From Content to Context and from Collection to Connection A Workshop in Making KM Effective SLA 2008 [email_address] howtosavetheworld.ca

Workshop Outline Where KM is going: KM 2.0 vs KM 1.0 presentation; group discussion What this means for the role of the IP presentation; group discussion The Value Propositions for KM group discussion & personal exercise Creating a KM Framework group discussion & personal exercise Getting Buy-In for the Framework group discussion & personal exercise Innovation: What’s Next in KM presentation; group discussion & personal exercise Overcoming the Obstacles group discussion

Where KM is going: KM 2.0 vs KM 1.0

presentation; group discussion

What this means for the role of the IP

presentation; group discussion

The Value Propositions for KM

group discussion & personal exercise

Creating a KM Framework

group discussion & personal exercise

Getting Buy-In for the Framework

group discussion & personal exercise

Innovation: What’s Next in KM

presentation; group discussion & personal exercise

Overcoming the Obstacles

group discussion

Executives’ View of KM It’s a cost centre, not a profit centre, so outsource it It’s everyone’s job, so disintermediate it We have the knowledge we need We care about costs, risks, relationships, new high-margin products, and don’t see how KM relates to any of these

It’s a cost centre, not a profit centre, so outsource it

It’s everyone’s job, so disintermediate it

We have the knowledge we need

We care about costs, risks, relationships, new high-margin products, and don’t see how KM relates to any of these

Front Line’s View of KM I can’t find the information I need, even on my computer I’d rather talk with someone than look something up, if I only knew which person I need an answer now ; it doesn’t have to be perfect Don’t give me a firehose of news and data; filter it and tell me what it means and what I (and customers) should do about it

I can’t find the information I need, even on my computer

I’d rather talk with someone than look something up, if I only knew which person

I need an answer now ; it doesn’t have to be perfect

Don’t give me a firehose of news and data; filter it and tell me what it means and what I (and customers) should do about it

What KM 1.0 Was Supposed to Solve “Let’s centralize this to reduce wasted conversations” “Let’s put all the important stuff inside the firewall on Intranets & groupware” “Let’s put all the marketing stuff on our website”

The KM 1.0 Model acquire store disseminate add value Know-what Collection Content Just in case Librarians are good at this

The Verdict on KM 1.0 (Davenport’s Study) Workers spend an average every day of 3 ¼ hours processing work-related information Half of that is e-mail (processing and sending 17 e-mails, receiving and processing 44 e-mails) A quarter of that is phone (making 15 calls, receiving 18 calls and 8 voice messages and participating in 1 teleconference) Much of the remainder is looking for information Multiple, un-integrated tools, not effectively used, not well supported Most workers have poor search, poorer research skills Work effectiveness tends to be proportional to time invested in, and size of, networks KM pilot experiments lack rigour

Workers spend an average every day of 3 ¼ hours processing work-related information

Half of that is e-mail (processing and sending 17 e-mails, receiving and processing 44 e-mails)

A quarter of that is phone (making 15 calls, receiving 18 calls and 8 voice messages and participating in 1 teleconference)

Much of the remainder is looking for information

Multiple, un-integrated tools, not effectively used, not well supported

Most workers have poor search, poorer research skills

Work effectiveness tends to be proportional to time invested in, and size of, networks

KM pilot experiments lack rigour

The Rise & Fall of KM 1.0 Chasing the Hottest IT: Effects of Information Technology Fashion on Organizations Ping Wang

Trying Again: KM 2.0 everything inside is open and shared outside unless it's illegal to do so (community of the whole world) public websites (boundaries established by firewall) public presence and 'marketing‘ stories (detailed, context-rich); visualizations "best practices' (stripped down) content format paradigm communities of passion - self-managed and ad hoc, conversation-focused communities of practice - centrally established and managed, content-focused communities RSS-publishable and subscribable personal web pages, blogs and small-group-created wikis; main information flows are what matters to each person, peer-to-peer large complicated centrally-managed intranets for 'publishing' and 'browsing' content; main information flows are top-down instruction (policies, directories), bottom-up submission content publishing, browsing and information flow personal content management tools - everyone manages their own content, just-in-time, harvestable large centralized just-in-case content repositories of 'submitted' 'reusable' documents with standardized taxonomy and search tools content management, search and delivery platform KM 2.0: all about context and connection KM 1.0: all about content and collection

