Governance Challenges for Global Metadata in a federated organization Challenges for... · 2018-08-09 · Governance Challenges Global Metadata in a Federated Organization March 20,

Governance Challenges Global Metadata

in a Federated Organization

March 20, 2013

Ron Klein – Global Strategy Metadata Leader

© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Governance Challenge Summary

KPMG Global Knowledge Management Strategy is harnessing the knowledge of our 152,000 people to help them deliver and create value for our clients. They look to KPMG for a consistent standard of service based on high order professional capabilities, industry insight, and local knowledge.

The KPMG Knowledge Management and Data Management groups consider Metadata Governance

as a crucial step for effectiveness and survival. These two groups have an on-going program for managing the day-to-day metadata across the globe. Be it for structured or unstructured data, the metadata has to be consistent, operational and minimal for all the aspects of managing content and data.

In this session, we will address the lessons learned, the critical challenges and how it is being

accomplished successfully. Being a very large organization the approach needs to adequately address the diverse business and markets in which the firm operates.

Cross country issues Cross Functional challenges Cross Markets knowledge Cross Infrastructure policies

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What is the Goal? for a professional services organization

with global coverage

and three major areas of professionals

covering many industries

on Metadata Governance

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Governance Challenge Goal - End State Model for the Data Landscape

4

High-Level View of the KPMG Global Data Standards KPMG has five major areas of Global Data Standards that apply to entity, engagement and people All five data standards have a direct impact across global applications Consistent, centralized governance, maintenance and distribution of these standards as they apply to the

enterprise are critical as we move forward Ownership of global standards will remain with the subject matter experts supported by global executives

Services (Functions)

•Produced by Global Risk and Finance

•Owned by the Functions

•Applies to entities, engagements and people

Markets

•Produced by Global Markets

•Owned by the Functions


HR

•Produced and owned by Global HR

•Contains only globally relevant information.

•Applies to people only •Can be utilized for engagements and entities if it were more robust and reliable (e.g., accurate Global Job Level)

Security/ Risk

•Defines access controls that can be implemented globally or at the local level to ensure privacy and independence


Internal & External

Standards •Includes global standards such as language and country codes and global telecom standards



Governance Challenge Data Landscape

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Data within KPMG falls within three categories: Structured Data Application-based information stored in defined data structures Unstructured Data Documents and user content stored locally or hosted in common areas such as collaboration spaces or portals Metadata Characteristic information about data such as the Services Taxonomy or document type

Key to the success of this intersection of useful data is a common global data model covering: • SAP and other core applications • Global Information Store • Knowledge • Taxonomies, Standard Lists, etc.


Governance Challenge About KPMG

KPMG is a global network of professional firms providing Audit, Tax and Advisory services. We have 152,000 outstanding professionals working together to deliver value in 150 countries worldwide. Our purpose is to turn knowledge into value for the benefit of our clients, our people, and the capital markets.

Audit Tax Advisory Audit teams equipped with a high level of technical skills and empowered with professional skepticism provide the heart and soul of a good audit.

Through a forward thinking multidisciplinary approach, technical experience, and deep industry knowledge, KPMG’s Tax professionals can add value and help organizations manage the tax complexities of an ever-changing business environment

KPMG's professionals combine technical, market, and business skills that allow them to deliver objective advice and guidance that help the firm's clients grow their businesses, improve their performance, and manage risk more effectively.

“most mature” “highest growth”

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Governance Challenge Knowledge Management objectives for KPMG

To harness the knowledge of our 152,000 people to help them deliver and create value for our clients. Why getting it right is important: Make it easier for KPMG people to find what they need

Help us deliver deeper, forward thinking insights

Foster stronger client relationships and more effective service delivery

Improve response time to proposals and client inquiries

Increase access to the collective expertise of our people

Reduce duplication of knowledge investments across member firms

Help drive profitable growth across all member firms and practices

Improve the total experience for our people and satisfaction with KPMG

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Governance Challenge Metadata Metrics – Indexes for measuring achievement

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Index Primary Sources

What Why Output

Completeness Data reports

Monitors level of fields being used to tag content; each field weighted to produce final %

Monitor the level of Country/F/M adoption of Metadata field usage; focus on Update step; report on user groups

Dashboard (target % year 1/2/3)

Compliance Self-reporting on SOP

Summary report on progress with Adoption based on step exit criteria; standard operational procedures (SOP); future state will more full monitor CM maturity

Monitor the level of full adoption of all 6 steps; engage user groups

Scorecard

Quality Surveys & audits

Monitors quality indicators (e.g., de-duping, aging, search results, version control, life-cycle, missing references, user feedback); future state will more full monitor CM maturity

Monitors level of adoption of guidance for tagging and other CM principles; focus on Clean-up, Validate, Sustain steps;

