For example, when the bank wanted sales force best practicesto be disseminated to more staff across the organisation, itstarted by targeting an existing sales force effectivenessprogramme. As this programme already gathers salespeopleregularly to discuss and share best practices, it got itssalespeople to choose the best cases to be captured online,rather than try to include every case, or build a huge,best-practice system from scratch.

One of the first things that Livesley's department does isto scope out the strategic business goals and businessproblems within the bank that KM can contribute most to, bytalking to the various lines of businesses. Mostly, theseproblems focus on increasing organisational efficiency andgenerating new revenue streams. For instance, KM had tocomplement a management-led initiative, called BranchNetwork Design, which aimed to redefine and standardise thejobs of employees in 900 branches dispersed acrossCanada. KM's job was to assist in improving information flowamong these employees, who, despite working similar jobs,had different titles, accountabilities and customer servicestyles.

"We set up a central repository to Web-enable all theinformation around the project--such as descriptions of keyjobs--so that it was accessible to everyone. That became atool and process for standard and repetitive taskinformation to be published. It helped staff to be moreeffective by sharing information and being morecollaborative. We also picked the pieces out that hadsustainable value and made them available to people acrossthe country," he says.

Another project addressed the bank's need to significantlyimprove Web skills among its employees, as its trainingprogrammes tended to be face-to-face and did not emphasiseonline collaborative learning or knowledge development. Sothe bank jointly funded a programme with a corporateuniversity to create K-Café, an onsite learning venue thatincorporated online and collaborative programmes intoclassroom-style teaching.

Taking this business-led approach to KM has also relievedLivesley of the need to justify the ROIROI of his KMefforts. "Success is defined not by the results of our KMsystems but by the results of the strategies they support,"he says. The Center does, however, measure KM metrics suchas the number of people accessing the sites and documentspulled out or contributed. Alles zu ROI auf CIO.de