Knowledge Management Martin Grossman Department of Management Bridgewater State College Bridgewater, MA USA [email_address]

Overview The Knowledge Economy India and the Knowledge Economy Knowledge as a path to development What is Knowledge Management (KM)? Why is KM important? KM concepts Approaches to Knowledge Management Knowledge Management Systems Information Technology in Knowledge Management KM tools KM metrics KM critical success factors / barriers to success KM case studies The KM industry KM in academia Knowledge Management 2.0

The Knowledge Economy

India and the Knowledge Economy

Knowledge as a path to development

What is Knowledge Management (KM)?

Why is KM important?

KM concepts

Approaches to Knowledge Management

Knowledge Management Systems

Information Technology in Knowledge Management

KM tools

KM metrics

KM critical success factors / barriers to success

KM case studies

The KM industry

KM in academia

Knowledge Management 2.0

The Knowledge Economy The new organizational environment Rapid change, complexity and uncertainty Globalization Internet Business ecosystems Faster business cycles Accountability and transparency Anytime, anyplace Outsourcing and strategic alliances Demise of hierarchy Intellectual assets

The new organizational environment

Rapid change, complexity and uncertainty

Globalization

Internet

Business ecosystems

Faster business cycles

Accountability and transparency

Anytime, anyplace

Outsourcing and strategic alliances

Demise of hierarchy

Intellectual assets

The Knowledge Economy Goals of the new organizational environment Leverage knowledge globally Organize for complexity Work electronically Handle continuous and discontinuous change

Goals of the new organizational environment

Leverage knowledge globally

Organize for complexity

Work electronically

Handle continuous and discontinuous change

India and the knowledge economy

India and the Knowledge Economy World Bank – Knowledge Assessment Methodology ( www.worldbank.org/kam ) Knowledge economy index (KEI) which includes 3 variables for each of the four critical pillars of the knowledge economy. Economic and institutional regime : tariff and non-tariff barriers, rule of law, regulatory quality Education : literacy, secondary and tertiary enrollment rates Innovation : researchers in R&D, scientific and technical scientific publications, and patents in the US ICTs : fixed and mobile phone lines per 1000 people, computer per 1000, internet users per 10,000

World Bank – Knowledge Assessment Methodology ( www.worldbank.org/kam )

Knowledge economy index (KEI) which includes 3 variables for each of the four critical pillars of the knowledge economy.

Economic and institutional regime : tariff and non-tariff barriers, rule of law, regulatory quality

Education : literacy, secondary and tertiary enrollment rates

Innovation : researchers in R&D, scientific and technical scientific publications, and patents in the US

ICTs : fixed and mobile phone lines per 1000 people, computer per 1000, internet users per 10,000

India and the Knowledge Economy India’s advantages Critical mass of skilled, English speaking knowledge workers Well functioning democracy Large Diaspora creating valuable knowledge linkages and networks Macroeconomic stability Dynamic private sector Broad and diversified science and technology infrastructure Development of ICT sector – global provider of services

Critical mass of skilled, English speaking knowledge workers

Well functioning democracy

Large Diaspora creating valuable knowledge linkages and networks

Macroeconomic stability

Dynamic private sector

Broad and diversified science and technology infrastructure

Development of ICT sector – global provider of services

India and the Knowledge Economy India tops the list in global services

India and the Knowledge Economy India - challenges Regulatory environment Widespread government ownership of businesses that have been inhibiting GDP growth Relatively closed economy Low FDI

Regulatory environment

Widespread government ownership of businesses that have been inhibiting GDP growth

Relatively closed economy

Low FDI

India and the Knowledge Economy India - challenges 2 2.11 3.64 3.11 2.58 2.71 India 97 8.91 8.38 9.42 8.26 8.9 8.74 US 6 9.24 8.78 9.07 8.25 9.03 8.83 Iceland 4 8.84 9.16 9.71 8.79 9.24 9.12 Finland 3 9.77 8.98 9.72 8.41 9.49 9.22 Sweden 2 9.48 9.2 9.42 8.82 9.37 9.23 Denmark 1 ICT Education Innovation Economic Regime KI KEI Country

India and the Knowledge Economy India – growth path Total Factor Productivity (TFP) – proxy for nation’s learning capability Different trajectories based on assuming different TFP growth rates Difference between most and least optimistic is about 50% Knowledge can make the difference between poverty and wealth

Total Factor Productivity (TFP) – proxy for nation’s learning capability

Different trajectories based on assuming different TFP growth rates

Difference between most and least optimistic is about 50%

Knowledge can make the difference between poverty and wealth

Knowledge as a path to development India India 20/20 National Knowledge Commission Other developing countries Taiwan, Korea, China, Malaysia, Ireland, Israel, - all have policies in place to foster innovation, increase knowledge flows and entrepreneurship Science and technology parks, incubators, etc.

India

India 20/20

National Knowledge Commission

Other developing countries

Taiwan, Korea, China, Malaysia, Ireland, Israel, - all have policies in place to foster innovation, increase knowledge flows and entrepreneurship

Science and technology parks, incubators, etc.

What is Knowledge Management Hundreds of definitions have emerged KM is getting the right information, to the right person, at the right time to make the right decisions The goal of KM is to capture, store, maintain and deliver useful knowledge in a meaningful form to anyone who needs it, anyplace and anytime within the organization. KM is the deliberate and systematic coordination of an organization’s people, technology and processes and organizational structure in order to add value through reuse and innovation.

Hundreds of definitions have emerged

KM is getting the right information, to the right person, at the right time to make the right decisions

The goal of KM is to capture, store, maintain and deliver useful knowledge in a meaningful form to anyone who needs it, anyplace and anytime within the organization.

KM is the deliberate and systematic coordination of an organization’s people, technology and processes and organizational structure in order to add value through reuse and innovation.

What is Knowledge Management KM as an independent discipline – mid 90s Multidisciplinary nature of KM Information technology Document and information management, database technologies, decision support, collaborative technologies Organizational behavior Cognitive science Information and library science Linguistics Anthropology and sociology Communications and storytelling

KM as an independent discipline – mid 90s

Multidisciplinary nature of KM

Information technology

Document and information management, database technologies, decision support, collaborative technologies

Organizational behavior

Cognitive science

Information and library science

Linguistics

Anthropology and sociology

Communications and storytelling

What is Knowledge Management In summary: KM is a management philosophy that takes systematic and explicit advantage of knowledge to make the organization act more intelligently KM is part science, part art, part luck KM is not about archiving all existing explicit knowledge KM is not a different name for information management! PEOPLE TECHNOLOGY ORGANIZATIONAL PROCESSES

In summary:

KM is a management philosophy that takes systematic and explicit advantage of knowledge to make the organization act more intelligently

KM is part science, part art, part luck

KM is not about archiving all existing explicit knowledge

KM is not a different name for information management!

What is Knowledge Management Intellectual capital T he know-how of an organization. Intellectual capital often includes the knowledge that employees possess Difference between book and market value of a company. Human capital - talent base of the employees Structural capital – organizational processes Relational capital - knowledge embedded in business networks.

