KM and Web 2.0 – A User’s Perspective Boston KM Forum: KM 2.0 – Real or Hype?

KM and Web 2.0 –

A User’s Perspective

Boston KM Forum:

KM 2.0 – Real or Hype?

Ray's 2.0 Resume (early adopter, or not?)‏ (≈ 250 Contacts)‏ (≈3700 Bookmarks)‏ (≈400 Tweets)‏ Novell internal wiki Novell internal blog Podcast fanatic RSS fanatic blog.simslearningconnections (≈3 0 at any time)‏ Linux desktop

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Novell internal blog

Podcast fanatic

RSS fanatic

blog.simslearningconnections

Linux desktop

Topics Web 2.0 Knowledge Management Three scenarios for bringing the two together Closing thoughts

Web 2.0

Knowledge Management

Three scenarios for bringing the two together

Closing thoughts

What “2.0” means to me...

What “2.0” means to me...

What KM means to me...

What KM means to me...

Three Definitional Questions (of the many we could ask)‏ 1) What scale? 2) What domain? 3) What metaphor?

1) What scale?

2) What domain?

3) What metaphor?

Scale

Scale

Individual Personal Knowledge Management (PKM), and Personal Learning Environments (PLE)‏

Personal Knowledge Management (PKM), and Personal Learning Environments (PLE)‏

Team Team / Project / Community knowledge management and learning

Team / Project / Community knowledge management and learning

Organization Organizational Knowledge Management and Learning

Organizational Knowledge Management and Learning

Domain

Domain

Where Does KM Start or Stop?

KM Activities Knowledge Distribution (26)‏ Knowledge Creation (21)‏ Learning (14)‏ Knowledge Classification (9)‏ Collaboration (7)‏ Knowledge Harvesting (6) Knowledge Discovery (2) KM Outcomes Improved Execution (28)‏ Value from Knowledge Assets (12)‏ Knowledge Codification (11)‏ Knowledge Retention (3)‏ Continuous Improvement (2)‏ Cultural Change (2)‏ Improved Knowledge Processing (1)‏ Improved Resource Assignment (1)‏ Source: Stephen Bounds' analysis of Sims' 53 KM Definitions compilation. 25 March 2008 post to ActKM discussion list. The numbers with ( ) indicate the number of definitions which include this concept.

KM Activities

Knowledge Distribution (26)‏

Knowledge Creation (21)‏

Learning (14)‏

Knowledge Classification (9)‏

Collaboration (7)‏

Knowledge Harvesting (6)

Knowledge Discovery (2)

KM Outcomes

Improved Execution (28)‏

Value from Knowledge Assets (12)‏

Knowledge Codification (11)‏

Knowledge Retention (3)‏

Continuous Improvement (2)‏

Cultural Change (2)‏

Improved Knowledge Processing (1)‏

Improved Resource Assignment (1)‏

Firestone and McElroy One domain possibility is within an outlier in the compiled definitions... ...where KM is made distinct from Knowledge Processing

One domain possibility is within an outlier in the compiled definitions...

...where KM is made distinct from Knowledge Processing

Source: Joseph M. Firestone in “On Doing Knowledge Management,” Knowledge Management Research & Practice (2008) 6, p.17. Adapted from Firestone and McElroy, 2007.

Metaphors

Metaphors

Stocks Codifying, capturing, harvesting, storing Static

Codifying, capturing, harvesting, storing

Flows Conversations, fragments, connections Fluid and Dynamic

Conversations, fragments, connections

Why Flows? Speed of change versus speed of codifying Continuous versus something that happens at the end of the project Small pieces loosely joined, context preserving Broader participation, with more connections Weak signals perception Results: innovation and better decision-making

Speed of change versus speed of codifying

Continuous versus something that happens at the end of the project

Small pieces loosely joined, context preserving

Broader participation, with more connections

Weak signals perception

Results: innovation and better decision-making

Why Flows? “ If you ask someone, or a body for specific knowledge in the context of a real need it will never be refused. If you ask them to give you your knowledge on the basis that you may need it in the future, then you will never receive it.” (David Snowden)‏

“ If you ask someone, or a body for specific knowledge in the context of a real need it will never be refused. If you ask them to give you your knowledge on the basis that you may need it in the future, then you will never receive it.” (David Snowden)‏

Taking This a Step Further... “ Knowledge as water was favoured most as metaphor to diagnose the situation, while knowledge as love was favoured for developing solutions.” (Daniel Andriessen, 2007)‏

“ Knowledge as water was favoured most as metaphor to diagnose the situation, while knowledge as love was favoured for developing solutions.” (Daniel Andriessen, 2007)‏

