1 / 24

The BT Approach to KM

The BT Approach to KM. Practical Methods for Creating and Measuring Knowledge Value. Paul Riches BT Consulting. Measuring Knowledge Value. BT Background Creating knowledge value Problems of measuring complex interactions BT KM case studies and how we measured the value

cleta
Download Presentation

The BT Approach to KM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The BT Approach to KM Practical Methods for Creating and Measuring Knowledge Value Paul Riches BT Consulting

  2. Measuring Knowledge Value • BT Background • Creating knowledge value • Problems of measuring complex interactions • BT KM case studies and how we measured the value • A practical framework for measuring the contribution of KM technology investment to strategic goals • Releasing value through barrier assessment

  3. Complex World BT BT Retail BT Wholesale BTopenworld BT Ignite

  4. Creating Knowledge Value Increasing returns on information and knowledge Value created on use Ways of creating potential knowledge value: • Systematically scanning the environment • Building and developing capabilities • Systematically managing innovation • Enabling and fostering collaboration • Integrating and delivering content in context • Linking disparate, but logically connected knowledge across boundaries

  5. The Faithful The Accountant Why Measure? Reasons for measuring KM initiatives: • To monitor performance and make adjustments • To prove a ROI • To monitor reduction of identified barriers • To identify the wider contribution to strategic goals

  6. Measuring Complex Interactions • Benefits of KM are often emergent across business units • Value is often added in non-linear and complex chains of activity that are not open to direct measurement • Ways of reducing risk: • case studies • modelling processes • pilot projects • readiness and barrier assessment • transition planning…

  7. BT Case Studies • Intellact – scanning for change • BT Ideas – capturing innovation • KnowledgeNet – integrating information

  8. Intellact – Complex Value Add Market Research Solution Research News on Customer’s Industry Informed conversation with customer Information on BT products and services News on Customer Customer more likely to buy Sales Scenario

  9. Intellact - Benefits • Better understanding of competitive environment - 86% • Better understanding of customers - 80% • Time saving - 62% • Increasing revenue - £1m+ x 14 respondents • Cost savings - £12.8 million Results from recent internal survey

  10. Intellact - Measures • Pan-BT annual user survey • Anecdotal evidence • Benefits • Stories • Benchmarking against previous surveys • Feedback on specific services • Usage

  11. BT Ideas - Process • Ideas entered by suggestor on web form • BT Ideas team compares idea with database of previous ideas for originality and to find a home for the idea • Idea sent for evaluation • Progressed by tracking system • Idea accepted/rejected • One year after implementation... • Benefit assessment • award made (10% of benefit, up to £25,000)

  12. BT Ideas - Benefits • Encourages the creation and capture of good ideas throughout the organisation • Delivered £85m in cost savings in 2001 • Created new revenue streams through ideas for new services • Improves customer and employee satisfaction

  13. BT Ideas - Measures • Reviewed 1 year following implementation • Based on business case • Suggestor rewarded if case proved • Report 1st year savings only • No attempt to measure contribution to intangibles (e.g., customer satisfaction)

  14. KnowledgeNet

  15. KnowledgeNet – Value Add Prospect Process People from relevant prospects Access to elearning on product or service Information from relevant prospects Product or service specifications Relevant case studies Prospect more likely to be successful Sales Scenario

  16. KnowledgeNet - Benefits • Adds value by integrating information within sales process • Improves qualification of prospects • Improves client and prospect management • Improves knowledge sharing within sales force • Increased closing ratio by 28%

  17. KnowledgeNet - Measures • Driven by key business priority • Difficult to isolate contribution from other initiates • Assumptions of contribution • Correlation between Help to Win use and benefits • Systematic indirect measures: • Monitor usage • Monthly satisfaction surveys • Anecdotal feedback

  18. Goals & Objectives Benefits & Outcomes Complexity Change Measures KM Initiatives Measurement Framework Strategy Contribution Barriers KM Investments

  19. Measurement Framework

  20. Barrier Assessment

  21. Thank You Paul Riches +44 (0)1977 596 714 paul.riches@bt.com

More Related