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Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
Wisdom Networks - 8-step guide to create organizational learning
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Wisdom Networks - 8-step guide to create organizational learning

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  • 1. Book Review
    for Strategic Networking Class
    Sarang Bhutada
    MBA Batch of 2010
  • 2. Author Profiles
    21 years in UBS
    Expert in change management
    Currently
    Partner at New Vine Media, LLC., Founding Partner of The Networlding Partner Alliance
    Steve Benton
    Executive Director of IT, UBS
    17 years of experience in social media and social networking strategy consulting with firms such as Motorola, KPMG, Amex, UBS, Disney, SPSS
    Expert in Social Media Strategy and Executive Coaching
    Melissa Giovagnoli
    CEO, Networlding
  • 3. Premise of the book
    Observations of communities in a workplace
    Exploring nexus between these communities and KM
    Experiences of the authors
    Focal Point
  • 4. The Continuum of Knowledge
    Creating strong wisdom networks
    Create an environment conducive to wisdom sharing
    Use magnet topics to attract the experts
    Support ad-hoc groups, teams and communities that emerge around magnet topics
    Encourage boundary crossing and role breaking in pursuit of topics of interest
    Identify the experts who share their expertise consistently and effectively
    Let it be known that people who shine in groups achieve organizational stardom
    Provide a variety of implementation options to attract the best and brightest experts
    Create unconventional measures to evaluate and reward performance and track network’s impact
  • 5. What to Tap
    • It’s all about tacit knowledge
    • 6. Flow of knowledge depends on people, not technology
    • 7. Wisdom network should not be a formal, structured process
    • 8. Wisdom is typically organic in nature
    • 9. Authors provide a questionnaire to test obstacles in KM process in the company
  • Policies and attitude that will not help
    The right attitude checklist
    • Judge ideas on merit, not on place of origin
    • 10. Accept reasonable failure
    • 11. Foster a participatory climate
    • 12. Establish a mentoring culture
    • 13. Embrace Alliance mentality towards external groups
    • 14. Recognize that knowledge generates superior RoI
    • 15. Make knowledge sharing a competency
    • 16. Filter peer review into performance review
    • 17. Test-market a network
    • 18. Be open to the unexpected expert
    • 19. Use grapevine for more than gossip
    • 20. Recruit people who know how to share
  • STEP 1: Establish a network-friendly environment
    • Sustainability in this approach
    • 21. It must be leader-driven
    • 22. Add knowledge-sharing competency to evaluation
    • 23. Little changes in the environment that will go a long way
    • 24. Small supportive gestures, ensure they’re not intrusive though
    • 25. Create hunger for knowledge – provocative articles, univ courses, etc.
    • 26. Give time and space for ‘interest areas’
    • 27. Hire people with inherent networking skills
    • 28. Provide physical and virtual meeting places
    • 29. Do not treat forums as separate from ‘real’ business
    • 30. Have a guide for starters
  • STEP 2: Magnets – Create topics that attract
    • Reluctance to contribution disappears when a topic of personal interest comes up
    • 31. There must be a link to business goal
    • 32. How to unearth compelling topics?
    • 33. Allow the community to grow organically
    • 34. Keep hands off, but ears on the community
    • 35. Sift through ideas
    • 36. Identify the experts
    • 37. Get the buzz
    • 38. Monitor the chatter in cyberspace
    • 39. Talk directly to members of communities
    • 40. Trace back the source of big ideas
  • STEP 3: Support systems around magnets
    Levels of Support: Who gets what?
    Common Obstacles & Solutions
  • 41. STEP 4: Boundary Crossing
    Lines that must be crossed
    This requires courage. Build that by
    • Validating networks as ‘alternative’ corporate universe, where ordinary rules
    do not apply, thus non-threatening.
    • Endorse Pioneering
    • 45. Accept boundary crossing in the shadows
    There could be philosophical opposition to boundary crossing.
    Business benefit would be ‘breakthrough solutions’
  • 46. STEP 5: Identify the experts
    • Find who has subject matter expertise
    • 47. Determine which experts are good communicators and teachers
    • 48. Which of these are active participants in communities
    • 49. Identify experts who are also leaders
    Advantages
    • Synergistic exchanges across functions that produce wisdom
    • 50. Ferreting out future leaders
    • 51. Retaining top people
  • STEP 6: Create Stars
    • Create transcendental stars
    • 52. Focus on magnet topics, to increase relevance
    Advantages
    • Facilitates execution and innovation
    • 53. Improves recruitment and retention
    • 54. Builds the reservoir of organizational wisdom
    On network stars:
  • 55. STEP 7: Implementation
    Network should be able to
    • Create a new project team
    • 56. Latch on to an existing project
    • 57. Launch a short-lived task force
    • 58. Take idea back to where it came from
  • STEP 8: Performance Evaluation
    Value of network comes from
    • Providing leadership with fresh perspectives
    • 59. Producing new methods and approaches within functions
    • 60. Acting as change catalysts
    • 61. Offering additional resources
    • 62. Solving problems while everyone else is stuck
    • 63. Adopt flexible measures in performance evaluation
    • 64. Self-measurement
    • 65. Strike ratio for ideas
  • Growing Pains
  • 66. Critique
    The step-by-step approach could work well for beginners, but this book is intended for senior management, who would invariably have an idea on the subject. The book would have been path-breaking 10 years ago, but looks overtly simplistic for current times.
  • 67. Thank You

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