Intellectual capital

T he know-how of an organization. Intellectual capital often includes the knowledge that employees possess

Difference between book and market value of a company.

Human capital - talent base of the employees

Structural capital – organizational processes

Relational capital - knowledge embedded in business networks.

Why is KM important? Corporate Amnesia “ If we only knew what we know” Baby boomers about to retire Highly mobile work force Employee turnover, layoffs, outsourcing Mergers and acquisitions Not Invented Here (NIH) syndrome ‘ Reinventing the wheel’ Knowledge hoarding

Corporate Amnesia

“ If we only knew what we know”

Baby boomers about to retire

Highly mobile work force

Employee turnover, layoffs, outsourcing

Mergers and acquisitions

Not Invented Here (NIH) syndrome

‘ Reinventing the wheel’

Knowledge hoarding

Why is KM important Increasing complexity – Information overload Today’s work environment is more complex due to an increase in number of items we need to attend to everyday Hundreds of emails, faxes, voicemail messages daily – how to prioritize? Having to think on one’s feet as expected response times have decreased Need to work, adapt, innovate faster Leaner organizations Need to do more with fewer employees Innovation

Increasing complexity – Information overload

Today’s work environment is more complex due to an increase in number of items we need to attend to everyday

Hundreds of emails, faxes, voicemail messages daily – how to prioritize?

Having to think on one’s feet as expected response times have decreased

Need to work, adapt, innovate faster

Leaner organizations

Need to do more with fewer employees

Innovation

Why is KM important Some KM challenges Managing content Collaborating effectively Finding experts Learning and making decisions based on vast amounts of information

Some KM challenges

Managing content

Collaborating effectively

Finding experts

Learning and making decisions based on vast amounts of information

Definitions - Data, Information, and Knowledge Data : Unorganized and unprocessed facts; static; a set of discrete facts about events Information : Aggregation of data that makes decision making easier Knowledge is derived from information in the same way information is derived from data; it is a person’s range of information Knowledge Management concepts

Data : Unorganized and unprocessed facts; static; a set of discrete facts about events

Information : Aggregation of data that makes decision making easier

Knowledge is derived from information in the same way information is derived from data; it is a person’s range of information

From data processing to knowledge-based systems Knowledge Management concepts Data, Information, Knowledge and Wisdom

Knowledge Management concepts Explicit Objective Easily codified IS predominantly deals with explicit Tacit Difficult to articulate (put into words, text, drawings) Expertise, know-how Transferred through coaching, mentoring, life experience First described by Polanyi (1966) “ We know more than we can tell” Tacit vs. Explicit

Explicit

Objective

Easily codified

IS predominantly deals with explicit

Tacit

Difficult to articulate (put into words, text, drawings)

Expertise, know-how

Transferred through coaching, mentoring, life experience

First described by Polanyi (1966)

“ We know more than we can tell”

Tacit vs. Explicit

Knowledge Management concepts Structured Database Directory of names Minutes of meetings Threaded emails Unstructured Hallway meetings Telephone calls Post-it notes Structured vs. Unstructured

Structured

Database

Directory of names

Minutes of meetings

Threaded emails

Unstructured

Hallway meetings

Telephone calls

Post-it notes

Structured vs. Unstructured

Knowledge Management concepts Knowledge Management concepts KM life cycle Create knowledge Determining new ways of doing things; developing ‘know-how’ Capture knowledge Identified as valuable and represented in an accessible way. Refine knowledge Placed in context so that is actionable. Human insights must be captured along with explicit facts. Store knowledge Stored in a reasonable format in a knowledge repository so that others can access it Manage knowledge Must be kept current; frequently reviewed to verify that is relevant and accurate Disseminate knowledge Must be made available in a useful format to anyone in the organization who needs it, anywhere and anytime

Create knowledge

Determining new ways of doing things; developing ‘know-how’

Capture knowledge

Identified as valuable and represented in an accessible way.

Refine knowledge

Placed in context so that is actionable. Human insights must be captured along with explicit facts.

Store knowledge

Stored in a reasonable format in a knowledge repository so that others can access it

Manage knowledge

Must be kept current; frequently reviewed to verify that is relevant and accurate

Disseminate knowledge

Must be made available in a useful format to anyone in the organization who needs it, anywhere and anytime

Approaches to Knowledge Management Process approach Attempts to codify organizational knowledge through formalized controls, processes and technologies Data warehousing, knowledge repositories, etc. Disadvantages Fails to capture much tacit knowledge embedded in firms Forces individuals into fixed patterns of thinking

Process approach

Attempts to codify organizational knowledge through formalized controls, processes and technologies

Data warehousing, knowledge repositories, etc.

Disadvantages

Fails to capture much tacit knowledge embedded in firms

Forces individuals into fixed patterns of thinking

Approaches to Knowledge Management Practice approach Assumes that most organizational knowledge is tacit in nature and that formal processes are not suitable for transmitting this type of understanding Focuses on building the social environments Communities of Practice – groups of individuals with a common professional interest who work together informally. Collaborative computing platforms – Lotus Notes/Domino Server, email, videoconferencing. Hybrid approach Most KMS are incorporating elements of both

Practice approach

Assumes that most organizational knowledge is tacit in nature and that formal processes are not suitable for transmitting this type of understanding

Focuses on building the social environments

Communities of Practice – groups of individuals with a common professional interest who work together informally.

Collaborative computing platforms – Lotus Notes/Domino Server, email, videoconferencing.

Hybrid approach

Most KMS are incorporating elements of both

Knowledge Management Systems (KMS) The use of modern information technology (IT) to systematize, enhance and expedite knowledge management inside and outside a firm. KMS capabilities include : capturing knowledge storing it allowing users to search the system for relevant knowledge making knowledge available to them communication, collaboration, storage and retrieval

The use of modern information technology (IT) to systematize, enhance and expedite knowledge management inside and outside a firm.

KMS capabilities include :

capturing knowledge

storing it

allowing users to search the system for relevant knowledge

making knowledge available to them

communication, collaboration, storage and retrieval

Knowledge Management Systems (Assorted KM technologies, tools and techniques ) Content management Electronic Document management Cognitive mapping tools Intranets/Extranets Taxonomies/Ontologies Groupware (Lotus Notes) Communities of Practice Enterprise Portals Social Network Analysis Inter-organizational systems E-Learning Data mining Search engines Yellow pages Expert systems Innovation management tools Intelligent agents Integrated knowledge management suites Web 2.0 (blogs and wikis)

Content management

Electronic Document management

Cognitive mapping tools

Intranets/Extranets

Taxonomies/Ontologies

Groupware (Lotus Notes)

Communities of Practice

Enterprise Portals

Social Network Analysis

Inter-organizational systems

E-Learning

Data mining

Search engines

Yellow pages

Expert systems

Innovation management tools

Intelligent agents

Integrated knowledge management suites

Web 2.0 (blogs and wikis)

Information Technology in Knowledge Management Components of KMS KMS are developed using three sets of technologies: Communication Collaboration Storage and retrieval

