Executive Summary
This case study showcases how Knowledge Orchestrator’s (KO) Knowledge Management Platform, supported Oji Fibre Solutions’ (OjiFS) goal of capturing, curating and sharing their corporate knowledge. The capturing and curation of knowledge was seen as a critical step for OjiFS in preparation for a future business restructure which required a focus on standardised nationally consistent processes.
Introduction
OjiFS is structured around 4 main business units.
- Pulp and Paper, including recycling
- Packaging New Zealand
- Packaging Australia
- Corporate, including Logistics.
KO collaborated with the Australian Packaging Division of OjiFS, which is responsible for the manufacturing and distribution of corrugated cardboard solutions.
In Australia, OjiFS employs approximately 400 people, with around 25% classified as knowledge workers.
The division comprises:
- Four major manufacturing plants located in Yatala, Queensland; Lansvale, New South Wales; and Noble Park & Dandenong South, Victoria.
- Six distribution centres in Bundaberg, Mareeba and Innisfail, Queensland; and Shepparton, Mildura and Irymple, Victoria.
To deploy the platform across their Packaging Australia operations, KO worked closely with the General Manager, Packaging Australia, and OjiFS’s National Business Improvement Manager.
Challenges
OjiFS identified several knowledge challenges, many of which are common among organizations of their size and scale.
| Challenge | Detail | Impact |
|---|---|---|
| Knowledge Silos | OjiFS utilized SharePoint for document storage, however the system’s complexity made information difficult to access, locate and maintain. | Duplicated effort where employees recreated documents & processes which were then stored in various locations.Processes were all slightly different across states with no single ‘best practice’ process being adopted. |
| Overreliance on Key Personnel | Restricted ‘edit’ access in SharePoint meant only a limited number of users could maintain documents and this posed a risk when those people were on leave or left the business. | Critical documentation wasn’t being developed as the key personnel were too overburdened with other responsibilities, leading to knowledge gaps. |
| Limited Resources | OjiFS lacked the human resources and technology required to effiectively manage a comprehensive knowledge capture and sharing project. | SME knowledge wasn’t getting appropriately captured or when it was, not in a manner that was able to be easily retrieved or located. |
| Outdated & Disorganized Data | There was not defined ontology with which to structure of the knowledge. | This led to knowledge being difficult to categorize, locate/source and organize for future use. This was particularly evident for new employees. |
| Resistance to Change | OjiFS had been going through a period of significant change and employees were experiencing change overload. | There was a growing internal sentiment that OjiFS, although experiencing a lot of change their technology and business tools hadn’t kept up with the change and this was affecting employee morale and working experience. |
Solution
One of our KO co-founders was doing some consultancy work for OjiFS relative to the requirements of establishing nationally consistent processes across their locations. OjiFS had been reviewing options to improve their knowledge management and the KO platform was used as an example of how this could be achieved.
OjiFS were impressed with the opportunity to be an early adopter of the platform and saw KO as a cost-effective solution that provided a solution to their needs. OjiFS became a Foundation Customers of KO in June 2023.
Faced with the identified challenges as well as ongoing skill shortages and rising technology costs, OjiFS sought a solution that would improve their internal processes while allowing them to expand their footprint in the Australian market. They saw KO as an opportunity to access advanced technologies without the need for heavy investment in hardware and IT resources.
Implementation
After discussions on rollout options, OjiFS opted for a phased rollout instead of a ‘big bang’ approach, beginning with a small team of 15 Knowledge Champions representing Victoria, New South Wales, and Queensland.
From September to November 2023, KO conducted an eight-week onboarding program (1 hour per week). This program covered platform training, best practices in knowledge management, and necessary behavioural changes within the organization.
The KO platform required minimal customization for OjiFS, with the primary customization being the setup of a structured ontology. Establishing this structure from the outset was critical to ensure that knowledge was stored and categorized properly for easy retrieval by users.
In early 2024, the Knowledge Champion team was reduced to a core group of five, whose focus shifted to engaging users and refining the platform for broader organizational use.
By mid-2024, a company-wide training programme was implemented as part of a “soft launch” to onboard knowledge workers across all three states. All departments – Sales, Operations, Finance, Customer Support, Human Resources, Design and Supply Chain were involved in the training process to ensure full adoption.
Challenges and Resolution
The implementation faced only minor challenges.
Access – OjiFS initially decided to provide open access to the platform for all employees but later chose to restrict access. While this required some adjustments to access settings, the issue was quickly resolved without significant disruption.
Knowledge Champion Team – The size of the initial Knowledge Champion team was difficult to manage and after the initial onboarding programme it was agreed to reduce the size and to allow team members to self-nominate to be involved in the smaller team. This meant that we both a more manageable team in terms of size but a more engaged group as those who were most interested were those who nominated to be involved.
