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Knowledge sharing the 7 advantages

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Knowledge Sharing is a strong business driver.

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Knowledge sharing the 7 advantages

  1. 1. I A . . --x. . . .V» . _ . " s. ‘ ' * . .7". ? A . SEVEN ADVANTAGES OF KNOWLEDGE SHARING
  2. 2. How many initiatives has your organisation taken to date in order to AVOID LOSING THE KNOWLEDGE IT HAS ALREADY ACQUIRED? «. I . ._. a I
  3. 3. . . h.. .I1MI. IIIII , . . ANNE 1 Iu¢ r . I. II . 5 _ I .1 III 3: If I 4.. .. F , wt And how many of them have failed? ‘II
  4. 4. But with the arrival of social technologies, SOMETHING SEEMS TO BE CHANGING.
  5. 5. “Thanks to corporate social media, we have achieved more in the field of knowledge sharing in six months than in the past ten years. Employees are proud of being able to answer other people’s questions. ”
  6. 6. BUT FIRST OF ALL Where exactly does organisa’fit')_ns’g' ; . _ [' interest in knowledge sharing come from?
  7. 7. 3 I IHI1 U I. A I I1 On a worldwide scale. Across borders. Thanks to the arrival of cloud solutions and social technologies.
  8. 8. Knowledge sharing is more necessary than ever. The time of the industrial era, with its “dull markets", is over. Because of the rise of global, high—competition markets, organisations have to respond faster. Be more innovative. Be able to resolve more complex problems. There is a need for high-dynamic value creation and more responsive organisations. KI '3‘ » ‘’| .-'EIZ TIE II-lg E II '3 I-IE| ..'~: ’ TI-I THIS I If KI ‘:77 *’| _EIZ SE II-I. v E': |I '3 H I EZECCIIE I I. >JCI' CUIII ‘EC: ETIWEF
  9. 9. I . I K¢. .a». .;.3.¢. n.l(i . . ,. I . 3: . ~ . I . ( I. I~. .. . .I 5 . I N I. » , ._. . . . J». . . .. I . .II 2.. . _ of knowledge sharing for the organisation?
  10. 10. KNOWLEDGE SHARING SPEEDS UP RESPONSE TIMES I I The right people, the people with the required knowledge, are identified more quickly. . -
  11. 11. “McKinsey Global Institute estimates suggest that by fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers —high-skill knowledge workers, including managers and professionals — by 20 to 25 percent. ” July 2012 by McKinsey Global Institute
  12. 12. “The average interaction worker spends an estimated 28 percent of the workweek managing e-mail and nearly 20 percent looking for internal information or tracking down colleagues who can help with specific tasks. . ~~ " July 2012 I by McKinsey Global Institute
  13. 13. But when companies use social media internally, messages become content; a searchable record of knowledge can reduce, by as much as 35 percent, the time employees spend searching for company information. ” I BECOME: Q, CONTENT '
  14. 14. KNOWLEDGE SHARING INCREASES EFFICIENCY I Constantly reinventing the wheel costs money. A question that comes up in . ,. » Business Unit x may well already have been ‘A resolved in Business Unit y.
  15. 15. .. L. . ‘ KNOWLEDGE SHARING INCREASES INNOVATIVE CAPABILITY
  16. 16. TIJ . ‘-1 / LLIIILIIJ 0:2. ”« L 5 by _ __ J “The more knowledge L ‘T < . _ and information are ‘*" -“"“‘ 1;. I ‘x 4 ""““‘ shared in an ' ‘ I organisation, the more creativity and innovation there is in that organisation. ”
  17. 17. KNOWLEDGE SHARING LEADS TO BETTER DECISION MAKING Faster access to more experts increases the chance that the right people are brought round the table (virtually) to make a decision.
