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Trends in knowledge management
 

Trends in knowledge management

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  • The power of threes: like cycles of improvement or the impact of “fun“ activities. The ones that are deeper, more meaningful and based on substance – their power and stature grows over time.
  • On a ship and see the passing scene. But if you don’t look more closely, you might miss an opportunity.Today is just a glimpse but the opportunity is to see how these trends can keep your KM relevant and constantly improving.
  • It takes three years to make a trend (see: Rogers Adoption of Innovation Curve)Year 1: an intriguing idea emerges, gets some buzzYear 2: promising approach– a few organizations are trying itYear 3: has gone mainstream. Many organizations implementing or seriously considering. The power of threes: like cycles of improvement or the impact of “fun“ activities. The ones that are deeper, more meaningful and based on substance – their power and stature grows over time.
  • 3 and to understand the flow of knowledge process
  • Nudge instead of force – make it easier for people to do what you want them to.Three ways to nudge in KM Put it in the flow of workMake career progression a pay offHave something for all levels of people at all stages of their career. – across the employee life cycle.
  • The Big IdeaKM: above the flow and in the flowThe biggest enduring barriers in KM areGetting senior management attention and fundingGetting people to participate and advocateWorking in the flow overcomes those problems.At IBM if you want best practices, you will find them through your knowledge sharing communities and networksAt MITRE, you have to fill out a time sheet, and you find it on the KM portal.At Fluor or ConocoPhillips, if you want the best engineering knowledge, you have to participate in communities. Are you doing KM or are you doing the business of collaborative knowledge work?Above the flow is critical to enable in the flowAsking people to step out of the flow of their work is resource intensive – requires branding, Persuasion, business case, demonstrated results. It is easier to build with their flow in mind? That’s why APQC advocates design teams made of people who do the work.
  • Using analytics to tie KM to business resultsPredictive (Knowledge) analytics emerges out of business and social analyticsKM maturity tied to resultsVisualization and imagery growing as a way to portray informationWhat else?
  • It all starts with big data – you have got to have a lot of it – not as much as Target, but moRe than a dozen. As people participate in KS activities – whether on line or face to face– if you begin to track it you can begin to correlate with measures your organization cares about. It requires a mashup of data from KM and process.Examples of sensemakingAmazon and Netflix recommendation systems, predictive analytics LIKE Target and have a slide for sentiment analysis (could transform HR surveying)When you click on a web page, Before the site even loads, 10 ad and marketing agencies/departments have profiled you or found your (nameless) profile and are tracking you to target ads to you. over 24 hours dozens can be tracking you.Payoff to you is targeted content. In exchange, the tradeoff is that you let them have insights about how to enticSmarter analytics—uses more advanced statistics to do Predictive analytics: defined as understanding patterns of behavior that will allow you to predict with grater accuracy what your “custoemrs” will do next.e you. It also leads to predictive analytics – what will people want or do next – digitally?
  • 2 min1 quarter of data – Q1 Fy11 (Oct – Dec)1st chart - As the number of CoP participants increases, the percentage of defects that escape upstream in the process decreases. Positive correlation.2nd chart – As the number of articles related to Mbe increased in Epedia knowledge base, the percentage of defects that escape upstream in the process decreases. Positive correlation.Moving up in the assessment we need to start focusing on measures.Still trying to prove the correlation is “real” – still very anectodal, too many variables.
  • For those who voted 3-5, ask them to raise their hands or say why in the chat feature.Respond via twitter -
  • For those who voted 3-5, ask them to raise their hands or say why in the chat feature.Respond via twitter -

Trends in knowledge management Trends in knowledge management Presentation Transcript

