Knowledge Management Data Analytics Sanjay Khanna MBA Certified

Knowledge Management Data Analytics Sanjay Khanna MBA, Certified Knowledge Manager Purdy’s Wharf Tower II 1969 Upper Water Street Suite 1500 Halifax, NS B 3 J 3 R 7 Tel: 902 -721 -5529 Fax: 902 -423 -5820 sakhanna@deloitte. ca www. deloitte. ca

What is knowledge? Data – Facts and Figures E. g. , headcount, revenue, names, locations, client lists Information – Data with purpose, relevance and context E. g. , mission, values, policies, procedures, strategies Knowledge – Information with experience and reflection E. g. , methods and tools, research, marketing materials 1 Knowledge Management Analytics © Deloitte LLP and affiliated entities.

“Knowledge Management needed” Lack of content management Overload of data Decision making What is critical vs. what is not 2 Knowledge Management Analytics WIIFM? ? Mission & vision Technology solutions © Deloitte LLP and affiliated entities.

Knowledge Management is not about storing documents or about processes and tools. Getting the right information to the right people at the right time 3 Knowledge Management Analytics A stand alone program or project and should not be measured as such Customized to an organizational structure, products, services and needs An off the shelf product or program that can be copied A change in employee’s behaviour and attitudes Just about getting information to the front office and the portal Identifying and sharing business critical knowledge To maximise people expertise and improve productivity Knowledge Management is not: A way to support achievement of business goals Sharing experiences and insights Knowledge Management is: Overloading employees with information Getting the most from the intellectual capital of an entire team Creating additional workload which will not add value Integrated in daily activities and processes Purely a technology solution © Deloitte LLP and affiliated entities.

Organizational benefits Key strategic metrics need to be determined and leveraged Knowledge Process Business 4 Knowledge Management Analytics © Deloitte LLP and affiliated entities.

5 Knowledge Management Analytics © Deloitte LLP and affiliated entities.

6 Knowledge Management Analytics © Deloitte LLP and affiliated entities.

7 Knowledge Management Analytics © Deloitte LLP and affiliated entities.

Knowledge Management Framework Strategic Alignment Business Objectives & Goals Corporate Strategy Leadership and Governance • Leadership and governance is visible and recognized within the organization Leadership and Governance Governing Body Policies & Procedures Performance Management Processes and Organization • A formal structure within the organization linked to the business priorities Processes and Organization KM Roles & Responsibilities Content and Context • Top quality and accessible content that can be applied to specific issues and opportunities Content and Context Business Critical Events Business Critical Content Business Critical Expertise Behaviors Motivators People and Culture Capabilities Learning and Development Technology • An IT platform in line with business requirements and culture supporting both tacit and explicit knowledge 8 Knowledge Management Analytics Strategic Alignment • KM is aligned in the strategic goals and objectives of the entire organization to achieve business targets and increase client impact People and Culture • Determine how the intellectual capital has to be included in each collaborator’s role, expectations, day-to-day activities Technology Integrated view and single point of entry Content Tools Structure Information Acquisition & Dissemination © Deloitte LLP and affiliated entities.

KM approach Assess current state What is the current knowledge sharing environment? Plan / design future state What will the future of knowledge sharing environment look like? Build future state What is required to create a sustainable knowledge sharing culture? Deliver knowledge sharing environment How can the knowledge sharing environment be deployed? Operate / monitor knowledge sharing environment How can performance be assessed and maintained? Checkpoint • Will the KM strategy and approach as defined meet the business strategy, goals and objectives? 9 Knowledge Management Analytics © Deloitte LLP and affiliated entities.

Deloitte Analytics Clients know their organization's data is full of potential. Stored and siloed throughout their business, it represents a wealth of possibilities. Deloitte’s deep industry experience and advanced analytics capability maximizes the value of data. We look at an organization from the inside out – turning everyday information into useful and actionable insights that inform client’s decision-making. 10 Knowledge Management Analytics © Deloitte LLP and affiliated entities.

Big data provides a new dimension to business analytics • Business analytics is the practice of using data to drive business strategy and performance Foresight Performance management ata Big d • By understanding decisionmakers’ roles in maximizing business value, business analytics should be turning everyday information into useful and actionable insight Advanced analytics Insight Business intelligence Hindsight Data management • Analytics becomes predictive (foresight) 11 Knowledge Management Analytics © Deloitte LLP and affiliated entities.

Analytics Vision The process of delivering analytics business results is one of continuous improvement. Starting anywhere in the analytics cycle, an organization can immediately begin to address its specific needs Issues Applied Analytics What business problem are you trying to solve? Facts Business Results What data can be leveraged to understand the business and improve performance? Actions How do we look to the future and build analytic insights directly into business processes? 12 Knowledge Management Analytics Understanding What is currently happening or has happened related to our business and why? What should we do about it? © Deloitte LLP and affiliated entities.

5 key stages on the analytics journey Stage 1 Stage 2 Stage 3 Vision and strategy Analytics maturity assessment Roadmap Begin the analytics journey by exploring the business challenges and define your analytics strategy Understand the current state, benchmark and define detailed requirements Define a roadmap to build analytics capabilities ❹ ❸ Perform gap analysis and draft roadmap ❷ ❶ ❺ Implement pilots and Po. Cs to create success stories Assess current capability and data landscape Assess challenges and identify opportunity to define an analytics strategy Proof of concepts and pilots to test hypotheses and refine roadmap and gain buyin for analytics Design, deploy and exploit new capabilities Deliver the capabilities set out in the analytics strategy and exploit with business users to ensure uptake and continuous improvement Test and learn Stage 4 13 Knowledge Management Analytics target operating model Stage 5 © Deloitte LLP and affiliated entities.

Visiting the Deloitte Greenhouse Highly Immersive Visual Environment (HIVE)

Highly Immersive Visual Environment (HIVE) • • 15 Interactive, Immersive and Mobile technologies (MS Surface, i. Pads, Multi-touch) Data Visualization and Geospatial Analytics Enterprise Sustainability Analytics Predictive Modeling Text and Unstructured Analytics Social media Pre-load client data or use sample data Integration of multiple tools and technologies Knowledge Management Analytics © Deloitte LLP and affiliated entities.