Training – The initial approach preferred by OjiFS was to allow for organic growth. This meant that the process of user engagement was slower than expected. A national training programme delivered by KO, allowed for this engagement to accelerate and has also contributed to a greater understanding across the company of the importance of knowledge to their daily work and their own engagement with the company.
Results
)_Oji_KM_Results.png)
Testimonials
“Knowledge Orchestrator is groundbreaking. Its introduction to Oji Fibre Solutions will significantly change how we organise and use our shared knowledge.
By making it easier to access essential information, it will boost productivity and foster efficiency and innovation with more flexibility.
Beyond improving our processes, Knowledge Orchestrator will drive our growth.
It’s not just a software tool; it’s the foundation of our knowledge-driven culture and continuous success.”
Jessy Rodas, National Business Improvement Manager, Oji Fibre Solutions
“I view Knowledge Orchestrator as being a game-changer in our business.
From writing my first article using Kiraa, to watching my colleagues use the platform, the opportunity to create and share our knowledge is endless and the ability to drive insights into our business and improve productivity is now upon us.
The future has so much more potential supported by Knowledge Orchestrator and Kiraa.”
Greg Fitzgerald, NSW Sales Manager, Oji Fibre Solutions
Lessons Learned
- Key takeaways from the implementation process:
- Start with a smaller group of Knowledge Champions – Working with a smaller, focused group of champions who have a specific interest in knowledge management made it easier to consolidate actions and ideas. In contrast, starting with a larger team can create challenges in streamlining efforts, negotiating conflicting opinions and ensuring participation by the entire team.
- Select Champions with a Passion for Knowledge – Allowing employees to nominate themselves as Knowledge Champions helps identify those who are genuinely passionate about knowledge sharing. These champions are more engaged in the platform’s ongoing improvement and serve as internal advocates.
- Clearly Articulate Business Goals – Establishing clear business goals for the platform early helps the wider team understand the link between training and desired outcomes. This alignment drives engagement and focus during the rollout.
- Continuous Collaboration with Knowledge Champions – KO continues to work with OjiFS ‘s Knowledge Champions monthly. This ongoing collaboration allows for feedback collection, user engagement strategies, and direct input on platform developments. This continuous feedback loop has proven to be highly beneficial for both KO and OjiFS.
- Agree on a Rollout Timetable Early – We recommend agreeing on a clear rollout timetable within the first four to six weeks of the implementation process. A structured timeline ensures smooth execution, minimizes disruptions and provides accountability for actions in a timely manner.
- Pace of Rollout – While OjiFS opted for a slower-paced rollout to manage change across the organization, we believe a faster rollout could have been achieved without overwhelming users. Balancing speed with support is key to a successful transition.
- User Training – The national training rollout by the KO team was extremely beneficial in improving user engagement. A train-the-trainer programme has also been successful for ongoing employee and new user training.
- Feedback from the training sessions indicated positive results:
- 43% of participants strongly agreed that they felt confident in applying new skills and contributing to the KO platform
- Another 43% agreed that they felt confident
- The remaining 14% were neutral, indicating room for further engagement and support.
Conclusion
The implementation of KO across the OjiFS organization has been able to address all of the original challenges by delivering a platform that helps to remove knowledge silos and provides a system where all users can contribute, thereby reducing the reliance on key personnel. We have delivered an Ontology system and search engine that makes knowledge easy to find and have scoped a robust review system to ensure knowledge is always kept up to date.
The transformation within OjiFS is best exemplified by a simple question we now hear frequently within the organization: “Have you looked in Knowledge Orchestrator?” This shift in behaviour reflects the cultural change KO has sparked at OjiFS. KO is now seen as the go-to source for information and knowledge within the company.
The Knowledge Champion team continues to expand their list of required articles, reinforcing the idea that knowledge creation and sharing is an ongoing process. This ensures that valuable information is not lost amid the day-to-day operations, which consume much of the organization’s time and resources.
The long-term benefits of capturing and organizing knowledge cannot be underestimated. One major advantage has been the reduction in time needed to onboard new employees, giving them immediate access to the information they need to become productive quickly. This increased speed to productivity will be one of the most significant opportunities across all roles within OjiFS.
Future Plans
KO plans to continue enhancing the platform and will include opportunities to further collaborate with OjiFS to gain feedback along the journey.
- Automated Reviews: Implementing automatic review processes to ensure knowledge remains current, maintained regularly or archived where necessary.
- Sales Analytics – Implementing personalized sales reporting for all roles within the organization.
- Actionable Insights – Developing tailored insights to empower the sales team with data-driven actions.
- Templates for Key Processes – Creating customised templates to further streamline operations e.g., While I’m Away, Customer Profiles, and Production Trials.
Call to Action
- If you’re facing challenges managing your knowledge or looking to enhance knowledge sharing, contact Knowledge Orchestrator to learn more about how our tailored knowledge management platform can meet your business needs.
