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From Content and Collection to Context and Connection


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Workshop for SLA 2008 on KM 2.0, improving knowledge work effectiveness and the evolving role of the IP.

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From Content and Collection to Context and Connection

  1. 1. From Content to Context and from Collection to Connection A Workshop in Making KM Effective SLA 2008 [email_address]
  2. 2. Workshop Outline <ul><li>Where KM is going: KM 2.0 vs KM 1.0 </li></ul><ul><ul><li>presentation; group discussion </li></ul></ul><ul><li>What this means for the role of the IP </li></ul><ul><ul><li>presentation; group discussion </li></ul></ul><ul><li>The Value Propositions for KM </li></ul><ul><ul><li>group discussion & personal exercise </li></ul></ul><ul><li>Creating a KM Framework </li></ul><ul><ul><li>group discussion & personal exercise </li></ul></ul><ul><li>Getting Buy-In for the Framework </li></ul><ul><ul><li>group discussion & personal exercise </li></ul></ul><ul><li>Innovation: What’s Next in KM </li></ul><ul><ul><li>presentation; group discussion & personal exercise </li></ul></ul><ul><li>Overcoming the Obstacles </li></ul><ul><ul><li>group discussion </li></ul></ul>
  3. 3. Executives’ View of KM <ul><li>It’s a cost centre, not a profit centre, so outsource it </li></ul><ul><li>It’s everyone’s job, so disintermediate it </li></ul><ul><li>We have the knowledge we need </li></ul><ul><li>We care about costs, risks, relationships, new high-margin products, and don’t see how KM relates to any of these </li></ul>
  4. 4. Front Line’s View of KM <ul><li>I can’t find the information I need, even on my computer </li></ul><ul><li>I’d rather talk with someone than look something up, if I only knew which person </li></ul><ul><li>I need an answer now ; it doesn’t have to be perfect </li></ul><ul><li>Don’t give me a firehose of news and data; filter it and tell me what it means and what I (and customers) should do about it </li></ul>
  5. 5. What KM 1.0 Was Supposed to Solve “Let’s centralize this to reduce wasted conversations” “Let’s put all the important stuff inside the firewall on Intranets & groupware” “Let’s put all the marketing stuff on our website”
  6. 6. The KM 1.0 Model acquire store disseminate add value Know-what Collection Content Just in case Librarians are good at this
  7. 7. The Verdict on KM 1.0 (Davenport’s Study) <ul><li>Workers spend an average every day of 3 ¼ hours processing work-related information </li></ul><ul><li>Half of that is e-mail (processing and sending 17 e-mails, receiving and processing 44 e-mails) </li></ul><ul><li>A quarter of that is phone (making 15 calls, receiving 18 calls and 8 voice messages and participating in 1 teleconference) </li></ul><ul><li>Much of the remainder is looking for information </li></ul><ul><li>Multiple, un-integrated tools, not effectively used, not well supported </li></ul><ul><li>Most workers have poor search, poorer research skills </li></ul><ul><li>Work effectiveness tends to be proportional to time invested in, and size of, networks </li></ul><ul><li>KM pilot experiments lack rigour </li></ul>
  8. 8. The Rise & Fall of KM 1.0 Chasing the Hottest IT: Effects of Information Technology Fashion on Organizations Ping Wang
  9. 9. Trying Again: KM 2.0 everything inside is open and shared outside unless it's illegal to do so (community of the whole world) public websites (boundaries established by firewall) public presence and 'marketing‘ stories (detailed, context-rich); visualizations &quot;best practices' (stripped down) content format paradigm communities of passion - self-managed and ad hoc, conversation-focused  communities of practice - centrally established and managed, content-focused communities RSS-publishable and subscribable personal web pages, blogs and small-group-created wikis; main information flows are what matters to each person, peer-to-peer large complicated centrally-managed intranets for 'publishing' and 'browsing' content; main information flows are top-down instruction (policies, directories), bottom-up submission content publishing, browsing and information flow personal content management tools - everyone manages their own content, just-in-time, harvestable large centralized just-in-case content repositories of 'submitted' 'reusable' documents with standardized taxonomy and search tools content management, search and delivery platform KM 2.0: all about context and connection KM 1.0: all about content and collection