  18. 18. Relevant documents containing knowledge that is crucial for decisions to be made, are more easily accessible. “Transparency and sharing of information are essential for creating a context of trust and confidence. It enables higher levels of collaborative performance both globally and locally and allows better decision making ” Willem Van Twembeke CEO GDF SUEZ Energy International
  19. 19. 5 EXISTING I(i~lOP: 'LEDGE If Social technologies are the ideal tool to pull tacit knowledge out into the open. 7, KNOWLEDGE 77?—fj_ SHARING . i, PRESERVES
  20. 20. Do you want to know more about knowledge push & pull, about social collaboration and knowledge sharing? 0 Follow Harold Jarche. Read his blog. Read his tweets on twitter @hjarche.
  21. 21. _. ,.. L_ ' KNOWLEDGE >-—---. .— . .:. ..-. ~ SHARING -_ __ _'_. _, ,: _*“_“_, -2 INCREASES STAFF . '~, -~, -_ : =—'. s.‘>j. ;: -: - _' COMMITMENTAND = ’£. ;_~‘_‘___ . _ W ‘ : *- — _. -.‘—---r. ’ HELPS DEVELOP ; le= ?=¢—. ‘£'. -=~* ‘- ; :,<. ’:f A STRONGER ' ORGANISATIONALIDENTITY.
  22. 22. Knowledge sharing gives staff a voice. Makes them proud of their knowledge and their performance. Knowledge sharing through social technologies leads to more visible recognition. Just imagine the strength of a “like" by the CEO or the executive management. So knowledge sharing has a positive impact on staff commitment.
  23. 23. Cf. also “Evolution of the networked enterprise — McKinsey on Business Technology — Number 29, Spring 2013." When people share their knowledge, this increases the feeling of connection to the company and helps develop an organisational identitylculture.
  24. 24. - - Y _ » KNOWLEDGE _ SHARING _v-“-‘—-—_. - ALLOWS To GET G AI>uLsE CHECK ’ ON THE oRGAI~! IsATIoI~- When staff are active on social technologies, this gives the executive management real—time information on What the employees are thinking — good, bad and ugly.
  25. 25. THE SLIDESHE IS: THE ’. F A L: F‘ . , I . I I , . —. I S; , at _ ~ : , , H ,1‘ sf; -; ‘ 1, “SS, ‘ ,1‘ I‘ ’ 71;. 6 »I« ’ ' 5 ’ A "£1-_I. ;!g: >. ~,i: " _, ._-, , . , “E”, .~('4_ H 2%. .‘ I T In the next slideshare I Will be looking at the following questions: - What curbs knowledge sharing? o How do you build trust? - What can you do to encourage knowledge sharing? _. » wg , .. _____. .,. ._k . ._. ... _. -, ._-= - _ _a. ..r , . _. —— ,4’
  26. 26. This slideshare presentation has been made in answer to a series of critical questions posed by my colleagues Rikkart Van Gassen and Johan De Meyer at Wolters Kluwer. The feedback I then received from Jan Vanoudendycke from GDF SUEZ Energy International Was of great help to me. A BIG THANKS TO YOU ALL! . __—? ._. ..~_. ..: .». _ .
  27. 27. Please contact us if you would like more information about the next training sessions at Kluwer Opleidingen. GUDE VERHAERT gude. verhaert@wolterskluwer. be / @GudeVerhaert 0 COMMUNITY MANAGEMENT: HOE CREEERT EN ONDERHOUDT U EEN SUCCESVOLLE ONLINE COMMUNITY AUDREY VANDENBEMPT audreyvandenbempt@wolterskluwer. be / @audrey1OO 0 KENNISMANAGEMENT IN DE PRAKTIJK 0 SOCIAL LEARNING: HOE KENNISDELING STIMULEREN? ISABEL DE CLERCQ isabel. declercg@wolterskluwer. be / @KIuwerLearning 0 KICK-IN-THE ASS SESSIONS ABOUT KNOWLEDGE SHARING, FUTURE PROOF LEADERSHIP, LEARNING AGILITY, COMMUNITY MANAGEMENT, THE EMPLOYEE AS SOCIAL AMBASSADOR.

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