Components of KMS

KMS are developed using three sets of technologies:

Communication

Collaboration

Storage and retrieval

KM Tools Collaborative computing tools For transferring knowledge within an organization Lotus Notes/Domino – enterprise-wide collaborative environment MeetingPlace Groove Networks Microsoft Live Meeting Knowledge servers For storing and providing access to a knowledge repository Hummingbird Knowledge Server Hyperware Information Server

Collaborative computing tools

For transferring knowledge within an organization

Lotus Notes/Domino – enterprise-wide collaborative environment

MeetingPlace

Groove Networks

Microsoft Live Meeting

Knowledge servers

For storing and providing access to a knowledge repository

Hummingbird Knowledge Server

Hyperware Information Server

KM Tools Electronic document management Use the document in electronic form as the collaborative focus of work. Generally works via web browser over a corporate intranet Enable organizations to better manage documents and workflow Collaborative creation and revision of documents Xerox DocuShare, Documentum Content Management Systems Produces dynamic versions of documents and automatically maintains the current set for use at enterprise level Search engines Locating and retrieving documents from corporate knowledge repositories Google, Verity, Inktomi

Electronic document management

Use the document in electronic form as the collaborative focus of work.

Generally works via web browser over a corporate intranet

Enable organizations to better manage documents and workflow

Collaborative creation and revision of documents

Xerox DocuShare, Documentum

Content Management Systems

Produces dynamic versions of documents and automatically maintains the current set for use at enterprise level

Search engines

Locating and retrieving documents from corporate knowledge repositories

Google, Verity, Inktomi

KM Tools Enterprise knowledge portals (EKP) Combine data integration, reporting mechanisms, and collaboration while a server handles document and knowledge management. Virtual place on network of online users. Aggregates each user’s total information needs Data and documents, e-mail, Web link, shared calendars, etc. Leading vendors : Vignette, Autonomy, OpenText

Enterprise knowledge portals (EKP)

Combine data integration, reporting mechanisms, and collaboration while a server handles document and knowledge management.

Virtual place on network of online users.

Aggregates each user’s total information needs

Data and documents, e-mail, Web link, shared calendars, etc.

Leading vendors : Vignette, Autonomy, OpenText

KM Tools Knowledge management suites Complete KM solutions out-of-the-box Integrate the communications, collaboration, and storage technologies into a single package Automony Knowledge Management Suite, Dataware Knowledge Management Suite

Knowledge management suites

Complete KM solutions out-of-the-box

Integrate the communications, collaboration, and storage technologies into a single package

Automony Knowledge Management Suite, Dataware Knowledge Management Suite

KM Tools - Hyperwave

KM Tools - Hummingbird

KM tools Rule 1 – Critical role of IT is to provide the infrastructure and to enable KM Rule 2 – A system that is not used is a waste of money Rule 3 - KM is primarily about organizational culture, NOT just about technology ‘ ..highest bandwidth of all is found between the water fountain and the coffee machine’

Rule 1 – Critical role of IT is to provide the infrastructure and to enable KM

Rule 2 – A system that is not used is a waste of money

Rule 3 - KM is primarily about organizational culture, NOT just about technology

‘ ..highest bandwidth of all is found between the water fountain and the coffee machine’

Information Technology in Knowledge Management Some other important technologies supporting knowledge management Artificial intelligence / intelligent agents Extensible Markup Language (XML)

Some other important technologies supporting knowledge management

Artificial intelligence / intelligent agents

Extensible Markup Language (XML)

Information Technology in Knowledge Management Artificial intelligence AI methods used in KMS: Assist in and enhance searching knowledge Help establish knowledge profiles of individuals and groups Help determine the relative importance of knowledge when it is contributed to and accessed from the knowledge repository

Artificial intelligence

AI methods used in KMS:

Assist in and enhance searching knowledge

Help establish knowledge profiles of individuals and groups

Help determine the relative importance of knowledge when it is contributed to and accessed from the knowledge repository

Information Technology in Knowledge Management AI methods used in KMS: Scan e-mail, documents, and databases to perform knowledge discovery, determine meaningful relationships, glean knowledge, or induce rules for expert systems Identify patterns in data (usually through neural networks) Forecast future results by using existing knowledge Provide advice directly from knowledge by using neural networks or expert systems Provide a natural language or voice command–driven user interface for a KMS

AI methods used in KMS:

Scan e-mail, documents, and databases to perform knowledge discovery, determine meaningful relationships, glean knowledge, or induce rules for expert systems

Identify patterns in data (usually through neural networks)

Forecast future results by using existing knowledge

Provide advice directly from knowledge by using neural networks or expert systems

Provide a natural language or voice command–driven user interface for a KMS

Information Technology in Knowledge Management Extensible Markup Language (XML) XML enables standardized representations of data structures so that data can be processed appropriately by heterogeneous systems without case-by-case programming ‘lingua franca’ – universal language Used as underlying protocol in web services (e.g. SOAP, UDDI) and syndication (RSS, Atom)

Extensible Markup Language (XML)

XML enables standardized representations of data structures so that data can be processed appropriately by heterogeneous systems without case-by-case programming

‘lingua franca’ – universal language

Used as underlying protocol in web services (e.g. SOAP, UDDI) and syndication (RSS, Atom)

Why measure? KM Metrics ‘ You can’t manage what you can’t measure’ Identify and map intangible assets Recognize the knowledge flow patterns within the organization Prioritize the critical knowledge issues Accelerate learning patterns within the organization Identify and diffuse best practices Understand how knowledge creates interrelationships Understand organizational social networks and identify change agents Increase innovation Increase collaborative activities and a knowledge sharing culture as a result of increased awareness of the benefits of knowledge management Increase motivation Create a performance-oriented culture

Identify and map intangible assets

Recognize the knowledge flow patterns within the organization

Prioritize the critical knowledge issues

Accelerate learning patterns within the organization

Identify and diffuse best practices

Understand how knowledge creates interrelationships

Understand organizational social networks and identify change agents

Increase innovation

Increase collaborative activities and a knowledge sharing culture as a result of increased awareness of the benefits of knowledge management

Increase motivation

Create a performance-oriented culture

KM Metrics Approaches to measurement Traditional Accounting-based models Direct intellectual capital methods estimates the dollar value of intangible assets by identifying its various components (Technology Broker, Intellectual Asset Valuation) Market capitalization methods computes IC as the difference between the firm’s market capitalization and stockholder equity (Tobin’s Q) Return on Assets (ROA) uses formula including pre-tax earnings and other measures to derive a quantifiable value for the company’s IC (Economic Value Added)

Approaches to measurement

Traditional Accounting-based models

Direct intellectual capital methods

estimates the dollar value of intangible assets by identifying its various components (Technology Broker, Intellectual Asset Valuation)

Market capitalization methods

computes IC as the difference between the firm’s market capitalization and stockholder equity (Tobin’s Q)

Return on Assets (ROA)

uses formula including pre-tax earnings and other measures to derive a quantifiable value for the company’s IC (Economic Value Added)

KM Metrics Scorecard models Components of intellectual capital (e.g. human, structural, and customer) are identified and indices are reported in scorecards or graphs. These models are more holistic than strictly financial approaches and incorporate such concepts as human, structural, customer and organizational capital. It is this last category that is most promising, as it addresses the non-financial aspects of business and offers a more balanced approach which takes into consideration a broader conception of intellectual capital. Balanced Scorecard (Kaplan and Norton, 1996), Intangible Assets Monitor (Sveiby, 1997), Skandia Navigator (Edvinson and Malone, 1997), Intellectual Capital Index (Roos, Roos, Edvinsson and Dragonetti, 1997)

Scorecard models

Components of intellectual capital (e.g. human, structural, and customer) are identified and indices are reported in scorecards or graphs.

