Km masterclass part4 km systems2 ha20140530sls
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The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises ...

The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references.
The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students.
Contents:
KM 1 – Knowledge and KM
KM 2 – KM Processes 1
KM 3 – Soc.-t. KM Systems 1 / Processes 2
KM 4 – Socio-technical KM-Systems 2
KM 5 – Plan & Control Knowledge & KM
KM 6 – KM and Idea / Innovation Mngt.

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Km masterclass part4 km systems2 ha20140530sls Km masterclass part4 km systems2 ha20140530sls Presentation Transcript

  • KM 4 – Socio-technical KM-Systems 2 Additional elements: - Knowledge & Innovation Culture - Knowledge Marketplaces - Structures and Quality Measures for Knowledge / Content - KM Support Organization and its KM processes KM solutions changing with web 2.0 / enterprise 2.0 Masterclass KM – SlideShare contribution, June 2014 http://de.slideshare.net/HoferAlfeisJ/presentations Dr.-Ing. Josef Hofer-Alfeis Consulting on Knowledge & Innovation Management josef.hofer-alfeis@amontis.com Design: Ron Hofer
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2 KM Masterclass – Preface The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students, e.g.:  Zeppelin University, Friedrichshafen  University of the German Army, Munich  University of Applied Science, Munich  University of Applied Sciences for Economics and Management, Munich  Donau University Krems, Austria  University Augsburg Contents:  KM 1 – Knowledge and KM  KM 2 – KM Processes 1  KM 3 – Soc.-t. KM Systems 1 / Processes 2  KM 4 – Socio-technical KM-Systems 2  KM 5 – Plan & Control Knowledge & KM  KM 6 – KM and Idea / Innovation Mngt. Any questions, remarks and ideas for modification or improvement are appreciated – please contact me, see slide „contact“ at the end of the presentations. Munich, May 2014, Josef Hofer-Alfeis
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 3 Focus: Knowledge & Innovation Culture Focus: Knowledge Marketplaces Structures and Quality Measures for Knowledge / Content KM Support Organization and its KM processes KM solutions changing with web 2.0 / enterprise 2.0 Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 4 Leadership, Collaboration … Knowledge Culture A KM System is a socio-technical system Human Organization Infrastructure/Techniques Knowledge Marketplace KM Processes: improve knowledge quality Knowledge Community Knowledge (content) KM Support Organi- zation
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 5 desire for appreciation … reputation  Enterprise / Organization Culture in general  backup slide „famous Chinese hundred year old soup“ ( good example for story-telling)  important section for KM and Innovation Management: Knowledge Culture … Innovation Culture  Enterpise Culture supporting knowledge sharing, development and renewal Knowledge & Innovation Culture – what is that? what‘s in for me, if I do more than my work tasks …? fear of critics … sorry, not invented here … we know how to … I don‘t have to share something important …?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 6 Hi Matt, Seconding Joitske and Ewen, I'd say with all of these grand terms, including "organizational culture" it is important to continue asking "so what do you mean by this in practice". If you are a change agent, either as external consultant or internally, you will often have a client or supervisor who tells you your assignment in vague buzz words - such as: "develop a more collaborative/innovative etc. organizational culture". Sometimes because they don't want to take responsibility, but more often because they don't quite know what they want or how to formulate concretely and precisely what they want. So your first task is to clarify with the person who came up with this, what exactly they are talking about, what are concrete examples of "when this happens we tend to do that" that they are not happy with. What would be some concrete storylines they'd be happier with? And once you are at it, in this same clarifying conversation you can explore the concrete actions and interventions they have tried out in the past to get there, what worked, what didn't, how they assess the reasons for how it went. And when you are done clarifying your mandate with the responsible person, you can check if these observations, frustrations, aspirations and attributions defined by the leadership resonate at all with people on different levels of the organization. This leads to an important point and that is history. The organizational culture is not just something that happens today but something that is like the famous Chinese hundred year old soup (or was it 1000 years?) where you have a pot on the fire in the middle of the village and people add ingredients every day as they have them available. They also eat every day from it, but never empty the pot completely, so some of this soup may well be 100 or 1000 years old. While you will never be able to extract a single ingredient added 70 years ago, each action taken by/in the organization in the past adds to the organizational culture as you find it today. And you will never get the same rich flavor by pouring out the whole content of the pot, scrubbing it down and preparing an instant soup out of a packet. A lot of people who want to change organizational culture only look at: What are the negative things about the culture we have at the moment, where does it hold us back, what are cultures of other organizations which we would prefer? Looking at your organizational culture with a historical perspective can allow you to understand that each cultural practice was once started with a good reason and if they persist, there has to be a strong reason in the organizational logic why it is still there. Take highly bureaucratic cultures. Often we see them as a pain and an impediment to getting stuff done. But they also provide stability even in situations with high staff turnover, standardization of standard procedures frees time and resources to solve non-standard issues and bureaucracy comes with the promise that everyone will be treated following the same rules, no matter their informal networks or personal cunning (now, whether the promise is always fulfilled is a different question). So to be able to do something about persistent cultural practices which you do want to change, start by asking people with different perspectives about what the drivers behind it's persistence are: "What are positive effects for the organization, individuals or departments within it or outside actors which come from doing things the way we do them now (give concrete example here)?" "What would who lose and gain if we started doing it this way instead of that?" Digging into this will allow you two things: Reformulate your mission as you understand what should be preserved and what should be changed. And get an idea of who you have to interact with how to get this preservation and change started. One last thing: Culture is not something you can "make" but rather something that develops and grows. Just as it doesn't help to pull at a flower to try to make it grow faster. So what I see as most promising is to plant a few seeds, pilot a few changed procedures or behaviors in different corners of the organization, nurture them and see what the effect is. Often showing that "it" (whatever it is) can be done in one corner of the organization and supporting "field visits" (any kinds of interactions between those who doubt and those who have achieved it) is the strongest organic approach to culture change Have fun at the training, Cheers, Eva Enterprise Culture … Chinese hundred year old soup Response from Eva Schiffer in km4dev discussion „KM and culture“, 2012-03-19 https://dgroups.org/groups/km4dev-l/discussions/8nf1dyd1
