Digital Workplace Experience: Building a Collaborative Culture at GE
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Presentation to SIKM Leaders Community on November 19, 2019 by Dan Ranta and Rachad Najjar
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Digital Workplace Experience: Building a Collaborative Culture at GE
- 1. Building a Collaborative Culture at GE Daniel Ranta – GE Executive Leader (former) Rachad El Badawi El Najjar – REN KM Leader (current) November 2019 danieleranta@gmail.com / Rachad.Najjar@gmail.com
- 2. 2 Today’s Conversation • The Job Description • 100% Crowdsourced • Our Team / Operating Model • What to Double-Down on? • Our Governance 1) Business Value 2) Culture / TRUST / Engagement • GE Communities (our approach) • Technology / Processes • Questions / Comments
- 3. GE KM PROGRAM | KM OUTCOMES / RESULTS GE KM Lead - Position Description (Job Requirements from the Original Job Description from December 2015) KM Implementation Progress / Results (10-2019) Establishing an enterprise vision and strategy for the KM implementation that leverages the work being done in other parts of the company but with the same overall purpose of connecting people, both internal and external, and expertise. Impactful collaboration. Operational ● Identifying and eliminating existing knowledge sharing roadblocks Operational ● Fostering a culture of knowledge capture and sharing within the function of Technology in order to enhance speed and competitive advantage Active ◕ Helping to leverage the expertise of knowledge communities and Subject Matter Experts in a way that is far more impactful than present processes provide Operational ● Working with experts in library science to ensure the digital curation of data effectively drives the delivery of new knowledge, findings and news important to the function Operational ● Driving employee engagement across Businesses and locations Operational ● Understanding the tools, platforms and approaches which will allow the vision for KM to be fully realized Operational ● Working with the Engineering Leaders Council and their designated experts to shape the execution game plan and implement it in an accelerated manner. Active ◕ Establishing communities of practice which connect design boards across GE businesses and external collaboration partners with moderated content via a collaboration platform which meets the needs of all key stakeholders. Operational ● Collaborating with the Human Resources and Learning Functions to build and leverage the Learning HR systems needed to make the enterprise collaboration vision and strategy a reality. Active ◕ Working closely with the Legal function’s Intellectual Property experts with the goal of enabling documentation sharing across organizations while preserving the protection of data. Operational ● Working with Corporate Information Technology team to establish “GE Search” as effective method for initiating employee collaboration efforts. Forming / Ad Hoc ◐ Maturity Key Operational ● Active ◕ Forming ◐ Ad Hoc ◔ No Activity ○
- 4. GE Internal New, Standard Community / KS Approach – the path to an improved collaborative culture at GEActivitiesandSophistication Timeline Systematic and Disciplined Approach to KS is a GE Differentiator • Focus on foundation for KS with initial Communities • Ensure value for initial Communities reflecting strong ROI • Leverage a consistent, disciplined KS approach • Make knowledge transfer a priority within and across groups / divisions / locations • GE Wiki up and running for each newly launched Community • AVIATION – good fortune • Create broad based executive support for KS / Communities – FRONT DOOR • Continue working with businesses to develop purposeful Communities – Impactful Collaboration (key phrase) • Less is More • Expand KS training and awareness as more employees become members • KS Team is central and effective for users – driving consistency and excellence • GE Wiki is fully launched • AVIATION / REN / POWER/ Others • GE-wide groups • Making KS a key piece of GE’s cultural DNA, connecting all knowledge workers • Nearly all Communities developed and operating • Standards being leveraged advances GE’s KS processes and technology • Improved Search / Findability for KS and all Research / Library Services • GE’s KS approach is recognized as world class within the industry and with Clients / Partners / Suppliers, etc. - Productize Year 1 Year 2 Year 3 It Becomes Part of our DNA 4