These models are more holistic than strictly financial approaches and incorporate such concepts as human, structural, customer and organizational capital.

It is this last category that is most promising, as it addresses the non-financial aspects of business and offers a more balanced approach which takes into consideration a broader conception of intellectual capital.

Balanced Scorecard (Kaplan and Norton, 1996), Intangible Assets Monitor (Sveiby, 1997), Skandia Navigator (Edvinson and Malone, 1997), Intellectual Capital Index (Roos, Roos, Edvinsson and Dragonetti, 1997)

KM Metrics The Balanced Scorecard (Kaplan and Norton, 1996) Four perspectives, three of which are non-financial and intangible in nature. Financial – centering on profitability and including such measures as operating income, return on capital employed and economic value added, Customers – the goal is to identify desired outcomes of business strategy, including such things as customer satisfaction, retention and market share, Internal business processes – what the company needs to do well to succeed, such as innovation processes, operations, and post-sale service, and Learning and growth – including such factors as employee capabilities and organizational alignment

The Balanced Scorecard (Kaplan and Norton, 1996)

Four perspectives, three of which are non-financial and intangible in nature.

Financial – centering on profitability and including such measures as operating income, return on capital employed and economic value added,

Customers – the goal is to identify desired outcomes of business strategy, including such things as customer satisfaction, retention and market share,

Internal business processes – what the company needs to do well to succeed, such as innovation processes, operations, and post-sale service, and

Learning and growth – including such factors as employee capabilities and organizational alignment

KM Metrics Qualitative approaches from the European IC community Intellectual Capital Statements originally commissioned by the Danish Agency for Trade and Industry MERITUM project- a European Commission funded initiative which incorporated inputs from IC researchers in Sweden, Norway, Denmark, Finland, France and Spain Intellectual Capital Self-Account Builds on the narrative approaches of the DATI and MERITUM initiatives Self-narratives University of Stirling , UK One component is the knowledge narrative expresses how knowledge should lead to increases in value to the customer. includes descriptions of the product or service provided by the company what makes a difference for the customer what knowledge resources are necessary to supply the product or service what is the relationship between value and knowledge resources.

Intellectual Capital Statements

originally commissioned by the Danish Agency for Trade and Industry

MERITUM project- a European Commission funded initiative which incorporated inputs from IC researchers in Sweden, Norway, Denmark, Finland, France and Spain

Intellectual Capital Self-Account

Builds on the narrative approaches of the DATI and MERITUM initiatives

Self-narratives

University of Stirling , UK

One component is the knowledge narrative

expresses how knowledge should lead to increases in value to the customer.

includes descriptions of

the product or service provided by the company

what makes a difference for the customer

what knowledge resources are necessary to supply the product or service

what is the relationship between value and knowledge resources.

KM Case studies MAKE Framework – Drivers of wealth creation Developing knowledge workers through senior management leadership Delivering knowledge-based products/services/solutions Maximizing enterprise intellectual capital Creating an environment for collaborative knowledge sharing Creating a learning organization Delivering value based on customer knowledge Transforming enterprise knowledge into shareholder value

MAKE Framework – Drivers of wealth creation

Developing knowledge workers through senior management leadership

Delivering knowledge-based products/services/solutions

Maximizing enterprise intellectual capital

Creating an environment for collaborative knowledge sharing

Creating a learning organization

Delivering value based on customer knowledge

Transforming enterprise knowledge into shareholder value

2006 Indian MAKE Awards India – winners of the 2006 Asian MAKE study Infosys Technologies Satyam Computer Services Tata Consultancy Services Tata Steel Wipro Technologies

India – winners of the 2006 Asian MAKE study

Infosys Technologies

Satyam Computer Services

Tata Consultancy Services

Tata Steel

Wipro Technologies

Recent North American MAKE winners Buckman Laboratories Dell General Electric SAIC Southwest Airlines

Buckman Laboratories

Dell

General Electric

SAIC

Southwest Airlines

Siemens Background $73 billion electronics company (products include light bulbs, x-ray machines, power generation equipment, high-speed trains) In business for over 160 years – known for engineering brilliance

Background

$73 billion electronics company (products include light bulbs, x-ray machines, power generation equipment, high-speed trains)

In business for over 160 years – known for engineering brilliance

Siemens Problem Much of the internal knowledge was locked an inaccessible Needed to leverage the knowledge and expertise of its 460,000 employees worldwide

Problem

Much of the internal knowledge was locked an inaccessible

Needed to leverage the knowledge and expertise of its 460,000 employees worldwide

Siemens Solution 1996 – a number of employees interested in KM created a ‘community of interest’ – preliminary research, learned what others were doing. Without top-down mandate, mid-level employees began creating repositories, communities of practice, and informal techniques of sharing knowledge. 1999 – central board of Siemens confirmed importance of KM to entire company and created an organizational unit responsible for worldwide deployment of KM.

Solution

1996 – a number of employees interested in KM created a ‘community of interest’ – preliminary research, learned what others were doing.

Without top-down mandate, mid-level employees began creating repositories, communities of practice, and informal techniques of sharing knowledge.

1999 – central board of Siemens confirmed importance of KM to entire company and created an organizational unit responsible for worldwide deployment of KM.

Siemens Solution ‘ ShareNet’ Web-based Combined elements of a database repository, a chat room, and a search engine. Contained online entry forms to allow employees to store information they thought was useful to employees. Browse by topic ; contact authors for more information Allowed employees to post alerts when they had urgent questions.

Solution

‘ ShareNet’

Web-based

Combined elements of a database repository, a chat room, and a search engine.

Contained online entry forms to allow employees to store information they thought was useful to employees.

Browse by topic ; contact authors for more information

Allowed employees to post alerts when they had urgent questions.

Siemens Results ShareNet has evolved into a state of the art web-based KMS. Numerous companies (e.g. Intel, Philips, Volkswagen) have patterned their own initiatives after ShareNet. Quantifiable benefits, i.e. millions of dollars in additional sales Winner of the MAKE award for 5 years in a row.

Results

ShareNet has evolved into a state of the art web-based KMS.

Numerous companies (e.g. Intel, Philips, Volkswagen) have patterned their own initiatives after ShareNet.

Quantifiable benefits, i.e. millions of dollars in additional sales

Winner of the MAKE award for 5 years in a row.

