Successful social networks follow a number of principles. Describe the four.
A SWOT analysis is strongly recommended before developing and implementing a social network in government agencies. Describe the four aspects.
The key question is: if a department participates in a social network, how does it “capture value” from commonly held external intellectual property? The answer, in a few words, is to bring it inside the organization. The common property has to be stabilized. A report, policy, or regulation cannot change once it is formalized. Internal value has to be added by ensuring that it works. For example, in policy, all stakeholder concerns must be addressed; in business, an innovation must be producible and marketable. A key implication is that a department must retain enough internal core capacity to be able to add value to commonly-held IP.
We developed an organizational framework that includes pretty much everything that one needs to run an organization. Simply put, people use tools and process within a governance structure to increase the value of content and provide services. One cannot pick and choose which elements of the framework to implement or emphasize. They are all necessary to running an organization.
Managers won’t fund what they don’t understand. Managers won’t abandon what worked (or didn’t) before. Managers will oppose loss of resources. Managers want short-term-low-risk deliverables.
Transforming what people know into action Albert Simard Knowledge Manager Effective Strategies for Social Media Ottawa Ontario, Nov. 24-25, 2010 Deriving Organizational Value from Social Networks:
Knowledge exists in the minds of people. Experience is as important as formal knowledge.
Knowledge is tacit as well as explicit. Transferring tacit knowledge is more effective through human interaction.
Knowledge is social as well as individual. Today’s knowledge is the result of centuries of collective research.
Knowledge is changing at an accelerating rate. It takes a community of people to keep up with new concepts, practices, and technology.
Community Benefits Participants - Help with their work - Solve problems - Find experts - Receive feedback - Place to learn - Latest information - Enhance reputation Management - Connect isolated experts - Coordinate activities - Fast problem solving - Reduce development time - Quickly answer questions - Standardize processes - Develop & retain talent
- Tangible : documents, reports, manuals, recommendations, reduced innovation time and cost
- Intangible : increased skills, sense of trust, diverse perspectives, cross-pollinate ideas, capacity to innovate, relationships, spirit of enquiry
Key Messages Management authorizes the use of knowledge to enable action. A knowledge organization engages people to enhance creativity Community collaboration validates individual knowledge Community knowledge must be put into an organizational context.