Knowledge as Love Statements (sample from Andriessen's paper) Problems Knowledge exchange should be reward in itself We lack quality time There are a lot of attractive but lonely singles We talk about wedding certificate but not about our relationship We lack an atmosphere of trust Our marriage sometime falls into a rut Solutions Allowed to choose our own partner Allow variety in people’s passions and aspirations Give people time and space to share knowledge Don't try to manage and systemize knowledge Allow polygamy: exchange knowledge with more people

Problems

Knowledge exchange should be reward in itself

We lack quality time

There are a lot of attractive but lonely singles

We talk about wedding certificate but not about our relationship

We lack an atmosphere of trust

Our marriage sometime falls into a rut

Solutions

Allowed to choose our own partner

Allow variety in people’s passions and aspirations

Give people time and space to share knowledge

Don't try to manage and systemize knowledge

Allow polygamy: exchange knowledge with more people

Leaping to Some Early Conclusions... (via three scenarios)‏

The (non)Obvious Fit Web 2.0 is ideally situated to support Personal Knowledge Management / Personal Learning Environment (PKM / PLE)

Web 2.0 is ideally situated to support Personal Knowledge Management / Personal Learning Environment (PKM / PLE)

PKM / PLE: Individual Benefits Increase knowledge within chosen field Maintain long-term employability Build external network Bridge generational barriers Increase competency for thriving in information abundance Opportunity to become an enterprise 2.0 evangelist

Increase knowledge within chosen field

Maintain long-term employability

Build external network

Bridge generational barriers

Increase competency for thriving in information abundance

Opportunity to become an enterprise 2.0 evangelist

Personal Example (another Network Effect and Twitter moment)‏

PKM / PLE: Company Benefits Smarter employees Reduced Training & Development expense Access to external networks Bridge generational barriers Create an enterprise 2.0 on-ramp

Smarter employees

Reduced Training & Development expense

Access to external networks

Bridge generational barriers

Create an enterprise 2.0 on-ramp

PKM / PLE: Company Prescription Provide PKM / PLE education Including provisioning a starter toolkit? Minimize firewall barriers to social networks / media Encourage employee blogs Sun Microsystems example Build culture of trust

Provide PKM / PLE education

Including provisioning a starter toolkit?

Minimize firewall barriers to social networks / media

Encourage employee blogs

Sun Microsystems example

Build culture of trust

BT Case Study “ While some companies begin the impossible task of shutting out social media tools, at BT we have just completed a...project to make sure all our employees can access social media sites. Why? Because we see social media tools as a huge opportunity to transform the way our employees interact with each other, with ‘the company’, and with our customers, partners and suppliers.” (Richard Dennison)‏

“ While some companies begin the impossible task of shutting out social media tools, at BT we have just completed a...project to make sure all our employees can access social media sites. Why? Because we see social media tools as a huge opportunity to transform the way our employees interact with each other, with ‘the company’, and with our customers, partners and suppliers.” (Richard Dennison)‏

Required 2.0 Competencies Increased intellectual property sensitivity Multi-tasking? Not really. Rather, increased attention discipline Skimming / scanning Being OK with sharing “half-baked” + editing the boss Efficient network creation and vetting Knowing what and whom to pay attention to Software application mechanics

Increased intellectual property sensitivity

Multi-tasking?

Not really. Rather, increased attention discipline

Skimming / scanning

Being OK with sharing “half-baked” + editing the boss

Efficient network creation and vetting

Knowing what and whom to pay attention to

Software application mechanics

Back to the Future? Source: Dave Pollard, How to Save the World, KM 0.0 - Simply Enabling Trusted Context-Rich Conversations Among Communities That Care, 6 December 2007

The Easy Entry (scenario #2)‏ Enterprise (KM) 2.0 is easily adopted & instantly valuable for small to medium sized teams and projects

Enterprise (KM) 2.0 is easily adopted & instantly valuable for small to medium sized teams and projects

Team/Project-level Killer Practice Wiki as default text and management tool Not documents, not SharePoint Project blogging Convey project news and decisions Replaces status reports etc. Ban project related email Period.

Wiki as default text and management tool

Not documents, not SharePoint

Project blogging

Convey project news and decisions

Replaces status reports

etc.

Ban project related email

Period.