- 5. Business-driven Knowledge is a profit center. Collective knowledge, as an intangible asset, has grown to become a significant portion of S&P 500 market capitalization—from 17% to 84%. Impactful, purposeful collaboration Unlike other KM approaches, we are people- centered with a focus on enabling and promoting expertise and tacit knowledge exchanges. Dynamic knowledge communities Our KM approach is centered on the success of what we have implemented at GE. We guide our customers to leverage our methods and learn from our results. Knowledge Sharing (KM) implementation that builds on work being done in other businesses across GE with a focus on connecting people, both internal and external, to leverage our collective GE expertise. Reuse Collaboration + Decision Making Cost Rework + Productivity ~130k members ~170 GE communities ~31,000 Discussion items ~39,000+ wiki articles $35M+ GE savings ~16,500+ taxonomy topics GE-wide KM Program – our Strength is OUR TEAM 5 O U R G E - w i d e K M T E A M O U R R E S U L T S F O R G E O U R B U S I N E S S V A L U E KNOWLEDGE COMMUNITY HOME ASK & DISCUSS LIBRARY FOR CONTENT (findability) EXPERTISE IDENTIFICATION MISSION-BASED WORKGROUPS ENTERPRISE- WIDE WIKI Niskayuna + Bangalore + Slovakia Making Global Connections Contact us: KMteam@ge.com New York New York New York New York Bangalore BangaloreBangalore SHARING.GE.COM Slovakia SlovakiaColorado New YorkNew York
- 6. GE’s KM Program is 100 Percent Crowdsourced Governance Materials – Our Foundation To Scale Collaboration Effectively ~1,500 members ~1,700 Discussion Items 26 Workgroups ~190 Governance Articles Our Program – 100% Crowdsourced 6
- 7. 7 SHARING.GE.COM | KM BUSINESS LEADERS (Business Focus – Less is More)
- 8. We measure process flows in the context of employee connections. This sociogram shows collaboration and is based on actual knowledge exchanges featuring problem solving within our GE communities. We advise that connected brokers are more “valuable,” while all types of brokering is positive. People Process Flows 8 Connected brokers Standalone brokers
- 9. Calendar Commitment Communication Collaboration Content Context Constituents CTHs & Expertise Context Communication Constituents Digital Strategy Components TACIT EXPLICIT Commitment Learning TACIT is always more important than EXPLICIT 9
- 10. Governance Business Value / Priorities Methodology Consistency Processes Enablement “Less is More” Taxonomy Expertise / CTHs Capabilities Social Capital “Circulatory System” Career Development Curation TRUST People Leadership Problem Solving Tacit to Explicit GE Wiki Retaining Knowledge R I G H T K N O W L E D G E T O T H E R I G H T P E O P L E A T T H E R I G H T T I M E Individuals Community Capabilities 10 What to Double-Down on?
- 11. “ D I S R U P T I V E P R O C E S S E S , A P P R O A C H E S A N D T E C H N O L O G I E S S T A R T W I T H N O E C O S Y S T E M A N D N O W H O L E P R O D U C T S , A N D T H E Y E N D U P B E I N G S T A N D A R D I N F R A S T R U C T U R E T H A T R U N S T H E W O R L D . ” – G E O F F R E Y A M O O R E , T H E C H A S M G R O U P Our GE KM Technology Platform has matured fast over the last 3 years. In our extensive benchmarking activities with other companies, we have not seen a more comprehensive, complete KM ecosystem. We continue to make improvements based on user feedback. First implementation, “Science Project” Services lead Early Market Visionaries From Project to Product for specific Use cases Recipe lead Repeatable across multiple companies Product Standard Recipes, Minimized services Repeatable across multiple segments Platform Significant Market Share High volume and High margins, Eco-system Infrastructure Commoditized Technology, Open Source Hidden, below Innovation and growth frontier TODAY 1 2 3 4 5 11 Product Roadmap – Our Technology & Processes
