In the past, knowledge was treated as just another company asset, that could be captured, stored and retrieved in a big warehouse. The role of knowledge managers was to 'manage' knowledge. This is still important for certain knowledge, but most of our knowledge is inherently attached to people. Thus, Rather than desperately trying to connect employees with some KM system, it is even more important to connect people with each other. Therefore, the role of a knowledge manager has all of a sudden become even more interesting by thinking of ways to enable employees to connect with others inside and outside the company. The introduction of an enterprise social network is only one aspect to facilitate these connections.
This presentation, given at the Legal KM Conference in London in May 2013, talks about these changes and challenges of introducing an enterprise social network in a professional (legal) environment and particular workstreams of a change acceleration programme.