Enterprise 20 knowledge management part 3
 

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Tercera entrega de la Serie de Publicaciones sobre la Empresa 2.0 y la Gestión del conocimiento, esta vez vamos a ver en esta presentación cómo implementar Procesos de Gestión del Conocimiento al ...

Tercera entrega de la Serie de Publicaciones sobre la Empresa 2.0 y la Gestión del conocimiento, esta vez vamos a ver en esta presentación cómo implementar Procesos de Gestión del Conocimiento al interior de las organizaciones, a través de herramientas 2.0 y sistemas que permiten la interacción de los actores de la organización

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Enterprise 20 knowledge management part 3 Presentation Transcript

  • 1. Enterprise 2.0KnowledgeManagementA Revolution of Knowledge inThree Parts.
  • 2. Previously…
  • 3. 1. It is no longer about reading the best documents, but most of all finding the right contact person.2. With Social Software we are able to build up and maintain networks and make them more transparent. However its successful implementation requires the right cultural, technological and organizational conditions.3. This is where Web 2.0 ends and Enterprise 2.0 takes the spotlight: The right conditions have to be actively created.
  • 4. The key to SocialSoftware successin business is...
  • 5. …integration.
  • 6. Integration?
  • 7. Social Software alone is like... Wiki Rate Blog Extensible Work Place Office Integration Discussion Search Access Management
  • 8. …just one player.
  • 9. Success requires a coordinatedorganization,...
  • 10. ...adaptionto the technological landscape, ...
  • 11. ...and a new team spirit.Grafik: http://flickr.com/photos/fede_gen88/798322626/sizes/o/
  • 12. Only then everything fits together.
  • 13. Enterprise 2.0 Organization Technology Integration in Integration of Tools Structure & Processes & Architecture Culture The Human Element.
  • 14. OrganizationIntegration in Structure & Processes
  • 15. Hey, we just gota Wiki! Great! And what do you do with it? ?
  • 16. Process Management Skill Management Team Organization Documentation Project Management Requirement Management Reputation and Communication Ideas and Innovations Learning and Change Management …Customers Employees Partners
  • 17. BUT...what does YOUR company do?
  • 18. Where do large,international teams work?
  • 19. Where do the ideas of yourcustomers end up?
  • 20. When are crediblecommunication and dialogueimportant?
  • 21. Who is already doing it?How can we involveinnovators?
  • 22. Define your priorities.
  • 23. Process Management Skill Management Team Organization Documentation Project Management Requirement Management Reputation and Communication Ideas and Innovations Learning and Change Management …Customers Employees Partners
  • 24. Start small – think big.1. Develop a vision.2. First, tackle a real problem.3. Implement and gain experience.4. Update the vision.5. Improve the operation, go on to further applications.
  • 25. Organization:What else isimportant?
  • 26. TechnologyIntegration of Tools & Architecture
  • 27. I can‘t find it on the Intranet! Did you already check the Wiki?$%§&/“))??
  • 28. What knowledge dowe need for success?
  • 29. And what role does SocialSoftware play? Today as aprototype,... ?Strategic Relevance High potential Strategic Suppor t Key operations Benefits for the Business
  • 30. ...and tomorrow ascore-application? ?Strategic Relevance High potential Strategic Suppor t Key operations Benefits for the Business
  • 31. Social Software is more thanjust a Wiki.
  • 32. Each of these technologies has a particular advantage and field of application,...
  • 33. ...but it is the combination ofthese which allows a greaterchoice in daily use to bring outthe full potential.
  • 34. How does Social Software fit into your target architecture?
  • 35. What do we use Social Softwareon the Intranet for? Ex. Social Intranet Organization Interest Groups Innovation Portfolio + SolutionsIntranet Corporate Social Network …
