Managing Knowledge in a Network Environment Government Web 2.0 and Social Media June 2-3, 2009 Ottawa, Ontario

Knowledge Economy Success based on what you know Knowledge is the primary asset Value of goods based on knowledge content Creating and using knowledge are key to sustained relevance Recognized in four Throne Speeches

Success based on what you know

Knowledge is the primary asset

Value of goods based on knowledge content

Creating and using knowledge are key to sustained relevance

Knowledge Management Evolution Overview Connectivity Web 2.0 Collaborate Synergy Community Network Emergent 3rd Distribution World-Wide Web Share Integrate Use Individual Team Tacit 2nd Systems Internet Create Acquire Preserve Artefacts Objects (Documents) Explicit 1st Technology Knowledge Process Knowledge Carrier Type of Knowledge KM Generation

Outline 1 st . Organization Mandate, one source, knowledge assets 2 nd . Collaboration Agreements, few sources, knowledge flow 3 rd . Networks Interests, many sources, knowledge ecosystems

1 st . Organization

Mandate, one source, knowledge assets

2 nd . Collaboration

Agreements, few sources, knowledge flow

3 rd . Networks

Interests, many sources, knowledge ecosystems

Why Manage Knowledge ? The Government spends billions every year to create knowledge; we should capture what we know. Reusing knowledge can double or triple its value; we should preserve what we know. Workers spend a third of their time searching for knowledge; we should share what we know. Running a government involves many departments; we should integrate what we know. Organization

The Government spends billions every year to create knowledge; we should capture what we know.

Reusing knowledge can double or triple its value; we should preserve what we know.

Workers spend a third of their time searching for knowledge; we should share what we know.

Running a government involves many departments; we should integrate what we know.

Knowledge Organization Knowledge management connects creation and use Organization External Knowledge Share Internal Knowledge Manage Use Integrate Preserve Lost Knowledge Create Nature, Society Content

What is Content ? Collections – objects & artifacts: books, documents, minerals, insects, plant materials Data – facts & observations: elements, files, records, datasets, databases, statistics Information – meaning & context: records, documents, reports, photos, maps, presentations Knowledge – understanding & predictability: equations, models, learning, experience, know-how Wisdom – experience & judgment: enables the correct application of knowledge Organization

Collections – objects & artifacts: books, documents, minerals, insects, plant materials

Data – facts & observations: elements, files, records, datasets, databases, statistics

Information – meaning & context: records, documents, reports, photos, maps, presentations

Knowledge – understanding & predictability: equations, models, learning, experience, know-how

Wisdom – experience & judgment: enables the correct application of knowledge

Content Value Chain “ Flow of content through sequential stages, each of which changes its form and increases its usefulness and value.” (NRCan, 2006) Organization Objects Data Information Knowledge Wisdom Domain Department Admin. Data Records Know how Experience

Organizational Infrastructure Organization People learning, motivation, rewards, incentives, staffing, skills Governance roles, responsibilities, authorities, resources Processes work routines lessons learned, best practices, Content, Services data, risk analysis, reports, monitoring, operations, policies Tools systems to capture, store, share, and process content

learning, motivation, rewards, incentives, staffing, skills

Knowledge Management Organization Governance

Capturing Content Canadian Forest Service Organization

Preserving Content Organize Store Search Retrieve Maintain Migrate Organization

Organize

Store

Search

Retrieve

Maintain

Migrate

Migrating Content Paper Punch cards Paper tape Magnetic tape Computer disks Floppy disks Tape cassettes Diskettes CD-ROMS Flash Drives Organization More information is being lost than at any time in history

Paper

Punch cards

Paper tape

Magnetic tape

Computer disks

Floppy disks

Tape cassettes

Diskettes

CD-ROMS

Flash Drives

Sharing Knowledge Public Security Technical Program InfoPort / Share Point for communities Workshops, symposia, meetings Technology demonstrations Communications products, media releases Annual reports, fact sheets, documents Quarterly newsletter Website Organization

InfoPort / Share Point for communities

Workshops, symposia, meetings

Technology demonstrations

Communications products, media releases

Annual reports, fact sheets, documents

Quarterly newsletter

Website

Centre for Security Science

Knowledge Services Organization Natural Resources Canada Use Internally Use Professionally Use Personally Generate Transform Add Value Transfer Evaluate Manage Extract Advance Embed Legend Department Sector / Society

Outline 1 st . Organization Mandate, one source, knowledge assets 2 nd . Collaboration Agreements, few sources, knowledge flow 3 rd . Networks Interests, many sources, knowledge ecosystems

1 st . Organization

Mandate, one source, knowledge assets

2 nd . Collaboration

Agreements, few sources, knowledge flow

3 rd . Networks

Interests, many sources, knowledge ecosystems

Parallel Collaboration Partner A Partner B Collaboration Joint Content Generate Generate Joint Products & Services Transform Transform Joint Inventory Manage Manage Joint Solutions Use Internally Use Internally Joint Outputs Transfer Transfer

Sequential Collaboration Agriculture Canada Collaboration Idea scientists AAFC Innovation IC company Commercialized CFIA farmers Adopted Food product HC producers retailers CFIA Market consumers HC Consumption Waste EC municipalities

Formal Partnerships Charter - Legal agreement to jointly achieve common objectives, within a management framework , with duplicate records and accountability and joint rights and responsibilities. Nature: Clearly specified roles, rights, responsibilities, authorities, accountabilities, and reporting. (structured, bureaucratic, minimizes risk). Collaboration

Charter - Legal agreement to jointly achieve common objectives, within a management framework , with duplicate records and accountability and joint rights and responsibilities.