Scorecard

Consumption Data reports

Monitor levels of content usage related to aging (currency of the content in a knowledge marketplace)

Monitor the ROI of the content created, harvested & maintained; focus on Sustain step

Dashboard


Governance Challenge Completeness Index

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KPMG Portal Metadata Standard Adoption User Benefits

10


KPMG Portal Metadata Standard Adoption User Benefits

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The Roadmap! for a professional services organization

with global coverage

and three major areas of professionals




Global Portal Metadata Standard Adoption Programme Road Map

Metadata

Determine Adoption Approach

Portal Upgrade

Select new page layouts and web

parts

Metadata

Tag with new metadata standard

Portal Upgrade

Use new web parts to display your data

Enterprise Search

Enable search platform for robust

findability and knowledge sharing

Site Owner / Administrator

Content Publisher

Metadata Standard Sign-off

Technical Implementation

Toolkit creation; guidance & training

Adoption Process Support

KM / ITSG

Inventory Clean-Up Map Update Validate Sustain

Adoption Process


Metadata

Portal Upgrade

Enterprise Search

clean-up & tagging

Search Field

Metadata fields

A more effective and efficient way to share knowledge

A means for improving search tools and discovery mechanisms with better results and refining with filters/facets

Promotion of a common language for business processes and communications

A coherent approach to tagging allowing better integration

The ability to surface related content in web parts

Help to enable effective content management

Help to reduce risk Helps users answer: “What has

been done before?” and “Who’s done it before?”

A consistent metadata model enables users to find, store and display data quickly and easily across organizational, functional and geographic boundaries.

KPMG Portal Metadata Standard Adoption Why is this important?


Governance Challenge Global Knowledge Organization Summary

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Member Firms Member Firms

Global Head of Knowledge

Global Knowledge Steering Group

(GKSG)

Global Knowledge (core team)

ITS Portals Knowledge Staff

Business/ Program Staff

Knowledge Input and Implementation Team

(KIIT)

A Global Knowledge Steering Group structure provides governance over KPMG Knowledge. It mirrors the GET structure and reflects the same composition as the other steering groups.

A Knowledge Input and Implementation Team (KIIT) is a more detailed Business Group to support the GKSG and show inter-connectivity among functions and key geographies.

Global Functions and Markets Knowledge consists of several teams (Advisory, Tax, Audit, Markets). Each is led by a senior (Director-level) full-time head of Knowledge, reporting to both the business’ sponsoring partner for knowledge (for budget and business alignment) and to the Global Head of Knowledge (for knowledge strategies and goals).

Global Knowledge is led by a Partner-level ‘Global Head of Knowledge’, supported by a full-time Business Director, an IT Director for the knowledge technologies and a Core Team of operations and subject matter experts in the team.

e.g., content management,

Portal and collaboration site support, analytics

Core Global Knowledge Team

Member Firms

Global Function / Markets Head of

Knowledge

Global Function / Markets Knowledge Team

ITS Portals Knowledge

Staff

Business/ Program

Staff

Global Function / Markets Knowledge Teams

Business/ Program Staff

Offshore Knowledge support resources

Working Groups

Regional update calls & other ad hoc

interaction


Global Portal Metadata Standard Adoption Creating an adoption plan: Knowing the Adoption Process

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Overview of the activities needed for planning and executing the content update A tiered approach for Member Firms and site owners will help distinguish different levels of effort for each site collection.


The step-by-step is guidance on what a typical site owner/administrator will need to do to ensure a successful full adoption of the KPMG Portal Metadata Standard. These steps include analyzing the site inventory and developing a project plan, how to select content for clean-up, how to map the old model to the new standard and update content by retagging it to the new Standard, how to validate the process and to ensure the process is operationalized and sustained.

Inventory & Clean-Up – Taking an inventory of site content and the subsequent clean-up activities allow site owners and administrators to identify the sites and content libraries that need to be updated, then clean out obsolete content. Map & Update – The mapping step let’s site owners map their current metadata to the new standard and plan of retagging. The updating step provides the opportunity to review on an item-by-item basis: (1) update/revise and check the tags, (2) delete duplications, or (3) delete/archive old content. Validate – Once updated, content publishers and/or owners validate the quality of their results in navigation and search.


Global Portal Metadata Standard Adoption Approaches to Clean-up and Retagging


Inventory Clean-Up Map Migrate Validate Sustain



(1) Full Adoption entire content clean-up/retagging

NOTE: Site Owners will determine which approach best serves there business needs based on analysis during the Inventory step. This is not an exhaustive list. There are situations where both old and new fields will be used for a period of time depending on requirements to surface content and other use cases.

(3) New Site migrating to a new site requiring content clean-up

(4) Stake-in-Ground tag new content (or retag revisited content) going forward

(2) Selective Clean-up clean-up/retag selected content and tag new content (or retag revisited content) going forward


KPMG Portal Metadata Standard Adoption What do I need to know?

