A Work in Progress: The Phoenix K-Ecosystem at Cable & Wireless

A WORK IN PROGRESS: THE PHOENIX K-
ECOSYSTEM AT CABLE & WIRELESS
PRESENTED BY
S.Ishwarya
V.Jaishankar
V.R.Jayavardhini
N.T.Karthika
C.Kokila
G.Krishnababu
G.Lakshmi
N.Madhusudhan
INTRODUCTION
 KM tools have played a vital role in helping Cable & Wireless India to meet
customer support requirements from all over the world.
 Need to coordinate with multiple teams – in house as well as global – to

cater to the clients.
 Challenges:
 connected Economy
 Economic uncertainty
 Internet time
 Organizational restructuring
 Changing customer expectations
 Cable & Wireless India solved this with the KM.

COMPANY PROFILE AND KM CONTENT
 Cable & Wireless India is a 100% owned subsidiary of Cable & wireless
P.L.C UK.
 Provides enterprise network solutions, network design and management.
 Supports C&W Europe, C&W UK, C&W America and India-specific
customers.
 Departments: Design, Projects, Customer front office and enhanced
solutions departments.
 Three major activities of C&W:
 Global Network Design & Professional Services
 Global Project Management
 Enhanced Solution Support(ESS)
THREE MAJOR ACTIVITIES
 Challenges of Global Network Design & Professional Services:
 Smartly managing huge amounts of data
 Sharing of information among different departments
 Easy update of new information
 Global Project Management:

 Executes Global projects from India on a massive scale
 Collaboration is their lifeblood
 Enhanced Support Solutions:

 Technical team working in three shifts executes the ESS operations
 Creation of a “problem & solution” database was the major requirement
WHY PHOENIX WAS BORN?
 Cable & Wireless had the gigantic task of organizing, sharing, sharing and
searching huge amounts of information very fast.
 Tacit knowledge need to be captured as soon as possible.
 Need to create own “K ecosystem” to suit the business needs.
 To provide smart solutions for the customers

KEY REQUIREMENTS FOR PHOENIX
 Document sharing:
Working on a solution either from a single department or multiple
departments based on the shared documents.
 Single point of reference for all customer information:

Need to hand over and share customer information from one team to
another as the project moved through different phases.
 Management of complex methods:

Vastly different and unique for individual servicing requirements.
 Connecting teams:
Facilitating easy and cost effective communication to connect disparate
islands of information.
CONT…….
 Reporting:
Team manager to be informed of time spent by the team on
various aspects of the project.
 E-learning:
All team members needed to keep informed of upcoming
products and technologies.
 Virtual teams:
The various local and global communities of practice needed a
home to interact.
PHOENIX CENTRAL KNOWLEDGE REPOSITORY
LIVELIN
CMDB
K
PHOENI
GCD
X
CHART
EVOLUTION OF PHOENIX
 Phoenix Portal- a proprietary Web based document system

developed in-house .
 A navigational tab organizes information by topic, event or

community and produces “Best-Bets”.
 Best-Bets provide guidance to users by directing them to

documents particularly relevant to their search.
 Three phases of Phoenix evolution:

 Documentation Centric(1999-2001)
 Knowledge Centric(2001-2002)
 Collaboration Centric(2002-present)
PHASE 1: DOCUMENTATION CENTRIC(1999-2001)
 Reuse focus
 Check in & Check out
 Subscription
 Knowledge Dollars
 Approval
 Version Control
PHASE 2: KNOWLEDGE CENTRIC(2001-2002)
 Lessons Learned
 Knowledge Index
 Communities Of Practice
 Taxonomy Models
 Digital Dashboard
 Integration of Processes
 K Point
 Customer Delight Meter
 Discussions Feature
PHASE 3: COLLABORATION CENTRIC(2002-
PRESENT)
 NetMeeting
 Online Reporting & Time sheeting
 Launch of Self-Service SLA tracker
 Integrated workflow
 Client Dashboard
RETURN ON INVESTMENT
 Based on intangibles
 Time saving up to 25%
 Depends on ‘Buy –in’ of the team and efficacy of the tool.
 Little help from vendors ensured low cost
 Greatest benefits:
 What the customer thinks of C&W’s service
 View customer information on a single page
 Most current feedback from the customers
 Building KM around the customers
LESSONS LEARNED AND RECOMMENDATIONS FOR
KM PRACTITIONERS
 Three success factors- 3C’s

 E-Mail is the biggest enemy of KMS
 Make KMS as part of DNA
 Km is not an IT department job
 Build KM system jointly with the team
 KM- ‘sharing behavior’
 Ensure K-etiquette while adding documents
 Implement the features accepted culturally
 Do not ignore the security challenges to your K repository
 Choose the best path which will suit your culture and business needs
KM ARCHITECTURE PATHS
 Careful planning is essential before you choose the right tool

 Choose the path that best suits your culture and business needs.
 KM systems can be as simple as a file folder or business
intelligence tools which use advanced data visualization and
artificial intelligence to look for patterns that human users not look
for.
 According to IDC, approximately $44 billion was spent worldwide
on customer relationship management initiatives in 2000.
 How is it possible that, after billions of dollars invested to
improve customer relationships, the average customer feels that
enterprise-wide CRM is worse than ever?
 The answer is actually quite simple: assumptions that the “tool”
will do magic and the lack of true enterprise integration.
CONTD..
 The same is true for KM tools.