  10. 10. Trying Again: KM 2.0 what the customer wants to know: multimedia interactive self-assessment tools what the company wants you to know: press releases, sales material what's served up on the public website <ul><li>IM </li></ul><ul><li>virtual meeting tools (desktop video, other simple ubiquitous real-time tools) </li></ul><ul><li>organization and facilitation of real & virtual community-self-initiated self-managed events, including Open Space hosting & facilitation </li></ul><ul><li>people-finding and community-creating tools </li></ul>e-mail connectivity enablers <ul><li>high-value, high-meaning RSS-subscribable content produced by internal info-professionals (reintermediation): </li></ul><ul><li>awareness alerts (what's new?),  </li></ul><ul><li>research (what does it mean?),  </li></ul><ul><li>guidance (what should we do?) </li></ul>licensed databases purchased from outside info-professionals (disintermediation) research KM 2.0: all about context and connection KM 1.0: all about content and collection
  11. 11. The KM 2.0 Model synthesize connect canvass apply Know-who Connection Context Just in time But can Librarians/IPs do this ? acquire store disseminate add value Know-what Collection Content Just in case
  12. 12. Discussion Questions <ul><li>Will KM 2.0 succeed where KM 1.0 failed? </li></ul><ul><li>Do we, the KM and IP people in our organizations, have what it takes to be KM 2.0 leaders? </li></ul>
  13. 13. The Evolving Role of the IP <ul><li>Personal Content Management: helping people find, organize, publish, subscribe on their own desktop (and portable devices) (stories from E&Y and KPMG; the 3 top business blog apps) </li></ul><ul><li>Identifying and enabling simple ad hoc self-managed P2P networks: communities of passion (a CICA story) </li></ul><ul><li>Environmental scanning </li></ul><ul><li>Teaching, collecting, organizing, promoting stories (Snowden, Denning etc.) </li></ul><ul><li>Just-in-time canvassing </li></ul><ul><li>Adding meaning and value to information (visualizations, business-savvy research & analysis, strategy canvases) </li></ul><ul><li>Championing new, simple, real-time connectivity tools (two MOH stories) </li></ul><ul><li>Risk management: The cost of not knowing </li></ul><ul><li>Dismantling the old infrastructure: Admission of failure </li></ul>
  14. 14. KM 2.0: Visualization
  15. 15. KM 2.0: Visualization
  16. 16. KM 2.0: Just in Time Who’s Available To Answer My Question Right Now?
  17. 17. KM 2.0: Simple Virtual Presence Desktop VideoConferencing: Simple Virtual Presence Real Time Anywhere 7/24 Free
  18. 18. KM 2.0: The Cost of Not Knowing
  19. 19. Group Discussion <ul><li>Will this new KM 2.0 role be valued (appreciated) in your organization? </li></ul><ul><li>What will you need to learn to fulfill this role, and how/where will you obtain that learning? Can you do it P2P? </li></ul>
  20. 20. Value Propositions for KM <ul><li>KM 1.0: Mostly Efficiency: cost savings, accelerated delivery, strengthened relationships, collaboration, innovation </li></ul><ul><li>KM 2.0: Enabling trusted context-rich conversations, improved work effectiveness, awareness, insight, risk mitigation and adaptation </li></ul><ul><li>Others to consider: improve decision-making, increase skills and capacities (learning VPs) </li></ul><ul><li>Why are we doing this? What is expected of us? </li></ul><ul><li>Group Discussion: What are the KM Value Propositions for your organization? Are they the right ones? </li></ul><ul><li>Personal Exercise: Identify the top 3 Value Propositions for your organization going forward. </li></ul>
  21. 21. The KM Framework (and why it’s important) <ul><li>To guide KM activities and provide context for KM projects </li></ul><ul><li>To explain the ‘what’ and ‘why’ of KM (over & over, consistently) </li></ul><ul><li>To frame elevator pitches </li></ul><ul><li>Value Propositions: </li></ul><ul><li>Why are we doing this? </li></ul><ul><li>What is expected? </li></ul><ul><li>KM Services & Products: </li></ul><ul><li>Content acquisition & provision </li></ul><ul><li>Research, knowledge transfer </li></ul><ul><li>Architecture, tools, spaces </li></ul><ul><li>Support & Training </li></ul><ul><li>etc. </li></ul><ul><li>Design & Development </li></ul><ul><li>Principles </li></ul><ul><li>What guides what we do </li></ul><ul><li>and how we do it? </li></ul><ul><li>Outcomes: </li></ul><ul><li>How do we measure </li></ul><ul><li>success? </li></ul><ul><li>Customers: </li></ul><ul><li>Who are we doing </li></ul><ul><li>this for? </li></ul>