U. S. Dept. of Commerce Problem DOC has 100 offices in the U.S. and another 150 in 80 countries around the world Approx. 1,700 U.S. trade specialists with expertise on what it takes to success abroad (e.g. trade shows to attend, papers to file, local laws, competition in a particular area). No way to organize what the experts knew or how to get in touch with them once they were identified.

Problem

DOC has 100 offices in the U.S. and another 150 in 80 countries around the world

Approx. 1,700 U.S. trade specialists with expertise on what it takes to success abroad (e.g. trade shows to attend, papers to file, local laws, competition in a particular area).

No way to organize what the experts knew or how to get in touch with them once they were identified.

U. S. Dept. of Commerce Solution AskMe Knowledge Management System ( www.askme.com ) Automated best practices Automated experts’ profile creation Addition of numerous methods for accessing and delivering knowledge Integrated real-time collaborative services Comprehensive analytic capabilities

Solution

AskMe Knowledge Management System ( www.askme.com )

Automated best practices

Automated experts’ profile creation

Addition of numerous methods for accessing and delivering knowledge

Integrated real-time collaborative services

Comprehensive analytic capabilities

U. S. Dept. of Commerce Benefits Experts’ knowledge is organized Experts’ are more easily contacted Information is reusable saving hours of repetitive work Return on investment is tracked Popular topics are identified so DOC can beef up its expertise in those areas In first 9 months, the system saved over 1,000 labor-hours.

Benefits

Experts’ knowledge is organized

Experts’ are more easily contacted

Information is reusable saving hours of repetitive work

Return on investment is tracked

Popular topics are identified so DOC can beef up its expertise in those areas

In first 9 months, the system saved over 1,000 labor-hours.

DOC’s solution – AskMe

Barriers to KM Belief that knowledge is power Job security Lack of trust Feeling that the effort is just too hard “ What’s in it for me?” Management must be actively involved with breaking down these barriers

Belief that knowledge is power

Job security

Lack of trust

Feeling that the effort is just too hard

“ What’s in it for me?”

Management must be actively involved with breaking down these barriers

The KM Industry Recent Monster.com job search for KM professionals Companies Ernst & Young, PricewaterhouseCoopers, Computer Sciences Corporation, IBM and General Dynamics. Large number of smaller consulting and recruiting firms were advertising open positions.

Recent Monster.com job search for KM professionals

Companies

Ernst & Young, PricewaterhouseCoopers, Computer Sciences Corporation, IBM and General Dynamics.

Large number of smaller consulting and recruiting firms were advertising open positions.

The KM Industry Knowledge Management Manager – Serves as an internal consultant to the organization leading the active sharing of knowledge and managing the collection, sanitization, and organization of that knowledge (case studies, pitch materials, industry overviews, etc.) to support the development and efficiency of the organization. Knowledge Management Specialist – Design, develop, market and manage the knowledge resources that help the firms litigators deliver effective and efficient work product for our clients. Work closely with our litigation attorneys, legal support staff, software programmers and financial analysts to manage a variety of KM projects.

Knowledge Management Manager – Serves as an internal consultant to the organization leading the active sharing of knowledge and managing the collection, sanitization, and organization of that knowledge (case studies, pitch materials, industry overviews, etc.) to support the development and efficiency of the organization.

Knowledge Management Specialist – Design, develop, market and manage the knowledge resources that help the firms litigators deliver effective and efficient work product for our clients. Work closely with our litigation attorneys, legal support staff, software programmers and financial analysts to manage a variety of KM projects.

The KM Industry Knowledge Specialist – Responsible for managing the build of the Common Repository. Recommend and design methods and processes for maintaining and updating the knowledge capital resources. Investigate and monitor other project knowledge bases and any sharing as appropriate. Ensure the quality and integrity of documents published. Provide management reporting on knowledgebase content (updates, participation etc.). Develop and enhance the processes for collecting and organizing content. National Knowledge Management Project Manager - Manage multiple project teams to identify KM needs throughout the US firm and to explore process-based solutions to address those KM needs. Work closely with designated project sponsors and other stakeholders to define approach and scope of desired capabilities. Provide significant input to or create documented business requirements to capture requested capabilities.

Knowledge Specialist – Responsible for managing the build of the Common Repository. Recommend and design methods and processes for maintaining and updating the knowledge capital resources. Investigate and monitor other project knowledge bases and any sharing as appropriate. Ensure the quality and integrity of documents published. Provide management reporting on knowledgebase content (updates, participation etc.). Develop and enhance the processes for collecting and organizing content.

National Knowledge Management Project Manager - Manage multiple project teams to identify KM needs throughout the US firm and to explore process-based solutions to address those KM needs. Work closely with designated project sponsors and other stakeholders to define approach and scope of desired capabilities. Provide significant input to or create documented business requirements to capture requested capabilities.

The Chief Knowledge Officer (CKO) Responsible for all knowledge management-related activities that go on in an organization. Set knowledge management strategic priorities Establish a knowledge repository of best practices Gain a commitment from senior executives to support a learning environment Teach information seekers how to ask better and smarter questions Establish a process for managing intellectual assets Obtain customer satisfaction information in near real-time Globalize knowledge management

Responsible for all knowledge management-related activities that go on in an organization.

Set knowledge management strategic priorities

Establish a knowledge repository of best practices

Gain a commitment from senior executives to support a learning environment

Teach information seekers how to ask better and smarter questions

Establish a process for managing intellectual assets

Obtain customer satisfaction information in near real-time

Globalize knowledge management

KM as Academic Discipline Growing number of jobs for KM professionals Proliferation of KM certifications Slow adoption at undergraduate level Graduate courses and as advanced undergraduate elective – U.S., Europe, Australia Slow recognition of KM in IT curriculum guidelines (IS-2002) Becoming more popular as topic for doctoral research Sharp increase in dissertations starting in 1998 Mainly IT and business but crossing into a wider array of disciplines and topics

Growing number of jobs for KM professionals

Proliferation of KM certifications

Slow adoption at undergraduate level

Graduate courses and as advanced undergraduate elective – U.S., Europe, Australia

Slow recognition of KM in IT curriculum guidelines (IS-2002)

Becoming more popular as topic for doctoral research

Sharp increase in dissertations starting in 1998

Mainly IT and business but crossing into a wider array of disciplines and topics

KM as Academic Discipline KM Dissertations/Year

KM Certifications (1) International KM Institute ( http://www.kminstitute.org/index.php ) - Certified Knowledge Manager (CKM) certification (2) Knowledge Management Professional Society ( http:// kmpro.org ) -Certified Knowledge Manager (CKM) and the Master Certified Knowledge Management Professional (MKMP) certification (3) Global Knowledge Economics Council ( http://www.eknowledgecenter.com/certificationcourses/CertTracks.htm ) - Certified Knowledge Manager (CKM), Certified Knowledge Environment Engineer (CKEE), and Certified Knowledge Economics (CKE) certifications (4) Knowledge Management Consortium International ( www.kmci.org ) Certificate in Knowledge and Innovation Management (CKIM) and the KMCI Advanced Certificate Program.

