Maximizing
Knowledge-Sharing
in Your Business
Neville Hobson, ABC
www.nevillehobson.com
London
August 19, 2009

Now – 10:45
1. The Big Picture
2. How can social software advance your
current knowledge strategy?
3. Gaining an understanding of the
business potential of social media
10:45 – 11:00
 Coffee

 What are you looking
for?
 What experiences do
you have?
 What software do you
know about?
 What apps do you
use yourself?

http://en.wikipedia.org/wiki/Social_software

http://theconversationprism.com/

Then Now
Cradle to grave Portfolio career
Loyalty Transactional relationship
Dependence Independence
Employees as human resources Creative talent on loan
Employees Citizens
Big companies / institutions My own group / company
Command and control, paternalism Inclusivity based on mutual respect
CEO = God CEO = Guide
I left the company I left my boss
Local community Workplace communities
http://www.enterprise2dot0.com/

Consumers, citizens and employees have changed.
 We don’t trust “corporate-speak” or “marketing-
speak”
 We fast-forward our PVRs through the
interruptions
 We pull content that interests us
 We create our own content, original and
mashups
 We pay close attention to (and are influenced
by) word of mouth
 We bring our behaviours to the workplace

 The social structure in which
technology puts power in the hands
of individuals and communities
instead of institutions

http://www.gartner.com/DisplayDocument?id=1092512

1. No one really knows everything about
social media
2. You only learn by trying
David Ferrabee
2009

http://www.gapingvoid.com/Moveable_Type/archives/2007_05.html

 The benefits and
pitfalls of social
media in the
workplace

 The benefits and
pitfalls of social
media in the
workplace

Social networks are changing the way we work:
 74% of European employees believe using social networks
and online communities provide great benefits in the
workplace, including increasing knowledge and creating
access to problem-solving solutions.
 This new way of working is not without potential problems.
Prominent:
 Employee distraction
 Potential to leak company confidential information
 Although companies are beginning to embrace social
networks, and employee expectations are high regarding
adoption, many remain wary of the openness social networks
bring to their corporations.
Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0

Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0

Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0

Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0

Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0

 What goals are you
hoping to achieve?
 Which applications are
you considering or
currently using in your
knowledge-sharing
strategy?
 What are you looking to
achieve by using Web 2.0
technologies?
 How can you ensure
secure applications on
your existing platform(s)?

http://www.engagementdb.com/

 What goals are you
hoping to achieve?
 Which applications are
you considering or
currently using in your
knowledge-sharing
strategy?
 What are you looking to
achieve by using Web 2.0
technologies?
 How can you ensure
secure applications on
your existing platform(s)?

1. Channels have Imperatives:
fragmented  You must reach the
2. Trust is critical new influencers
3. Social media have  Transparency is
arrived required
4. The “customer” is in  Engage in the
control (kind of) conversation or fail
5. Content creation and to connect
distribution have
been democratized

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www.nevillehobson.com