KM slides

• http://www.authorstream.com/Presentation/marincik_13-346270-knowledge-management-systems-education-ppt-powerpoint/
• http://www.authorstream.com/Presentation/naveen.talanki-179385-knowledge-management-system-km-naveen-education-ppt-powerpoint/
• http://www.scribd.com/search?cat=redesign&filetype=ppt&q=knowledge+managment+tools&sa.x=0&sa.y=0
  

Developing a knowledge management strategy » Step Two Designs, James Robertson

Developing a knowledge management strategy » Step Two Designs, James Robertson:

http://www.steptwo.com.au/papers/kmc_kmstrategy/index.html

Developing a knowledge management strategy

Written by James Robertson, published August 2nd, 2004

Categorised under: articles, knowledge management

Organisations are facing ever-increasing challenges, brought on by marketplace pressures or the nature of the workplace.

Many organisations are now looking to knowledge management (KM) to address these challenges. Such initiatives are often started with the development of a knowledge management strategy.

To be successful, a KM strategy must do more than just outline high-level goals such as ‘become a knowledge-enabled organisation’.

Instead, the strategy must identify the key needs and issues within the organisation, and provide a framework for addressing these.

This article provides an approach for developing a KM strategy that focuses strongly on an initial needs analysis.

Taking this approach ensures that any activities and initiatives are firmly grounded in the real needs and challenges confronting the organisation.

The need for knowledge management

There are a number of common situations that are widely recognised as benefiting from knowledge management approaches.

While they are not the only issues that can be tackled with KM techniques, it is useful to explore a number of these situations in order to provide a context for the development of a KM strategy.

Beyond these typical situations, each organisation will have unique issues and problems to be overcome.

A KM strategy must address the real needs and issues

Call centres

Call centres have increasingly become the main ‘public face’ for many organisations. This role is made more challenging by the expectations of customers that they can get the answers they need within minutes of ringing up.

Other challenges confront call centres, including

• high-pressure, closely-monitored environment
• high staff turnover
• costly and lengthy training for new staff

In this environment, the need for knowledge management is clear and immediate. Failure to address these issues impacts upon sales, public reputation or legal exposure.

For more on this, see the article Knowledge management for call centres.

Front-line staff

Beyond the call centre, many organisations have a wide range of front-line staff who interact with customers or members of the public.

They may operate in the field, such as sales staff or maintenance crews; or be located at branches or behind front-desks.

In large organisations, these front-line staff are often very dispersed geographically, with limited communication channels to head office. Typically, there are also few mechanisms for sharing information between staff working in the same business area but different locations.

The challenge in the front-line environment is to ensure consistency, accuracy and repeatability.

For more on this, see the article Knowledge management for front-line staff.

Business managers

The volume of information available to business management has increased greatly. Known as ‘information overload’ or ‘info-glut’, the challenge is now to filter out the key information needed to support business decisions.

The pace of organisational change is also increasing, as are the demands on the ‘people skills’ of management staff.

In this environment, there is a need for sound decision making. These decisions are enabled by accurate, complete and relevant information.

Knowledge management can play a key role in supporting the information needs of management staff. It can also assist with the mentoring and coaching skills needed by modern managers.

The loss of key staff can have a major impact

Aging workforce

The public sector is particularly confronted by the impacts of an aging workforce. Increasingly, private sector organisations are also recognising that this issue needs to be addressed if the continuity of business operations are to be maintained.

Long-serving staff have a depth of knowledge that is relied upon by other staff, particularly in environments where little effort has been put into capturing or managing knowledge at an organisational level.

In this situation, the loss of these key staff can have a major impact upon the level of knowledge within the organisation.

Knowledge management can assist by putting in place a structured mechanism for capturing or transferring this knowledge when staff retire.

Supporting innovation

Many organisations have now recognised the importance of innovation in ensuring long-term growth (and even survival).

This is particularly true in fast-moving industry sectors such as IT, consulting, telecommunications and pharmaceuticals.