(1) International KM Institute ( http://www.kminstitute.org/index.php ) - Certified Knowledge Manager (CKM) certification

(2) Knowledge Management Professional Society ( http:// kmpro.org ) -Certified Knowledge Manager (CKM) and the Master Certified Knowledge Management Professional (MKMP) certification

(3) Global Knowledge Economics Council ( http://www.eknowledgecenter.com/certificationcourses/CertTracks.htm ) - Certified Knowledge Manager (CKM), Certified Knowledge Environment Engineer (CKEE), and Certified Knowledge Economics (CKE) certifications

(4) Knowledge Management Consortium International ( www.kmci.org ) Certificate in Knowledge and Innovation Management (CKIM) and the KMCI Advanced Certificate Program.

Knowledge Management 2.0 Bottom up Participatory Rapid innovation Mixing and mashing of information

Bottom up

Participatory

Rapid innovation

Mixing and mashing of information

What is Web 2.0 And what it’s not Internet 2.0 the Semantic Web Web 2.0 ( Tim O’Reilly, 2005 ) “ Web 2.0 is the network as platform , spanning all connected devices; Web 2.0 applications are those that make the most of the intrinsic advantages of that platform: delivering software as a continually-updated service that gets better the more people use it, consuming and remixing data from multiple sources, including individual users, while providing their own data and services in a form that allows remixing by others, creating network effects through an " architecture of participation ," and going beyond the page metaphor of Web 1.0 to deliver rich user experiences ”

And what it’s not

Internet 2.0

the Semantic Web

Web 2.0 ( Tim O’Reilly, 2005 )

“ Web 2.0 is the network as platform , spanning all connected devices; Web 2.0 applications are those that make the most of the intrinsic advantages of that platform: delivering software as a continually-updated service that gets better the more people use it, consuming and remixing data from multiple sources, including individual users, while providing their own data and services in a form that allows remixing by others, creating network effects through an " architecture of participation ," and going beyond the page metaphor of Web 1.0 to deliver rich user experiences ”

Web 2.0 fundamentals Network as platform making web applications act like desktop applications the network is the computer; the suite of IP protocols the OS

Network as platform

making web applications act like desktop applications

the network is the computer; the suite of IP protocols the OS

ThinkFree online word processing

Web 2.0 fundamentals Continually updated service Shift away from traditional and rigid software adoption cycle Versioning, installations, and upgrades transparent to user Software as a Service (SaaS); web services

Continually updated service

Shift away from traditional and rigid software adoption cycle

Versioning, installations, and upgrades transparent to user

Software as a Service (SaaS); web services

Web 2.0 fundamentals Consuming and remixing data meshing content from disparate sources ‘ mashups’ - are lightweight and built on the fly AJAX (Asynchronous JavaScript and XML) - Evolved from DHTML ; allows for incremental refreshes Syndication XML based feeds – Really Simple Syndication (RSS) and ATOM

Consuming and remixing data

meshing content from disparate sources

‘ mashups’ - are lightweight and built on the fly

AJAX (Asynchronous JavaScript and XML) -

Evolved from DHTML ; allows for incremental refreshes

Syndication

XML based feeds –

Really Simple Syndication (RSS) and ATOM

Syndication Really Simple Syndication RSS is a family of web feed formats used to publish frequently updated pages, such as blogs or news feeds. Consumers of RSS content use special browsers called aggregators to watch for new content in dozens or even hundreds of web feeds.

Really Simple Syndication

RSS is a family of web feed formats used to publish frequently updated pages, such as blogs or news feeds. Consumers of RSS content use special browsers called aggregators to watch for new content in dozens or even hundreds of web feeds.

Using RSS Grab RSS feeds and use internally Publish RSS feeds Events, calendars, to-dos News Content changes Announcements

Grab RSS feeds and use internally

Publish RSS feeds

Events, calendars, to-dos

News

Content changes

Announcements

Blogs Wikis Social Bookmarking (folksonomies) – Podcasts Wiki updates New blog entries Newly tagged sites RSS Aggregator

Web 2.0 fundamentals Architecture of participation Social networking Facebook, mySpace, LinkedIn User generated content Wikis, blogs Tagging (folksonomies) The ‘wisdom of the crowd’ Open-source – APIs allow for ‘hackability’ Collaboration; knowledge sharing

Architecture of participation

Social networking

Facebook, mySpace, LinkedIn

User generated content

Wikis, blogs

Tagging (folksonomies)

The ‘wisdom of the crowd’

Open-source – APIs allow for ‘hackability’

Collaboration; knowledge sharing

Sharing Flickr – photos ( www.flickr.com ) YouTube – video clips ( www.youtube.com ) Del.ic.ious – bookmarks ( http://del.icio.us ) Slideshare – slide shows ( http:// www.slideshare.net )

Flickr – photos ( www.flickr.com )

YouTube – video clips ( www.youtube.com )

Del.ic.ious – bookmarks ( http://del.icio.us )

Slideshare – slide shows ( http:// www.slideshare.net )

Del.icio.us is Bookmark-Sharing Social Network

Blogs In 1997 didn’t exist; in 1999 – a few hundred As of November 2006, blog search engine Technorati was tracking nearly 60 million blogs Updated by one or more set authors Regularly updated Used for journal-like content Made up of posts Posts sorted reverse chronologically Sometimes allows for comments Updates delivered via RSS. www.blogger.com

In 1997 didn’t exist; in 1999 – a few hundred

As of November 2006, blog search engine Technorati was tracking nearly 60 million blogs

Updated by one or more set authors

Regularly updated

Used for journal-like content

Made up of posts

Posts sorted reverse chronologically

Sometimes allows for comments

Updates delivered via RSS.

www.blogger.com

Blogs

Wikis Anyone can edit Updated as needed Used for collaboration on a single project Made of up of linked pages Little or no structure Sometimes allows for comments Updates delivered via RSS

Anyone can edit

Updated as needed

Used for collaboration on a single project

Made of up of linked pages

Little or no structure

Sometimes allows for comments

Updates delivered via RSS

Wikipedia A Collaborative Encyclopedia being edited in real time by anyone. Everyone becomes an author, an editor, and a publisher.

Web 2.0 fundamentals Rich user experiences Rich Internet Applications (RIA) Mashups; underlying technologies such as Ajax, REST, Ruby on Rails

Rich user experiences

Rich Internet Applications (RIA)

Mashups; underlying technologies such as Ajax, REST, Ruby on Rails

Grassroots KM Wagner (2004) Conversational technologies best fit for distributed and ad-hoc tasks where knowledge must be gathered quickly. E-mail Discussion forums Chat / IM Video / audio Blogs Wikis

Wagner (2004)

Conversational technologies

best fit for distributed and ad-hoc tasks where knowledge must be gathered quickly.

