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Creating Strategic Alignment Across a Large, Complex Enterprise

Creating Strategic Alignment Across a Large, Complex Enterprise. Lala Mamedov, Intuit David Kay, DB Kay & Associates. AGENDA. The business context and challenge The KM community of practice What we did, how we did it, and what we learned Outcome Next Steps. BUSINESS CONTEXT.

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Creating Strategic Alignment Across a Large, Complex Enterprise

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  1. Creating Strategic AlignmentAcross a Large, Complex Enterprise Lala Mamedov, Intuit David Kay, DB Kay & Associates

  2. AGENDA • The business context and challenge • The KM community of practice • What we did, how we did it, and what we learned • Outcome • Next Steps

  3. BUSINESS CONTEXT

  4. Who is Intuit? • America’s most trusted name in tax software • #1 best selling tax software year after year • More federal returns e-filed with TurboTax than all other consumer tax software combined • #1 rated by the Wall Street Journal • #2 best selling software in the U.S. after TurboTax • More than 14 million users • Over 75% U.S. retail segment share • Over 70% brand awareness in households with PCs • >85% U.S. retail segment share • 7 million U.S. small businesses use QuickBooks • #1 payroll service

  5. How Intuit Develops Products Deeply understand people’s real behavior and real pain points Watch people and then build tools that work the way they work Create solutions that help them make better decisions and feel more confident Launch & learn then revise based on observing users’ behavior Customer Driven Innovation Find The Important Customer Problem Today That We Can Solve Well

  6. Intuit Ecosystem Approach • Nine Business Units focusing on specific "Me" • Customer experience optimized for users of the product – not for users across the company • Portfolios of services: need to present One Intuit 

  7. KM Challenge at Intuit • Shared vision that KM was strategically important... • Each group was solving the KM challenge in a very creative and innovative way – but its own way • Little in common • Customer experiences • Agent competencies • Processes • Technologies • Measurement frameworks Photo credit: nerovivo (Creative Commons)

  8. THE KM COMMUNITY OF PRACTICE

  9. Burning Platform? • Increase customer delight • Prepare for the new models of support • Improve the bottom line “Better answers faster”  

  10. The Solution: KM CoP What: Cross-Business Community of Practice sponsored by a senior leader • Mission: • Build social architecture supported by performance and reward system to enable the creation, communication and application of knowledge to achieve business goals Photo credit: ewiemann (Creative Commons)

  11. Measurable Outcomes for CoP • Identified critical competencies, capabilities, and mindsets • Established common framework of people, process, and tools • Defined performance metrics, performance standards, and terminology

  12. Why Our Work Was Cut Out For Us We had at least three failed attempts at KM in the past five years… Our incidents are all unique We are world-class in designing innovative online support experience…but no KB We do everything exactly right – but the other members of our ecosystem don’t

  13. What We Did

  14. 1. Engaged Executives We need a clear strategy: people, process, technology We need to become One Intuit • Individual meetings • Open-ended discussion guide • Business goals • Hopes for KM • Pain points • Concerns • Coaching • Used to align; dispel myths We have a sense of urgency and a bias towards action Different business units are in very different places The nature of our work is changing Outcome: positive anticipation; commitment of staff

  15. 2. Built on Proven Practices Technology Analytics / Measures • Extensive questionnaire • Each group completed,in detail • Analysis • Readiness • Innovationsto reuse • Group readout Leadership Contribute / Maintain • PPD Operational Profile Store, Deliver, & Reuse Customer Engagement About Your Business Compe-tencies Outcome: people knew we were open to their ideas (no “NIH”). We harvested some really great ideas!

  16. 3. Organized Around Deliverables Outcome: Clear visibility to the finish line;logically structured, manageable chunks of work

  17. 4. Distributed Leadership; Self-Organized • Six total activities • Two parallel tracks • Approximately 3 weeks per deliverable • Leaders volunteered • Role / expertise, or interest / desire to help • Team members volunteered • Often, they needed to implement the practice • Managers: this is your day job Outcome: People worked on what was interesting and urgent; had opportunities for leadership, visibility

  18. 5. Used a Face to Face Kickoff • Hard, hard, HARD!…but worth it • Official agenda • Scope • Work planning • PPD readout • Controversies • Unofficial agenda:create a team Photo credit: Office Now (Creative Commons) Outcome: Quickly dealt with rat-hole issues. More “us,” less “them.” Common vision. Accountability.

  19. What Would We Do Differently? • Better near-term follow-through • Self-assessmentand planning tool: don’t just offer it, facilitate the use of itBe more explicit:“do this next.” • Use teleconferencingcapability more • Create an executivesummary deliverableas we went

  20. Self-Assessment and Planning Tool

  21. OUTCOMEs

  22. Shared Guiding Principles • Knowledge management is the core job of support • Capturing and creating • Improving and updating • Sharing and reusing • Knowledge is created and captured at every level, including the frontline • People are rewarded based on their contribution to the shared knowledge system • The Intuit KM Framework is built on the foundation of Knowledge Centered Support (KCS), an industry best practice for KM Photo credit: dans le grand bleu (Creative Commons)

  23. Tangible Deliverables Intuit KM Framework – a detailed playbook of six core elements INTUIT KM FRAMEWORK Compiled requirements for enterprise-wide KM tool and completed vendor selection process Redefined support agent competencies, published new job descriptions with knowledge creation requirement for each level

  24.  Intangible Deliverables • Sense of community • Regular CoP meetings to share challenges and successes • Available KM Mentors – people who worked on each section can share best practices with other teams • KM CoP is recognized as a success story and will be used as a blueprint for future cross-BU initiatives

  25. WHAT'S NEXT

  26.  Next Steps for KM and Intuit  • Applying the Framework to two initial groups • KM tool implementation based on the Framework • Other groups are already lining up • Sustain community as members cycle in and out • Evolve the Framework with new learnings • Take it beyond Support

  27. Lessons Learned: Change Management • Establish common understanding with key leaders: what success will look like • Answer simple question: what it all boils down to • Define specific outcomes early • Find out what already wors (PPD) • Self-organized team: people with passion or pain (or both) – then negotiate to make this part of their day job • Break out massive project into small chunks, have small groups work in parallel

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