Most organisations, however, are constructed to ensure consistency, repeatability and efficiency of current processes and products. Innovation is does not tend to sit comfortably with this type of focus, and organisations often need to look to unfamiliar techniques to encourage and drive innovation.

There has been considerable work in the knowledge management field regarding the process of innovation, and how to nurture it in a business environment.

Organisational environment

Every organisation has a unique environment, defined by factors such as:

• purpose and activities of the organisation
• overall strategic direction
• organisational culture
• size of the organisation
• geographic spread
• staff skills and experience
• organisational history
• available resources
• marketplace factors

For this reason, each organisation has a unique set of needs and issues to be addressed by knowledge management.

It is easy to jump into ’solutions mode’, recommending approaches such as communities of practice, storytelling, content management systems, and much more.

While these approaches may have widespread success in other organisations, they will only succeed in the current environment if they meet actual staff needs.

In practice, organisations are littered with well-meaning but poorly targeted knowledge management activities. In many cases, these failed because they simply didn’t address a clear, concrete and imperative problem within the organisation.

This is now recognised as one of the ‘critical success factors’ for knowledge management: identify the needs within the organisation, and then design the activities accordingly.

Avoid jumping directly into ’solutions mode’

Developing a KM strategy

There are many approaches for developing a knowledge management strategy, each supported by a holistic model of KM processes.

Developing a knowledge management strategy

These can be classified into two main approaches:

• Top-down

  The overall strategic direction of the organisation is used to identify the focus of the knowledge management initiative. This is reflected in a series of activities designed to meet this broad goal.

• Bottom-up

  Research is conducted into the activities of staff involved in key business processes. The findings of this research highlights key staff needs and issues, which are then tackled through a range of knowledge management initiatives.

Each of these approaches has its strengths, and in practice, a success KM programme must encompass both.

This article presents a model that focuses strongly on the needs analysis activities with staff, to drive a primarily bottom-up strategy, as follows:

1. Identify the key staff groups within the organisation. These groups deliver the greatest business value, or are involved in the most important business activities.
2. Conduct comprehensive and holistic needs analysis activities with selected staff groups, to identify key needs and issues.
3. Supplement this research with input from senior management and organisational strategy documents, to determine an overall strategic focus.
4. Based on these findings, develop recommendations for addressing the issues and needs identified.
5. Implement a series of strategic and tactical initiatives, based on the recommendations. These will select suitable knowledge management techniques and approaches.

Benefits of this approach

Historically, many knowledge management strategies have focused solely on the top-down approach, identifying high-level objectives such as ‘become a knowledge-enabled organisation’.

With little understanding, of the key issues and needs of staff throughout the organisation, these initiatives found it difficult to engage staff in the required cultural and process changes.

As a result, many of these initiatives had little long-term impact on the organisation, despite initial efforts.

Recognising these issues, this approach focuses much more strongly on the initial needs analysis activities.

The approach to developing a KM strategy outlined in this article provides a number of major benefits:

Holistic

The focus on needs analysis will identify a wide range of issues and requirements. Some will be organisation-wide, while others will be specific to individual business units or job roles.

The use of a range of needs analysis techniques will identify:

• cultural issues
• key business needs
• duplication of effort
• inconsistencies in practices
• inefficiencies in business processes
• opportunities for improved policies or procedures
• major business risks
• and much more…

Solution-independent

The approach used to develop the knowledge management strategy makes no assumptions about the solutions that might be implemented.

As such, the approach is independent of any technologies implemented, or knowledge management techniques applied.

Instead, the approach is to identify the need, and then determine the solution.

Talking with staff is always enlightening

Simple

The use of well-tested needs analysis techniques gives confidence that the true issues in the organisation will be identified.

In practice, these simply ‘fall out’ of the research activities, with the key strategic and tactical recommendations becoming obvious in most cases.

This simplicity makes the process easy to implement, and ensures that the findings and recommendations are well-understood throughout the organisation.

Efficient

A modest amount of initial research will be sufficient to identify the most crucial problems within the organisation. These can then be tackled with suitable activities and initiatives.

Once this first round of projects have delivered tangible business benefits, additional targeted research can be used to identify further issues to be addressed.

