governance and monitoring
How we create them
• We designate KM single point of contact (SPOC) in
different workgroups/ verticals/project teams utilizing
the managements assertiveness for the program
• Train those SPOCS on KM practices
• Define their responsibilities to the KM program
Why we need it
• We cant control what we cant measure
• To understand the penetration of KM culture within
the organization we need to have some level of
visibility in workflows, hours usage, sales pipelines,
project pipelines, monitoring mechanisms etc.
• To generate data to identify and analyse the problem
at hand
Impact
• Direct impact to development and automation of
content onboarding process
• Helps ease up the tedious process of content curation
• Increases KM footprint across functions
6
Dashboards
Amalgamation of information on a single page platform for ease of comprehension. Usually a one page summary of
the available data on the subject
What are these dashboards
• Content dashboard would be data placed in
structured format representing different stages of
content curation
• Analytics dashboard would represent information
retrieval patterns through navigation clicks data
• Pipelines developed for various functions with
interconnected features to act as KM enablers
How we create them
• Dashboards are created using standard technologies
currently in use within the organization
• Data points are fed via SPOC’s/analytics/content
• Data points are created by analysing the
processes(case by case)
Why we need it
• Imparts ability to identify bottleneck areas
• Helps contemplate possible solutions
• Understand lags and define methodologies to
address them
Impact
• Greatly impacts the visibility of the function
• Cornerstone in identifying best practices within the
organization
• Acts as a enabler to drive the program
7
Thought Leadership
Sharing platform where well curated ideas are share across the board from a range of verticals/functions. Helps share
the expertise or insights developed by the organization.
What are these thought leaderships
• Expertise sharing platforms where one page
summary is published on a specific problem or
domain
• Domains experts from within the organization share
their insights
How we create them
• Defining topics through extensive survey of higher
management
• Develop a curation team that helps summarize the
idea by working closely with the experts
Why we need it
• Enables visibility of firms expertise
• Shares the development vision with levels of
management across the matrix
• Serves as a central place for leadership to converge
• Encourages development of domain expertise within
the organization
Impact
• Develops channels of communications across the
verticals/functions(silos)
• Develops traction with management matrix
• Serves as a convergence point for higher
management to identify market trends
8
Parallel Efforts
Identifying some last mile connectivity issues
and their resolutions

9
Content Curation
Development of a content curation team to manage the content curation and onboarding process. Development and
maintenance of platforms and effective analytics to identify trends

What Why we need it

• Content curation and onboarding • Governance structure is required to maintain the
content quality standards
• Analytics to identify the usage patterns
• Analytics help identify focus areas to increase traction
• Platform to be tweaked to be used as a sharing
platform(develop methods to share information • To enable intuitive search capability within the
parallel to emails) intranet
• Tagging of content to enable more efficient internal
search capability

How we create them Impact

• Work with the existing governance mechanism • Maintains quality of content
• Define processes and mythologies based on • Strengthens internal search capability of the intranet
information flow

10
Moving forward…
With the program reaching a level of maturity, there
are new challenges that needs to be addressed

• Taxonomy
• Risk Compliance and governance
structure
• Regulatory compliance and governance
structure
• Access privilege governance matrix
• Clearly defined KM Visions
11
 Insert or Drag & Drop your photo

Large image
“Random Suggestion”

Multi prong approach is essential

An added summary often greatly enhances the
to achieve superior
keyword searchoutcome
documents
capability of the embedded
Multiple parallel programs serve as effective pilots in
improving the overall effectiveness
Source :- https://www.isdb.org/publications?category=All&year=All&page=6

12
Large image

Multi prong approach is essential

to achieve superior outcome
Multiple parallel programs serve as effective pilots in
improving the overall effectiveness

13
 Large image

Identify inefficiencies
Often seemingly insignificant broken links greatly effect the efficiency of the entire system.
Such areas are to be identified and rectified. 14
Essential factors to always keep in mind
Effective KM has to always keep following factors into consideration

• Demographics
• Age
• Gender
• Lifestyle
• Income
• Psychographics
• Beliefs
• Personality
• Motivation
• Challenges (What keeps them up
at night)
• Goals
• Barriers 15
ThankYou
Ankit Verma
+91 8130110292
ankitverma.master@gmail.com
Designed for IsDB use

16