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 7 uKnowledge Culture … Innovation Culture Key elements? Meaning values – strategies – rules  management example … appreciation … trust & openness security & knowledge risks care & collaboration internal competition quality & failure (short-time) success curiosity & innovation performance & routine delicious HoferAlfeisJ – tags: Wissenskultur Organisation
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 8 concerning meaning …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 9 concerning meaning … http://www.linkedin.com/groupAnsw ers?viewQuestionAndAnswers=&di scussionID=24344033&gid=47951 &trk=EML_anet_qa_ttle- 0Ut79xs2RVr6JBpnsJt7dBpSBA
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 10 Knowledge Culture … Innovation Culture Key elements? Meaning values – strategies – rules  example … appreciation … trust & openness security & knowledge risks care & collaboration internal competition quality & failure (short-time) success curiosity & innovation performance & routine pay attention to different motivations for knowledge sharing: • mutual … peer-to-peer (community, …) • top-down (professional teaching, …) • bottom-up (organizational reporting, …)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 11  Source: Financial Times Germany, 2007-11-05, artist: Casey McKee  Source: http://www.youtube.com/watch?v=9e6XQrLAKvE Care Culture?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 12 http://www.linkedin.com/groups/About-sharing-knowledge-incentives-managing- 77700.S.5829339122447196163?view=&srchtype=discussedNews&gid=77700& item=5829339122447196163&type=member&trk=eml-anet_dig-b_pd-ttl- hdp&fromEmail=&ut=2q3n0BOHY1SS41 02/2014
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 13 http://www.nickmilton.com/2014/01/how-internal-competition-destroys.html?utm_source=twitterfeed&utm_medium=linkedin
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 14 Knowledge Culture … Innovation Culture Key elements? Meaning values – strategies – rules  example … appreciation … trust & openness security & knowledge risks care & collaboration internal competition quality & failure (short-time) success curiosity & innovation performance & routine  http://failfaire.org/about/ Failure Culture, e.g. medical doctors and personnel report, comment and advise anonymiously on failures www.jeder-fehler-zaehlt.de Failure Culture: • ignore  show / recognize • suppress  discuss … analyze • punish  reflect … learn … innovate • act, e.g. KillFee of Merck/USA • in Aging Societies: older workers/experts may fail, too
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 15 Analyzefailuresandlearnfromthem http://www.admittingfailure.com/browse/09.12 Thedevelopmentcommunityisfailing…tolearnfromfailure.Insteadof recognizingtheseexperiencesaslearningopportunities,wehidethemawayout offearandembarrassment.
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 16 uKM reflection knowledge building (single person) examples … individual „stories“ cases, context, definitions structure / process, schema, theory review „big picture“: framework, contexts, … codification deepen knowledge / learn … and sharing & networking? “… our research shows … that if we’d take some time out for reflection, we might be better off. When we stop, reflect, and think about learning, we feel a greater sense of self-efficacy. We’re more motivated and we perform better afterward.” Francesca Gino, Gary Pisano, Harvard Business School http://karrierebibel.de/manager-sollten-das-lesen-reflexion-verbessert-produktiviaet/ May 2014
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 17 Individuelle „Geschichten“ Fälle, Zusammenhang, Definitonen Aufbau-/Ablaufmodell, Schema, Theorie „Big picture“: Rahmen- werk, Kontext, … Individuelle „Geschichten“ Fälle, Zusammenhang, Definitonen Aufbau-/Ablaufmodell, Schema, Theorie „Big picture“: Rahmen- werk, Kontext, … uKM reflection knowledge building (group) individual „stories“ cases, context, definitions structure / process, schema, theory „big picture“: framework, contexts, … joint/shared stories codification different views:  distributed joint knowledge  distributed complementary kn. joint/shared … joint/shared … joint/shared … deepen knowledge / learn
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 18 Knowledge Culture … Innovation Culture Key elements – how to measure? Meaning values – strategies – rules  example … appreciation … trust & openness security & knowledge risks care & collaboration internal competition quality & failure (short-time) success curiosity & innovation performance & routine  approach from KM 5 
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 19 KM State & Needs Analysis: balance check for knowledge and innovation culture key elements – example from 3 interviews ? ? ?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 20 KM State & Needs Analysis: balance check for knowledge and innovation culture key elements – example summary information securitytrust & openness Care-Culture internal competition Failure Culture adherence to delivery dates innovation/experiments performance internally oriented externally oriented central & firm decentral - freedom homogenious & harmonic diversified deficits strong deficits guiding map for management meetings?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 21 uKnowledge Culture … Innovation Culture Measuring key elements – and then? Analyze … attenuate … solve …conflicts / contradictions, e.g. • sense making … modify enterprise value definitions … • structural / organizational change • modify rules … evaluation systems with respect to KM / InnoM  • impact management behaviour, e.g. more partnership • discuss, promote, advertise KM issues and benefits, … • … apply guiding map with state of culture key elements with whom? - Management - KM Support Org. - HRM - Org. Development - „Culture Team“? - ...
