IBM Global Business Services
Industry Trends: the evolution of
knowledge management (KM 1.0
vs. KM 2.0)
Jennifer Okimoto
September - 2007
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IBM Global Business
Services
This is a typical reaction to KM efforts…
Courtesy of Rod Boothby , Innov ation Creators
blog
© Copyright IBM Corporation 2007
Slide 2 | September - 2007

IBM Global Business
Services
And today? There is little agreement in the industry…
however, here is some of the latest thinking
“You can’t manage knowledge – nobody can. What you can do is to manage
the environment in which knowledge can be created, discovered, captured,
shared, distilled, validated, transferred, adopted, adapted and applied.”
Chris Collison and Geoff Parcell, Learning
to Fly: Practical Knowledge Management
from Leading and Learning Organizations
“…if you ask someone, or a body for specific knowledge in the context of a real
need it will never be refused. If you ask them to give you knowledge on the
basis that you may need it in the future, then you will never receive it.”
David Snowden, Cognitive Edge
focus is pretty much around the subject of people…And, like we all
“…the
know, a successful KM strategy is one that combines into a perfect balance a
focus on the people, on the tools and on the processes.”
Luis Suarez, IBM
© Copyright IBM Corporation 2007
Slide 3 | September - 2007

IBM Global Business
Services
The collaborative work process – from the people’s point-of-view
An individual creates with in many ways to create business and a reputation
others value
The contributor Social context Conversation, activities Delivered content Delivered recognition
• • Innovation •
A single person Other individuals Discussing, co-authoring, Contribution
• • Content •
Teams tagging, brainstorming, Social capital
• • Increasingly •
Communities decision making, Reputation
• •
Organizations presenting, mentoring, knowledgeable Trust
• •
Business processes networking, assessing contributors Expertise
• Meeting and event quality, awarding
participants Metrics: quality and Metrics: quality and reach
speed
What the contributor needs for collaborative work…
Find out about a Choose the place or Contribute through co- Find the documents that Give & get recognition on
contributor’s method where the authoring, tagging, will assist in reaching my achievements and
expertise, contributions are brainstorming, rating, etc. business goals qualities that are
contributions, aggregated important to me
interests, and social
networks
Find contributors Establish the platform Contribute, co-author Find content Give & get recognition
Will Morrison, IBM CIO Program Lead, The Collaborative Workplace
© Copyright IBM Corporation 2007
Slide 4 | September - 2007

IBM Global Business
Services
The collaborative work process – what the organization must enable
An individual creates with in many ways to create business and a reputation
others value
The contributor Social context Conversation, activities Delivered content Delivered recognition
• • Innovation •
A single person Other individuals Discussing, co-authoring, Contribution
• • New content •
Teams tagging, brainstorming, Social capital
• • Increasingly •
Communities decision making, Reputation
• •
Organizations presenting, mentoring, knowledgeable Trust
• •
Business processes networking, assessing contributors Expertise
• Meeting and event quality, awarding
participants Metrics: quality and Metrics: quality and reach
speed
What the contributor needs for collaborative work…
Find out about a Choose the place or Contribute through co- Find the documents that Give & get recognition on
contributor’s method where the authoring, tagging, will assist in reaching my achievements and
expertise, contributions are brainstorming, rating, etc. business goals qualities that are
contributions, aggregated important to me
interests, and social
networks
Find contributors Establish the platform Contribute, co-author Find content Give & get recognition
Will Morrison, IBM CIO Program Lead, The Collaborative Workplace
© Copyright IBM Corporation 2007
Slide 5 | September - 2007

IBM Global Business
Services
Organizations are considering how they will
 Platform  Social software:
shift from private and controlled  Blogs
across the
environments to public and dynamic enterprise and  Wikis
beyond  Social bookmarks
collaboration
 Online  Tagging
 Voting
reputation
Public
 RSS feeds  Podcasts and
videocasts
 Team rooms
 Communities
 Forums
 Websites and
 Web
portals
conferencing
 Online presence
 Expertise
and instant
profiles
messaging
 Individuals
 Taxonomies
 Books and journals
 Directories
 Data, information, and
As new sources and methods
 Classrooms
documents in shared
to share knowledge appear,
 Conferences
databases
none of the old disappear
Email

 Telephone
Private
Time
Traditional Web1.0 Web2.0
© Copyright IBM Corporation 2007
Slide 6 | September - 2007

IBM Global Business
Services
Our view on the evolution of KM and Collaboration
KM and Collaboration in the past KM and Collaboration moving forward
KM and collaboration is extra work Collaborative work is what work is
KM and collaboration are sets of tools Collaboration is co-authoring the outcome
I work by myself I am immersed in the conversations of the workplace
People directories provide contact information Dynamic profiles reflect what I do, with whom, and how well I
do it.
Work happens in unannounced groups Work happens publicly where everyone participates
Content is protected Content is fluid and is developed through participation
Searches for content and experts are unrelated Experts lead to content, content leads to experts
My value to the company is based on my deliverables I am a professional whose value is based on both my
deliverables and my reputation
Customers are interesting I depend on customers for feedback
The online experience is a Conversation with text and Collaborative work and Conversation with data are equally
data important
Targets increased productivity Provides a platform for innovation
© Copyright IBM Corporation 2007
Slide 7 | September - 2007

IBM Global Business
Services
Innovation happens at the intersection of great insights
How are you driving those critical people connections?
Enterprise
Extended
Mobilize and mine the collective brain Global water cooler
Leaders set direction and engage workforce in open Conversations and collaboration that transcends
dialogue traditional boundaries: organizational, geographic, and
Create buzz, jam and tap into global insights hierarchical
X-ray the collective brain Transparency in sharing knowledge and ideas leads to
Transform organizational DNA intersection by serendipity
Knowledge IS the network
Scal
e
Helping hand in collaboration
Targeted yet free flowing collaboration
Facilitated processes and events to stimulate
communications, conversations, and collaboration Sharing information and knowledge within a targeted
Ideation events for innovation and problem solving group (social bookmarking for project or sales team)
Learning 2.0 (facilitated blog discussions) Conversations amongst informal user groups
Communities of practice (facilitated events, wikis and Collaborative research, development, team innovation
Group
group blogs)
Structured Unstructure
d
© Copyright IBM Corporation 2007
Slide 8 | September - 2007