This ‘iterative’ approach can then be repeated, ensuring that business improvements are seen even as the next round of research is initiated.

Targets resources

There are many ‘good ideas’ that can be drawn from the field of knowledge management. The challenge is to identify those approaches that will have the greatest impact upon the organisation.

By starting with the needs analysis, approaches can be targeted to address the most critical issues, or to deliver the greatest business benefits.

Target the critical issues with the KM strategy

Identifying key staff groups

The first step in the process is to identify the key staff groups in the organisation. The key staff are typically those directly involved in the most important business activities.

In general, the key staff groups are more likely to be those at the front-line, rather than managers or administrative staff. This will, of course, depend on the nature and structure of the organisation.

Common staff groups involve:

• front-line staff
• call centre staff
• field workers
• researchers
• clinical staff
• production workers
• administrative and support staff
• managers (senior, line)
• IT staff

Each of these groups will have specific needs and issues, as well as those in common with the organisation as a whole.

By targeting the key staff groups, the extent to which the needs vary across the organisation can be identified, and the KM strategy developed accordingly.

Needs analysis techniques are drawn from many fields

Needs analysis techniques

There are a wide range of need analysis techniques, drawn from fields such as knowledge management, user-centred design, ethnography and anthropology.

Techniques include:

• facilitated discussions
• focus groups
• surveys
• staff interviews
• workplace observation
• contextual inquiry
• task analysis

In practice, more than one technique should be used with a selected group of staff, to ensure that a complete picture is built up.

Each of the techniques are briefly described in the sections below.

Facilitated discussions

There are a wide range of facilitated discussion techniques that can be used to explore issues with targeted staff groups. These are most commonly used with management, consultants, and other staff comfortable with these types of meetings.

Techniques such as ‘affinity diagrams’ can be used to provide structure to the discussions, and to capture the issues identified.

In many cases, facilitated discussions are used as the primary mechanism for gaining the strategic input required for the development of the KM strategy.

Focus groups

These are a specific, and widely-used, form of facilitated discussions that focus on exploring a topic within a group setting.

Often used as a way of gathering input from larger numbers of stakeholders, focus groups must be run carefully if they are to generate meaningful results.

Focus group are best used to explore current issues and problems, rather than to discuss future ‘wish-lists’ of knowledge management approaches.

Focus groups should always be used in conjunction with techniques such as staff interviews and contextual inquiry, to ensure that the results are meaningful.

Surveys

The use of surveys is widespread, and they are a very efficient way of gaining input from a large number of staff throughout an organisation.

In practice, surveys are best used to gather staff opinions, rather than specific information on which to base decisions.

Care must also be taken when developing the survey questions, and analysing the results.

Survey results must always be supported with the use of other techniques, to provide confidence in the findings.

Interviews are very effective at identifying staff needs

Staff interviews

One-on-one interviews are one of the most effective and often used techniques for identifying staff needs and issues.

For more on applying these as part of a knowledge management project, see the following two articles:

• Stakeholder interviews as simple knowledge mapping
• Selecting staff for stakeholder interviews

Workplace observation

This involves going ‘out into the field’ to observe the activities of staff, and the environment in which they work.

Workplace observation is particularly effective in environments such as call centres, manufacturing areas, field working, or on-the-road staff.

It is a very holistic technique that will identify patterns of work and environment issues that are impossible to gather using techniques such as surveys or focus groups.

Contextual inquiry

This is a combination of staff interviews and workplace observation that involves exploring issues with a staff person, while situated within their normal working environment.

By conducting the interview ‘in context’, it becomes possible to see the resources used by staff when conducting work activities.

The interviewer can also ask the staff person to show them how they complete specific activities, for example, showing how they find a piece of information on the intranet.

This technique is very effective at identifying issues with currently-available information sources and tools.

Task analysis

Not all activities within an organisation are of equal value. Key business tasks should be identified, and investigated to gain an understanding of the steps involved, and the knowledge required at each step.

The existing sources of the knowledge can then be identified, along with the key issues and roadblocks impacting upon the effectiveness and efficiency of the task.