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 22
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 23  Develop and deploy knowledge-based enterprise vision and strategy  Articulate knowledge-based enterprise vision through mission statement  Determine enterprise core competencies (knowledge assets)  Design knowledge-based enterprise structure & relationships between enterprise units  Develop and manage enterprise knowledge values  Develop and encourage role models (including knowledge leaders/champions)  Encourage tolerance (including learn by doing, tolerating mistakes, encouraging experimentation)  Ensure timely communication (including real-time feedback)  Develop and manage enterprise knowledge behaviors  Recognize/reward employees for knowledge-based behaviors  Develop and promote community (interdependency and communities of interest)  Develop and promote trust (between individuals, communities and stakeholders) MAKE dimension 1: Establishing an Enterprise Knowledge Culture (1) Knowledge Strategy, see KM5 Knowledge and Innovation Culture key elements
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 24  Develop and manage enterprise knowledge systems/processes  Develop external focus  Develop/acquire technologies enabling knowledge sharing  Develop and manage knowledge-based people practices  Develop and manage knowledge-based performance management  Create and manage knowledge-based human resources strategy  Identify enterprise strategic knowledge worker requirements  Ensure knowledge worker involvement  Analyze, design or redesign work  Analyze, design or redesign work environment  Define work competencies  Manage deployment of knowledge workers  Plan and forecast workforce requirements  Develop succession and career plans  Recruit, select and hire knowledge workers  Measure knowledge-based enterprise performance  Communicate/report enterprise knowledge policy and goals MAKE dimension 1: Establishing an Enterprise Knowledge Culture (2) KM State & Needs Analysis  KM Road- map, see KM6 Appreciation … Evaluation  Expert Career System based on Knowledge Strategy
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 25 • o2 • Continenta • Schaeffler Technologies • Johnson Controls • MAN TURBO AG • Siemens AG • e-plus  • t-systems • book: Domsch, M., Ladwig, D.: Fachlaufbahnen, 2011 - mit Praxisfällen von: Bosch, Knorr Bremse, Audi AG, Credit Suisse Expert Career System – practical examples Source: e-plus in FACHBEITRÄGE PERSONALFÜHRUNG 3/2009 traditional mngt. career expert career project career
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 26 Definition of Expert candidates Ranking of relevant Knowledge Areas integrating two views • for strat./bus. relevance • for CONTI exclusiveness Defining expert career positions and candidates based on strategic knowledge areas – example ITforEngineering allknowledgeareas Ranking of selected Expert Knowledge areas Definition of Expert positions Level 2 in Phase 1 NN1 IT Expert career development & support needed open Position to be filled L3 | Phase 1 L2 | Phase 1 NN2/ NN3 Decision / IT Expert career development & support needed Systems Engineering Product Data Mngt. Software Design Electronic Design Mechanical Design L3 | Phase 2 L3 | Phase 2 company strategic Community Portfolio … responsibilites
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 27 Make a rough survey in your group by counting votes – each person has one vote per balance question Exercise in groups: Which Knowledge Culture do you experience in your enterprise / organization? ok moderately stronglymoderatelystrongly too open & transparent too closed and intransparent too much care and collectivity too much self-orientation and egoism too tough, fast deciding … rushing too much discussing, reflecting … hasitating too much ideas, experi- ments … irritations too inflexible, routine and performance orientated In my opinion the balance in my organization is
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 28 Make a rough survey in your group by counting votes – each person has one vote per balance question Exercise in groups: Which Knowledge Culure do you experience in your enterprise / organization? ok moderately stronglymoderatelystrongly too open & transparent too closed and intransparent too much care and collectivity too much self-orientation and egoism too tough, fast deciding … rushing too much discussing, reflecting … hasitating too much ideas, experi- ments … irritations too inflexible, routine and performance orientated In my opinion the balance in my organization is 1 2 4 3 0 0 2 6 1 1 0 0 3 5 2 0 0 5 3 2
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 29 Focus: Knowledge & Innovation Culture Focus: Knowledge Marketplaces Structures and Quality Measures for Knowledge/Content KM Support Organization and its KM processes KM solutions changing with web 2.0 / enterprise 2.0 Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 30 Leadership, Collaboration … Knowledge Culture A KM System is a socio-technical system Human Organization Infrastructure/Techniques Knowledge Marketplace KM Processes: improve knowledge quality Knowledge Community Knowledge (content) KM Support Organi- zation
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 31 face-to-face – events with knowledge sharing / developing + space + occasion + date  meeting … creative event … conference …  floor … lounge … kitchenette … library ... virtuell – events in „simulated rooms“ … „platforms“ + occasion + dates, e.g.  email ... SMS ... chat …Skype …  intranet / internet website / portal  social media: wiki ... weblog system ... micro-blogging …  combinations, e.g. MS SharePoint, IBM Connections, TechnoWeb (Siemens) ... uKnowledge Marketplaces too much emails? (1) check only every 2 hours (2) check only subject line and delete (3) "OHIO" (only handle it once) source: Gretchen Gavett http://blogs.hbr.org/2014/02/executives-biggest-productivity-challenges-solved/ 2014/04
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 32 semi-annual face-to-face meetings Example – WIMIP (CoP of KM practitioners): face-to-face Knowledge Marketplaces 19th meeting Sept. 2007 at Fraunhofer Ges. in Munich award ceremony for „Place in the Country of Ideas“ KM exhibition from member companies work in break-out groups
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 33 Locations supporting KM objectives – Novartis building in Basel (F. Gehry): open office structure source: Suedd. Zeitung 16./17.7.2011, p. 15 additional sources: http://www.arcspace.com/features/gehry-partners-llp/novartis-building/  „innovation is 80% communication – this needs chance encounter …“  chemisists and biologists now on the same floor  result: only half as many official meetings, but department members meet three times more spontaneously  good effect on hiring excellent researchers  additionally: 24 hours research around the globe in China, USA und Europe – communication via video conference and virtual flipchart
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34 „Cisco nutzt und stellt das System mit dem Namen "Telepresence" her, das auf der ganzen Welt verteilte Menschen einander in Lebensgröße gegenüber-sitzen lässt. 872 Konferenzräume an 229 seiner Stand-orte in 56 Ländern hat Cisco mit Telepresence-Anlagen ausgestattet. Allein in der Niederlassung bei München sind es vier mit Flachbildschirmen mit jeweils 65 Zoll Diagonale. An mehreren Standorten, darunter Zürich und London, sind die Teeküchen mit Kamera, Mikrofon und Bildschirm ausgestattet … Seit ihrer Einführung 2007 habe man laut eigener Statistik mehr als 146.000 Dienstreisen gespart.“ virtual meeting room … meeting point source: http://www.sueddeutsche.de/karriere/kommunikation-mit-dem-chef-weit-weg-und-doch- so-nah-1.1009790 9./10. Okt. 2010
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 35 Example SIEMENS: online support www.siemens.com/industry/onlinesupport May 2014 customers advise customers community with 175k users, ~40 requests/day  1 … 250 contributions; rarely Siemens statements expert users community mngt * * source: SiemensWelt 2013-10