E-mail

Discussion forums

Chat / IM

Video / audio

Blogs

Wikis

Enterprise 1.0 / Enterprise 2.0 Hierarchy Friction Bureaucracy Inflexibility IT-driven Top down Centralized Teams are in one building Silos and boundaries Need to know Structured information systems Taxonomies Overly complex Closed/ proprietary standards Scheduled Long time-to-market cycles Flat Organization Ease of Organization Flow Agility Flexibility User-driven technology Bottom up Distributed Teams are global Fuzzy boundaries, open borders Transparency Information systems are emergent Folksonomies Simple Open On demand Short time-to-market cycles

Hierarchy

Friction

Bureaucracy

Inflexibility

IT-driven

Top down

Centralized

Teams are in one building

Silos and boundaries

Need to know

Structured information systems

Taxonomies

Overly complex

Closed/ proprietary standards

Scheduled

Long time-to-market cycles

Flat Organization

Ease of Organization Flow

Agility

Flexibility

User-driven technology

Bottom up

Distributed

Teams are global

Fuzzy boundaries, open borders

Transparency

Information systems are emergent

Folksonomies

Simple

Open

On demand

Short time-to-market cycles

Enterprise 2.0 proposition Changing the way business interact with their customers, employees and partners. Potential benefits Gather feedback Allow users to help each other Get input into new product developments Lower support costs and increase customer satisfaction Makes accessible the collective intelligence of many, translating to a competitive advantage in the form of Increased innovation Increased productivity Greater agility.

Changing the way business interact with their customers, employees and partners.

Potential benefits

Gather feedback

Allow users to help each other

Get input into new product developments

Lower support costs and increase customer satisfaction

Makes accessible the collective intelligence of many, translating to a competitive advantage in the form of

Increased innovation

Increased productivity

Greater agility.

McAfee (2006) Andrew McAfee of the Harvard Business School in the Spring 2006 issue of MIT Sloan Management Review coins the term ‘Enterprise 2.0’. “ Current technologies are not doing a good job of capturing knowledge. New platforms focus not on capturing knowledge itself, but rather on the practices and outputs of knowledge workers” “ Most current platforms, such as knowledge management systems, information portals, intranets and workflow applications, are highly structured from the start, and users have little opportunity to influence this structure.”

Andrew McAfee of the Harvard Business School in the Spring 2006 issue of MIT Sloan Management Review coins the term ‘Enterprise 2.0’.

“ Current technologies are not doing a good job of capturing knowledge. New platforms focus not on capturing knowledge itself, but rather on the practices and outputs of knowledge workers”

“ Most current platforms, such as knowledge management systems, information portals, intranets and workflow applications, are highly structured from the start, and users have little opportunity to influence this structure.”

McAfee (2006) Enterprise 2.0 SLATES framework S earch – to enable users to find what they are looking for. Links – to provide users with a guide which indicates what is important and structures online content. The best pages are the ones most frequently linked to and which reflect the opinions of many people Authoring – to allow users to contribute, whether it is knowledge, insight, experience, comments, etc. Tags – to let users dictate the way content is categorized (one word descriptions; e.g. Flickr, de.licio.us, Technorati) Extensions – use algorithms to automate some of the categorization and pattern matching (e.g. Amazon’s recommendation system) Signals – to alert users when new content of interest appears.

Enterprise 2.0 SLATES framework

S earch – to enable users to find what they are looking for.

Links – to provide users with a guide which indicates what is important and structures online content. The best pages are the ones most frequently linked to and which reflect the opinions of many people

Authoring – to allow users to contribute, whether it is knowledge, insight, experience, comments, etc.

Tags – to let users dictate the way content is categorized (one word descriptions; e.g. Flickr, de.licio.us, Technorati)

Extensions – use algorithms to automate some of the categorization and pattern matching (e.g. Amazon’s recommendation system)

Signals – to alert users when new content of interest appears.

Tapscott (2006) ‘ Wikinomics’ – mass collaboration represents a major paradigm shift Many mature firms are benefiting from this new business paradigm (e.g. Boeing, BMW, and Procter & Gamble) to: cut costs innovate faster co-create with customers and partners do whatever it takes to usher their organizations into the twenty-first century business environment.

‘ Wikinomics’ – mass collaboration represents a major paradigm shift

Many mature firms are benefiting from this new business paradigm (e.g. Boeing, BMW, and Procter & Gamble) to:

cut costs

innovate faster

co-create with customers and partners

do whatever it takes to usher their organizations into the twenty-first century business environment.

Tapscott (2006)

Adoption of Enterprise 2.0 for knowledge sharing and collaboration Web 2.0 Summit in Dec. 2006 Enterprise 2.0 conference – June, 2007 in Boston Most major enterprise software vendors are getting into the act integration of blogs and wikis into mainstream offerings; mashup toolkits Active venture capital involvement in new Web 2.0 startups

Web 2.0 Summit in Dec. 2006

Enterprise 2.0 conference – June, 2007 in Boston

Most major enterprise software vendors are getting into the act

integration of blogs and wikis into mainstream offerings; mashup toolkits

Active venture capital involvement in new Web 2.0 startups

Research study on Enterprise 2.0 awareness and adoption Economist Intelligence Unit (EIU) - White paper to be published this month.

Economist Intelligence Unit (EIU) - White paper to be published this month.

Economist Intelligence Unit (EIU) survey

EIU results Executives plan to use Web 2.0 to increase revenues and to drive down costs for their companies. 79 percent felt that Web 2.0 technologies would add to their companies' bottom lines. More than half recognized a trio of Web 2.0 tools: consumer-generated content, collaboration, and social networking. 68% felt that Web 2.0 would make a difference is in the way their companies interact with customers—attracting, meeting, educating, and supporting

Executives plan to use Web 2.0 to increase revenues and to drive down costs for their companies.

79 percent felt that Web 2.0 technologies would add to their companies' bottom lines.

More than half recognized a trio of Web 2.0 tools: consumer-generated content, collaboration, and social networking.

68% felt that Web 2.0 would make a difference is in the way their companies interact with customers—attracting, meeting, educating, and supporting

EIU - Enterprise 2.0 adoption

Examples of corporate use Motorola Wikis, blogging and FAQ introduced in 2004 in Open Text collaboration software Currently 3200 wikis in Motorola Collaboration infrastructure contains 17 TB of searchable data. Use of ‘knowledge champions’ who take responsibility for different subject areas within the Open Text collaboration infrastructure Also using TWiki

Motorola

Wikis, blogging and FAQ introduced in 2004 in Open Text collaboration software

Currently 3200 wikis in Motorola

Collaboration infrastructure contains 17 TB of searchable data.

Use of ‘knowledge champions’ who take responsibility for different subject areas within the Open Text collaboration infrastructure

Also using TWiki

Examples of corporate use Novell Corporate wiki for all employees Three kinds of wikis at Novell Enterprise – (Mediawiki) Engineering – ( TWiki) For disseminating ideas Renegade – (TWiki) Estimate is that 20% of Novell employees (~1200 people) read the enterprise wiki every month. Of those maybe 250 edit content monthly.

Novell

Corporate wiki for all employees

Three kinds of wikis at Novell

Enterprise – (Mediawiki)

Engineering – ( TWiki)

For disseminating ideas

Renegade – (TWiki)

Estimate is that 20% of Novell employees (~1200 people) read the enterprise wiki every month. Of those maybe 250 edit content monthly.

