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Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
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Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?

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Presentation given at the Enterprise 2.0 conference that looks at culture as a key component to Knowledge Management, and the role that Enterprise 2.0 can play in managing culture

Presentation given at the Enterprise 2.0 conference that looks at culture as a key component to Knowledge Management, and the role that Enterprise 2.0 can play in managing culture

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  • 1. Can Enterprise 2.0 Break the Knowledge Management Cultural Barrier? Carl Frappaolo Information Architected, Inc.
  • 2. NO
  • 3. What is Culture?
  • 4. Knowledge Management • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing and learning? Bus. Strategy • What tools are currently in Strategy place? • Which people need to be empowered to contribute • What tools are needed to And leverage knowledge? People/ enable the environment? Culture Technology • Are priorities aligned with • How do you fill the gap? measurements? Process • Are the right processes in place to © - disseminate, share and apply knowledge to - capture, refine and create knowledge 21 - deliver business value?
  • 5. Culture Reflects Strategy or Blinds it
  • 6. Culture Drives Process or Circumvents it
  • 7. Culture Leverages Technology or Sabotages it
  • 8. The Yin and Yang of Culture & Technology !"#$%&'() *+$$,)-./%/'() !"$%.(")#0)1') 2.'34%,)1') ) 5'%6)1' ) 78#%9&:;')1' ) 54#34%,)1' ) !"$%.(")#0)<' -=&'.('()1' ) &"#$ !"%$ !"#$ Source: AIIM
  • 9. Islands
of
Me – Culture
 • Protectionism • Functional
Isolation • Hierarchical
management • Tall
and
thick
(multiple)
walls • Competition
seen
only
externally – TTM
(time
to
market)
long
shelf
life – Technology
 • Siloed
repositories • Standalone
applications • Manual
integration‐reentry 7
  • 10. One‐way
Me/ Enterprise
1.0 – Culture
 • One‐way
push‐based
sharing • As
Needed
Knowledge
Seeking • Closed
communities/Earned
Trust • Structured
Teams • Network
Management • Semi‐permeable
Functional
Walls – Technology
 • Shared
yet
siloed
repositories • Communication‐focused
Channels • Standalone
workflow 8
  • 11. Team
Me – Culture
 • Team
focused • Shared
repositories • Knowledge
Seekers • Closed
communities/Earned
Trust • Limited
Extended
Enterprise • Cross‐Team
Collaboration – Predominately
internally
focused – KM
Best
Practice • Internal
Cannibalization – Technology
 • Intranets
&
Extranets • Groupware • Integrated
work
models
(EAI) 9
  • 12. Proactive
Me/ Enterprise
1.5 – Culture
 • Push/Pull
24/7 • Extended
Enterprise • Modular
Work
Sharing • Semi‐automatic
collaboration – Technology
 • Dynamic/Personalized
Web • Agents • Portals/Dashboards • Vortals
and
B2B
Marketplaces 10
  • 13. Two‐way
Me – Culture • Proactive
Community
Building • COPs/COIs • Knowledge
Management – Driven
from
the
top • Collective
Intelligence
 – Brute
force,
no
emergence • Strategic
Collaboration • Semi‐Transparent – Technology • Early
Open
Source • SOA/Strategic
Portal
Deployments • Social
Networking • Information
Architecture/ Taxonomies 11
  • 14. Islands
of
We – Cultural
Inclination • “Socialness”
is
a
major
asset • Profiling/Core
Competency • Virtual
Teaming • B2C
Focus • Cost‐driven
Outsourcing • Semi‐Mass
customization – Supportive
Technologies • Strategic
use
of
social,
emergent
and
 integration
software
 • Collaborative
content
development • SOA/Modular
Adaptive
Applications 12
  • 15. Extended
Me/ Enterprise
2.0 – Cultural
Inclination • Transparency • Participative/Engaged • Always
On/In • Mass
Customization • Agility • Competency‐Driven
Outsourcing • Embedded/Strategic
Collective
 Intelligence – Supporting
Technologies • Strategic
deliberate
internal
deployment
 of
emergent
and
social
software • Integration
and
Modular
Programming 13
  • 16. ? Worker Models for Enterprise 2.0 Isolated Fully Engaged Islands of Me One-way Me Team Me Proactive Me Two-way Me Islands of We Extended Me 2.0 2.0 1.5 1.5 1.0 1.0 ©
AIIM
|
All
rights
reserved 8 © AIIM | All rights reserved 6
  • 17. Knowledge Management • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing and learning? Bus. Strategy • What tools are currently in Strategy place? • Which people need to be empowered to contribute • What tools are needed to And leverage knowledge? People/ enable the environment? Culture Technology • Are priorities aligned with • How do you fill the gap? measurements? Process • Are the right processes in place to © - disseminate, share and apply knowledge to - capture, refine and create knowledge 21 - deliver business value?
  • 18. A Technology Map to KM Knowledge complexity Explicit Tacit Intermediation Social Tagging & Bookmarking, Blogs, E SNA M E Externalization Wikis, Blog, podcasting, RSS R G Internalization RSS, Mashup, Search/Social Tagging & E Bookmarking N C Mashup, RSS, emergence and Cognition workflow E
  • 19. How Enterprise 2.0 Makes a Difference 
Low
barrier
/
ease
of
implementation 
Web/widely
accessible 
Emergent/heuristic 
Lean 
Low
cost 
Agile 
Evolution
not
Revolution
  • 20. The KM Challenge of Capture and Organization nowledge provider “ ow do I share and nowledge seeker organize the “ here do I look to find knowledge?” the knowledge?” ▼ nows the ▼ nows how knowledge, but not knowledge is to be how it is to be used used, but not how to find it
  • 21. The KM Challenge of Incentivizing nowledge provider nowledge seeker ▼ Able to share the ▼ ighly incentivized to knowledge, but has exchange no incentive to do so knowledge, but re uires knowledge provider’s cooperation
  • 22. Can Enterprise 2.0 Break the Knowledge Management Cultural Barrier?
  • 23. YES
  • 24. To some degree
  • 25. + + - - - +
  • 26. Let’s Get 2.0 www.informationarchitected.com Facebook: Information Architected Twitter: @IAI cf@informationarchitected.com Facebook: Carl Frappaolo Twitter: @carlfrappaolo

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