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 36 face-to-face – events with knowledge sharing / developing + space + occasion + date  meeting … creative event … conference …  floor … lounge … kitchenette … library ... virtuell – events in „simulated rooms“ … „platforms“ + occasion + dates, e.g.  email ... SMS ... chat …Skype …  intranet / internet website / portal  social media: wiki ... weblog system ... micro-blogging …  combinations, e.g. MS SharePoint, IBM Connections, TechnoWeb (Siemens) ... uKnowledge Marketplaces
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 37 Siemens represented in various social media (Nov. 2012) critical issue: consistent content across channels
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 38 Example: Portal from the German parliament for public petitions https://epetitionen.bundestag.de/epet/petuebersicht/mz.nc.html
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 39 WIMIP – start page – overview (1)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 40 WIMIP – start page – overview (2)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 41 WIMIP – member management
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 42 WIMIP – wiki and document repository
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 43 WIMIP – wiki, example page three ways to modify content
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 44 km4dev– wiki http://wiki.km4dev.org/Main_Page
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 45 There were three root causes that we uncovered and addressed with our new knowledge base:  Sustainability. Our old product knowledge base was too hard to maintain. We had to find a framework that would make it easy to add information on new products and maintain the content we already had.  Accessibility. It was just too hard for people to find what they were looking for. We had to address issues with search and discovery and target content to more specialized roles.  Credibility. When people found content, there was no way for them to know if it was true. There was not enough to distinguish the content the documentation team maintained in the knowledge base from all the other content on the wiki. We had to take steps to set this content apart. * Opower is the market leader in customer engagement for the utility industry. With more than 90 utility partners, our solutions have been deployed to millions of homes and businesses across North America, Europe, and Asia. OPOWER*: the root causes of our wiki problems http://www.apqc.org/blog/3-biggest-problems-facing-internal-wikis 2014-05
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 46 uWIKIs: general properties and lessons learned  everybody may read, modify, add, … everything from everybody  any contribution is signed by name  any version can be re-established Lessons Learned:  SIEMENS applies wikis since many years  useful in scenarios with fast transparent information exchange, e.g. meeting reports in projects, feature lists in product development or FAQ management in service organizations  not useful for structured strongly formalized information, e.g. for process audits, financial processes …  AUDI has many wikis for CoP‘s, project teams, organizational bodies …  a faciltator („wiki gardener“) is very useful to help with structures and clean-up  ADVANTEST uses Confluence as basis for wiki, blogging / KM platform with >200.000 page views per month  quality control not before but after publication (by colleagues)  challenges: different languages and inter-cultural differences Selecting a wiki platform, see e.g.: http://www.wikimatrix.org/ http://mashable.com/2008/12/31/wiki-resources/ Free online wiki services, see e.g. https://www.wikispaces.com/ delicious tags: Blog-Wiki
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 47  Wikis work best when they solve a problem that is evident to most of a group.  Wiki use needs to replace an existing work process, not add to work.  Wikis need advocates and advertising.  Seeding the wiki with valuable content helps jump-start the process; with a blank page, no one knows where to start.  Gradual growth is fine, and starting small helps a core group of users become accustomed to the wiki (think pilot study).  A wiki that serves a niche need is okay; it does not need to be all things to all people. Posted by Nick Milton, July 2012 Read more: http://www.nickmilton.com/2012/07/6-wiki-rules-from-nasa.html#ixzz21QTypiQA Six wiki implemention rules based on experience in NASA source: http://www.nickmilton.com/2012/07/6-wiki-rules-from-nasa.html
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48 Quelle: M. Langen, Siemens AG, EUROFORUM-Seminar 2012 weblogs contributions comments tags dynamic views (most active … ) - posts and blogs - tagging RSS feeds help & FAQ (weblogs) linkage regulations search
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 49 blog search:  www.google.de/blogsearch? hl=de  http://technorati.com/ , ... blog hoster:  www.blogger.com also for: group blogs, closed blogs, …  http://wordpress.org/  … Blog search / create your own blog
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 50 Interesting twitter following partners - examples twitter following strategies – two extremes: follow a small selected vs. a very large group
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 51 Fast collaboration via twitter – more in a conference contribution not yet posted small practice examples ADVANTEST Q&A forum
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 52 Context building via hashtag #... – different authors contribute to conference reporting  joint knowledge documentation via #kstar2012
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 53 key features • tweet  140 characters only • following  social network delivering tweets to you • follower  social network receiving tweets from you • retweet  repeating a received tweet in your own network (multiplication effect) additional interesting features • #<hashtag> – keywording • list – group building • @<twittername> – mailing, referencing uMicro-Blogging: Short message services with self-organizing social networks solutions • twitter (public and closed groups) • Yammer (company internal) • …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 54 recapitulate: Learning in communities set attractive question in appropriate forum and get very useful discussion Example: after three days 28 mainly rich contrubutions https://www.xing.com/net/prif3744ax/knowledgemanagement/fragen-an- die-spezialisten-des-wissensmanagements-638/eignet-sich-twitter-zum- erfolgreichen-wissensmanagement-40712014/p0 question: is twitter useful for KM?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 55 Retweeting multiplies twitter follower networks
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 56 Keeping track with several twitter channels WWW.TWEETDECK.COM (owned by twitter)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 57 Keeping track with several social media channels (t & g+ & f) http://storify.com/km4dev/km4dev-2013-day-1/ July 2013
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 58  … tweets that are informative or funny -- or, ideally, informative and funny -- evoke the best responses.  And tweets that contain old information, repeat conventional wisdom, offer uselessly de-contextual news, or extoll the virtues of the awesome salad I had for lunch today don't, ultimately, do much to justify themselves.  So: Do be useful. Do be novel. Do be compelling. Do not, under any circumstances, be boring. Be Better at Twitter: The Definitive, Data-Driven Guide http://www.linkedin.com/news?actionBar=&articleID=5570204364456333326&ids=dj0UcjwOejwRcP0VcP0VejoRdiMUcj8Oe3ANdz0Ne38TcPsNdPkRb3oOcPcPcPoRd3gScPgM cz0TdjkIcjoMd34PcP4Ue38VdjgVdPoRdiMSd3wUc30QdjgOcPgQcPgVdzkR&aag=true&freq=weekly&trk=eml-tod2-b-ttl-2&ut=2zSD87HtbLSR41 before using tweets as personal notes in meetings: get agreements of meeting participants
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 59
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 60 Popular KM platform: SharePoint from Microsoft http://office.microsoft.com/en-us/sharepoint/ 2014-05 see reading material: Enhancing-SharePoint-June-2014_4554 KMWorld.pdf