Team/Project-level Wiki Use Cases (a few examples)‏ Design and product documentation Decision log Event planning Project related good practice Project related FAQ Links to outside resources and references

Design and product documentation

Decision log

Event planning

Project related good practice

Project related FAQ

Links to outside resources and references

The Longer Journey (scenario #3)‏ Enterprise adoption, although more challenging; is already happening and shows promise

Enterprise adoption, although more challenging; is already happening and shows promise

The Four Greatest Opportunities (looking through a KM lens) Increased social capital Increased innovation Improved decision making Improved efficiency Which also leads to increased adoption and contribution A virtuous circle, after initial disruption

Increased social capital

Increased innovation

Improved decision making

Improved efficiency

Which also leads to increased adoption and contribution

A virtuous circle, after initial disruption

Why More Efficient? Increased transparency (openness) Network effect Raw speed, e.g. wiki edits versus documents Less overhead Opportunity to reduce email

Increased transparency (openness)

Network effect

Raw speed, e.g. wiki edits versus documents

Less overhead

Opportunity to reduce email

Source: Chris Rasmussen at US National Geospatial Intelligence Agency (via http://www.wikinomics.com/blog/index.php/2008/03/26/wiki-collaboration-leads-to-happiness/ )‏

Lightweight and Open Source: Matt Moore, Engineers without Fear blog (30 March 2008)‏ See http://www.slideshare.net/engineerswithoutfears/peak-email for fuller details

Reducing email Move to “pull” versus “push” I subscribe to, or view, what I need versus getting pushed what others think I might need Move to true collaboration on a work product versus “talking about” Increased focus More open More easily tagged and searched

Move to “pull” versus “push”

I subscribe to, or view, what I need versus getting pushed what others think I might need

Move to true collaboration on a work product versus “talking about”

Increased focus

More open

More easily tagged and searched

Concerns and Challenges Doesn't fit with the company culture Technology immaturity and proliferation Additional information silos and digital landfills Leaking intellectual property Counter to compliance Loss of control Employee time waster

Doesn't fit with the company culture

Technology immaturity and proliferation

Additional information silos and digital landfills

Leaking intellectual property

Counter to compliance

Loss of control

Employee time waster

Beginning The Enterprise Journey On Technology, decide if the utility metaphor is viable If it has support, then go for Consider possibilities in an “intranet 2.0” approach But also consider leading with core work processes Find and nurture the early adopters and innovators Don't force them to go underground Still start with an individual, team or company function strategy versus the entire enterprise Laying the foundation for the enterprise

On Technology, decide if the utility metaphor is viable

If it has support, then go for

Consider possibilities in an “intranet 2.0” approach

But also consider leading with core work processes

Find and nurture the early adopters and innovators

Don't force them to go underground

Still start with an individual, team or company function strategy versus the entire enterprise

Laying the foundation for the enterprise

Integration and Coordination Key (for fullest value)‏ Technology Enterprise search Single sign-on Where practical, common branding & user experience Process / Workflow E.G., wiki for collaborative authoring that then feeds published static site or document for compliance Even if not company-wide platform, still maximally coordinate with others on enterprise 2.0 path

Technology

Enterprise search

Single sign-on

Where practical, common branding & user experience

Process / Workflow

E.G., wiki for collaborative authoring that then feeds published static site or document for compliance

Even if not company-wide platform, still maximally coordinate with others on enterprise 2.0 path

Critical Success Factors (the usual suspects + 1)‏ A champion or champions Comprehensive training and assimilation plan Comfort with user-driven innovation & emergence

A champion or champions

Comprehensive training and assimilation plan

Comfort with user-driven innovation & emergence

Closing Thoughts More than hype Networks and flows make a web 2.0 enabled KM look attractive Just do it! Start somewhere, at least with yourself Engage in the knowledge management debate

More than hype

Networks and flows make a web 2.0 enabled KM look attractive

Just do it!

Start somewhere, at least with yourself

Engage in the knowledge management debate

Photo Credits 2.0 meme mindmap: Janelle Siegrist (makeup), José Luis Molina (network), Ann-Kathrin Rehse (rose bud), Steven (glass house), Samuel Herrman (car), Reed (at computer)‏ Scale pins: Sanja Gjenero Stocks versus flows: Sanja Gjenero (books), Weatherstock (waterfall) – both via stock.xchng Heart: Sundeip Arora Route 66: Keith Syvinski Leap : Penelope Berger Bored child: Christie Merrill

2.0 meme mindmap: Janelle Siegrist (makeup), José Luis Molina (network), Ann-Kathrin Rehse (rose bud), Steven (glass house), Samuel Herrman (car), Reed (at computer)‏

Scale pins: Sanja Gjenero

Stocks versus flows: Sanja Gjenero (books), Weatherstock (waterfall) – both via stock.xchng

Heart: Sundeip Arora

Route 66: Keith Syvinski

Leap : Penelope Berger

Bored child: Christie Merrill