Updated KPMG Portal Metadata Standard developed by Metadata Working Group and agreed in FY12 Q1 (changes include new fields, some retiring fields and more consistent and clearer values) and a new Governance Process established.

Upon implementation of the standard in the Portal, the look and feel of the new content input forms will be different for site owners and content managers.

A consistent Metadata Standard enables content owners to manage and display content robustly, and for their users to find and use it across organizational, functional and geographic boundaries quickly and easily.

Over time, all sites will go through the adoption process to review their legacy content and update metadata tags with the expectation of full adoption of the Metadata Standard.

Knowledge Leads should develop an adoption plan through your normal business planning process that best serves their business needs and resourcing.

Global Knowledge support includes defining scope of work, Adoption Toolkit guidance documentation and training. Retagging support will also be made available through the Center of Excellence (funded by site owners)

While new Portal Search will be greatly improved over the existing search in any circumstance, site owners will gain the most benefit from Search after completing full adoption of the Metadata Standard.

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KPMG Portal Metadata Standard Adoption What do I need to do now as a Knowledge Lead?

Work closely with Ron Klein from the Global Knowledge team to create an adoption strategy and plan for your Portal content including across other knowledge groups (e.g., determine adoption approach including content clean-up, scope of work, resource requirements, timelines, etc.)

Identify a key point person to drive the adoption plan. Let Ron or Mark know who that person will be. This person should understand the nature of the content on the site, how metadata is being used, and have a trusted relationship with the content owners. Their role will include: Support and promote the new Metadata Standard approach Participate in webinars, workshops and other events for adoption Coordinate the adoption plan Engage resources to assist in the adoption effort (inventory, content clean-up, mapping, retagging,

etc.) Help ensure communications reach all site administrators and content managers Deliver training and support to end-users on how to update and tag items Monitor and report on progress Be active champions of the change process

Cascade communications to local site collection owners, site owners/admins, content managers (e.g., guidance and instruction from Global Knowledge through you on the updated Metadata Standard itself, the new input form, the adoption process, and how to begin tagging new content with the new standard).

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mailto:[email protected]�

for a professional services organization

with global coverage Region and Country

and three major areas of professionals Audit, Tax, Advisory



Which Dimensions?

Financial Services, Industrials, Health Care, Consumer Goods, Technology, Media & Telecommunications, Infrastructure, Government and Healthcare etc.


Governance Challenge Adoption Scope & Interfaces

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Program Manager

KM Site Owner

Business / KM SPOC’s

Site Owner Early

Adopters

ITS Technical

Training

Adoption

Site Administrator

Early Adopters

Global Knowledge

Communications

Training / KM

ITS

Member Firms Toolkit

Support Training

ITS Communications

Impact Assessment

Deployment Strategy

Training Audiences

Deployment Communications Key Messages

Business Communications Key Messages

Adoption Support

Interviews

Goals / KPI’s

Change Mgmt Actions

Deployment Objectives

Business Communications

Readiness Actions


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Governance Challenge Global Knowledge - Audiences

Member Firms / Countries

Regional

Global

Learner

Country Training Trainers

Heads of KM

Functional KM Heads / Steering Groups

Audit Advisory

Tax Industry / Markets

KM Teams

Site Owners

Local ITS

Audit Content Mgrs.

Markets Content Mgrs.

Tax Content Mgrs. Site Admins.

Functional Leaders / Learning Leaders

Audit Advisory


Country Heads of KM

Functional SME’s

Content Managers

KM Services

Site O/A Site Admins.

External Parties

Regional Heads of KM

Regional Functional KM Heads / Steering Groups

Audit Advisory


Regional Functional Leaders / Learning Leaders

Audit Advisory


Regional Heads of KM

Global KM Leadership

Group

Global L&D

Audit Advisory


Global Functional Leaders / Learning Leaders

Audit Advisory


Global KM Steering Group

Global Learning Teams

Facilitators

Global / Regional Training Trainers

Facilitators

Process Roles (i.e. may need training) Legend

Regional Leaders

CIO / IT Heads

COO / CAO

Senior Partners


Governance Challenge Guiding Principles for Metadata Adoption

Global Function/Markets/Infrastructure Site Collections 1. Global Knowledge will work directly with Function/Market Knowledge Leads to help coordinate the development of their adoption plans

for their site collections 2. Global Function/Markets/Infrastructure Knowledge Leads will provide business adoption planning general principles to Global

Knowledge for Country adoption planning purposes Country Site Collections 1. Country manages all its content in the site collections it owns

o Metadata retagging will occur on these sites collections and their sites according to the country’s adoption timeline o Country will cascade messages and work plans down to their respective site owners