This type of research will identify mechanisms for both improving the task itself, as well as indicating how to improve the provision of knowledge to those involved in completing the task.

Supplement the needs analysis with a strategic focus

Strategic input

While the needs analysis activities focused on the ‘bottom-up’ aspects of the KM project, the overall strategic focus must also be identified.

This strategic focus then guides the knowledge management strategy, providing a framework for the selection and prioritisation of individual projects and activities.

In this way, both the bottom-up and top-down aspects of the knowledge management strategy are addressed.

There are a number of sources of input that can be drawn upon when determining the strategic focus, including:

• Senior management involvement, via interviews, facilitated discussions, or other interactions.
• Organisational strategy documents, such as the corporate plan or annual report.
• Results of other strategic research projects, such as ’staff satisfaction surveys’.
• External market research.
• Industry ‘best practices’, and other reports drawn from relevant industry or sector bodies.

These inputs can then be synthesised into a strategic focus for the knowledge management initiatives.

Use corporate documents as a key strategic input

Common findings

The needs analysis and strategic input will highlight a broad range of issues and needs throughout the organisation.

In past projects, we have identified issues such as:

• difficulty in finding key corporate information
• inconsistent and unstructured approach to information management
• ineffective dissemination of corporate and regional news
• reliance on ‘rumour’ and ‘gossip’ as the key sources of organisational news
• lack of knowledge sharing between related business units
• difficulties in determining and disseminating ‘best practices’
• inconsistency in advice given by call centre and front-line staff
• over reliance on long-service members of staff as sources of knowledge
• cultural barriers between head office and regional staff
• duplication of effort between regions
• roadblocks between policy development and programme implementation

These are just a small sampling of possible findings, to provide an idea of the types of issues that will often drive the implementation of a knowledge management strategy.

Acting on the findings

With an in-depth understanding of the problems, issues and needs within the organisation, it is then possible to meaningfully determine appropriate strategies for addressing them.

This will undoubtedly include a range of both strategic (long-term) and tactical (short-term) initiatives.

Depending on the issues identified, these might include:

• improving the corporate intranet
• formalising communities of practice
• implementing coaching and mentoring programmes
• improving document and records management
• facilitating skills transfer from retiring staff
• capturing staff knowledge in a documented form
• improving policies and procedures
• implementing new learning approaches, including e-learning
• enhancing the corporate staff directory
• implementing team collaboration tools and processes
• establishing after-action review processes
• formalising the role of ‘knowledge brokers’ within the organisation

These are just a small cross-section of the many possible approaches that can be taken to knowledge management.

As highlighted throughout this article, only the needs analysis activities allow a meaningful selection to be made between these different approaches.

In practice, each organisation will apply a unique mix of short-term ‘quick wins’ and longer-term projects to meet knowledge management needs.

Conclusion

Developing a knowledge management strategy provides a unique opportunity to gain a greater understanding of the way the organisation operates, and the challenges that confront it.

By focusing on identifying staff needs and issues, activities and initiatives can be recommended with the confidence that these will have a clear and measurable impact upon the organisation.

Supplementing this ‘bottom-up’ research with a strategic focus then ensures that the KM initiative is aligned with broader organisational directions.

Taking this approach to the development of a KM strategy allows limited resources to be targeted to the key needs within the organisation, delivering the greatest business benefits while positioning the organisation for long-term growth and stability.

Tags: knowledge management, needs analysis, strategy

Knowledge Management Software

Knowledge Management Software

http://www.knowledge-management-online.com/Knowledge-Management-software.html

Knowledge Management Software Tools and Technologies

Knowledge Management requires technologies to support the new strategies, processes, methods and techniques to better create, disseminate, share and apply the best knowledge, anytime and anyplace, across the team, across teams, across the organisation and across several organisations, especially its clients, customers, partners, suppliers and other key stakeholders.

The key technologies are communication and collaboration technologies that are web based for internet and intranet usage, as well as mobile technologies such as PDA’s, PC’s, telephone and videoconferencing. New technologies are rapidly emerging that act as intelligent agents and assistants to search, summarise, conceptualise and recognise patterns of information and knowledge.