Trying Again: KM 2.0 what the customer wants to know: multimedia interactive self-assessment tools what the company wants you to know: press releases, sales material what's served up on the public website IM virtual meeting tools (desktop video, other simple ubiquitous real-time tools) organization and facilitation of real & virtual community-self-initiated self-managed events, including Open Space hosting & facilitation people-finding and community-creating tools e-mail connectivity enablers high-value, high-meaning RSS-subscribable content produced by internal info-professionals (reintermediation): awareness alerts (what's new?), research (what does it mean?), guidance (what should we do?) licensed databases purchased from outside info-professionals (disintermediation) research KM 2.0: all about context and connection KM 1.0: all about content and collection

IM

virtual meeting tools (desktop video, other simple ubiquitous real-time tools)

organization and facilitation of real & virtual community-self-initiated self-managed events, including Open Space hosting & facilitation

people-finding and community-creating tools

high-value, high-meaning RSS-subscribable content produced by internal info-professionals (reintermediation):

awareness alerts (what's new?),

research (what does it mean?),

guidance (what should we do?)

The KM 2.0 Model synthesize connect canvass apply Know-who Connection Context Just in time But can Librarians/IPs do this ? acquire store disseminate add value Know-what Collection Content Just in case

Discussion Questions Will KM 2.0 succeed where KM 1.0 failed? Do we, the KM and IP people in our organizations, have what it takes to be KM 2.0 leaders?

Will KM 2.0 succeed where KM 1.0 failed?

Do we, the KM and IP people in our organizations, have what it takes to be KM 2.0 leaders?

The Evolving Role of the IP Personal Content Management: helping people find, organize, publish, subscribe on their own desktop (and portable devices) (stories from E&Y and KPMG; the 3 top business blog apps) Identifying and enabling simple ad hoc self-managed P2P networks: communities of passion (a CICA story) Environmental scanning Teaching, collecting, organizing, promoting stories (Snowden, Denning etc.) Just-in-time canvassing Adding meaning and value to information (visualizations, business-savvy research & analysis, strategy canvases) Championing new, simple, real-time connectivity tools (two MOH stories) Risk management: The cost of not knowing Dismantling the old infrastructure: Admission of failure

Personal Content Management: helping people find, organize, publish, subscribe on their own desktop (and portable devices) (stories from E&Y and KPMG; the 3 top business blog apps)

Identifying and enabling simple ad hoc self-managed P2P networks: communities of passion (a CICA story)

Environmental scanning

Teaching, collecting, organizing, promoting stories (Snowden, Denning etc.)

Just-in-time canvassing

Adding meaning and value to information (visualizations, business-savvy research & analysis, strategy canvases)

Championing new, simple, real-time connectivity tools (two MOH stories)

Risk management: The cost of not knowing

Dismantling the old infrastructure: Admission of failure

KM 2.0: Visualization https://www.llnl.gov/

KM 2.0: Visualization https://www.msu.edu/%7Ehowardp/organicindustry.html

KM 2.0: Just in Time Who’s Available To Answer My Question Right Now? www.google.com/talk/

KM 2.0: Simple Virtual Presence Desktop VideoConferencing: Simple Virtual Presence Real Time Anywhere 7/24 Free vyew.com

KM 2.0: The Cost of Not Knowing

Group Discussion Will this new KM 2.0 role be valued (appreciated) in your organization? What will you need to learn to fulfill this role, and how/where will you obtain that learning? Can you do it P2P?

Will this new KM 2.0 role be valued (appreciated) in your organization?

What will you need to learn to fulfill this role, and how/where will you obtain that learning? Can you do it P2P?

Value Propositions for KM KM 1.0: Mostly Efficiency: cost savings, accelerated delivery, strengthened relationships, collaboration, innovation KM 2.0: Enabling trusted context-rich conversations, improved work effectiveness, awareness, insight, risk mitigation and adaptation Others to consider: improve decision-making, increase skills and capacities (learning VPs) Why are we doing this? What is expected of us? Group Discussion: What are the KM Value Propositions for your organization? Are they the right ones? Personal Exercise: Identify the top 3 Value Propositions for your organization going forward.