Examples of corporate use Chordiant (California software developer) Developer’s wiki opened up to customers Gain valuable access to feedback regarding customer requirements Using JotSpot – the company has reinvented the entire software design process to be a continuous conversation with their customers. Generated new business; reduced overall IT spending on infrastructure for software development

Chordiant (California software developer)

Developer’s wiki opened up to customers

Gain valuable access to feedback regarding customer requirements

Using JotSpot – the company has reinvented the entire software design process to be a continuous conversation with their customers.

Generated new business; reduced overall IT spending on infrastructure for software development

Enterprise 2.0 Systems Development Software development packages: Nexaweb ( www.nexaweb.com ) JackBe ( www.jackbe.com ) ActiveGrid ( www.activegrid.com

Software development packages:

Nexaweb ( www.nexaweb.com )

JackBe ( www.jackbe.com )

ActiveGrid ( www.activegrid.com

Business software vendors Many business software vendors are also incorporating Web 2.0 ideas, such as blogging and file sharing, into their offerings. iUpload’s Customer Conversation System ( http:// www.iupload.com ), for example, incorporates corporate blogging and wiki platforms, and also includes security, workflow and regulatory compliance tools. Tacit Software's Illumio ( http:// www.ilumio.com ) is a web-based information broker that matches end user information requests with users in the company who might know the answer. Koral ( www.koral.com ) is a web-based document collaboration and sharing tool which also categorizes documents automatically and notifies users of updates and new documents published by authors or topics to which they have subscribed.

Many business software vendors are also incorporating Web 2.0 ideas, such as blogging and file sharing, into their offerings.

iUpload’s Customer Conversation System ( http:// www.iupload.com ), for example, incorporates corporate blogging and wiki platforms, and also includes security, workflow and regulatory compliance tools.

Tacit Software's Illumio ( http:// www.ilumio.com ) is a web-based information broker that matches end user information requests with users in the company who might know the answer.

Koral ( www.koral.com ) is a web-based document collaboration and sharing tool which also categorizes documents automatically and notifies users of updates and new documents published by authors or topics to which they have subscribed.

Concerns Losing control of communication within organizations ‘ Dumbing down’ the corporate conversation Determining accuracy of the information captured and shared by employees using Enterprise 2.0 tools; legal issues Concerns over productivity, i.e. will users spend their time socializing on non-work related topics. Security concerns - mashups inherently unreliable as content is fused from invalidated sources No real standards have emerged; interoperability; enterprise architecture issues

Losing control of communication within organizations

‘ Dumbing down’ the corporate conversation

Determining accuracy of the information captured and shared by employees using Enterprise 2.0 tools; legal issues

Concerns over productivity, i.e. will users spend their time socializing on non-work related topics.

Security concerns - mashups inherently unreliable as content is fused from invalidated sources

No real standards have emerged; interoperability; enterprise architecture issues

Enterprise 2.0 in 2007? The Enterprise 2.0 space will broaden as new products emerge and as IT departments start to incorporate tools. Enterprise 2.0 will continue to get more attention with more case studies appearing in the literature, trade press and blogosphere. Enterprise 2.0 should be considered another tool in the KM toolkit. Many tricky areas. Proceed with caution. Start experimenting with the tools to connect with employees, customers, and partners.

The Enterprise 2.0 space will broaden as new products emerge and as IT departments start to incorporate tools.

Enterprise 2.0 will continue to get more attention with more case studies appearing in the literature, trade press and blogosphere.

Enterprise 2.0 should be considered another tool in the KM toolkit.

Many tricky areas. Proceed with caution.

Start experimenting with the tools to connect with employees, customers, and partners.

References Gibson, S. (2006, Nov. 20). Veni, vidi, wiki. eWeek . 22-28. McAfee, A. P. (2006). Enterprise 2.0: The Dawn of Emergent Collaboration. MIT Sloan Management Review , 21-28. Reynolds, H. (2007). Taking the pulse of 2.0 enterprise adoption. Available at: http://fastforwardblog.com/2007/02/06/taking-the-pulse-of-20-enterprise-adoption/ Spanbauer, S. (2006). Knowledge Management 2.0. CIO Magazine . December 1, 2006. Available at: : http://www.cio.com/archive/120106/fea_tec.html Tapscott, D. (2006). Winning with the Enterprise 2.0. New Paradigm Learning Corp. Available at: http://newparadigm.com/media/Winning_with_the_Enterprise_2.0.pdf Tapscott, D. and Williams, D. W. (2006). Wikinomics: How mass collaboration changes everything. Wagner, C. (2004). Wiki: A technology for conversational knowledge management and group collaboration. Communications of the Association for Information Systems . 13. 265-289. White, C. (2007, Feb. 28). Web 2.0, BPM 2.0, BI 2.0: How many 2.0s do we need? Available at : http://www.b-eye-network.com/view/3958

Gibson, S. (2006, Nov. 20). Veni, vidi, wiki. eWeek . 22-28.

McAfee, A. P. (2006). Enterprise 2.0: The Dawn of Emergent Collaboration. MIT Sloan Management Review , 21-28.

Reynolds, H. (2007). Taking the pulse of 2.0 enterprise adoption. Available at: http://fastforwardblog.com/2007/02/06/taking-the-pulse-of-20-enterprise-adoption/

Spanbauer, S. (2006). Knowledge Management 2.0. CIO Magazine . December 1, 2006. Available at: : http://www.cio.com/archive/120106/fea_tec.html

Tapscott, D. (2006). Winning with the Enterprise 2.0. New Paradigm Learning Corp.

Available at: http://newparadigm.com/media/Winning_with_the_Enterprise_2.0.pdf

Tapscott, D. and Williams, D. W. (2006). Wikinomics: How mass collaboration changes everything.

Wagner, C. (2004). Wiki: A technology for conversational knowledge management and group collaboration. Communications of the Association for Information Systems . 13. 265-289.

White, C. (2007, Feb. 28). Web 2.0, BPM 2.0, BI 2.0: How many 2.0s do we need? Available at : http://www.b-eye-network.com/view/3958

Blogs relating to Web 2.0 in India India Tech – http://www.podtech.net/indiatech/india/1051/india-technology-20the-charge-of-the-indian-web-20-brigade Scribez – http://scribez.wordpress.com/2006/10/08/web-20-the-great-indian-update / Kamla Bhatt – http://kamlabhatt.wordpress.com/2006/06/15/web-20-companies-in-india/ Rajlogs- http://www.rajlogs.com/2006/04/web_20_activities_in_india.html

India Tech –

http://www.podtech.net/indiatech/india/1051/india-technology-20the-charge-of-the-indian-web-20-brigade

Scribez –

http://scribez.wordpress.com/2006/10/08/web-20-the-great-indian-update /

Kamla Bhatt –

http://kamlabhatt.wordpress.com/2006/06/15/web-20-companies-in-india/

Rajlogs-

http://www.rajlogs.com/2006/04/web_20_activities_in_india.html

Thank you Questions? Comments?