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 61 http://www.newsgator.com/products-and-solutions/sharepoint DETECON Consulting reported excellent experiences, 2013
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 62 Popular KM platform: IBM Connections http://www-03.ibm.com/software/products/en/conn 2014-05
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 63  Today more organizations aspire to become a Social Business. Leading organizations – including 75 percent of the Fortune 100 – are transforming how they connect, collaborate and get work done using IBM enterprise social software.  “Customers are increasingly assuming that all applications must be social,” said Vanessa Thompson, Research Manager, IDC Enterprise Social Networks and Collaborative Technologies. “IBM's focus on a core social networking platform to support application environments, such as Smarter Commerce and Smarter Workforce aligns well with this customer intent.” (2)  IBM's Social Business portfolio, including its industry leading IBM Connections and Smarter Workforce technologies, allow organizations to integrate social solutions with critical business applications and people-centric processes that empower employees, increase workforce productivity and deliver exceptional customer service. Deployed on cloud or on premises, these solutions also enable business leaders like the Chief HR Officer (CHRO) to attract and retain top talent when combined with social workforce analytics that ensure the organization has the skills and expertise to meet emerging market demands. IBM Named Worldwide Market Share Leader in Enterprise Social Software for Fifth Consecutive Year http://www-03.ibm.com/press/us/en/pressrelease/43703.wss 2014/04
  • Page 64 May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved TechnoWeb: “Find People to get Answers” Enterprise Social Network for Siemens experts Personalized dashboard (incl. activity stream of joined networks) Network (Community) pages, with member list, partner network list, activity stream Public profile pages of each user (incl. activity stream) with news and RSS-feeds Urgent request (with target messaging) + advanced search and tagging + integration of Sharepoints, wikis, blogs... Open for all Siemens employees source: http://www.slideshare.net/heisss/wima-siemens-v11public Everybody may initiate/join a network
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 65
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 66  Pligg Pligg is a PHP/MySQL system that allows visitors to submit websites and blogs for voting or ranking. While very similar to Digg, it does offer some additional features, such as trackback support, automatic title discovery, and RSS import functionality.  NewsCloud another content management system that has a story ranking feature. They have also developed a Facebook app for their service, which is open source as well and available for download.  Drupal with Vote up/down module Most know Drupal as one of the more popular open source content management systems available. Thanks to the user community, several modules have been developed that allow voting of submitted stories. Recruiting.com uses this setup.  Dolphin from Boonex, is a popular free community-building application that is being used for a number of dating sites. Many modifications have been developed, however many of them are only available for a fee. There is also a cost associated with removing the company’s links from your site.  PHPizabi another social networking script that charges a fee to remove their branding. They are rapidly approaching 100,000 downloads of their software, and have a few impressive-looking demo sites listed on their website.  Elgg was developed with the educational industry in mind, but can be customized for any use. Many universities throughout the world have adapted the social software to fit their needs.  Mugshot Developed by Red Hat, Mugshot allows you to post what you are reading and listening too, and share it with you friends. Mugshot is a little different, as both the client and server code are open source and available for download.  AroundMe an open source social networking app that supports OpenID. They are based in Sweden. We haven’t seen many sites running on the platform. 8 of 10 open source software platforms http://mashable.com/2007/07/25/open-source-social-platforms/
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 67 KMWorld 100 Companies That Matter in KM http://www.kmworld.com/Articles/Editorial/Features/KMWorld-100-Companies-That-Matter-in-Knowledge-Management-94933.aspx
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 68 survey in XING KM forum with 29 German participants http://www.cogneon.de/node/8815 Which tool is best for creating a social intranet? https://www.xing.com/app/newsfeed?op=poll_detail;id=4182 Simon Dückert, May 2012
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 69 Knowledge & Innovation Culture Knowledge Marketplaces Structures and Quality Measures for Knowledge/Content KM Support Organization and its KM processes KM solutions changing with web 2.0 / enterprise 2.0 Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 70 Leadership, Collaboration … Knowledge Culture A KM System is a socio-technical system Human Organization Infrastructure/Techniques Knowledge Marketplace KM Processes: improve knowledge quality Knowledge Community Knowledge (content) KM Support Organi- zation structures? quality?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 71 uKnowledge/content is characterized by knowledge structures and knowledge quality knowledge structures / knowledge maps  to get an overview e.g. index of contents, directory, model, …  to navigate e.g. template, portal structure, workflow, …  to search index structures, search trees, ...  to find gaps / create ideas e.g. in structures, models, … knowledge / content quality  proficiency, distributedness / connected- ness / diffusion, codification, see KM1  additional criteria: business relevance, actuality, … types of knowledge maps (often combined)  knowledge structure map  principally any description model  often: composition and/or process model  knowledge source maps directories to experts/expertise, organizations, information  knowledge application maps e.g. knowledge objects needed in a certain action in a process model examples: • „time-stamp“: valid until ... • document history: frequency of use, ... • automated author request: „delete?“ „archive?“ delicious tags: Semantik Wkarte Wkodifizieren
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 72 Example: k. structure map of the basic CoP knowledge area, e.g. for Vendor Management (VM) Community Business processes of internal/external customers Knowledge about: “Product/ Service” of VM “Supply/Produc- tion” of VM Relationship Mgt of VM Mgt. & Support in VM Business Background of VM Org. Interface Mgt. • Legal • Procurement • Planungsabt. … Vendor Relationship Mgt. • Kontakte & Lieferanten- Landschaft • … Contract Mgt. (Vertrags-Gestaltg, -Verhandlg., -Überwachg, -Durchsetzg) • Rahmen&Module einsetzen • SLA-Einhaltung, … Retrofits steuern, Vertrags-Strafen ... Vendor Selection & Evaluation • Lief.-Entwicklung • Review Meetings • … Budget- Mgt. VM-Lifecycle- mgt., s. WBT SLA-Mgt. QM (Lieferanten- bewertung, …) Process Mgt. • Grundlagen • Methoden … InfoMgt/Comm. • Vertragsextrakte im Internet ber. Project Mgt • Eskalation Economics Subject Matter • z.B. Operations, Maintenance, Support Contract Law Intercultural Collaboration Planing & Administr. Knowledge Mgt • Community-Betrieb • WM-Programm in ZusArbeit Info-, Prozess-, Q- & HR-Mgt Risk Mgt. Understanding the enterprise Telecommuni- cation Technology Telecommuni- cation Business Corporate Global Strategies
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 73 Knowl. structure and source map: example SIEMENS “process house” – reference system for business processes (models) Source: Siemens AG in these boxes can be found:  models of various sub-processes and linkages  roles, experts, responsible organizational units joint structures: really hard work!
