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Knowledge work is broken - can social fix it?

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Knowledge work is broken - can social fix it? Presentation from Social Business Forum 2012 in Milan, Italy.

Knowledge work is broken - can social fix it? Presentation from Social Business Forum 2012 in Milan, Italy.

Published in Business , Technology
  • Full Name Full Name Comment goes here.
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  • Oscar, that's great! Even I study social community approach and try to practice it in our company as well as outside (running blog differ.cz sharing Agile and Lean experience, templates, stories, tools, ...) your presentation helped me to sum up and understand the whole idea better and provided practical hints how social media but also the social interactions can improve the way I share, help and contribute! I love your slide 21! Thanks a lot ;)
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  • re: SLIDE 8 - Tyranny was the solution to what was essentially a communications problem http://johntropea.tumblr.com/post/15721971299
    - also see the related links

    re: SLIDE 12
    'If they aren’t using the system, then the system doesn’t fit with the way that people share knowledge.  And how does the knowledge sharing happen?  It happens between people'
    http://blog.jackvinson.com/archives/2009/03/24/why_do_people_share.html

    re: SLIDE 16
    A return to observable work
    http://www.mcgeesmusings.net/2010/06/23/managing-the-visibility-of-knowledge-work/

    re: SLIDE 20/21
    Great stuff mate, as you have said before
    http://johntropea.tumblr.com/post/5758831362

    re:SLIDE 25
    None of Maslow’s needs can be met without social connection (a prerequisite for survival)
    http://johntropea.tumblr.com/post/12592445670

    re:SLIDE 26
    nicely put
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  • @Charlie - thanks for your comment and nice words. I definitely see activity streams as a mechanism that sits on top of other systems and to which those systems can publish activities and information into it. I don't see an activity stream as a feature that is tied to a specific platform, but rather as a separate service that brings relevant activities and information to the fingertips of the users. Of course, users should be able to interact with activities and information in their activity feeds, which then enriches it and helps to move it further in the workflow (i.e. new or updated activities/information appear in relevant activity streams).