For an effective KM initiative across the organisation, there needs to be in place, at least:

▪ Knowledge Portal

There is often confusion between the terms ‘information portal’ and ‘knowledge portal’.

An information portal is often described as a gateway to information to enable the user to have one, more simplified way of navigating towards the desired information.

However a ‘knowledge portal’ is far more than an information portal because, as well as information navigation and access, it contains within it software technologies to, at least, support the processes of virtual team communication and collaboration and software technologies to support the 9 step process of managing knowledge. Furthermore, it contains intelligent agent software to identify and automatically distribute information and knowledge effectively to knowledge workers based on knowledge profiling.

▪ Knowledge Profiles

Within the knowledge portal, each knowledge worker can update and maintain a personal ‘knowledge profile’ which identifies his/her specific knowledge needs, areas of interest and frequency of distribution.

▪ Collaborative workspaces

Within the knowledge portal, shared work spaces can be set up for each new team or project. These will become knowledge repositories from which new knowledge will be distilled regularly and systematically and shared across other teams in the organisation. Within the shared and collaborative workspace, at least, the following communication and collaboration functions could be performed:

▪ Shared vision and mission▪ Specific team objectives▪ Knowledge Plan▪ Team members roles and responsibilities▪ Team contract▪ Best Knowledge Bases or Banks▪ Expert locator▪ Task management▪ Shared Calendar management▪ Meeting management▪ Document libraries▪ Discussion forums▪ Centralised email▪ Capturing of new learnings and ideas▪ Peer reviews, learning reviews, after action reviews▪ New knowledge nominations

▪ Urgent requests

Within the knowledge portal, it is very useful to have a facility and underlying process to enter any ‘Urgent Request’ into the portal and receive back any responses from across the organisation. Rather than needing to know ‘who might know’ the request is entered blindly and responses will be made if it is known in the organisation and people are willing to support and respond to this activity. This is a very effective way of better leveraging the knowledge across the organisation.

▪ Document Libraries

The document library is typically the location where all documents are stored. The library should be context relative and allow the ease of control over any document type. Many organisations now employ an Electronic Document and Records Management System (EDRMS) for this requirements but the integration of the EDRMS with all other relevant information and knowledge sources is imperative.

▪ Knowledge Server and services

In order to foster knowledge networking across the entire organisation and support knowledge processes for creating, retaining, leveraging, reusing, measuring and optimising the use of the organisational knowledge assets, a centralised knowledge server is required that will:

▪ manage the communications and collaboration between networks of people

▪ enable the access, creation and sharing of knowledge between them

The centralised knowledge server will manage the processes and knowledge services that generate and disseminate knowledge assets.

The key components of a generic knowledge server are:

▪ a knowledge portal interface designed around a knowledge asset schema (see KM consulting section) as a gateway to user access, security and applications

▪ Knowledge banks

▪ Advanced search capabilities

▪ collaboration services▪ search and discovery services▪ publishing services based on user knowledge needs and knowledge profiling▪ a knowledge map (taxonomy)▪ knowledge repository for information and process management▪ Text summarising and conceptualising▪ Intelligent agentware▪ an Intranet infrastructure for integrated email, file servers, internet/intranet services

Knowledge Bases (Banks)

For each key knowledge area identified, there needs to be a Knowledge Base.

A Knowledge Base contains:

▪ both structured and unstructured discussion forums

▪ rich ‘knowledge objects’ that have been designed for the efficient and effective transfer of knowledge using multimedia, video, audio

▪ embedded communications theory (eg storytelling)

▪ KM processes to:

▪ critically review knowledge nominations and turn them into improved knowledge

▪ automatically find and publish knowledge to users according to users knowledge profiles

▪ transfer knowledge effectively

If you have an urgent request please let us know by completing the 'How Can We Help You? form or by sending an email, as below

Knowledge Management System

Knowledge Management System:

Knowledge Management System - step by step

http://www.knowledge-management-online.com/Knowledge-Management-Systems.html

This section will provide you with a simple Knowledge Management System, a step by step process for implementing a Knowledge Management Initiative.

