Evening with iKMS on 18 May 04
Report by Vijaya
While not busy with iKMS affairs as Honorary Secretary, Vijaya works as an Acquisitions Librarian at NTU.
Case study 1: Knowledge Management at EDS
Presenter : Mr. Thomas Hoglund, CKO of global technology giant EDS
Organisation: EDS
EDS was ranked 87 on fortune 500 (latest ranking).
How KM is driving business improvements at EDS
Strategies used:
1. Apply KM to targeted, high-impact business processes.
2. Implement projects for measurable outputs.
Build KM processes into core business and include feedback loops into the KM business processes (see below).

The following are the critical types of knowledge identified by EDS:
- Process Knowledge
- Portfolio Knowledge
- Experience Knowledge
- External Knowledge
- Team Knowledge
(EDS places its priority in ‘Sales Process Knowledge’ and ‘Sales Experience Knowledge’.)

Example of EDS’s Sales Process Knowledge Portal
- Workflow processes are not included.
- Documents/files deposited have synopsis.
- One of the attendee suggested that this portal should include failed sales cases/deals so that others can learn from these failures/mistakes.

How EDS is addressing the critical people and process issues necessary for a successful KM program
A. Dedicated team of 17 employees profiles experience knowledge, process knowledge, portfolio knowledge, external knowledge and team knowledge and deposits into their Knowledge Center (Knowledge Repositories).
Key points to note:
- All employees have to contribute to this knowledge base.
- No incentive is given for contribution as all contributions to the Knowledge Repository are treated as part of their work processes.
Transfer of tacit knowledge (People-to-People):
- Knowledge Portal Team has managed to bring 50, 000 (estimate) employees to be involved in community of practice (COPs).
- Technology like Microsoft Sharepoint is used to link leaders/heads to COPs.
- These COPs are carried out in short sessions.
B. EDS’s unique, results-oriented approach (The Measurable)
KM System + Business Impact = Business Goals
* The KM equations must equate to the company’s goals.
Some of EDS’s business goal concerns are:
- Productivity & efficiency
- Sales growth
- Service excellence & Innovation
Some areas in which EDS focuses with regards to their KM System:
- Contribution behaviors of their employees to the Knowledge Repository
- Knowledge re-use behaviors
EDS conducts surveys to find out how effective the ‘Knowledge Portal (Repository)’ is. These surveys aims to:
- Improve areas in which EDS is lacking.
- Reveal which documents/files are more important. Thus, dropping documents/files that are less important and referred to (poor re-use of knowledge). Weeding Process to maintain the knowledge portal.
- Collate feedbacks on (1) No. of hours saved & (2) No. of sales achieved (in $) by using the knowledge portal. Data on these feedbacks are gathered by personal phone calls by the knowledge portal team.
- Statistics on the usage of documents/files from the Knowledge Portal are tracked.
C. Top 5 lessons learnt in building a culture of knowledge sharing in a large, complex, global organization:
- Technology is easy while changing behaviors is hard.
- KM opportunities exceeds available bandwidth.
- Business strategy must drive KM strategy.
- Don’t let KM get ahead of process decisions.
- Users of Knowledge Portal need to see how KM improves their day.
About the presenter:
Mr. Thomas W. Hoglund has been EDS' Chief Knowledge Officer since 2002. Tom is responsible for EDS' knowledge management strategy supporting the overall business strategy. Tom has implemented many KM programs and technologies targeted at specific business process improvement initiatives. Results achieved for EDS to date include a thirteen-fold growth in knowledge capital, ten-fold growth in knowledge re-use, and millions of dollars in efficiency gains. Prior to his appointment at EDS, Tom was at Arthur Andersen, where he led their internal KM program, led their external KM consulting practice and was their Deputy CIO. Tom has accumulated more than 25 years of IT industry and management consulting experience.
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