Knowledge Management Strategy and Core Implementation Programme for a human resource development and transformation consultancy

The organisation had been in business for an extended period of time, had experienced rapid growth and sought to connect the various parts of the organisation in a meaningful, efficient and effective manner. Multiple value propositions, key-man dependencies, no formal documentation of methods, approaches, models and processes, meant that the organisation was at risk of losing the value propositions upon which it depended. 

 

Communication was highlighted as a concern, as there were pockets of communication lines which were not filtering across the organisation. The business was filled with exhausted improvisers – i.e., minimal use of technology, processes not streamlined, documented or communicated.

 

A Core Programme was run for a period of two years wherein a group of young leaders contributed to the design, development and implementation of a central knowledge strategy that included the following:

 

  • Designing an organisation ecosystem that communicated the values, vision and purpose of the organisation.
  • Designing business unit processes and identified skill gaps.
  • Designing an information management framework.
  • Designing an innovation management framework.
  • Designing a performance management framework.
  • Designing a bespoke technology with workflows to automate processes.

 

How we helped their business grow:

 

  • A collaborative organisation that connected to the Core Values and Vision.
  • Clear communication processes that included all parties at all levels, including clients.
  • Development of a group of young leaders who influenced their teams through viral change and assisted the organisation to reach their strategic goals.
  • Development of processes to support value propositions.
  • Design and development of a bespoke technology to support the organisation.
  • Development of an innovation process to filter ideas and develop where applicable.
  • Knowledge transfer between key individuals.
  • Integrated business units working collaboratively to solve client problems.
  • Improved communication across the organisation.
  • Accountability for the values and vision of the organisation on behalf of all its members.
  • Integrated solutions being put in place.
Pathology and biotechnology industry

Case background:

 

Knowledge Management Strategy for a diagnostic services company in the pathology and biotechnology industry.

 

Key business challenges:

 

Our client had experienced exponential growth over their ten year tenure, resulting in increased products and services, and subsequent requirements for 24/7 access for employees to critical information, flexible yet robust processes, secure repositories for customer information, documentation and intellectual property.

 

Despite the business being highly successful, key-man dependencies were impacting the efficiency of business-as-usual activities.

 

Approach: 

 

Stage 1: Strategic workshop unpacking the knowledge capital landscape.

Stage 2: Knowledge Strategy Programme that focused on the following areas:

 

Document and Content Management, including:

  • Drafting an organisational taxonomy.
  • Investigating technology options.

 

Streamlining processes and ways of working, including:

 

  • Human resource processes.
  • Performance measurement processes.
  • Customer data management processes.

 

Running a Core Programme

 

  • Changing knowledge behaviour around the sharing of information.
  • Knowledge transfer techniques.
  • Mentoring individuals around a work life canvas.

 

How we helped grow their business: 

 

  • Critical processes were documented.
  • Human Capital Framework implemented, including organisational policies, job descriptions and KPIs.
  • Document management strategy implemented.
  • The management team became less operational and were able to focus on more strategic areas.
  • Risk management in terms of key man-dependencies.
  • Improved knowledge sharing behaviour between employees.
Organisational development and applied research consultancy

Case background:

 

Knowledge Management Strategy and Core Implementation Programme for an organisational development and applied research consultancy.

 

Key business challenges:

 

The organisation operated primarily in a virtual environment but growth in the organisation required greater collaboration between team members. An innovative value proposition that helped organisations solve complex problems through narrative, meant that the organisation had designed and developed various methodologies and approaches. The challenge the organisation faced was that it had:

 

  • Masses of intellectual property (IP).
  • No reuse of existing value propositions
  • No formal innovation process to identify areas to work on.
  • Virtual working was a challenge for new members of staff who had no previous working experience.

 

We conducted a Knowledge Discovery Programme, unpacking the organisational landscape and especially the behaviour of individuals.

 

Rollout of a Core Programme that included:

 

  • Mentoring for junior team members and development of Work Life Canvases.
  • Influencing the team to use a central database with taxonomy, tried out different technologies and adoption of technology.
  • Experimenting with various social collaboration technologies, e.g., Socialcast, Podio, Yammer.
  • Conducting in-depth product review and analysis.
  • Developing marketing and communications collateral.
  • Developing branded templates.
  • Developing processes to support product types.

 

How we helped their business grow:

 

  • Collaborative use of a centralised document management portal.
  • Streamlined value proposition with supporting collateral for reuse and marketing purposes.
  • Innovation process to test ideas for market value.
  • Employees were more engaged and “looked after” in a virtual environment.
  • Improved virtual working environment.
  • More focus on relevant product areas.
  • Identified the value of their knowledge assets.
  • Improved the overall knowledge landscape within the business.
SharePoint 2013 implementation for the local finance division of an international healthcare

Case background:

 

SharePoint 2013 implementation for the local finance division of an international healthcare, consumer lifestyle and lighting technology company (2015/16).

 

Key business challenges:

 

With finance divisions in three countries, our client needed a central platform for employees to share documents and collaborate. There was also a problem with knowledge retention, as employees would save documents on their local PCs, USBs, and a local drive.

 

There was a large staff turnover at this point due to company restructuring.

 

In order to address these issues, the Knowledge Capital team developed two SharePoint portals through:

 

Designing a site taxonomy (metadata etc.):

  • Designing (in terms of structure and look and feel) and building the actual SharePoint platform.
  • Creating permissions groups.
  • Creating workflows to automate some of the more important manual processes.
  • Creating a calendar service to inform employees about daily tasks.
  • Dashboard reporting.
  • Content migration.
  • Training.

 

How we helped their business grow:

 

This portal became employees’ first port of call, as it contained all the artefacts required to complete their work from processes, to policies, to KPIs broken down by value chain.

Collaboration between finance teams based in different countries.

Improved information security structure based on permissions.