ROI
NOW OBVIOUS IN AUSTRALIAN TELECOMMUNICATIONS GIANT
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D E B R I E F
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Telstra
has done well to get static information databases in place. We
call these also 'knowledge portals.' But someone may ask...
what difference is that to having given manuals to our sales people
for the last 30 years ?
(i)
wider accessability to diverse databases, including to
field staff.
(ii) quicker accessability to the right information because
of good search functions.
(iii) more current information because of editing functions.
Telstra in addition consults
their internal customers before, during and after a 'launch.'
They have regular database tools revision periods. This is distinctive.
Designing something consumes vast tracks of time that little time
is left evaluating our efforts. Many databases are rarely improved
on because they are not evaluated for their effectiveness after
the initial launch. Telstra's proactive approach with its staff
means that staff's real needs are being sought and addressed.
This is not a top-down enforcement model as many databases tend
to be... it is customer responsive. Result ? Your customers feel
like their needs are considered and can see clear examples of
that... thus... they are sold on using the databases to the next
level.
But... knowledge management is not about developing sophisticated
libraries. This is a minor part to knowledge management....all
we have so far is data management. Telstra has a head start over
others but it has a long way to go. When staffers see the KM tools
as basicly manager-driven syllabuses to staffers there will
never be knowledge sharing !!! Basicly, most KM initiatives
in organisations are sophisticated standard operating procedure
libraries. It is a STATIC PUSH DOWN model. We have done nothing
really different from the traditional memos and manuals. True
knowledge sharing happens when you don't just freely inform your
staff (manager-controlled) as can be inferred from Telstra's activities.
Sharing happens when staff are trusted to be the primary editors
of the databases !!!
Enter two new co-existing workplace tools :
1. 'Content management'...
putting document editing into selected operation staff as quality
gate keepers. If you are large enough have specialist 'knowledge
officers.' Never done before in history of business until recently.
Payoffs are enormous. and....
2. 'Communities of practice' ...
getting staff to decide their knowledge strategies and provided
within 24 hours online and face-to-face reciprocal sharing of
hot insights... all streamed to content managemen- assigned representative.
This is a winning combination.
Result ? Systematic peer-to-peer learning... not so
much manager-to-peer learning. And it can now be done for a few
thousand US dollars to offices of 50 or more staff.
Michael
did not go far enough in explaining why when we share our hard-fought
insights... everybody does win. In a motivated team of twenty...
for every three gems you share... you get (19x3) 57 gems back
!!! Do you see the consequences of your contributions. That is
over 50 more than you would have ever got to become a better performer.
It is a simple choice. Do you want to be 50 gems richer or 50
gems poorer ? I'll take the 50. Companies need to sell the true
benefits individual employees experience when 'proactive sharing'
takes place.
Telstra
sounds like they have partly organised their masses of written
documents in a presentable online format. A huge undertaking.
They have tapped into 20 % of knowledge management's power. It
is a start...the next phase is not too far off.
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HUMAN LEARNING -
NATURAL DRIFT TO LOOSE COMMUNITIES OF PRACTICE