2. Global Knowledge will work directly with Country Knowledge Leads to help coordinate the development of their adoption plans for their site collections

o Exception: where regional alignment exists - Global Knowledge will work first through Regional Reps to coordinate Country engagement and planning

Country Content on Global Function/Markets/Infrastructure Site Collections 1. Country owns and manages the Country Function/Market content hosted on Global Function/Market site collections 2. Country Knowledge Leads and Global Function/Markets Knowledge Leads will coordinate plan for the Country Function/Market content

in the respective Global site collections o Metadata retagging will occur on these sites at the Global Function/Markets adoption timeline o Country and/or Global Function/Market will cascade messages according to agreed work plans down to respective site owners

3. Country content in a Global Function site collection that has Markets Sector or Infrastructure within it will require coordination by the Country, Function and Markets

o Metadata retagging will occur on these sites at the combined Global Function/Markets adoption timeline

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Member Firm Scenarios

Head of Knowledge Core KM Team Function/Market KM Resource(s)

(A) Large Firm Full KM coverage

(B) Large Firm Little or no

Function/Market KM

(C) Medium Firm Some Core KM only

(D) Small Firm Little or no KM

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Governance Challenge Member Firm Scenarios

Region Member Firm

Market Sector

Function MM


Global Member Firm

Member Firm Scenarios Functions & Markets

25

Member Firm Head of Knowledge

& KM Team

Global Function/Market

KM Lead / Team Member Firm Function/Market

Knowledge Manager

(A) Member Firm with Large KM coverage Head of Knowledge, KM Team, Function/Markets KM

Region Member Firm

Market Sector

Function MM

= Site Owner

GK Core Team Metadata Adoption Support

(1)

(2)

(3)

(4)

(1) GK gathers guidance from Global Function/Markets to provide Member Firm

(2) GK engages Member Firm

(3) Member Firm cascades comms to local KM community

(4) Member Firm coordinates Site Owner engagement

(5) Global Function/Markets provides further orientation

(5)


Global Member Firm (large)


26




KM Lead / Team

Member Firm Function/Market

Knowledge Manager

Core KM Team

(A) Large Member Firm with full KM coverage Head of Knowledge, Core KM Team, Function/Markets KM

Region Member Firm

Market Sector

Function MM

= Site Owner



27




KM Lead / Team


Core KM Team

(B) Large Member Firm with partial KM coverage Head of Knowledge, Core KM Team

Region Member Firm

Market Sector

Function MM

= Site Owner



Global

Member Firm (medium)

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KM Lead / Team


Core KM Team

(C) Medium Member Firm with partial KM coverage Core KM Team

Region Member Firm

Market Sector

Function MM

= Site Owner



Global

Member Firm (small)

29



KM Lead / Team


(D) Small Member Firm with no KM coverage

Region Member Firm

Market Sector

Function MM

= Site Owner



Sub-Region

Member Firm

Global

30



KM Lead / Team

Sub-Region Function/Market

(E) Small Member Firms in a Sub-Region with no KM coverage

Region Member Firm

Market Sector

Function MM

= Site Owner




Member Firm Scenarios Infrastructure

31



Global Infrastructure KM

Representative Member Firm Infrastructure

Knowledge Manager

Core KM Team

(A) Large Member Firm with full KM coverage Head of Knowledge, Core KM Team, Function/Markets KM

Region Member Firm

Market Sector

Function MM

= Site Owner


Member Firm (large)

32


Member Firm Infrastructure Department

Core KM Team

(B) Large Member Firm with partial KM coverage Head of Knowledge, Core KM Team

Region Member Firm

Market Sector

Function MM

= Site Owner


Global



Representative


Member Firm (medium)

Global

33


Core KM Team

(C) Medium Member Firm with partial KM coverage Core KM Team

Region Member Firm

Market Sector

Function MM

= Site Owner




Representative


Member Firm (small)

34


(D) Small Member Firm with no KM coverage

Region Member Firm

Market Sector

Function CS

= Site Owner


Global



Representative


What does a ‘good’ Member Firm knowledge organisation look like?

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Head of Knowledge

Knowledge Managers

Appropriate number and skilled Knowledge Mgrs where: the member firm has more than 500 staff within the organization, the HoK is not a full time role.

