KNOWLEDGE MANAGEMENT

The Process Bob Guy Director, Retail Operations Information and Knowledge September 2001

Giant Eagle, Inc. All rights reserved. No portion of this document may be reproduced-mechanically, electronically, or by any other means, including photocopying-without written permission of the owner.

It Takes a Giant to Make Life (KM) Simple..

Todays Presenters:
Bob Guy, KM Project Director Giant Eagle Rich Levine, IS Project Manager Giant Eagle Bill Smit, Sr. Consultant ciber, custom solutions
3

About Giant Eagle

Privately Held Retail/Wholesale Grocery Chain Market Area: Western PA, Ohio, & WV 200+ retail stores and over 200 wholesale customers Employ over 35,000 employees Gross sales: $4.5+ billion

KM at Giant Eagle:
A Business Process that .. instills the discipline that spreads knowledge of individuals or groups across an enterprise in a step-wise fashion, directly impacting (improving) performance.

Giant Eagles KM Framework

Knowledge derives from minds at work
Essentially a structured social system People tend to gravitate toward structure, discipline, and goal oriented activity.

Thus providing a framework for knowledge creation and sharing

Business Vision
To Make the knowledge of our people; who have a business need ... to improve business results ;

easily available to anybody & everybody anytime anywhere instantaneously simultaneously

7

Business Concepts
Intellectual Capital
Capture & Connection Managers: Spend more time managing, and less time searching for information Cultural Change KM is not an IT Project

KM Concepts
A narrow Business Scope Delivered by robust/broad KM System KM is about people doing different things... There is a discrete set of knowledge Access to KM is not an employee right Knowledge Worker: as opposed to user Build, Prototype and Pilot first

Formal Training and Getting Started Process

9

GIANT EAGLE KNOWLEDGE MANAGEMENT "PILOT" Business Focused

The "Pilot" Touches all Functional Areas

"Pilot" Focus

10

10

KM Approach
Value Proposition: Operational Excellence
12 week Timebox for Prototype With Iterative approach

Leveraging existing technology, resources and experiences

Learn first: Evaluate vendor (s) later

Design/implement: Artifact Workflow process

Develop: KM roles and management structure

11

11

Artifact Workflow Process

Knowledge Worker
(Author / Editor)

IDEA

Create and Evaluate Artifact

Steward
Submit

Determine Whether to Include Classify (collaboration) Evaluate Presentation

Submit

Administrator

Accept

Approval Authority
Submit

Final Review

12

12

Issues
PC Availability/Location Network and bandwidth capacity Performance tuning Classification taxonomy: Metadata

Server architecture means reliability

13

13

Knowledge Three Legged Stool

"Center for Knowledge, Learning & Growth

1. Content Management 2. Corporate Culture

3. KnowAsis Gateway A Point of Departure & Work Space

14

14

Content Management
1. Content Management

1.1 Find (Search)

1.2 "Artifactory

1.2.1 Workflow 1.2.2 Document Management 1.2.3 Metadata Definition, Management, & Repository 1.2.4 Content Management Support

15

15

Culture
2. Corporate Culture

2.1 "Change

2.1.1 Social

2.1.2 Behavioral

16

16

KnowAsis Gateway & Workspace

3. KnowAsis Gateway Point of Departure

3.1 Work Space

3.2 Collaboration

3.1.3 Personalization

3.2.4 Other

3.1.2 Business Work Area

3.1.1 Personal Work Area

3.2.1 Forums

3.2.2 Meetings

3.2.3 Feedback

17

17

Challenges
What are the Most Important things?
An Organizational Climate geared to knowledge sharing

Time & (seeming) tedium to document "what we know"

Press of day-to-day business crowding out KM efforts

Management Commitment
18

18

Lessons Learned
Executive sponsor critical: Active & engaged Champion: Practitioner & evangelist Find Vs. Search: What this means Story Telling: Powerful advocacy Metrics/ROI: Tough & too subjective Business Vs. IT driven project Dont let Perfection be the enemy of the Good Enough Culture, Culture, Culture
19

19

Our Knowledge Management Decision Method

Never Make the Same Mistake Once - Xerox
DECISION Build Vs. Buy ? Preemptive RO -I Intelligence VISION KM Vision Statement DISCOVERY Define Business Taxonomy KM NEEDS AND DEVELOPMENT Prototype Build Vs. Buy Costs Vs. Solution Perfection: Enemy of Good Enough Leverage Existing Resources/Current Experiences Knowledge: About Minds at Work, Not IT Solutions Needs Criteria: Established Thru Knowing Process CULTURAL AWARENESS Difference Between KM, CM and DM CONTENT Discrete Set Vs. Current Intranet Structure Intranet Vs. KM

Workflow
Structure and Social System Stewardship Roles

Lag Between Development and Stewardship Acumen

Steward Leadership
Business Purpose Performance Improvement

DECISION

Time: 8-12 Weeks

CONTENT

SOCIO-INFRASTRUCTURE HUMAN INTERACTION WE NOW KNOW

20

20

Next Steps
Deploy KnowAsis to harvest known benefit
Develop more robust (vendor) solution Continue Culture changes/shifts Imbed KM practices enterprise-wide Make KM The Way We Do Business!

21