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Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?
 

Can Enterprise 2.0 Break the Knowledge Management Culture Barrier?

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Presenation given by Carl Frappaolo of Information Architected, Inc. at Enterprise 2.0 San Francisco 2009.

Presenation given by Carl Frappaolo of Information Architected, Inc. at Enterprise 2.0 San Francisco 2009.

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    Can Enterprise 2.0 Break the Knowledge Management Culture Barrier? Can Enterprise 2.0 Break the Knowledge Management Culture Barrier? Presentation Transcript

    • Can Enterprise 2.0 Break the Knowledge Management Cultural Barrier? Carl Frappaolo Information Architected, Inc.
    • NO
    • What is Culture?
    • Knowledge Management • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing and learning? Bus. Strategy • What tools are currently in Strategy place? • Which people need to be empowered to contribute • What tools are needed to And leverage knowledge? People/ enable the environment? Culture Technology • Are priorities aligned with • How do you fill the gap? measurements? Process • Are the right processes in place to © - disseminate, share and apply knowledge to - capture, refine and create knowledge 21 - deliver business value?
    • Culture Leverages Reflects Drives Technology Strategy Process or Circumventsitit or or Blinds it Sabotages
    • The Yin and Yang of Culture & Technology !"#$%&'() *+$$,)-./%/'() !"$%.(")#0)1') 2.'34%,)1') ) 5'%6)1' ) 78#%9&:;')1' 54#34%,)1' ) ) !"$%.(")#0)<' -=&'.('()1' ) &"#$ !"%$ !"#$ Source: AIIM
    • Islands
of
Me – Culture
 • Protectionism • Functional
Isolation • Hierarchical
management • Tall
and
thick
(multiple)
walls • Competition
seen
only
externally – TTM
(time
to
market)
long
shelf
life – Technology
 • Siloed
repositories • Standalone
applications • Manual
integration‐reentry 7
    • One‐way
Me/ Enterprise
1.0 – Culture
 • One‐way
push‐based
sharing • As
Needed
Knowledge
Seeking • Closed
communities/Earned
Trust • Structured
Teams • Network
Management • Semi‐permeable
Functional
Walls – Technology
 • Shared
yet
siloed
repositories • Communication‐focused
Channels • Standalone
workflow 8
    • Team
Me – Culture
 • Team
focused • Shared
repositories • Knowledge
Seekers • Closed
communities/Earned
Trust • Limited
Extended
Enterprise • Cross‐Team
Collaboration – Predominately
internally
focused – KM
Best
Practice • Internal
Cannibalization – Technology
 • Intranets
&
Extranets • Groupware • Integrated
work
models
(EAI) 9
    • Proactive
Me/ Enterprise
1.5 – Culture
 • Push/Pull
24/7 • Extended
Enterprise • Modular
Work
Sharing • Semi‐automatic
collaboration – Technology
 • Dynamic/Personalized
Web • Agents • Portals/Dashboards • Vortals
and
B2B
Marketplaces 10
    • Two‐way
Me – Culture • Proactive
Community
Building • COPs/COIs • Knowledge
Management – Driven
from
the
top • Collective
Intelligence
 – Brute
force,
no
emergence • Strategic
Collaboration • Semi‐Transparent – Technology • Early
Open
Source • SOA/Strategic
Portal
Deployments • Social
Networking • Information
Architecture/ Taxonomies 11
    • Islands
of
We – Cultural
Inclination • “Socialness”
is
a
major
asset • Profiling/Core
Competency • Virtual
Teaming • B2C
Focus • Cost‐driven
Outsourcing • Semi‐Mass
customization – Supportive
Technologies • Strategic
use
of
social,
emergent
and
 integration
software
 • Collaborative
content
development • SOA/Modular
Adaptive
Applications 12
    • Extended
Me/ Enterprise
2.0 – Cultural
Inclination • Transparency • Participative/Engaged • Always
On/In • Mass
Customization • Agility • Competency‐Driven
Outsourcing • Embedded/Strategic
Collective
 Intelligence – Supporting
Technologies • Strategic
deliberate
internal
deployment
 of
emergent
and
social
software • Integration
and
Modular
Programming 13
    • ? Worker Models for Enterprise 2.0 Isolated Fully Engaged Islands of Me One-way Me Team Me Proactive Me Two-way Me Islands of We Extended Me 2.0 2.0 1.5 1.5 1.0 1.0 ©
AIIM
|
All
rights
reserved 8 © AIIM | All rights reserved 6
    • Knowledge Management • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing and learning? Bus. Strategy • What tools are currently in Strategy place? • Which people need to be empowered to contribute • What tools are needed to And leverage knowledge? People/ enable the environment? Culture Technology • Are priorities aligned with • How do you fill the gap? measurements? Process • Are the right processes in place to © - disseminate, share and apply knowledge to - capture, refine and create knowledge 21 - deliver business value?
    • A Technology Map to KM Knowledge complexity Explicit Tacit Intermediation Social Tagging & Bookmarking, Blogs, E SNA M E Externalization Wikis, Blog, podcasting, RSS R G Internalization RSS, Mashup, Search/Social Tagging & E Bookmarking N C Mashup, RSS, emergence and Cognition workflow E
    • How Enterprise 2.0 Makes a Difference 
Low
barrier
/
ease
of
implementation 
Web/widely
accessible 
Emergent/heuristic 
Lean 
Low
cost 
Agile 
Evolution
not
Revolution
    • The KM Challenge of Capture and Organization nowledge provider “ ow do I share and nowledge seeker organize the “ here do I look to find knowledge?” the knowledge?” ▼ nows the ▼ nows how knowledge, but not knowledge is to be how it is to be used used, but not how to find it
    • The KM Challenge of Incentivizing nowledge provider nowledge seeker ▼ Able to share the ▼ ighly incentivized to knowledge, but has exchange no incentive to do so knowledge, but re uires knowledge provider’s cooperation
    • Can Enterprise 2.0 Break the Knowledge Management Cultural Barrier?
    • YES
    • To some degree
    • + + - - - +
    • Let’s Get 2.0 www.informationarchitected.com Facebook: Information Architected Twitter: @IAI cf@informationarchitected.com Facebook: Carl Frappaolo Twitter: @carlfrappaolo