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digitalKnowledge Solutions |
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We answer your complex business problems by developing
solutions that combine people, processes, and technology to
drive positive results.
Learn More |
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Creating a Knowledge Enabled Organization |
[Read Full Case Study]
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Client |
Indianapolis-based health care benefits organization
serving the needs of its broad nationwide network of
customers, physicians, and hospitals through branded
health benefit products and services provided by the
firm’s group of licensed subsidiaries and affiliates. |
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Challenge |
The company was focused on expanding its network of
subsidiaries and affiliates through controlled
acquisition. However, with each new acquisition, it
became apparent that the organization lacked a
central mechanism to promote internal collaboration and
manage valuable content between its regionally dispersed
employees.
The internal knowledge management (KM) team developed
the foundation for an enterprise KM initiative and
identified a phased approach to deploy a suite of
collaborative tools that met all stated business and
technical requirements. However, internal staff and
budgets were limited; the existing team needed to find
additional resources that could not only help define the
guidelines, procedures, and materials but could also
train and support employees. |
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Solution |
Leveraging established best
practices and a methodology for designing and
deploying new technology, digitalKnowledge partnered
with the KM team to develop a comprehensive
implementation strategy for the initial phase of
deployment. The combined team focused on the creation of
the guidelines, processes, and procedures
that would lead each group through the successful
development and launch of the collaborative tools.
digitalKnowledge also developed a reporting and
analytics structure to measure and communicate ROI to
executive management. Tangible and intangible metrics
were identified, including success stories and best
practices, to help benchmark progress and support future
planned phases. |
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Results |
The impact of these collaborative tools has been staggering. Project collaboration
and team communication has improved, resulting in time
savings, reduced travel costs, and increased operational
efficiencies. The tools have become integral to
the way employees perform daily operations – they use
their workspace as the first place to find information,
share documents, identify tasks, and connect with other
employees via chat or desktop sharing.
Using the guidelines and procedures established at the
onset of the project, the combined project team successfully deployed over 100
collaborative spaces and trained approximately 5,000
end-users. Implementation time for non-project based
workspaces decreased from 30 down to 3 days, and by
using the standardized development processes, the KM
team was well positioned to serve the needs of its end
user community. |
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