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Knowledge Management 2.0 - Enterprise 2.0
 

Knowledge Management 2.0 - Enterprise 2.0

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A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference

A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference

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    Knowledge Management 2.0 - Enterprise 2.0 Knowledge Management 2.0 - Enterprise 2.0 Presentation Transcript

    • Enterprise 2.0 = KM 2.0? Carl Frappaolo VP, Market Intelligence @ AIIM.org
    • ? What is Knowledge Management
    • ? What is Enterprise 2.0
    • Knowledge Management • quot;Leveraging collective wisdom and experience to accelerate innovation and responsiveness” – C. Frappaolo, “Exec Express Knowledge Management,” Capstone, 2006 © AIIM | All rights reserved 2
    • 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? enable the environment? • Are priorities aligned with People Technology • 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?
    • Enterprise 2.0 quot;A system of web-based technologies that provide rapid and agile collaboration, information sharing, emergence and integration capabilities in the extended enterprise” – AIIM Market IQ Q1 2008 © AIIM | All rights reserved 2
    • What are You Trying to Accomplish With Enterprise 2.0
    • Market Evolution –Remember • 4GLs and RDBMS • “PC Revolution” • Advent of E-mail © AIIM | All rights reserved 5
    • Market Evolution © AIIM | All rights reserved 6
    • Worker Models for Worker Models 2.0 Technology & Cultural Enterprise 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
    • Early KM (KM 1.0)
    • Carried Away with Technology Awkward, disjointed and intrusive interfaces for Knowledge input &output
    • Academic Theory Collides with Reality
    • End Result?
    • KM Had Success in (Some) Organizations (But in some, KM is a dirty word if known at all)
    • No Matter How Important I Believe KM to Be
    • To Some Organizations, KM is... Under the Radar
    • Meanwhile... KM Practitioners say... “Rumors of my death have been greatly exaggerated”
    • The Primary KM Issues Still Remain
    • Brains... Can’t hire the talent you want, aren’t tapping the talent you already have, watching talent walk out the door .
    • NOTE TO SELF: Yes, It Does! KM u gh T n tho OU Eve ot AB is n tech, O it D ard to tech It ’s h OUT H WIT
    • Culture Creeps Cautiously
    • 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? enable the environment? • Are priorities aligned with People Technology • 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?
    • The Solution?
    • A Technology Map to KM Knowledge complexity Explicit Tacit Intermediation Wikis, Blogs, SNA E M E Externalization Wiki, Blog, podcasting, R G Internalization RSS, Mashup, Search/Social Tagging & E Bookmarking N C Mashup, RSS Cognition E Low Barrier
    • 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? enable the environment? • Are priorities aligned with People Technology • 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?
    • ? 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? enable the environment? • Are priorities aligned with People Technology • 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?
    • E2.0 = KM 2.0?
    • Web 2.0 = E2.0 AIIM Market IQ - The State of the Market
    • What do YOU think?
    • www.aiim.org cfrappaolo@aiim.org www.takingaiim.com