- 12. GE Collaboration – the journey to a comprehensive people-centric / agile ecosystem Knowledge Networks (communities) Enterprise -wide Wiki Lessons Learned Ideation / Innovation Platform Mentor / Mentee Enabler Expertise Location Learning / University / External Articles C = Capability-Enabled C C C CC C C GE Communities are made up of groups of GE professionals facing similar work challenges and learning opportunities. • 170+ Knowledge Sharing Communities form a centerpiece of GE’s collaboration and learning Ecosystem. • The outer ring shows other people enablers all linked and enabled by Community taxonomies / capabilities. • Fully scalable / expandable to functional groups. Creating the Agile Organization Leading performance, innovation and engagement through people connections! 12
- 13. GE Renewable Energy- Global footprint Global and local presence Greenville, USA Global Onshore Wind HQ Schenectady, NY, USA Pensacola, USA Sao Paulo, Brazil Shenyang, China Sorel-Tracy, Canada Taubaté, Brazil Tianjin, China Vadodara, India Global LM HQ Kolding, Denmark Izmir, Turkey Grand Forks, USA Little Rock, USA Recife, Brazil Bangalore, India Dabaspet, India Saint-Nazaire, France Bilbao, Spain Ponferrada, Spain Global Offshore Wind HQ Nantes, France Birr, Switzerland Global LM Business Office Amsterdam, Netherlands Haiphong, Vietnam Global Footprint* Presence in 60+ countries Production sites Engineering sites Global businesses HQ** *Representing Production, Engineering & HQs sites. ** with offices in 60+ countries Castellon, Spain Barcelona, Spain Cherbourg, France Baden, Switzerland Madrid, Spain Heerhugowaard, NL Belfort, France Bangalore, India Grenoble, France Brossard, Canada Lunderskov, DK Beijing, China Goleniów, Poland Tianjin, China Gaspé, Canada Camaçari, Brazil Pune, India Jiangyin, China Qinhuangdao, China Global GE REN HQ, Hydro HQ Paris, France Salzbergen, Germany
- 14. KM Strategy KM Culture KM Operations KM Technology ISO requirement GE KS Activity Define the organizational context and boundaries Define the organizational needs and expectations Sharing Within and Across Functions and Streams Network health assessment Develop KM competence Global and Network-based Rewards & Recognition Develop KM operations Define KM Performance evaluation Implement KM corrective action plan Develop the KM Technology GE Wiki For Contextual Knowledge Ontology and Taxonomy Development Emphasis On Business Improvement & Functional Excellence Inaugurate a culture Of knowledge sharing Knowledge Architecture & Networks Determine KM scope Define KM risk strategy Formal Network Roles Develop KM Communication strategy Allocate KM resources External Content Access by Network Standard Collaborative Portal Sites New Employee Orientation On KS and Networks Annual Network Leader Summits Active KS Communication Team Mentorship Programs Define KM objectives and action plan KS Benchmarking Of other Companies KS in Employees’ Performance Goals Success Stories Measuring Business Impact Define KM measurements Obtain the leadership commitment Document KM references and materials Strong Executive Sponsorship Develop KM awareness and trainings Define the KM governance model Expertise Recognition And Location In Networks Capabilities and Behavioral development KS Content Management GE Renewable People Capabilities: Activity Model (aligned with ISO 30401:2018)
- 15. Renewables learning & productivity organization Abstract ConceptualizationReflective Observation Institutional Individual Peer-to-peer Concrete Experience Active Experimentation “Doing” “Reviewing” “Concluding” “Trying” Design Practice Brilliant YOU Knowledge Sharing Program Lessons Learned/ FoE Training Ideation/ Innovation Competency Management Induction Program
- 16. © 2018 General Electric Company - All rights reserved Knowledge Sharing program 16 PROBLEM RESOLUTION CRITICAL KNOWLEDGE FINDER EXPERTISE FINDER MENTOR CONNECT PROACTIVE LEARNING GE-wide Knowledge Store COMMUNITY CAPABILITY REPORT All knowledge applications are connected and driven by the Taxonomy/ Ontology
- 17. 17 GE Renewables Knowledge Architecture
- 18. The renewable health check assess the community vitality against a set of characteristics for a successful community. The health check is aligned with a maturity model of 4 levels: potential, formation, active and fully operational. Renewable Knowledge Sharing Health Check If a community crossed the adoption chasm (Level 2= formation), it will most probably make it to (Level 4= fully operational)
- 19. Thank you Q&A