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 74 uKM reflection „from Navigation to Search to Advice/Hint Culture“ Navigation Culture Search Culture given static content structures dynamic search in semantic structures dynamic content structures plus semantic search user feedback („like“) / improvements collectively enriched semantically supported dynamical structures e.g. portal structures e.g. search engines e.g. recommendation fuctionality Advice/Hint Culture
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 75 Knowledge & Innovation Culture Knowledge Marketplaces Structures and Quality Measures for Knowledge/Content KM Support Organization and its KM processes KM solutions changing with web 2.0 / enterprise 2.0 Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 76 Leadership, Collaboration … Knowledge Culture A KM System is a socio-technical system Human Organization Infrastructure/Techniques Knowledge Marketplace KM Processes: improve knowledge quality Knowledge Community Knowledge (content) KM Support Organi- zation who cares … has governance … resources …?
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 77 Knowledge the capability for effective action • individual competencies • organizational capabilities • codifiied knowledge / information Enterprise Customers, suppliers, partner, ... the world relationships ... knowledge Ideas / Inno- vation opportunities Patents ... (Intellectual Property) Standards, Regulations ... KM partner: Personnel Development / Talent Management, „Learning/Training“ … KM partner: Organizational Development, Process Mngt., Quality Mngt., Community Mngt. … Social Networking Organization KM partner: Information Mngt., Communication, QM …, Information Services, … additional KM partners Organizational locations of KM support – e.g. org.‘s in WIMIP‘s member companies 2012 5 21 R&D: 3 Business Areas: 3 Central: 4 1
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 78 KM reporting lines KM Team size survey, Nov. 2012, 76 organizations http://www.nickmilton.com/2012/11/km-reporting- lines-updated.html 2014 Knoco Global Survey of KM, 369 contributions www.knoco.com
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 79 DETECON Consulting: KM Support Oganization
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 80  formal versus informal KM Team with clear responsibilities, budget, roles vs. KM as additional business (eventually named differently?)  central / cross-organizational versus decentral acting jointly / centrally coordinated vs. differently in different units of the organization?  inter-disciplinary versus fragmented acting jointly with KM partner disciplines or driven from and oriented to one partner discipline, e.g. HRM or IT?  based on a broad cross-organizational initiative or on a single group reinforced / supported by a organization-wide CoP KM or only a smaller set of KM experts? uKM Support Organization – organizational settings
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 81  KM Project / Program Manager | Head of KM Support Organization … Chief Knowledge Officer … Chief Learning Officer …  Member of KM Project Team / KM Support Organization  Knowledge Engineer, Knowledge Architect, Knowledge Strategist, KM Process Manager, Project Knowledge Manager, …  Platform Manager, Social Media Manager, WIKI-Gardener, Library / Research Expert  contact person in KM partner disciplines (HRM, IT, Process Mngt., Orgnizational Development, Communication, Quality Management, …)  KM partner in business unit / subject matter unit Community Moderators | Expert Career Members | Knowledge Champions | …  Contact partner on top management level Sponsor | Mentor | Steering Board | … KM roles - examples see also, KM job offers, e.g. from km4dev or https://www.linkedin.com/groups?jobs=&trk=eml-anet_dig-h_gn-tjb- cn&ut=0BaagsgUUA2R81&gid=1539&_l=en_US
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 82 KM job offers (Oct 2013) e.g. http://www.linkedin.com/groups?jobs=&gid=1539&trk=eml-anet_dig-h_gn-tjb-cn&ut=2ZXy9RYvBu7lc1
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 83
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 84 Nick Milton - I did some quick research the other day on "Glassdoor" - the salary comparison site. Here's a histogram of the salaries of the 40 "Knowledge Manager jobs I found: Median salary is about $70,000, but more interesting is the spread - from a minor pittance working and a charity, to over 140k working for a consultancy. I think this spread shows that "Knowledge Manager" is a poorly defined job, just as "Knowledge Management" is a poorly defined term. You could be a knowledge manager and earn $40k, you could be a knowledge manager and earn $140k - it all depends on what you mean by knowledge manager. Salaries for Knowledge Manager roles (11/2012) Quelle: http://www.nickmilton.com/2012/11/salaries-for-knowledge-manager-roles.html?utm_source=twitterfeed&utm_medium=linkedin
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 85 Chief Knowledge Officer of NASA: Edward Rogers Speaking about the repeated inability of knowledge management practitioners to apply lessons from previous attempts, Edward Rogers enumerates the five most common mistakes made by KM practitioners: (1) attempting to implement a KM system in a hurry, (2)designing KM to serve as the control unit, trying to manipulate people and making them behave in a manner in which they would not normally behave, (3) Allowing for inadequate time to develop a KM program peculiar to one's organization (which leads to blindly emulating KM practices from other organizations), (4) Selling KM with a dollar expectation in terms of RoI, and finally (5) Handing over KM to a CIO. http://www.youtube.com/watch?v=aAeLNIvVS6E&feature=plcp&context=C46e04feVDvjVQa1PpcFPYBayILShv7rgUOHNVIXrDNwnE34P7zA8%3D
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 86 … three new mini-interviews, recorded at the KM India Summit in Bangalore in February with Kuebel-Sorger Ludger who heads the Knowledge Management practice at Boston Consulting Group have been added to the eClerxServices KM Channel on YouTube. This makes over 40 mini-interviews now, including some early ones with me.  KM in Innovation http://www.youtube.com/watch?v=4JuPIFZf9P0&list=UUIRnIWsVRKU5bOUVTAsur6A  Roi on KM http://www.youtube.com/watch?v=wjNyLKcwdOQ&list=UUIRnIWsVRKU5bOUVTAsur6A  Managing Tacit Knowledge at BCG http://www.youtube.com/watch?v=gr7BP8SH6Vo&list=UUIRnIWsVRKU5bOUVTAsur6A Three mini-interviews with Kuebel-Sorger Ludger, head of the KM practice at Boston Consulting Group Gurteen Knowledge Letter: Issue 166 - April 2014 ##32916##