You may be interested in just some or all of the below steps of effective Knowledge Management. Although they are listed as separate steps, and sequentially, they eventually need to be considered as inter-related components, as part of a holistic approach to Knowledge Management.

KM Awareness & Understanding
Step 1 Free KM Assessment Survey
Step 2 Knowledge Management Education

KM Analysis and Planning
Step 3 Knowledge Management Consulting

KM Development and Implementation
Step 4 Knowledge Management Roles and Responsibilities
Step 5 Knowledge Management Processes, Methods and Tools
Step 6 Knowledge Competencies
Step 7 Knowledge Networks
Step 8 Knowledge Management Technologies
Step 9 Knowledge Management Measures

The first step is to quickly assess your organisation or teams orientation and readiness for knowledge management. By taking around 15 minutes to complete the 46 multi-choice questions below we can provide you with a free assessment and a free benchmark with other organisations in your same industry sector.



Step 1 Free KM Assessment Survey

Step 2 Knowledge Management Education

At this stage, you may be totally new to Knowledge Management and be glad to start from the beginning and simply 'soak up' anything you can, or you may be familiar with Knowledge Management and keen to improve your understanding further. This step provides online Knowledge Management education ranging from a free 30 minute streamed 'Introduction to Knowledge Management' to a two year part-time MSc degree in Knowledge Management.


Step 3 Knowledge Management Consulting

You may have a good understanding of Knowledge Management and are keen to learn how to conduct a Knowledge Management consulting engagement yourself and/or be interested in engaging Knowledge Management consultants online. This step describes and provides online a well proven and robust KM Consulting methodology that will help you develop a compelling KM Strategy and Business case.


Step 4 Knowledge Management Roles and Responsibilities

At this stage, you may be concerned with identifying and implementing the new Knowledge Management Roles and Responsibilities. This step describes online the new roles and responsibilities that need to be performed to implement the strategies and perform the processes for effective Knowledge Management implementation.



Step 5 Knowledge Management Processes, Methods and Tools

At this stage you may be concerned with evaluating, piloting, designing, improving and implementing improved knowledge driven work practices, processes, methods, tools and techniques. This step provides online a directory of Knowledge Management processes, methods, tools and techniques.


Step 6 Knowledge Competencies

At this stage you may be concerned with developing and managing the new knowledge competencies to be able to perform the new Knowledge Management roles and responsibilities, perform the new Knowledge Management processes and methods, and to use the new tools and knowledge technologies. This step provides a complete online Knowledge Competencies development and management system.



Step 7 Knowledge Networks

At this stage you may be concerned with developing and/or participating in effective Knowledge Networks and Communities of Practice to be able to better suface and share the most valuable tacit knowledge that often gets locked away in the heads of individuals . This step provides online a growing international Community of Knowledge Management Practitioners for you to join and share knowledge and experiences.


Step 8 Knowledge Management Technologies

At this stage you may be concerned with developing and implementing the new hardware and software technologies, such as Knowledge Portals, Knowledge Servers, Knowledge Bases and Collaborative work spaces to support the new Knowledge Management Processes, Methods and Tools. This step provides online Knowledge Management technologies for you to experience and evaluate.


Step 9 Knowledge Management Measures

At this stage you may be concerned with measuring the effectiveness of implementing Knowledge Management and the Business benefits derived. This step provides online Knowledge Management measurement tools.