Nature: Clearly specified roles, rights, responsibilities, authorities, accountabilities, and reporting. (structured, bureaucratic, minimizes risk).

Types of Partnerships Contractors: One-on-one; superior/ subordinate; single ownership of IP Mutual: Two or more; among equals; joint ownership of IP Consortiums: Multiple members; apportioned membership; common ownership of IP Collaboration A B A B A B C

Contractors: One-on-one; superior/ subordinate; single ownership of IP

Mutual: Two or more; among equals; joint ownership of IP

Consortiums: Multiple members; apportioned membership; common ownership of IP

Informal Cooperation Charter - Mutual agreement to participate in achieving common objectives, within a network structure , with participant records and accountability and common rights and responsibilities. Nature: Flexible, dynamic, opportunistic, synergistic, unpredictable. (unstructured, self-organized, maximizes reward) Collaboration

Charter - Mutual agreement to participate in achieving common objectives, within a network structure , with participant records and accountability and common rights and responsibilities.

Nature: Flexible, dynamic, opportunistic, synergistic, unpredictable. (unstructured, self-organized, maximizes reward)

Types of Cooperation Individuals: 2-3 participants; exchange knowledge (conversations, questions & answers) Groups: 10 participants; elicit knowledge; unstructured; (task or working group) Communities: 30 participants; share knowledge; self-directed; common interest (departmental IM community) Collaboration

Individuals: 2-3 participants; exchange knowledge (conversations, questions & answers)

Groups: 10 participants; elicit knowledge; unstructured; (task or working group)

Communities: 30 participants; share knowledge; self-directed; common interest (departmental IM community)

Canadian Food Inspection Agency

Centre for Security Science

Share Point Functions Libraries – documents, images, forms, spread sheets* Lists – announcements, links, members, contacts Searching - tags and full text within and across sites Tracking – calendars, events, tasks, work flow Collaboration – surveys, dialogue, blogs, wikis Site management – creation, functions, layout, views, members, permissions, integration *Microsoft compatible only Collaboration

Libraries – documents, images, forms, spread sheets*

Lists – announcements, links, members, contacts

Searching - tags and full text within and across sites

Tracking – calendars, events, tasks, work flow

Collaboration – surveys, dialogue, blogs, wikis

Site management – creation, functions, layout, views, members, permissions, integration

Share Point Uses Content Management capture, organize, and store information. (architecture, taxonomy) Document Management manage documents and records. (version control, access privileges) Project Management support projects. (plans, schedules, tasks, progress, budgets, reports) Portal provides “single-window” access to content. (members, permissions) Sharing enables internal and external participants to exchange content. Collaboration facilitates joint production of content across a dispersed group. Collaboration

Content Management capture, organize, and store information. (architecture, taxonomy)

Document Management manage documents and records. (version control, access privileges)

Project Management support projects. (plans, schedules, tasks, progress, budgets, reports)

Portal provides “single-window” access to content. (members, permissions)

Sharing enables internal and external participants to exchange content.

Collaboration facilitates joint production of content across a dispersed group.

Centre for Security Science

Outline 1 st . Organization Mandate, one source, knowledge assets 2 nd . Collaboration Agreements, few sources, knowledge flow 3 rd . Networks Interests, many sources, knowledge ecosystem

1 st . Organization

Mandate, one source, knowledge assets

2 nd . Collaboration

Agreements, few sources, knowledge flow

3 rd . Networks

Interests, many sources, knowledge ecosystem

Network Structure Networks

Infrastructure Mandate, authority, resources, decisions Employees, roles, responsible, accountable, Policies, manuals, rules, guides Mandatory organizational systems Interests, trust, self-sustaining, conventions Participants, values, volunteer, autonomous Self-organized, informal, ad hoc Convenient, user-friendly, useful Networks Organization Network (Collaboration)

Mandate, authority, resources, decisions

Employees, roles, responsible, accountable,

Policies, manuals, rules, guides

Mandatory organizational systems

Interests, trust, self-sustaining, conventions

Participants, values, volunteer, autonomous

Self-organized, informal, ad hoc

Convenient, user-friendly, useful

Culture and Behavior Discussion Winners & losers Authority counts Domination wins Represent agenda Existing processes Structured thinking Dialogue Everyone wins Equal participants Meritocracy of ideas Support the group Emergent ideas Group synergy Networks Organization Network