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 87 KM core processes Three process groups of BITKOM WM-Prozess-Systematik* Free download: http://www.bitkom.org/de/themen/54938_61676.aspx KM Support Org. Improve / adapt KM system Socio-technical KM system: Have we the right KM systems and do they work well? KM System Knowledge and KM: Do we focus on the business-critical knowledge and the right KM? Management Plan & control strategically Knowledge and KM systems Improve / adapt knowledge quality X no Knowledge as-is Knowledge to-be Knowledge Worker  yes Knowledge : available in adequate quality (depth, distribution/networking, codification)? Action (process, proceeding, activity, …), requiring knowledge (capability for effective action) before-during-after * BITKOM: German association of companies in IT, telecommunication and media WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 88 uProcesses of the KM Support Organization „KM support processes“ Organization and Leadership (independent of knowledge area): • provide/improve organization communities / community mngt. • provide/improve KM processes/instruments • co-design knowledge-oriented ledership, strategy, culture • provide/improve KM Support Organization Infrastructure, Techniques und Content (independent of knowledge area): • provide/improve knowledge marketplaces (real/virtual) • provide/improve knowledge/content structures and quality measures Plan/provide/implement/operate KM system(s) including marketing, communication and promotion for KM Define and implement KM strategy and roadmap Measure and monitor KM state and needs, see KM 5
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 89  Care for shared understanding - apply different „languages“ for different KM key players  Management  business-oriented wording  Knowledge workers  work-oriented wording  KM experts  KM jargon, if useful  Think in processes and systems – not in tools  Integrate KM in work processes and systems   Care for mobilizing all three KM key players:  knowledge worker, e.g. subject matter experts – offer useful KM solutions and listen …  management – involve with strategic KM ( Knowl. Strategy) and manage expectations  KM support organization – support the interdisciplinary role, e.g. involve KM partners and care for their KM-related initiatives; improve KM maturity with internal community of practice KM and cross-company experience exchange KM implementation - some Lessons Learned
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 90 Nick Milton, Knowledge Management consultant, coach and trainer with Knoco Ltd; author of The Lessons Learned Handbook The top 7 are described here and listed below: http://www.nickmilton.com/2011/09/top-7-tips-for-knowledge-management.html 1. KM needs to be business-driven. 2. KM needs to be introduced as a management framework. 3. KM needs to address Pull as well as Push. 4. KM is a change process. 5. KM Must be embedded in the business. 6. KM needs not just high level support, but high level expectation. 7. KM needs to be delivered where the high value decisions are made. What are the key drivers to a successful KM programme implementation? https://www.linkedin.com/groups/What-are-key-drivers-successful- 77700.S.5853233183323078660?view=&srchtype=discussedNews&gid=77700&item=5853233183323078660&type=member&trk=eml-anet_dig-b_pd-ttl- hdp&fromEmail=&ut=3WJAC9Wo7vb6c1 April 2014
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 91 That's one of the early findings from our Knowledge Management survey - a survey of nearly 400 kmers round the world. Some of these people had been in charge of KM programs that had folded, and we wanted to know, in these cases, what the reasons had been for the abandonment of Knowledge Management. 1) From the start make sure your Knowledge Management program is focused on delivering real business needs and objectives. Get this business-focus into your Knowledge Management strategy, and get the strategy signed off by senior management. 2) Have some idea of the size of the prize. Value your KM program - find out what it would be worth to the business if all staff had access to the knowledge they needed to make their key decisions. 3) Conduct some early proof of concept exercises. Prove that KM works in your context, and get early endorsement (ideally on camera) from your business customers. 4) Conduct some business-led pilots, designed to deliver measurable benefit. Get agreement from senior managers before-hand that if the pilots are successful and add enough value, KM will be endorsed from on high as "required behaviour" 5) Embed KM roles into the organigram, KM processes into the high-level operational processes, and KM technology into the technology suite. Weave KM so tightly into the fabric of the organisation that it can't be unwoven. 6) Present KM widely to the external world. Make your company famous for KM. Win a MAKE award. Get into a position where abandoning KM would be an embarrassment. How to make your KM program reorganisation-proof – the biggest risk is internal reorganisation http://www.nickmilton.com/2014/05/how-to-make-your-km-program.html?utm_source=twitterfeed&utm_medium=twitter&m=1 May 2014
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 92 Exercise: Give examples for the six KM system elements if we think of a hospital as a (rather large) KM system
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 93 Knowledge & Innovation Culture Knowledge Marketplaces Structures and Quality Measures for Knowledge/Content KM Support Organization and its KM processes KM solutions changing with web 2.0 / enterprise 2.0 Agenda
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 94 pic.twitter.com/9KYnyyHL4F
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 95  Web 2.0 … Social Internet … Social Media  Enterprise 2.0 … Management 2.0 …  Social Business … CRM via social media Perspectives: Enterprise 2.0 … - enterprises with an distinct collaboration culture increase productivity by up to 250% Source: Forrester Research, Harvard Business School, 2012 https://www.xing.com/net/pric5e83bx/knowledgemanagement/social-networking-neue-generation-von-it-gestutzten-wissensmanagement-losungen-49624/enterprise2-0- neue-trends-unternehmen-mit-einer-ausgepragten-kollaborationskultur-steigern-ihre-produktivitat-um-bis-zu-250-41171624/41171624/#41171624 … by fully employing social technologies, companies have a chance to increase the productivity of knowledge workers by 20 to 25 percent. Source: http://kmecw.com/?p=175 referring to McKinsey Global Institute (MGI) report, The Social Economy: Unlocking Value and Productivity through Social Technologies, 2014 Some concepts and buzzwords connect people with content connect content connect people WEB 2.0
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 96 http://www.businessinsider.com/social-media-marketing-landscape-complicated-2012- 5?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+businessinsider+%28Business+Insider%29
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 97 Harnessing Collaborative Technologies – Helping Funders Work Together Better © GrantCraft 2013 http://collaboration.grantcraft.org/ see also, http://cooltoolsforschool s.wikispaces.com/Colla borative%20Tools
