KM is about people and culture; technology can facilitate good KM, but that’s all
It can take years to cultivate a good KM ecosystem, and minutes to destroy
Business Culture Change the process Innovate for value creation Transform the business Continuously improve Maintain stability Consistency and control Improving from experience Challenge and change Inquisitiveness and learning Paradox and uncertainty
You Hate the IT department, and They Hate You Right Back!
The mutual enmity between the average IT department and the average end user is the key feature (..) in the business setting.
The situation now is all but intolerable: No matter who you are, unless you are the CTO, the IT department does not work for you, so your interests and their interests are not aligned.
The IT department is rewarded for their ability to keep bad things from happening, and that means there is a pressure to create and then preserve stability. Meanwhile, you are rewarded for your ability to make good things happen, meaning that a certain amount of risk-taking is a necessary condition of your job.
Risk-taking undermines stability. Stability deflects risk-taking. You think your IT department are jerks for not helping you do what you want to do; they consider you an idiot for installing software without their permission. Also, because of the way your interests are (mis)aligned, you are both right.
The Landscape of Management Mathematical Complexity Social Complexity Systems Thinking Un-order Order Rules Heuristics Epistemology Ontology Source : Multi-Ontology Sense Making, David Snowden, Management Today Yearbook 2005 Process Engineering
User Culture Rogers, Everett M. (1962). Diffusion of Innovations . The Free Press. New York Innovators 2 - 3 % Technology Enthusiasts : want to be first to try new technology; want one of everything. Early Adopters 10% Visionaries : able to align technology with strategic opportunities; willing to take risks; horizontally oriented. Early Majority 36% Pragmatists : cautious with risk and money; loyal; vertically oriented. Late Majority 36% Conservatives : opposed to discontinuous innovation; believe in tradition rather than progress. Laggards 15% Sceptics : negative attitude towards technology; identify discrepancies between what’s promised and what’s delivered.
The project team must ensure that all ‘users’ and their interests are represented.
Project leadership is equally important as project management.
Communicate, communicate, communicate
Market’ the project; don’t ‘sell’ it.
IT project or Lab project?
Keep it simple, but be flexible and expect surprises.
Be wary of the risk of guerrilla warfare.
Technology Adoption Life Cycle Ref : ‘Crossing The Chasm’, G.A.Moore, Capstone Publishing Technology Enthusiasts Looking for some neat technology Innovators Early Adopters Early Majority Laggards Late Majority The Chasm Visionaries Looking for a breakthrough Pragmatists Looking for an improvement Conservatives Believe in tradition Sceptics Not looking!
Technology Acceptance Model Davis, F.D. “A Technology Acceptance Model for Empirically Testing New End-User Information Systems: Theory and Results”, in MIT Sloan School of Management . Cambridge, MA; MIT School of Management. 1986. Perceived Usefulness Behavioural Intention External Variables Actual Use Perceived Ease of Use Attitude Toward The degree to which a person believes that using a particular system would enhance his or her job performance. The degree to which a person believes that using a particular system would be free from effort. Individual user’s positive or negative feelings about performing the target behaviour A measure of the strength of one’s intention to perform a specific behaviour.
Technology Adoption S-curve and the Assimilation Gap Time % User Adoption Contact Awareness Understanding Trial Use Adoption Internalisation Institutionalisation Planned Assimilation Gap Robert G. Fichman, Chris F. Kemerer, “The Illusory Diffusion of Innovation : An Examination Of Assimilation Gaps”, Working Paper Series No.746, Katz Graduate School of Business, University of Pittsburgh, November 1995. Deployment