Discussion

Winners & losers

Authority counts

Domination wins

Represent agenda

Existing processes

Structured thinking

Dialogue

Everyone wins

Equal participants

Meritocracy of ideas

Support the group

Emergent ideas

Group synergy

Knowledge Network Networks Synergy Emergence External Knowledge Share Preserve Lost Knowledge Knowledge Management Use Integrate Issue Create Nature, Society Capture Content

Content Providers Increased visibility and influence Feedback on content needs and use Seen as active and knowledgeable Encourage partnerships, and leveraging Altruism, personal values fun Little tangible reward Incurs cost Uses resources Takes time Unfriendly technology Trust others Limited control Voluntary Self-motivation Incentives Disincentives Networks

Increased visibility and influence

Feedback on content needs and use

Seen as active and knowledgeable

Encourage partnerships, and leveraging

Altruism, personal values fun

Little tangible reward

Incurs cost

Uses resources

Takes time

Unfriendly technology

Trust others

Limited control

Voluntary

Self-motivation

Public Security Technical Program Network The value of a network is proportional to the number of users squared . Networks

Global Knowledge Map Network

Social Network Sites Wikipedia – 75,000 contributors, 10 million articles in 260 languages, 684 million annual visits. You Tube – Enables easy publishing and viewing of video clips on the Web. Innocentive – Global “Ideagora” in which those with problems can meet those with solutions. Slide Share – Enables easy publishing and sharing of PowerPoint presentations on the Web. Networks

Wikipedia – 75,000 contributors, 10 million articles in 260 languages, 684 million annual visits.

You Tube – Enables easy publishing and viewing of video clips on the Web.

Innocentive – Global “Ideagora” in which those with problems can meet those with solutions.

Slide Share – Enables easy publishing and sharing of PowerPoint presentations on the Web.

Natural Resources Canada

Social Network Principles Openness – collaboration based on candor, transparency, freedom, flexibility, and accessibility. Peering – horizontal voluntary meritocracy, based on fun, altruism, or personal values. Sharing – increased value of common products benefits all participants. Acting Globally – value is created through network knowledge ecosystems. Networks

Openness – collaboration based on candor, transparency, freedom, flexibility, and accessibility.

Peering – horizontal voluntary meritocracy, based on fun, altruism, or personal values.

Sharing – increased value of common products benefits all participants.

Acting Globally – value is created through network knowledge ecosystems.

Social Network Successes Linux – open-source operating system developed by thousands of programmers around the world GoldCorp – released geological data in an open contest to find gold; increased reserves by factor of 4. Procter & Gamble – uses network of 90,000 external scientists to leverage internal research capacity. Leggo – uses imagination and creativity of worldwide toy owners to create new products. Networks

Linux – open-source operating system developed by thousands of programmers around the world

GoldCorp – released geological data in an open contest to find gold; increased reserves by factor of 4.

Procter & Gamble – uses network of 90,000 external scientists to leverage internal research capacity.

Leggo – uses imagination and creativity of worldwide toy owners to create new products.

Capturing Value Bring it inside the organization Stabilize it; make it work Networks

SWOT Analysis Strengths – rapid development, creative solutions, emergent properties, creative synergies, vibrant collaboration, openness Weaknesses – constant change, unknown quality, less used by mature individuals, need to motivate participants, cannot be forced Opportunities – leverage internal capacity, provides new solutions, easy to implement, low cost, can monitor emerging trends Threats – undesirable leaks, free expression poses risk, documents subject to ATIP, compatibility with mandate Networks

Strengths – rapid development, creative solutions, emergent properties, creative synergies, vibrant collaboration, openness

Weaknesses – constant change, unknown quality, less used by mature individuals, need to motivate participants, cannot be forced

Opportunities – leverage internal capacity, provides new solutions, easy to implement, low cost, can monitor emerging trends

Threats – undesirable leaks, free expression poses risk, documents subject to ATIP, compatibility with mandate

Challenges Legislative Policy Regulatory Financial Infrastructure Human resources Cultural factors Intellectual Property (Neish, 2007) Networks

Legislative

Policy

Regulatory

Financial

Infrastructure

Human resources

Cultural factors

Intellectual Property

Road to Success Support from senior management Clear understandable statement of what you want to do and why Good working relationships with corporate and legal enablers Willingness to compromise on issues that are not mission critical Perseverance and persistence (Neish, 2007) Networks

Support from senior management

Clear understandable statement of what you want to do and why

Good working relationships with corporate and legal enablers

Willingness to compromise on issues that are not mission critical

Perseverance and persistence

A Knowledge Network Helps communities work together Works the way that’s best for each group Captures and shares ideas and knowledge Promotes creation and synergy of many minds http://www.slideshare.net/Al.Simard/slideshows

Helps communities work together

Works the way that’s best for each group

Captures and shares ideas and knowledge

Promotes creation and synergy of many minds