  22. 22. Example of a KM Framework Value Propositions: Why are we doing this? What is expected? 1. Improve understanding of important & emerging issues, risks, opportunities 2. Improve connectivity, collaboration & peer-to-peer knowledge transfer 3. Improve effectiveness, quality, and productivity of stakeholders’ work <ul><li>Knowledge Services & Products: </li></ul><ul><li>What do we offer? </li></ul><ul><li>Thought Leadership: Guidance & Research on: </li></ul><ul><ul><li>Business Performance Measurement & Reporting </li></ul></ul><ul><ul><li>Business Governance, Control & Attestation </li></ul></ul><ul><ul><li>Enterprise Management: Risk, Strategy, Capital, Value, IT, </li></ul></ul><ul><ul><li>Knowledge, Innovation, Entrepreneurship, Stakeholder </li></ul></ul><ul><ul><li>Relations </li></ul></ul><ul><li>Awareness of Trends, Ideas, Risks & Emerging Issues </li></ul><ul><li>Facilitated Knowledge-Sharing Events </li></ul><ul><li>eKnowledge Products, Tools, Spaces & Connectivity Aids </li></ul><ul><li>Design & Development </li></ul><ul><li>Principles </li></ul><ul><li>What guides what we do </li></ul><ul><li>and how we do it? </li></ul><ul><li>There is an identified, unmet stakeholder need </li></ul><ul><li>Leverage volunteers’ & members’ energies and knowledge </li></ul><ul><li>Generate buzz / demonstrate innovation & thought leadership </li></ul><ul><li>Focus on core competencies, not advocacy </li></ul><ul><li>Balance of quality (peer review etc.) and timeliness </li></ul><ul><li>Use new media to advantage </li></ul><ul><li>Outcomes: </li></ul><ul><li>How do we measure </li></ul><ul><li>success? </li></ul><ul><li>Customer needs assessment: interviews, surveys, focus groups, customer anthropology </li></ul><ul><li>Customers: </li></ul><ul><li>Who are we doing this for? </li></ul><ul><li>Members and non-members acting as: </li></ul><ul><li>Business Executives & Entrepreneurs </li></ul><ul><li>Financial Executives </li></ul><ul><li>Business Advisors & Board Members </li></ul><ul><li>Financial Advisors </li></ul><ul><li>Investment Community </li></ul><ul><li>Students & Continuous Learners </li></ul><ul><li>Policy-Setters & Regulators </li></ul><ul><li>Professional Institutions </li></ul><ul><li>Public </li></ul>v.2 Dave Pollard August 2007
  23. 23. Group Discussion <ul><li>Group Discussion: </li></ul><ul><li>What are the key KM Principles, Offerings, Customers, and Success Measures for your organization? </li></ul><ul><li>Are they aligned, and consistent with your KM Value Propositions? </li></ul><ul><li>Taken together, do they provide a useful framework for setting objectives and priorities, assessing projects, and explaining KM to others in the organization? </li></ul><ul><li>Personal Exercise: </li></ul><ul><li>Sketch out the KM Framework for your organization. </li></ul><ul><li>Draft an ‘Elevator Speech’ for investing more in an existing or proposed KM project for your organization, that can be delivered within 1 minute (160 words). </li></ul>
  24. 24. Getting Buy-In for the Framework <ul><li>Group Discussion: What difficulties have you experienced or do you foresee in ‘selling’ investment in KM (people, resources, technology, training etc.) to decision-makers (executives) and potential blockers (IT security people)? How might have these difficulties be (or have been) overcome? </li></ul><ul><li>Personal Exercise: Working one-on-one with another participant, recite your Elevator Speech. Critique the Elevator Speech (constructively) of the other participant. </li></ul>
  25. 25. Innovation: What’s Next in KM <ul><li>Caveat: Social Networking tools that haven’t caught on: </li></ul><ul><li>Blogs and wikis have not received wide use in business </li></ul><ul><li>LinkedIn and similar friend-of-a-friend tools suffer from data quality problems </li></ul><ul><li>Facebook is a hard sell, and needle in a haystack </li></ul><ul><li>Social Network Mapping was fun, but in most organizations hasn’t told users much they didn’t already know (and sometimes told them things that were untrue) </li></ul><ul><li>Google Desktop (and similar tools), IM and Desktop Video have caught on: </li></ul><ul><li>And here are 11 new and interesting things that might catch on… </li></ul>
  26. 26. Blogs as Courseware
  27. 27. Cultural Anthropology <ul><li>Observe and record behaviour of workers and/or customers, then ask questions </li></ul><ul><li>Look for what doesn’t work, that they have found workarounds for </li></ul><ul><li>Look for what doesn’t work, that they no longer notice (or never did) </li></ul><ul><li>Help them use products, knowledge and technology more effectively </li></ul><ul><li>Report back systemic problems </li></ul><ul><li>Note and report problems with competitors’ products (when observing customers) </li></ul>
  28. 28. Simulations & Scenarios
  29. 29. Proximity Locators
  30. 30. Affinity Detectors
  31. 31. Online Presentations
  32. 32. Online Doc Sharing
  33. 33. Mind Mapping
  34. 34. GPS/GoogleMaps Mashups
  35. 35. Open Space Technology
  36. 36. Virtual World Collaboration
  37. 37. Group Discussion <ul><li>Group Discussion: Which of these KM Innovations have you tried, how did you use them, and how well did they work? What other innovative tools or methods have you used? </li></ul><ul><li>Personal Exercise: Identify three KM Innovations that you would be most interested in exploring in your organization. </li></ul>
  38. 38. Overcoming Obstacles <ul><li>Group Discussion: </li></ul><ul><ul><li>What problems have you encountered in trying to introduce KM programs, projects or tools into your organization? </li></ul></ul>[email_address]