Web 2,0 for organizational Knowledge Management 2009

Web 2,0 for organizational Knowledge Management 2009 - Presentation Transcript

http://www.slideshare.net/Einats/Web2inorganization2009

1. How can you use Web 2.0 for internal KM? Innovation? Collective Intelligence? Einat Shimoni VP & Senior Analyst, STKI www.einatstki.blogspot.com 1 All Rights Reserved @Einat Shimoni, STKI www.stki.info
2. Disruptive Technologies Social Software how can it promote your business? how can it improve internal collaboration? 2 All Rights Reserved @Einat Shimoni, STKI www.stki.info
3. Knowledge Management – The “traditional” approach Full-Blown “enterprise” systems Costly Managed Usually complex to use and not personalized …“but it’s worth it for the good of the enterprise” “Build them and they will come” All Rights Reserved @Einat Shimoni, STKI www.stki.info 3
4. Traditional KM Problems • Built as stand-alone repositories, not connected to everyday processes • Bringing the right information to the right user at the right time remains a challenge • Categorization is problematic • “We Built it and they still didn’t come” • From lack of information ---- to Too much Information 4
5. Web 2.0 Internal Impact: The New Age KM  A Cultural Attitude – user centricity  A set of technologies – AJAX, RSS  Best Practices for Collaboration – Blogs, Wikis, Tagging, Communities The Problems with Web 2.0-oriented KM: hard to maintain consistency & quality, overflow of information All Rights Reserved @Einat Shimoni, STKI www.stki.info 5
6. Internal Blogs Benefits: • Capture of knowledge (Organizational memory) • “Flattening” of the organization • Top-management get direct feedback from employees • Expert blogs slowly develop into “communities of practice” (CoPs) 6
7. Internal Wikis Internal Wikis examples:  Enterpedia  User manuals (employees and customers contributions)  Teamwork and communication  Project Coordination and Management (people, project summary, relevant documentation, client) The result: fewer emails, project repository, newcomers don’t “miss” anything Example: Dresdner’s IT department for documentation of a new S/W project. Project-related e-mail volume decreased by 75%, meeting times cut by 50%, wiki contains 2,000 pages and is widely used 7
8. Web 2.0 Systems Definition “Systems that harness network effects to get better the more people use them” - Tim O’Reilly 8 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
9. Web 2008: Wisdom of Crowds 9 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
10. Web 2.0 for Internal KM: Definitions Wikis: “A quick and simple method of building databases and Internet sites in which the content is written, edited, and reviewed by the surfers”. Blogs: (short for Web log) “A blog is a personal diary in which the blogger writes posts that Internet surfers can read and usually also respond to”. RSS (Really Simple Syndication): “RSS is an easy, effective, and low-cost tool for collecting relevant sources of information and providing users with links to the content of interest”. Source: 10 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
11. Web 2.0 concepts, tools & examples Source: Ed Yourdon 11
12. Web 2.0: User is at the center 12
13. What is Web 3.0? Source: Ed Yourdon 13
14. Web 2.0 for Internal KM  Hard to maintain consistency & quality  Creates an overflow of information  Unlike the web, no economies of scale for the enterprise 14 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
15. Web 2.0 for Internal KM  Old model has largely failed  Excellent practices for collaboration  Wikis has proven very effective for project teams  SNA (Social Network analysis) teach about informal organizational structures Source: Byeday 15 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
16. Main Differences  Traditional KM: Expensive, IT-dependent, complex Web 2.0 KM: Cheap, simple to set up, run and use  Traditional KM: Top-Bottom, Centrally Managed, controlled Web 2.0 KM: Bottom-up, decentralized, not “controlled”  Traditional KM: “The larger the org - the harder it gets” Web 2.0 KM: The larger – the more “searchable” 16 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
17. Have organizations entered Enterprise 2.0*? (Source: Cutter) Planning Already im plem entation launched Not at all 7% 8% 33% Early Experim ents 18% Gathering info 34% A third of worldwide orgs are gathering info, another third have started… * Enterprise 2.0: The implementation of Web 2.0 for enterprise needs. Doesn’t include client-facing initiatives 17 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
18. Web 2.0 for Internal KM 18 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
19. Common problems  Hard to turn employees into bloggers, taggers, wikiers? Those who have the most valuable knowledge have the least spare time  Not for any purpose / any type of organization  Determining the right degree of control is hard The Problem: Lack of information Too much data! 19 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
20. Recommendations • Web 2.0 as Best Practices for knowledge sharing Start with the existing communities First step towards Blogs: track down experts! Wiki: excellent for project-related content Use tracking and monitoring Invest in UI (make needed adjustments for non-technical users) 20 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
21. Information Systems What about Systems that support Innovation? 21 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
22. MEGA Application Trends: The Applications “Mix” • 70% - 90% of IT activities are about infrastructure / commodity type activities • What about innovation? Source: Nicholas Carr 22 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
23. Innovation Tools http://www.innovationtools.com • Idea generation & evaluation • Supporting brainstorming • Mind mapping 23 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
24. How do you support Innovation? (Source: Cutter IT survey 2008) 24 All Rights Reserved @STKI Moshav Bnei Zion, Israel +972 9 74 444 74 www.stki.info
25. Common problems  Can you turn employees into bloggers, taggers, wiki-writers? The ones who have the most valuable business knowledge have the least spare time of all  Creating information overflows, not “organized” enough  Not for any purpose  Not for any organization  How “managed” should it be? All Rights Reserved @Einat Shimoni, STKI www.stki.info 25
26. Recommendations • Web 2.0 as Best Practices for knowledge sharing Start with communities that are ALREADY sharing today First step towards Blogs: track down the experts! Wiki: excellent tool for project-related content Use tracking and monitoring to understand what’s being used and what else is needed Need to invest in UI (adjust it to the non-technical user) 26
27. More insights and on this topic: www.einatstki.blogspot.com All Rights Reserved @Einat Shimoni, STKI www.stki.info 27
28. Thank You! Einat Shimoni VP & Senior Analyst www.einatstki.blogspot.com 28