    @Andreas - John Stepper from Deutche Bank described an enterprise as a talent market at Social Business Forum 2012 June 4-5. I definitely think making such an analogy is useful and can make us think in new ways when designing a digital workplace that doesn't just enable individuals to be more productive but also connects people with other relevant people and information in a similar way that customers find products that fulfill their needs or desires in a retail store.
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  • Oscar, this is the best analysis of the KM challenge I have seen. Thank you for creating and posting it. The only addition I would suggest is that the activity streams should be viewed broadly as mechanism for other systems to intelligently push relevant information (in addition to social interaction) into the workflow.
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  • Oscar, congrats! Content and layout is great!
    How could the digital workplace look like?
    We could ompare it to retail and leran our lessons:
    A solitary shopping trip is boring (same a working isolated).
    Even the most innovative mobile social networking apps will not give you the satisfaction to meet REAL People in a REAL store.
    The one who figures out, how face to face networking can be made more productive will be on top.
    My vision:
    Take the apartment complex of Melrose Place (not the plot :-), add a workplace and communal restaurant/shared kitchen and and lets see how this works out.
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  • 1. can social fix it?Oscar  Berg  thecontenteconomy.com  twi3er:  @oscarberg    
  • 2. ”The most important contribution management needs to make in the 21st century is /…/ to increase the productivity of knowledge work and the knowledge worker” Peter F. Drucker (1999)2
  • 3. Knowledge work is very different from thetransformational and transactional work thatwe for decades have used informationtechnology to automate and optimize. So how is management doing when itcomes to improving knowledge work?
  • 4. Knowledge workers spend from 15% to 35% oftheir time searching for information.15% of the time is spent on duplicating existinginformation."IDC
  • 5. The effective usage rates of enterprise software aredown compared to two years ago, with usersexperiencing productivity losses of around 17%.It’s like giving everyone Friday off.  IT Adoption Insight Report, 2012, Oracle UPK & Neochange
  • 6. 44% in US & Canada “unsatisfied” with their jobs. Right Management, 2012“Around the world, employee engagement is eroding.” Mercer, 2011 
  • 7. msS ympto ion Low i nnovat ivity t produc urnover Falling t ployee High em oblems pr Quality hortage Talent s …
  • 8. These symptoms start to appear when an organizationgrows beyond a few dozen people. What’s the cause? >30The existing solutions invented to enable growth andeconomies of scale are incompatible with today’srapidly changing, unpredictable and connectedbusiness environment – and with knowledge work. 
  • 9. 85% of executives see complexity, in one form orthe other, as the main barrier to seizing businessopportunities and being successful in an everchanging world.From  HBR  IdeaCast  interview  with  Chris  Zook  from  Bain  &  Company,  2012    
  • 10. The user productivity loss of tech-focusedorganizations is 2.3 times greater than user-focusedorganizations.User-focused organizations outperformed the tech-focused companies, achieving 23% higher revenue-per-employee against their industry peers.IT Adoption Insight Report, 2012, Oracle UPK & Neochange
  • 11. To unlock knowledge worker productivity, auser-centric approach that aims atsimplifying the user’s interactions with otherusers and resources is absolutely vital.
  • 12. 6% individuals 94% the systemAround 94% of the possible improvements belong to the system - the responsibility of management. Edward J. Deming, the 94/6 rule
  • 13. Why isn’t management doing more to fix knowledgework, i.e. changing the existing systems to support itbetter?
  • 14. The Shirky PrincipleInstitutions will try to preserve the problemto which they are the solution.
  • 15. Fixing the Akilles heel of digital productivity workplace awareness
  • 16. As work is being distributed acrosslocations and organizations, current digitalwork environments - primarily designed forpersonal productivity - make people moreisolated and less aware of what ishappening at work. It cripples their ability tocollaborate and be productive.
  • 17. To improve workspace awareness,organizations will need to redesign theirdigital work environments based on socialprinciples.
  • 18. RecognitionOpennessOpenness Transparency Transparency Participation Participation Dialog Dialog
  • 19. A major challenge for improving knowledgework is that the majority of the value-creation activities in an enterprise arehidden and thus not recognized or valued.
  • 20. So, what is lacking in most digital workenvironments is a really intelligent systemthat helps people quickly build workspaceawareness and make work visible.
  • 21. Activity Streams Fueled by conversations Adds and context to interactions work Makes digital work visibleBackground  by  Joseph  Sawyer  
  • 22. To enable social collaboration, organizationsneed to provide transparent and opendigital spaces where employees canparticipate and engage in conversationsabout their work and professional interests.
  • 23. Connectedness Connectpeople with each other Connect people to Connect Connect their tasks people with a people with purpose the market
  • 24. We are now moving on from just deployingsocial tools to applying social principles andmechanisms to change how work isactually being done.
  • 25. Trends in Social CollaborationSocial Tools Social Everywhere Blogs and Wikis Social ProcessesSocial Networking Sites Social IntegrationTagging Activity StreamsSocial Search Enterprise Social GraphMicro-blogging Social Analytics
  • 26. Understanding and applying socialprinciples is essential to fix knowledgework, but also for developing new solutionsthat enable growth and economies of scalein a rapidly changing, unpredictable andconnected business environment.
  • 27. Social Business is seriousbusiness
  • 28. Image creditsThe  Drucker  InsLtute,  Claremont  Graduate  University  h3p://wellcometrust.wordpress.com/2011/08/24/surgery-­‐at-­‐the-­‐science-­‐museum/  h3p://www.flickr.com/photos/nomadic_lass/5598218199/sizes/l/in/photostream/  h3p://fc09.deviantart.net/fs47/f/2010/211/5/5  /  Abstract_Wave_HD_Background_by_jcsawyer.jpg    h3p://www.freestockphotography.com.au/Images-­‐Clipart/Smiling-­‐People__410  h3p://www.sxc.hu/browse.phtml?f=download&id=447581