Digital White Papers

33 WWW.ILTANET.ORG | ILTA WHITE PAPER KNOWLEDGE MANAGEMENT Practical Tips on Staying Practical in an Innovation Culture Long-tail/Business as Usual (BAU): And now the less sexy part! I continue to track metrics, oen for years, aer rollout. These metrics are different from rollout as you track actual usage of a tool and number of times a process has been applied. To elicit survey-type anecdotal feedback, your question changes to "Has this tool helped your practice?" » Long-tail metrics indicate where your long-term and mini project resources should go. Why has initial strong use of a certain database fallen off ? Does that mean you need to relaunch, or provide more training? You will need month-over-month and year-over-year metrics to show activity trends over time. Have an Agile Team Role titles are for HR and payroll. When working on an innovation team or project, everyone on the KM team needs to be willing and able to step into any task and process. » While building a team is practical, it is not easy. You need to have multiple conversations to ensure everyone is aligned with the agile approach. It means no work is beneath anyone. Even as a director, I regularly book my own meeting rooms. Judith McKay, my firm's chief client and innovation officer, told me she always reviews key client event invite lists. "This is not low-level, grunt work," she says. "There are strategic considerations to anything you undertake, and that's everyone's job." Practical Ways to Measure Success With a plethora of innovation initiatives, you will need to identify and track metrics early on in any single project. This can oen be difficult, and your metrics can and should change over time. Split your metrics into phases: Project Development: You might simply borrow success metrics from project milestones and tracking actual costs to budget. Boil these down and report on success to stakeholders throughout the development phase. Rollout: A rollout/implementation requires the most intense use of KM team resources over a relatively short period of time. » For tech tools, consider tracking unique logons, communications sent and published, practice groups meetings aended, 1:1 meetings (especially with key partners such as practice group leaders). » While these metrics do not equate to long-term adoption, they lay the groundwork. These numbers also indicate that the team has made every effort to communicate and manage initial change issues. » Use short, NPS-type surveys to assist in other innovation initiatives, such as asking "Do you believe [this tool/process] will improve your practice?" and "Would you recommend [this new tool/process] to your colleagues?" A short comments section will oen elicit replies like "I believe this will be of a great value." These comments can then be packaged and reported as indicators of success. When working on an innovation team or project, everyone on the KM team needs to be willing and able to step into any task and process.

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