KM 1.0: Mostly Efficiency: cost savings, accelerated delivery, strengthened relationships, collaboration, innovation

KM 2.0: Enabling trusted context-rich conversations, improved work effectiveness, awareness, insight, risk mitigation and adaptation

Others to consider: improve decision-making, increase skills and capacities (learning VPs)

Why are we doing this? What is expected of us?

Group Discussion: What are the KM Value Propositions for your organization? Are they the right ones?

Personal Exercise: Identify the top 3 Value Propositions for your organization going forward.

The KM Framework (and why it’s important) To guide KM activities and provide context for KM projects To explain the ‘what’ and ‘why’ of KM (over & over, consistently) To frame elevator pitches Value Propositions: Why are we doing this? What is expected? KM Services & Products: Content acquisition & provision Research, knowledge transfer Architecture, tools, spaces Support & Training etc. Design & Development Principles What guides what we do and how we do it? Outcomes: How do we measure success? Customers: Who are we doing this for?

To guide KM activities and provide context for KM projects

To explain the ‘what’ and ‘why’ of KM (over & over, consistently)

To frame elevator pitches

Value Propositions:

Why are we doing this?

What is expected?

KM Services & Products:

Content acquisition & provision

Research, knowledge transfer

Architecture, tools, spaces

Support & Training

etc.

Design & Development

Principles

What guides what we do

and how we do it?

Outcomes:

How do we measure

success?

Customers:

Who are we doing

this for?

Example of a KM Framework Value Propositions: Why are we doing this? What is expected? 1. Improve understanding of important & emerging issues, risks, opportunities 2. Improve connectivity, collaboration & peer-to-peer knowledge transfer 3. Improve effectiveness, quality, and productivity of stakeholders’ work Knowledge Services & Products: What do we offer? Thought Leadership: Guidance & Research on: Business Performance Measurement & Reporting Business Governance, Control & Attestation Enterprise Management: Risk, Strategy, Capital, Value, IT, Knowledge, Innovation, Entrepreneurship, Stakeholder Relations Awareness of Trends, Ideas, Risks & Emerging Issues Facilitated Knowledge-Sharing Events eKnowledge Products, Tools, Spaces & Connectivity Aids Design & Development Principles What guides what we do and how we do it? There is an identified, unmet stakeholder need Leverage volunteers’ & members’ energies and knowledge Generate buzz / demonstrate innovation & thought leadership Focus on core competencies, not advocacy Balance of quality (peer review etc.) and timeliness Use new media to advantage Outcomes: How do we measure success? Customer needs assessment: interviews, surveys, focus groups, customer anthropology Customers: Who are we doing this for? Members and non-members acting as: Business Executives & Entrepreneurs Financial Executives Business Advisors & Board Members Financial Advisors Investment Community Students & Continuous Learners Policy-Setters & Regulators Professional Institutions Public v.2 Dave Pollard August 2007

Knowledge Services & Products:

What do we offer?

Thought Leadership: Guidance & Research on:

Business Performance Measurement & Reporting

Business Governance, Control & Attestation

Enterprise Management: Risk, Strategy, Capital, Value, IT,

Knowledge, Innovation, Entrepreneurship, Stakeholder

Relations

Awareness of Trends, Ideas, Risks & Emerging Issues

Facilitated Knowledge-Sharing Events

eKnowledge Products, Tools, Spaces & Connectivity Aids

Design & Development

Principles

What guides what we do

and how we do it?

There is an identified, unmet stakeholder need

Leverage volunteers’ & members’ energies and knowledge

Generate buzz / demonstrate innovation & thought leadership

Focus on core competencies, not advocacy

Balance of quality (peer review etc.) and timeliness

Use new media to advantage

Outcomes:

How do we measure

success?

Customer needs assessment: interviews, surveys, focus groups, customer anthropology

Customers:

Who are we doing this for?

Members and non-members acting as:

Business Executives & Entrepreneurs

Financial Executives

Business Advisors & Board Members

Financial Advisors

Investment Community

Students & Continuous Learners

Policy-Setters & Regulators

Professional Institutions

Public

Group Discussion Group Discussion: What are the key KM Principles, Offerings, Customers, and Success Measures for your organization? Are they aligned, and consistent with your KM Value Propositions? Taken together, do they provide a useful framework for setting objectives and priorities, assessing projects, and explaining KM to others in the organization? Personal Exercise: Sketch out the KM Framework for your organization. Draft an ‘Elevator Speech’ for investing more in an existing or proposed KM project for your organization, that can be delivered within 1 minute (160 words).