Adoption of Global Knowledge applications and frameworks Retirement of any local knowledge applications that do the same thing

Knowledge Strategy

Knowledge Strategy

FY priority (project) list

Glo

bal

Mem

ber F

rim

Knowledge Strategy

FY priority (project) list

Implemented agreements that enable knowledge sharing

Up-to-date member firm knowledge strategy and FY priorities that aligns to the Global Knowledge Strategy and FY priorities

Leveraging of offshore resources

Centre of Excellence

BIS (Research)

…to support your local knowledge programmes, retiring (where applicable) any local practices

Participation in Global Knowledge governance and comms channels

Working Groups

Regional KM

Participation and alignment to regional KM programmes*

* For CEE and ASPAC member firms only

If outside of ASPAC or CEE consider whether setting up / joining informal regional knowledge communities would be of benefit

The right person, positioned appropriately in the organisation, with the authority to run a knowledge programme

Support and alignment of Global Function/Mkts Knowledge programmes

Global Advisory KM

Local Advisory KM Resources

Global Markets KM

Global Tax KM

Global Audit KM

Local Advisory resource still aligned with central MF KM groups

Central MF KM group organised and performing activities that support Global km programmes

Implement standard Advisory and Tax engagement terms and conditions that enable rather than restrict the sharing of KPMG Intellectual Capital

KPMG Portal

KPMG Central

the Hub

Local Tax KM

Resources

Local Tax KM

Resources

Local resources and processes in place leveraging Global Tax &

Audit programmes

Local Functions leveraging Global Markets resources

Active content mgt programme

KIIT

Regional Calls


36

Governance Process for Metadata Management


Dilbert

38


Responsible, Accountable, Support, Consult, Inform (RASCI)

Responsible, Accountable,

Support, Consult, Inform (RASCI)

Global Knowledge

Management Global

Advisory Global Audit Global Marketing Global Tax Global Markets Region/Country

Process

Product Artifacts

Metadata Model R,A C,S C,S C,S C,S C,S S

Document Type R,A C C C C C S

Audit Taxonomies C I R,A I I I I

Advisory Taxonomies C R,A I I I I I

Tax Taxonomies C I I I R,A

Sector Taxonomy R I I I I R,A C,S

Issues Taxonomy R C C A C C S

Business Requirements R,A C C C C C C

Functional Requirements R,A C C C C C C

Implementation Plan R,A C C C C C C

Training Material R,A I I I I I I

Communications R,A S S S S S S

Sign-off is required by each function/region listed as Responsible, Accountable or Contributor/Consulted within 10 business days to explicitly accept, reject with comments or escalate after 10 business days

Governance Challenge Roles and Responsibilities

39


Governance Challenge Governance Guiding Principles

40

Guiding principles

(7.) Communication (1.) Accountability

(6.) Integrity (2.) Responsibility

(3.) Discipline(5.) Independence

(4.) Transparency

Guiding principles

(7.) Communication (1.) Accountability

(6.) Integrity (2.) Responsibility

(3.) Discipline(5.) Independence

(4.) Transparency


Governance Challenge Cobit – Attribute Maturity Matrix

41

Awareness and Communication

Policies, Standards and Procedures

Tools and Automation Skills and Expertise Responsibility and Accountability

Goal Setting and Measurement

1

Recognition of the need for the process is emerging. There is sporadic communication of the issues.

There are ad hoc approaches to process and practices. The process and policies are undefined.

Some tools may exist, usage is based on standard desktop tools. There is no planned approach to the tool usage.

Skills required for the process are not identified. A training plan does not exist and no formal training occurs.

There is no definition of accountability and responsibility. People take ownership of issues based on their own initiative on reactive basis.

Goals are not clear and no measurement takes place.

2

There is awareness of the need to act. Management communicates the overall issues.

Similar and common processes emerge, but are largely intuitive because of individual expertise. Some aspects of the process are repeatable because of individual expertise and some documentation and informal understanding of policy and procedures may exist.

Common approaches to use of tools exist but are based on solutions, developed by key individuals. Vendor tools may have been acquired but are probably not applied correctly and may even be shelfware.

Minimum skill requirements are identified for critical areas. Training is provided in response to needs rather than on the basis of an agreed plan and informal training on the job occurs.

A person assumes his/her responsibility, and is usually held accountable, even if this is not formally agreed. There is confusion about responsibility when problems occur and a culture of blame tends to Exist.

Some goal setting occurs; some financial measures are established but only known by senior management. There is inconsistent monitoring in isolated areas.

3

There is understanding of the need to act. Management is more formal and structured in its communication.

Usage of good practices emerges. The process, policies and procedures are defined and documented for all key activities.

A plan has been defined for use and standardisation of tools to automate the process. Tools are being used for their basic purposes but may not all be in accordance with the agreed plan and may not be integrated with one another.

Skill requirements are defined and documented for all areas. A formal training plan has been developed but formal training is still based on individual initiatives.

Process responsibility and accountability is defined and process owners have been identified. The process owner is unlikely to have the full authority to exercise the responsibilities.

Some effectiveness goals and measures are set but not communicated and there is a clear link to business goals,; measurement processes emerge but not consistently applied. IT Balanced Scorecard ideas are being adopted and occasional intuitive application of root cause analysis.