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 98 CISCO: Use of social media (73k employees, June 2011)  Directory2.0: expertise localization (1MM/a)  virtual meetings: 900 systems  large virtual events across 6 subsidiaries: 4 per year  „Enterprise Youtube“: 18k 5-Minute video clips  500k clicks, comments, tags, …  blogs: 86k conributions per year  Wiki: 1.6 MM Wiki Pages per year  facebook-like: externally: networking with customers via facebook (133k friends) internally: Quad (similar to facebook)
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 99 Siemens AG: Use of social media Siemens Welt 2013-12, p.5 10 MM customer searches on Siemens website 40k service experts support customers 150k customer calls per email & phone per day 30k sales people & 1200 Key Account Managers keep contact 90k user via mobile devices on Siemens website Siemens YouTube channel: 14k subscribers & 20k accesses per month Siemens on facebook: 112k fans Siemens on twitter: 36k followers >50k customer-oriented apps in 2012/13: 250k downloads
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 100  Increased use and user friendliness of collaboration platforms and social media  Decreased efforts to turn tacit knowledge into explicit knowledge (in form of guidelines, lessons learnt etc.), but increased network capacities to solve problems / challenges with peer inputs.  Continued trend to open up networks (from internal and partner inclusive networks, to global networks)  Increasing % of generation Y staff, which will impact on organizational culture  An increased demand / pressure to measure KM benefits and show the impact of KM (cost – benefit of KM activities) What factors and trends will influence the way staff is working involved in development (knowledge) activities? source: http://dgroups.org/groups/km4dev-l/discussions/66b4f53c 2013-03
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 101 KM & web 1.0  pull & push information-oriented  e.g. intranet portale, dokument mngt syst.  standards, guidelines provided centrally „navigation culture“  „broadcast media“:  nobody interacting uKM 2.0 – KM solutions changing with web 2.0 KM & some web 2.0  connected & inter-changing cooperation-oriented  e.g. collaboration platform sharepoint, wiki, weblog, ...  discussions … practices in communities … „search & network culture“  „user-generated content“  some interacting KM & full web 2.0  highly interactive & reputation-oriented  e.g. social media + online customer interactions,…  improvement & innovation interactively „hint & network culture“  „social collaboration“:  almost all interacting t but – approved and successful KM solutions keep being applied, e.g. communities of practice, …
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 102 Focus: Knowledge & Innovation Culture Focus: Knowledge Marketplaces Structures and Quality Measures for Knowledge/Content KM Support Organization and its KM processes KM solutions changing with web 2.0 / enterprise 2.0 Summary & discussion
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 103 Contact Dr.-Ing. Josef Hofer-Alfeis Consulting for Knowledge and Innovation Management Josef-Sterr-Str. 4, 81377 München, Germany T +49 89 85661623 M +49 173 9775943 Email josef.hofer-alfeis@amontis.com Skype JHofer-Alfeis BrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html XING https://www.xing.com/profile/Josef_HoferAlfeis Public Maven profile: http://www.maven.co/profile/5Anc2u3D Twitter HoferAlfeisJ Bookmarking http://del.icio.us/HoferAlfeisJ Facebook http://www.facebook.com/profile.php?id=1800807835#!/ yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm Partner Competence Center Knowledge | Innovation | Intellectual Capital Mgt. Amontis Consulting AG Kurfürsten Anlage 34 D-69115 Heidelberg www.amontis.com
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 104 Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014 BOOKS:  Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013  Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X  Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091  Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2  Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819  Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3- 9810595-4-0 LINKS:  www.knowledgebusiness.com  www.apqc.org/membership-knowledge-management  www.pwm.at  www.c-o-k.de/index.htm  www.xing.com/net/pri3b94dax/knowledgemanagement/  www.xing.com/net/wm  www.wissenmanagen.net/  www.cogneon.de  www.eknowledgecenter.com  Bookmark services from JHA:  JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks  Important discussion forums for KM & Innovations Mngt. (selction): http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren JOURNALS:  Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)  Journal of Knowledge Management (Fokus Forschung; englisch)  KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml COMMUNITIES OF PRACTICE / BODIES: WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten, z.B. gfwm-regional München: http://www.gfwm.de/group/121 BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:  Improving Knowledge Management for Service Organizations, Munich Re, Communities Meeting, Hohenkammer 2014  Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit- twitter?from=new_upload_email  Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement - Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband 2011, www.knowtech.net  ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie- Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675  Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech Konferenzband 2009, www.knowtech.net  Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009  ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn  ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net  ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,  ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;  ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39  ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess- Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx  ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net  ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net  ~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719- 728
  • Dr.-Ing. Josef Hofer-Alfeis, 2014 - 105  Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program  Moderation of developing a knowledge strategy with the business strategy by the management team  Support of KM strategy definition, KM implementation and controlling  Systematic and transparent design of expert career systems based on a knowledge strategy  Support with specific KM / InnoM instruments – examples:  Debriefing of teams or leaving experts  Development and improvement of communities of practice and other social networks  Coaching by development of an individual knowledge strategy / KM program Dr.-Ing. Josef Hofer-Alfeis: Consulting Offerings for KM and Innovation Mngt. (InnoM)