  • 36. What remains centrally edited? Ex. Edited Intranet Org.-News Beispiele Social Intranet Organisation HR Services Newsletter Groups Interest Innovation Market Research References + Lösungen PortfolioIntranet … Corporate Social Network …
  • 37. What do we use Social Softwareon the Internet for? Ex. Social Internet Expert-Blogs External Project-Divisions Content on Web (Youtube) Enterprise Community …Intranet Internet
  • 38. What gets editedon the Internet? Ex. Edited Internet Beispiele Social Internet Corporate Internet Experten-Blogs Microsites Externe Projektbereiche … Inhalte im Web (Youtube) Enterprise Community …Intranet Internet
  • 39. How is classiccommunication linked… Examples Email VoIP Instant Messaging Conferencing …Intranet Internet Conferencing & Communication
  • 40. ...and which businessapplications arerelevant... Examples SAP CRM Line of Business Apps Workflow Applications …Intranet Internet Conferencing & Enterprise Communication Applications
  • 41. ...for a comprehensive integration? IntegrationDashboard Search Corporate Business … Tagging/Feeds IntelligenceIntranet Internet Conferencing & Enterprise Communication Applications
  • 42. A good technical integration...
  • 43. ...links information of various sources together,and makes them accessible.
  • 44. It also protects the system againstinformation overload through needs-based and personalized filtering.
  • 45. Availability &performanceare mandatory.
  • 46. CultureThe Human Element.
  • 47. What couldhappen? Let‘s try it now!
  • 48. “The gap between whats technicallypossible and what the corporateculture is willing and able to accept isoften wider than many peopleautomatically assume.” Dion Hinchcliffe
  • 49. „Culture is an indirectvariable, culture can‘t begenerated!“ Prof. Peter Kruse
  • 50. Change culture. Influence culture.
  • 51. Do bosses have to take the lead?
  • 52. A good boss doesn‘t have to be online...Grafik: http://upload.wikimedia.org/wikipedia/commons/d/d1/Portrait_Gandhi.jpg
  • 53. ...but he belongs at thecenter of communication.Grafik: http://www.barackobama.com/downloads/
  • 54. „That won‘t work for us,our culture is just notready.“
  • 55. The right culture is a goal,not a pre-condition.
  • 56. Start small – think big. Openness is the rule: Agile projects. closed areas only by request. Employees as ambassadors on the web. Executive Blog. Employee Blog.Comments allowed.
  • 57. Openness where possible. Rules where necessary.
  • 58. Define your Enterprise 2.0... Conventional Web Businesses 2.0 Authors few editors all employees Approval central individual Identity authentification necessary anonymity possible Structure centrally determined generated by usage Semantics taxonomy folksonomyInspired by an idea from J. Robes, www.weiterbildungsblog.de
  • 59. ...and bring itto life.
  • 60. Theres lots to be done! Is it worth it?
  • 61. Don‘t we have other priorities,in times like these? Well, don‘t we?
  • 62. "A difficult economicenvironment argues forthe need to innovatemore, not to pull back." Ken Chenault, CEO American Express
  • 63. Social Software – properly integrated,goes over well with the employees,...
  • 64. ...and becomes the indispensableknowledge-infrastructurefor the firm.
  • 65. „In an economy where the onlycertainty is uncertainty, the one suresource of lasting competitiveadvantage is knowledge.“ Ikujiro Nonaka
  • 66. Any Questions?
  • 67. Enterprise 2.0 Social Architecture &Strategy- Software & ToolsWorkshop IT-StrategyConception, We areImplementation& technical happy Test & MigrationIntegration to help.Optimising Compliance- & ChangeOperations & Security-Check ManagementPer formance
  • 68. Thanks to:Jana Frommhold, Dr. Frank Schönefeld, Anne Glas, Holger Günzler, Dada Lin,Christin Büttner
  • 69. Frank Wolf(f.wolf@t-systems.com)Simone Happ(simone.happ@t-systems.com)Christoph Rauhut(christoph.rauhut@t-systems.com)http://www.t-systems-mms.com/mms/enhttp://www.besser20.de/english
  • 70. To be continued.