4

There is understanding of the full requirements. Mature communication techniques are applied and standard communication tools are in use.

Process is sound and complete, internal best practices are applied. All aspects of the process are documented and repeatable. Policies have been approved and signed-off by management. Standards for developing and maintaining the processes and procedures are adopted and followed.

Tools are implemented according to a standardised plan and some have been integrated with other related tools. Tools are being used in main areas to automate management of the process and monitor critical activities and controls.

Skill requirements are routinely updated for all areas and proficiency is ensured for all critical areas and certification is encouraged. Mature training techniques are applied according to the training plan and knowledge sharing is encouraged. All internal domain experts are involved, and the effectiveness of the training plan is assessed.

Process responsibility and accountability is accepted and working in a way that enables a process owner to fully discharge his responsibilities. A reward culture is in place that motivates positive action.

Efficiency and effectiveness are measured and communicated and linked to business goals and IT Strategic Plan. IT Balanced Scorecard is implemented in some areas with exceptions noted by management and root-cause analysis being standardised. Continuous improvement is emerging.

5

There is advanced forward-looking understanding of requirements. Proactive communication of issues based on trends; mature communication techniques are applied and integrated communication tools are in use.

External best practices and standards are applied. Process documentation is evolved to automated workflows. Processes, policies and procedures are standardised and integrated to enable end-to-end management and Improvement.

Standardised toolsets are used across the enterprise. Tools are fully integrated with other related tools to enable end-to-end support of the processes. Tools are being used to support improvement of the process and automatically detect control Exceptions.

The organisation formally encourages continuous improvement of skills, based on clearly defined personal and organisational goals. Training and education supports external best practices and use of leading edge concepts and techniques. Knowledge sharing is an enterprise culture, and knowledge-based systems are being deployed. External experts and industry leaders are used for guidance.

Process owners are empowered to make decisions and take action. The acceptance of responsibility has been cascaded down throughout the organisation in a consistent fashion.

Integrated performance measurement system linking IT performance to business goals by global application of IT Balanced Scorecard. Exceptions are globally and consistently noted by management and root-cause analysis is applied. Continuous improvement is a way of life.


Governance Challenge Governance Objectives

• Aligned with Global Knowledge regarding:

- Vision statement - Roles and Responsibilities - Accountability (stewards, custodians, access) - Supply the identities of people responsible for

definitions, quality and change - Guiding principles - Policies and standards - Information usage policies: data classification

and rules

• Decision-making authority and escalation procedures

• Harmonize with content and site review process

• Appeal process

• Schedule

• Standard operating procedures: - Term change request process - Taxonomy review process - Monitoring standards & web analysis - Service level agreement: Turnaround

times and urgent requests - Metadata Versioning - Support the history of changes to

production metadata

• Exchange Agreements - Provide mechanism to incorporate

exchange agreements outside Portal metadata

- Link to KPMG multiple taxonomies

• Communications plan integrated 30-60-90

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Global Portal Metadata Standard Technical Implementation of SharePoint Content Types (Release 1)

ROLE Go-Live Immediately after launch of new input forms

Support Global Knowledge and ITSG

Country / Function Knowledge Lead

Oversee customizations are managed

Reinforce messaging

Manage to project plan

Continue support

Provide guidance about local extensions (ITSG)

Site Collection Owner (SCO)

Custom vs Global content type enablement

Reapply local customizations and extensions (e.g., turn “on” local require fields)

Report testing results

“Go-Live Guide” (Adoption Toolkit)

Technical implementation of new SP Content Types to Site Collection (ITSG)

Technical communications and support

Site Owner (SO) /Admin

Reapply local site level customizations and extensions

“Field Level Rational for Addressing Adoption Approach” (Adoption Toolkit)

Content Managers (CMgr)

Start tagging new content and retag revisited content with new Standard

“Tagging Guide: New Content Tagging and Content Legacy Retagging” (Adoption Toolkit)

43



ROLE On-boarding Prep work required before launch of new input forms



Identify Sponsors

Create adoption strategy and plan (e.g., determine adoption approach)

Cascade comms to SCO, SO, SA, CMgr regarding strategy, timelines, roadmap

Provide guidance and support on adoption planning

Consult about Adoption approach

Provide Adoption Toolkit and Training

“Adoption Process Overview” and “Field Level Rational for Addressing Adoption Approach” (Adoption Toolkit)

Communications and engagement


Work with ITSG/GK to resolve any customization conflicts when identified by ITSG in the pre-scan report

Identify local customizations

Modify Toolkit guidance documents for local needs (where applicable)

Coordinate Inventory Reports

“Adoption Inventory Step, Interpreting Reports” and “Global Metadata Standard Implementation Q&A”(Adoption Toolkit)

Pre-scan conflict reports (ITSG)

Produce Inventory Report package per request (CoE)


