Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?

Can Enterprise 2.0 Break the Knowledge Management Cultural Barrier? Carl Frappaolo Information Architected, Inc.

What is Culture?

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?

Culture Reﬂects Strategy or Blinds it

Culture Drives Process or Circumvents it

Culture Leverages Technology or Sabotages it

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

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

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

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

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

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

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

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

? 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

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?

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

How Enterprise 2.0 Makes a Difference  Low barrier / ease of implementation  Web/widely accessible  Emergent/heuristic  Lean  Low cost  Agile  Evolution not Revolution

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

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

Can Enterprise 2.0 Break the Knowledge Management Cultural Barrier?

To some degree

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Let’s Get 2.0 www.informationarchitected.com Facebook: Information Architected Twitter: @IAI cf@informationarchitected.com Facebook: Carl Frappaolo Twitter: @carlfrappaolo

http://online.iscap.ipp.pt	467
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http://www.humannetworkcompetence.de	28
https://hq-km2.pttep.com	23
http://www.informationarchitected.com	8
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Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?

by Carl Frappaolo on Nov 09, 2009

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Can Enterprise 2.0 Break the Knowledge Management Culture Barrier? — Presentation Transcript