Solutions - Seasonal Product Promotion Analysis

Solutions - Seasonal Product Promotion Analysis
In today's highly competitive pharma market, it's not only important to know whom to promote your product and how much to promote but also when to promote, especially if you are trying to manage seasonal products. Given the challenges involved, formulating a successful promotion plan for your seasonal products can be a very tricky and risky affair. Thus as a product manager, it becomes very critical for you to have a fact based decision support that will help you understand the right impact of your promotion strategy to realize full potential of your products.

marketRx, integrated promotion response analysis solution support your strategic decisions with hard facts, unlike estimate and assumption based traditional methods. The traditional approach of performing annual promotion analyses does not capture the seasonal variability, or provide insight into factors driving sales of seasonal products each month. Our monthly time series model overcomes this limitation and provides precise analyses to capture the seasonal movements and the reasons for the same. The clustering method used by our solution provides relevant physician segments for analyses and reporting.

Our solution helps you to perform accurate physician targeting and achieve higher ROI on the marketing spend for your seasonal products. It follows a rigorous approach of determining incremental revenue based on incremental sales effort. Key features that differentiate our solutions are:

• Data-driven Approach: Using statistical analysis to estimate the trends instead of management estimates
• Monthly Time Series Model: Leveraging the monthly variability to capture important promotion and physician prescribing insights
• Granular Data: Using unique physician clustering method based on multiple criteria to achieve greater precision in understanding physician behavior

iOptima™, our integrated promotion-response based forecasting model forms an integral part of this solution and helps you arrive at the optimal targeting strategy for your seasonal products.



At marketRx, we believe that rigorous analytics and a predictive ROI should be part of every decision you make. marketRx's promotion analysis and forecasting solution for your seasonal products lets you achieve the most out of your limited resources and gives a boost to your product performance.

Case Study Example: Accurately forecast for seasonal products to realize it's full ROI potential

Objectives To derive optimal targeting strategy for their seasonal products, the client wanted an integrated promotion-response based forecasting model. The challenge for the client was the model limitations due to their traditional physician grouping methods and annual analysis. Key Points marketRx experienced team defined a universe of 30,000 physicians and further grouped them into 100 small clusters Using iOptima™ promotion response modeling solution, a monthly time series model was formulated By analyzing promotion and physician dynamics at granular level a thorough segmentation and forecast for the seasons were provided The results were based on NRx quantity and different specialty groups Key Outcomes Monthly time series model was able to identify and optimize the PDEs for their seasonal products as well as determine the factors that drive sales each month The clustering methodology demonstrated much more accurate and consistent characterization of physician behavior

Click here to view the Seasonal Product Promotion Analysis Flash Presentation

Click here to download PDF version

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