Identify local site level customizations


Know what is coming and what to do

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ROLE Over Time Ongoing technical work in parallel with adoption approach



Monitoring and reporting on progress of project plan for Release 1 to GK

Plan for future releases

Metrics monitoring

Coordinate future releases


Turn Global Metadata Standard required fields “on” based on adoption approach timing

Ongoing technical support


Ensure Content Mgr are following Tagging Guidance

Retag legacy content per request (CoE)

“Field Descriptions and Values: Mapping to Old Model” (Adoption Toolkit)


Retag revisited content with new Standard

“Tagging Guide: New Content Tagging and Content Legacy Retagging” (Adoption Toolkit)

45


Governance Challenge Stages & Elements of the Behavioral Change Mgmt Model

46

The Behavioral Change Management (BCM) model was created for the BCM Methodology by the Performance & Technology - People and Change group at KPMG. The model divides the BCM methodology into three stages – Analysis, Engagement and Delivery. Each stage features three BCM elements, and the outer ring represents communications as a core element in all change management activities. The stages and elements have a logical order – but in reality managing change is an iterative process with change management techniques applied in a situational context and often running in parallel. However, it is often necessary to execute change management in the context of a rather linear project with sequential phases and steps.

Change Management is about getting people ready, willing and able to deliver sustainable business benefit.

Business Case & Vision

for change

Change Risk Analysis

Change Strategy

Stakeholder Management

Change Leadership

Involvement Strategies

Benefit Realization & SustainablePerformance

People Transition

& WorkforceEffectiveness

Organizational Integration

Global Behavioral

Change Management Methodology

Business Case & Vision

for change

Change Risk Analysis

Change Strategy


Change Leadership


Benefit Realization & SustainablePerformance

People Transition

& WorkforceEffectiveness


Global Behavioral

Change Management Methodology


Governance Challenge Communication

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Communication is a strategic change lever to proactively manage organizational and individual resistance and enable buy-in. Its purpose is not just to convey information, but to also support changes in behavior – persuading people to take action that will help the organization achieve its objectives. Strategic Business Question: How do I increase awareness, understanding, buy-in and ownership amongst stakeholders to drive the change process?

Objective: To plan and execute an effective communications campaign which delivers compelling and relevant messages to all impacted audiences as a way to drive organizational readiness and adoption

Tools: Effective communication contributes to the effectiveness of all BCM tools and techniques. There are two core tools with specific guidance: • Communications Assessment: Working with the client, perform a diagnostic to understand how communication is currently working. • Communications Strategy and Plan: The Strategy builds on all of the current state assessment documentation to understand the key guiding principles, themes, audiences, and channels throughout the project. The Plan gets down to a more tactical, execution level and maps out key activities and messages by audience, sender, vehicle, and timing.

Benefits of effective communication: • Enables consistent messaging

across the organization and time • Engages stakeholders • Optimizes awareness and

ownership • Mitigates change resistance • Drives behavioral change by

managing expectations of segmented audiences

Risks of no or non-effective communication: • Change resistance will not be

mitigated • Opportunities to cultivate

sponsorship throughout organization will be missed

• Affected stakeholders do not understand “what’s in it for me?”

• Awareness for Change will not permeate organization

• Compelling business case and vision will not exist

• Visible leadership and sponsorship will be lacking

• Momentum for Change will dissipate based on lack of sustainable awareness

Monitor and Measure Communications Program

Assess the Current State

Create a Communications

Strategy

Enable a Communications

Infrastructure

Develop a Communications Plan

Implement and Execute Communications Plan

Effective Communications

Approach


Governance Challenge Engagement” and its Elements

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Strategic Business Question: How do I get stakeholders groups involved in the ‘what’ and/or ‘how’ of the change to develop their buy-in and gain active involvement in making it a success?

Objective: To develop an effective involvement strategy and plan across all stakeholder groups and to create momentum behind the change.

Tools: • Communications Strategy and Plan

Strategic Business Question: How do I help ensure that I have galvanized leadership consensus for the Change and how do I mobilize them to manage their stakeholders?

Strategic Business Question: How do I manage stakeholders through the Change with a particular emphasis on proactively mitigating behavioral resistance?

Objective: To mobilize the Change strategy, it is key to take the change architecture and network and bring it to life through active stakeholder management. The goal here is to cascade awareness and preparation for Change throughout the organization.

Tools: • Stakeholder Management Framework

Engagement is about proactively addressing and mitigating Change resistance. This phase is focused on engaging and mobilizing leaders and stakeholders through a structured Change Network and driving awareness, buy-in and ownership through a series of interventions


Change Leadership



Governance Challenge Delivery” and its Elements

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Strategic Business Question: Is the operating model and organization structure aligned to the strategy and does it create an environment that positions the workforce to be successful?