 Most of the tools are application in development “ environments” or
middleware require customization. KM tools are like a stone block. It is
up to you to carve your own KM story.
 KM architecture paths:
 GroupWare Path
 Document Management Path
 ERP Path
 Portal Path
 Business Intelligence Path
 KM Suite Path
KM ARCHITECTURE PATHS
GROUP WARE PATH
 Groupware is a popular means for organizational employees to

communicate and collaborate via a suite of computer applications.
 Common groupware applications are e-mail, calendar, shared file
repository, forum, bulletin board, etc.
 This is one of the oldest KM architecture paths, and many organizations
swear by this original collaboration tool. Lotus Notes® is a classic
example.
 GroupWare Path is not a true KM path, and there are many who are true
believers in this.
 GroupWare tools score high here as users are accustomed to them.
Knowledge management deficiencies in
groupware
 For example, although groupware e-mail clients are useful for
knowledge creation, sharing and reuse, e-mails in most cases
are only read while they are still new.
 Older e-mails which may contain useful information and
knowledge are often forgotten.
 As another example, file databases, while having the potential for
knowledge organization, sharing and reuse, are rarely utilized
effectively for the purpose of these knowledge management
tasks.
 Therefore, current groupware are still lacking in the areas of
knowledge creation, knowledge organisation,knowledge sharing,
and knowledge utilization/reuse
DOCUMENT MANAGEMENT PATH
 The nerve of the KM-Groupware is the KM Document Manager

 Which primarily has sub-modules for uploading, downloading and
viewing of documents, adding and editing text documents, searching for
documents, and audit trailMany organizations have reaped big benefits out
of Document Management Systems (DMS).
 DMS are also morphing to Web Content Management systems.
 Documentum® and FileNet® are examples of focused DMS.
 Content is not just documents, but artifacts, imaging, workflow, and the
like.
 DMS products specialize in managing unstructured content.
 Library services (check in, check out, and versioning) and content search
are the two basic features of all DMS.
ERP PATH
 Traditional ERP software providers are branching out to e-learning

and KM my SAP and Oracle Collaboration suite are examples.
 Theoretically, this is a powerful proposition—to marry the KM
space which is “unstructured data” to the “structured” data: the
high value human resources and financial data of your ERP
database.
 If integrated well (which is a real technical challenge), they can
cull “knowledge” and “insights” from your ERP database and can
be a powerful business enabler, as the ERP vendors understand
your business processes well.
 If your organization is already living on ERP systems, it is
worthwhile to pursue the ERP path of KM.
Knowledge management for
ERP success model
PORTAL PATH
 Portals like Microsoft Share Point TM and IBM Content Manager can
aggregate contents from multiple sources and present it through a single
access point.
 They can be quickly rolled out and are very user friendly, which is
necessary for KM success.
 They have strong search capabilities.
 Some organizations have moved from the GroupWare path to the Portal
path, as Portals can be a unifying framework for the enterprise.
 Once the much hyped “Web services” become popular, the Portal path
will get a big boost.
BUSINESS INTELLIGENCE PATH
 This is the next evolution of KM.

 There are distinct differences between KM systems and business intelligence
(BI) systems.
 BI involves Data Mining (discovering relationships among data points), OLAP
(Online Analytical Processing, or online analysis of transactional data),
Querying & Reporting(viewing and manipulating data via multiple report
formats) and Proactive Information Delivery (receiving information on a
scheduled or event-driven basis via Web, wireless, or voice device).
 Business Objects and Microstrategy are examples of BI software providers.

 future BI systems will combine KM, collaboration, ERP, and CRM applications.
 The goal of BI systems is to enable synchronization of the entire enterprise
around the customer, rather than just synchronizing data around the customer.
 The BI triggering engine then can be used for “what if” simulations, which can
give you insights about your customers or business.
KM SUITE PATH
 Hummingbird and OpenText LivelinkTM are examples of “all in

one” frameworks which span the entire gamut of collaboration,
document management, KM,e-learning, scheduling/calendering,
virtual team space, context-sensitive brokered search, connectors to
interface with ERP/CRM, workflow, LDAP, desktop application
integration, Native Language support, wireless access to the
repository, and so on.
 These modules may look good on brochures, but you must be

mentally prepared for long lead times in installing these complex
features.
 This is the form of framework that The Phoenix K-ecosystem at

Cable & Wireless provides.
CONCLUSION
THANK
YOU

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A WORK IN PROGRESS: THE PHOENIX K-

ECOSYSTEM AT CABLE & WIRELESS

 Need to coordinate with multiple teams – in house as well as global – to

 Cable & Wireless India solved this with the KM.

 Global Project Management:

 Enhanced Support Solutions:

 Tacit knowledge need to be captured as soon as possible.

 Need to create own “K ecosystem” to suit the business needs.

 To provide smart solutions for the customers

 Single point of reference for all customer information:

 Management of complex methods:

 Phoenix Portal- a proprietary Web based document system

 A navigational tab organizes information by topic, event or

 Best-Bets provide guidance to users by directing them to

 Three phases of Phoenix evolution:

 Three success factors- 3C’s

 Careful planning is essential before you choose the right tool

 The same is true for KM tools.

 Groupware is a popular means for organizational employees to

 The nerve of the KM-Groupware is the KM Document Manager

 Traditional ERP software providers are branching out to e-learning

 This is the next evolution of KM.

 Business Objects and Microstrategy are examples of BI software providers.

 Hummingbird and OpenText LivelinkTM are examples of “all in

 These modules may look good on brochures, but you must be

 This is the form of framework that The Phoenix K-ecosystem at

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