toronto sharepoint business user group--harnessing chaos to drive innovation

Harnessing Chaos to Drive Innovation

Toronto SharePoint Business Users Group

April 25, 2012

Agenda

• Introduction

• Encouraging Innovation

• Process for organizing chaos and driving innovation

• Case Study

© Missing Puzzle Piece Consulting, 2012 2

Missing Puzzle Piece Consulting

Organizing Chaos: The key to success is focusing on people, process, and technology, not one, but all three and how the three integrate and work together to provide superior collaboration, business process, and decision making results for the organization.


Who am I?

• Stephanie Barnes

• Accountant and IT Management by education

• KM consultant by choice

• Chief Chaos Organizer at Missing Puzzle Piece Consulting, Knoco franchisee

• 4 yrs KM at HP

• 8+ yrs as consultant to a variety of companies including BMO, HSFO, Kodak, HP, Zenon Environmental, OSC, CIBC, ENEC

• Based in Toronto

4

BUT ENOUGH ABOUT ME…

© Knoco Ltd – all rights reserved

5

What are you using your SharePoint for?

• Centralized document repository

• User-editable content creation for internal information dissemination

• Project collaboration

• Very basic business automation

I N N O V A T I O N ?


INNOVATION


Innovation

• The introduction of something new or different.

• Creating, developing, accessing and rapidly deploying (new) knowledge.


How do you do this?


How to encourage innovation

1. Processes and events to capture ideas, knowledge, experiences

2. Supportive atmosphere 3. Encourage risk taking and experimentation 4. Promote openness between individuals and

teams--share knowledge and experience 5. Shared responsibility across the organization 6. Reward innovation and celebrate success 7. Look for imagination and creativity as well as

diversity when recruiting new employees


ENCOURAGING INNOVATION THROUGH KNOWLEDGE MANAGEMENT


Knowledge Management

Definition

• Connecting people to the knowledge they need to do their jobs whether that knowledge is tacit or explicit

• Includes activities as diverse as enterprise content management, lessons learned, peer assists, and communities of practice


How to encourage innovation using KM

1. Processes and events to capture ideas, knowledge, experiences

2. Supportive atmosphere 3. Encourage risk taking and experimentation 4. Promote openness between individuals and

teams--share knowledge and experience 5. Shared responsibility across the organization 6. Reward innovation and celebrate success 7. Look for imagination and creativity as well as

diversity when recruiting new employees


What KM activities are you going to choose to drive innovation?

Processes and events to capture ideas, knowledge, experiences Promote openness between individuals and teams--share knowledge and

experience • Business driven action learning • Coaching and mentoring • Communities of practice • External assessment and benchmarking • Knowledge capture from projects • Knowledge exchange • Knowledge harvesting from individuals • Lessons learned • Peer assists • Project learning • Training


Approach


People

Process Technology

Business-IT Alignment


Which techniques to pick?

• What problem are you trying to solve?

• What challenge are you trying to overcome?


Chaos Organized


Collect:

•Business Processes

•Information Flows

•Organization Strategy and Plan

•IT Strategy and Plan

•Change Mgmt

Analyze:

•Human, Social, and Intellectual Capital Best Practices

•Change Mgmt

Resolve:

•Policies

•Knowledge & process flows

•Metrics

•Strategic Goals

•Governance

•Change Mgmt

Select technology

•Change Mgmt

Design/ Develop/ Test

•Change Mgmt

Implement

•Change Mgmt

•Processes

•Metrics

Use

•Change Mgmt

Evolve

•Change Mgmt

Knowledge Management Roadmap


Business Intelligence/ Data Warehouse

Co

nte

xt

Organization/ Enterprise

Group/team

Individual

Scan, Map

Capture, Create

Package, Store

Share, Apply

Transform, Innovate

Learning Management/eLearning

ECM Component Content

Management Portal

Records Management

Document Capture

Communities of Practice, Expertise location

Social Media

Adapted from: Knowledge Managements by Despres and Chuvel, Journal of KM, vol 3, no. 2 1999, p119.

Innovation Supporting Technology

Collaboration

CRM, Contact Centre, Incident Management/Helpdesk

eDiscovery

Search


KM processes to drive innovation

Processes and events to capture ideas, knowledge, experiences Promote openness between individuals and teams--share knowledge and

experience • Business driven action learning • Coaching and mentoring • Communities of practice • External assessment and benchmarking • Knowledge capture from projects • Knowledge exchange • Knowledge harvesting from individuals • Lessons learned • Peer assists • Project learning • Training


Change Management (People)

• Communication Plan

• Training and Education Plan

• Stakeholder management

All three will need to be updated/evolved as the program progresses


Collect:

•Business Processes

•Information Flows

•Organization Strategy and Plan

•IT Strategy and Plan

•Change Mgmt

Analyze:

•Human, Social, and Intellectual Capital Best Practices

•Change Mgmt

Resolve:

•Policies

•Knowledge & process flows

•Metrics

•Strategic Goals

•Governance

•Change Mgmt

Select technology

•Change Mgmt

Design/ Develop/ Test

•Change Mgmt

Implement

•Change Mgmt

•Processes

•Metrics

Use

•Change Mgmt

Evolve

•Change Mgmt

Knowledge Management Roadmap


CASE STUDY


Multinational fast moving consumer goods (FMCG) company

• The situation: the company operates in the fast moving consumer goods market, products like, snack foods, toothpaste, and other grocery and toiletry items. Their success in industrialized countries was not translating to the new markets in the developing economies like China, India, and Russia.

• The decision: the Community of Purpose programme started off focused on the people and process side of the equation. The technology focused on connecting people to people to share experiences (a social application before social was common)

• The result: In the first five years that the programme existed sales in the small retail sales channel in the 12 emerging markets trebled, while profits more than doubled. In the 10 years the program and supporting technology have been in place more than $1 billion have been added to the bottom line.


Harnessing Chaos to Drive Innovation

Thank You!


toronto sharepoint business user group--harnessing chaos to drive innovation

Education

design develop

encourage

practice external

knowledge

experiences

benchmarking

promote openness

encourage