Strategic Business Question: How do I measure and monitor progress to help ensure sustainable benefits?

Strategic Business Question: Once I understand the impacts, how do we help position the workforce to successfully adopt the future state business model?

Delivery is about moving to the “implementation” mode of the Change journey by preparing affected stakeholders for the new people, process and technology impacts of the Change. The Change strategy in Delivery is more pragmatic and focused on helping ensure the workforce is being equipped with the right tools to be positioned for success.

Benefit

Realization & Sustainable Performance

People Transition

& Workforce Effectiveness


Knowledge at KPMG


Knowledge at KPMG Achieving the Knowledge vision is a long-term journey

FY13 and beyond

Significant global integration of all knowledge programs Visible impact on the capabilities of our team and Partners We realize a “pervasive culture of sharing” Recognized by clients and the market as a Knowledge leader Integration of KM strategies with IBS platform

FY10

FY12

Drive awareness, adoption and usage of knowledge tools Fully scale global content harvesting and management programs Deploy the next phase of tools, such as Search, External Collaboration and Internal Social Media Drive tangible business impact, especially to global strategy priorities

FY11

Knowledge strategy refreshed and adopted globally Organization fully built, including offshore teams Functional and Markets KM programs in place Portal and connectivity tools upgraded, with global adoption

Global Head of Knowledge and Steering Group formed Knowledge Strategy created and agreed Key roles filled Portal and other core tools stabilized

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Our objective: To harness the knowledge of our 152,000 people to help them deliver and create value for our clients

The KPMG Knowledge strategy is built on three strategic pillars… …supported by three core enablers

Con

tent

Con

nect

ivit

y

Cul

ture

Organization

Technology

Change Management

High quality, robust and timely content, so our people can access and use the right content, at the right time, to support their clients

Strong connectivity, collaboration and sharing among our people, teams and networks

A pervasive culture of knowledge sharing and collaboration among our people and across our global firms

A professionalized, efficient and globally consistent Knowledge support organization

Globally aligned and user-centric enabling technology, to support sharing and access to content, people and tools

A visible change and communications program to drive awareness, adoption and participation by our global staff

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Knowledge at KPMG Our strategy for Content at KPMG

Facts, regulations and trends Delivered thru training and tools

Created by our functions, with industry tailoring sometimes needed Supports both proposals and client delivery

Harvested to identify best work and experts, and to update methodologies and approaches Not everything is codified in writing – most shared informally by individuals and networks

Source of our differentiation in services and industries Aligned to key client issues, and harvested from client work, research efforts and Institutes Drives publications and go-to-market strategies

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Core technical and industry knowledge

Methodologies and tools

Best practices and insights

Top “Points of view”


Knowledge at KPMG Key challenges

1. Federation of country – raising a challenge of gaining full global alignment 2. Strong culture of client confidentiality – and significant regulatory

constraints as a public accounting firm

3. Diverse firm with different businesses – all with need for a tailored approach toward KM

4. But…a strong need for our people to access content and people across our businesses and countries

5. Making KM clear, understandable and “real” for leadership and professionals, by delivering tangible value all the time

6. Full alignment with the KPMG Global Strategy, delivering value across Growth Opportunities, High Performance Culture and Innovation

7. Gaining commitment of the leadership in our functions, sectors and member firms along all key elements of the knowledge program

8. Supporting many technology initiatives to meet the needs of the business and keep ahead of “the curve,” while conserving costs

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Knowledge at KPMG KPMG Portal

• The unifying access point to KPMG content, resources, tools and people

• Home for knowledge repositories for Audit, Tax, Advisory and Markets

• Internal communications channel and relevant marketplace news

• FY11/12 accomplishments - Faster, stabilized infrastructure - Significant new adoption and

site/content build-out - Retirement of legacy Portal tools - New Metadata Standard - New Autonomy search engine - Upgraded Portal usability - Single Advisory Portal

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Key challenge: Driving Change and Culture to achieve our knowledge objectives

Instill an awareness and appreciation of

how knowledge-sharing will contribute

to our success

Institutionalize a pervasive culture of knowledge sharing

among KPMG’s partners, and staff

Integrate knowledge-sharing into the DNA

of the firm

Engage business leaders as “champions” to serve

as role models for knowledge

Deliver targeted, timely and coordinated communications

Create a “Knowledge Training Curriculum”

(integrated & standalone)

Implement a comprehensive knowledge success measures and metrics program

Knowledge Objectives

Change & Culture Goals

Increase participation, adoption and use of knowledge content, tools and services

To harness the knowledge of our 152,000 people to help them deliver and create value for our clients

Reinforce knowledge sharing behaviors in

performance management and incentive programs

Core initiatives

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Calvin

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Thank you Presentation by

Ron Klein – Global Strategy Metadata Leader

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