Group Discussion:

What are the key KM Principles, Offerings, Customers, and Success Measures for your organization?

Are they aligned, and consistent with your KM Value Propositions?

Taken together, do they provide a useful framework for setting objectives and priorities, assessing projects, and explaining KM to others in the organization?

Personal Exercise:

Sketch out the KM Framework for your organization.

Draft an ‘Elevator Speech’ for investing more in an existing or proposed KM project for your organization, that can be delivered within 1 minute (160 words).

Getting Buy-In for the Framework Group Discussion: What difficulties have you experienced or do you foresee in ‘selling’ investment in KM (people, resources, technology, training etc.) to decision-makers (executives) and potential blockers (IT security people)? How might have these difficulties be (or have been) overcome? Personal Exercise: Working one-on-one with another participant, recite your Elevator Speech. Critique the Elevator Speech (constructively) of the other participant.

Group Discussion: What difficulties have you experienced or do you foresee in ‘selling’ investment in KM (people, resources, technology, training etc.) to decision-makers (executives) and potential blockers (IT security people)? How might have these difficulties be (or have been) overcome?

Personal Exercise: Working one-on-one with another participant, recite your Elevator Speech. Critique the Elevator Speech (constructively) of the other participant.

Innovation: What’s Next in KM Caveat: Social Networking tools that haven’t caught on: Blogs and wikis have not received wide use in business LinkedIn and similar friend-of-a-friend tools suffer from data quality problems Facebook is a hard sell, and needle in a haystack Social Network Mapping was fun, but in most organizations hasn’t told users much they didn’t already know (and sometimes told them things that were untrue) Google Desktop (and similar tools), IM and Desktop Video have caught on: And here are 11 new and interesting things that might catch on…

Caveat: Social Networking tools that haven’t caught on:

Blogs and wikis have not received wide use in business

LinkedIn and similar friend-of-a-friend tools suffer from data quality problems

Facebook is a hard sell, and needle in a haystack

Social Network Mapping was fun, but in most organizations hasn’t told users much they didn’t already know (and sometimes told them things that were untrue)

Google Desktop (and similar tools), IM and Desktop Video have caught on:

And here are 11 new and interesting things that might catch on…

Blogs as Courseware http://newmediaocw.wordpress.com/

Cultural Anthropology Observe and record behaviour of workers and/or customers, then ask questions Look for what doesn’t work, that they have found workarounds for Look for what doesn’t work, that they no longer notice (or never did) Help them use products, knowledge and technology more effectively Report back systemic problems Note and report problems with competitors’ products (when observing customers)

Observe and record behaviour of workers and/or customers, then ask questions

Look for what doesn’t work, that they have found workarounds for

Look for what doesn’t work, that they no longer notice (or never did)

Help them use products, knowledge and technology more effectively

Report back systemic problems

Note and report problems with competitors’ products (when observing customers)

Simulations & Scenarios http://www.openthefuture.com/2008/05/simfutures.html

Proximity Locators dodgeball.com

Affinity Detectors ntag.com

Online Presentations slideshare.net/DavePollard/

Online Doc Sharing http://docs.google.com/

Mind Mapping http://freemind.sourceforge.net/

GPS/GoogleMaps Mashups http://healthmap.org/en

Open Space Technology openspaceworld.org

Virtual World Collaboration

Group Discussion Group Discussion: Which of these KM Innovations have you tried, how did you use them, and how well did they work? What other innovative tools or methods have you used? Personal Exercise: Identify three KM Innovations that you would be most interested in exploring in your organization.

Group Discussion: Which of these KM Innovations have you tried, how did you use them, and how well did they work? What other innovative tools or methods have you used?

Personal Exercise: Identify three KM Innovations that you would be most interested in exploring in your organization.

Overcoming Obstacles Group Discussion: What problems have you encountered in trying to introduce KM programs, projects or tools into your organization? [email_address] howtosavetheworld.ca

Group Discussion:

What problems have you encountered in trying to introduce KM programs, projects or tools into your organization?