Knowledge Management 2.0 - Enterprise 2.0

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A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference

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Knowledge Management 2.0 - Enterprise 2.0

  1. 1. Enterprise 2.0 = KM 2.0? Carl Frappaolo VP, Market Intelligence @ AIIM.org
  2. 2. ? What is Knowledge Management
  3. 3. ? What is Enterprise 2.0
  4. 4. Knowledge Management • quot;Leveraging collective wisdom and experience to accelerate innovation and responsiveness” – C. Frappaolo, “Exec Express Knowledge Management,” Capstone, 2006 © AIIM | All rights reserved 2
  5. 5. Knowledge Management • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing and learning? Bus. Strategy • What tools are currently in Strategy place? • Which people need to be empowered to contribute • What tools are needed to And leverage knowledge? enable the environment? • Are priorities aligned with People Technology • How do you fill the gap? measurements? Process • Are the right processes in place to © - disseminate, share and apply knowledge to - capture, refine and create knowledge 21 - deliver business value?
  6. 6. Enterprise 2.0 quot;A system of web-based technologies that provide rapid and agile collaboration, information sharing, emergence and integration capabilities in the extended enterprise” – AIIM Market IQ Q1 2008 © AIIM | All rights reserved 2
  7. 7. What are You Trying to Accomplish With Enterprise 2.0
  8. 8. Market Evolution –Remember • 4GLs and RDBMS • “PC Revolution” • Advent of E-mail © AIIM | All rights reserved 5
  9. 9. Market Evolution © AIIM | All rights reserved 6
  10. 10. Worker Models for Worker Models 2.0 Technology & Cultural Enterprise Isolated Fully Engaged Islands of Me One-way Me Team Me Proactive Me Two-way Me Islands of We Extended Me 2.0 2.0 1.5 1.5 1.0 1.0 © AIIM | All rights reserved 8 © AIIM | All rights reserved 6
  11. 11. Early KM (KM 1.0)
  12. 12. Carried Away with Technology Awkward, disjointed and intrusive interfaces for Knowledge input &output
  13. 13. Academic Theory Collides with Reality
  14. 14. End Result?
  15. 15. KM Had Success in (Some) Organizations (But in some, KM is a dirty word if known at all)
  16. 16. No Matter How Important I Believe KM to Be
  17. 17. To Some Organizations, KM is... Under the Radar
  18. 18. Meanwhile... KM Practitioners say... “Rumors of my death have been greatly exaggerated”
  19. 19. The Primary KM Issues Still Remain
  20. 20. Brains... Can’t hire the talent you want, aren’t tapping the talent you already have, watching talent walk out the door .
  21. 21. NOTE TO SELF: Yes, It Does! KM u gh T n tho OU Eve ot AB is n tech, O it D ard to tech It ’s h OUT H WIT
  22. 22. Culture Creeps Cautiously
  23. 23. Knowledge Management • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing and learning? Bus. Strategy • What tools are currently in Strategy place? • Which people need to be empowered to contribute • What tools are needed to And leverage knowledge? enable the environment? • Are priorities aligned with People Technology • How do you fill the gap? measurements? Process • Are the right processes in place to © - disseminate, share and apply knowledge to - capture, refine and create knowledge 21 - deliver business value?
  24. 24. The Solution?
  25. 25. A Technology Map to KM Knowledge complexity Explicit Tacit Intermediation Wikis, Blogs, SNA E M E Externalization Wiki, Blog, podcasting, R G Internalization RSS, Mashup, Search/Social Tagging & E Bookmarking N C Mashup, RSS Cognition E Low Barrier
  26. 26. Knowledge Management • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing and learning? Bus. Strategy • What tools are currently in Strategy place? • Which people need to be empowered to contribute • What tools are needed to And leverage knowledge? enable the environment? • Are priorities aligned with People Technology • How do you fill the gap? measurements? Process • Are the right processes in place to © - disseminate, share and apply knowledge to - capture, refine and create knowledge 21 - deliver business value?
  27. 27. ? Worker Models for Enterprise 2.0 Isolated Fully Engaged Islands of Me One-way Me Team Me Proactive Me Two-way Me Islands of We Extended Me 2.0 2.0 1.5 1.5 1.0 1.0 © AIIM | All rights reserved 8 © AIIM | All rights reserved 6
  28. 28. Knowledge Management • Which factors are critical for my business that can be addressed by Knowledge Management? • Which knowledge adds the most value? • What are the highest priority initiatives? • How do you create a culture for sharing and learning? Bus. Strategy • What tools are currently in Strategy place? • Which people need to be empowered to contribute • What tools are needed to And leverage knowledge? enable the environment? • Are priorities aligned with People Technology • How do you fill the gap? measurements? Process • Are the right processes in place to © - disseminate, share and apply knowledge to - capture, refine and create knowledge 21 - deliver business value?
  29. 29. E2.0 = KM 2.0?
  30. 30. Web 2.0 = E2.0 AIIM Market IQ - The State of the Market
  31. 31. What do YOU think?
  32. 32. www.aiim.org cfrappaolo@aiim.org www.takingaiim.com

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