  • Trends in Knowledge ManagementCarla O’Dell, CEOCindy Hubert, Executive Director ofDelivery ServicesSIKM 19 February 2013 #KM
  • Agenda 1. Three 3. PromisingTransformative 2. KM trends Development Forces©2013 APQC. ALL RIGHTS RESERVED. 2
  • APQC’s Work in KM 1995- 1st global conference on KM Annual KM conference – 18 years 30 major research consortia Worked with over 500 organizations Huge collection of best practices, tools, cases, and presentations in APQC’s Member Knowledge Base©2013 APQC. ALL RIGHTS RESERVED. 3
  • Example of APQC’s Membership Premier Inc.©2013 APQC. ALL RIGHTS RESERVED. 4
  • 2012 Americas MAKE Award Congratulations to 8th time MAKE Award Winner APQC and to all the 2012 Americas Most Admired Knowledge Enterprises award winners  Amazon.com  Fluor  Apple  Google  APQC  IBM *  ConocoPhillips *  Microsoft *  Ecopetrol *  Schincariol©2013 APQC. ALL RIGHTS RESERVED. 5
  • 1. Three Transformative Forces Social Consumerization Age of Media Goes of IT Analytics to Work©2013 APQC. ALL RIGHTS RESERVED. 6
  • 2. It Takes Three Yearsto Make a Trend #KM©2013 APQC. ALL RIGHTS RESERVED. 7
  • 2. KM TRENDSA. Desire grows to embed KM in the flow of workB. KM’s technology portfolio expand 1. SharePoint dominates as a standard KM platform, but the KM portfolio grows 2. Enterprise social networking and microblogging find some homes 3. Personalization of search results is goal 4. Mobile access: KM needs an app for thatC. Using analytics to tie results to KM ©2013 APQC. ALL RIGHTS RESERVED. 8
  • A. Embedding KM in the Flow of Work©2013 APQC. ALL RIGHTS RESERVED. 9
  • Above the Flow In the Flow•KM Program: governance, •Build sharing and capture intostrategy, design, implementation work flowand measurement •Build learning cycles into•Asking experts to evaluate every projects and processesbest practice •Observe and analyze behavior•Asking users to stop and rank, •Capture dialoguerate or share •Create an enterprise wide approach©2013 APQC. ALL RIGHTS RESERVED. 10
  • B. KM’s Technology PortfolioPoll: Does your organization useSharePoint as its KM repository? No, 35% Yes, 65% N=129©2013 APQC. ALL RIGHTS RESERVED. 11
  • Mobile Devices 80% of the world’s population has a cell phone subscription  “Smartphones and Tablets Drive The Weather Channel gets more traffic from 7 Percent of U.S. Digital Traffic” phones and tablets  “IPads Outstrip iPhones in than it does from the Internet Traffic” desktop.  Tablets account for 40% of(Digiday http://t.co/2ch3ZYOI) Internet access in Brazil. (Comscore April 2012)©2013 APQC. ALL RIGHTS RESERVED. 12
  • Mobile Technology Billions of people communicate, socialize and trade in real time using one handheld device from anywhere in the world. Source: PMI Global Dynamics of Innovation and Program Management 13
  • 3. Promising Development:Using Analytics to Tie KM toBusiness Results• Predictive (Knowledge) analytics emerges out of business and social analytics• KM maturity tied to results
  • Knowledge AnalyticsSM©2013 APQC. ALL RIGHTS RESERVED. 15
  • Tying Knowledge Sharing Behaviors toBusiness ResultsIn the Flow ©2013 APQC. ALL RIGHTS RESERVED. 16
  • Tying Knowledge Sharing Behaviors toBusiness Results (cont’d)©2013 APQC. ALL RIGHTS RESERVED. 17
  • Higher Knowledge Management Maturity = 2x Better Financial Performance* Dynamic Knowledge Leveraged Knowledge Applied Knowledge Ad Hoc Knowledge APQC’s Levels of Knowledge Management Maturity™©2013 APQC. ALL RIGHTS RESERVED. 18 * 2010 Research: Yokell, M.R.
  • Does KM Maturity Matter to Customers?“To what degree do your internal KM capabilitiesmatter* to your customers/stakeholders?” Not a factor in their deliberations 12% A small factor 26% A moderately important factor 24% A significant factor 29% A very significant factor 8% N=116 0% 20% 40% 60% 80% 100%*“matter” = affect their purchasing or fundingdecisions of your products and services Percentage of responses©2013 APQC. ALL RIGHTS RESERVED. 19
  • Does KM Maturity Matter to Customers? SIKM“To what degree do your internal KM capabilitiesmatter* to your customers/stakeholders?” n= 14*“matter” = affect their purchasing or funding decisionsof your products and services©2013 APQC. ALL RIGHTS RESERVED. 20
  • Conference Logistics KeynotesMay 2–3 at The Houstonian Hotel, Club & SpaThemeUsing KM to Boost Creativity, Innovation, & CompetitivenessAs organizations race to stay on the leading edge, leaders are looking to translatenew tools into better products and services, smarter decisions, and happier Dr. Carla ODell CEO, APQCcustomers. Explore the knowledge and knowledge processes organizations areusing to boost creativity, innovation, and competitiveness.Breakout Session SpeakersAccenture, APQC, Aspen Technology, Conoco Phillips, Deloitte Touche, Ernst &Young, ExxonMobil, Kraft Food Groups, Marathon Oil, Nalco, Northrop David EaglemanGrumman, Petrobras SA, Pfizer Global Supply, Unisys, Vale Renowned Neuroscientist and International Bestselling AuthorWorkshops LogisticsApril 29–May 1 at APQC’s Headquarters & The Houstonian Hotel, Club & SpaWorkshops Offered• Knowledge Management Strategy (Apr 29) Charles Duhigg• Knowledge Elicitation: An Approach to Retain Valuable Knowledge (Apr 30–May 1) Bestselling Author• Communities of Practice: KM’s Killer App (Apr 30)• Measuring the Impact of Knowledge Management (Apr 30)• Knowledge Mapping (May 1)• Change Marketing: A Different Way to View Change (May 1) Visit www.apqc.org/kmconf13 for full conference details. Matthew Heim, Ph.D. Independent Innovation and Strategy Advisor
  • Your Turn: Discussion and Q&A Predictions and Promising Developments KM: What’s Trending? Transformative Forces©2013 APQC. ALL RIGHTS RESERVED. 22
  • ©2013 APQC. ALL RIGHTS RESERVED. 23