A . . --x. . . .V» . _
s. ‘ ' * .
? A .
OF KNOWLEDGE SHARING
initiatives has your
organisation taken to
date in order to
AVOID LOSING THE
IT HAS ALREADY
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And how many of
them have failed?
But with the arrival
of social technologies,
TO BE CHANGING.
“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. ”
BUT FIRST OF ALL
Where exactly does
organisa’ﬁt')_ns’g' ; . _ ['
interest in knowledge
sharing come from?
On a worldwide scale. Across borders. Thanks to the
arrival of cloud solutions and social technologies.
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
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of knowledge sharing for
I I The right people, the people with the required
knowledge, are identified more quickly. . -
“McKinsey Global Institute
estimates suggest that by fully
technologies, companies have
an opportunity to raise the
productivity of interaction
knowledge workers, including
managers and professionals
— by 20 to 25 percent. ”
by McKinsey Global Institute
“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
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,
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.
.. L. . ‘
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
LEADS TO BETTER
Faster access to more experts
increases the chance that the right people
are brought round the table (virtually) to
make a decision.
containing knowledge that
is crucial for decisions to
be made, are more easily
“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
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,
Do you want to know
more about knowledge
push & pull, about social
Follow Harold Jarche.
Read his blog. Read his
tweets on twitter
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.
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
- - Y
_ » KNOWLEDGE
_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.
IS: THE ’.
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In the next slideshare
I Will be looking at the
- What curbs knowledge sharing?
o How do you build trust?
- What can you do to encourage
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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!
. __—? ._. ..~_. ..: .». _ .
Please contact us if you would like more information
about the next training sessions at Kluwer Opleidingen.
gude. verhaert@wolterskluwer. be / @GudeVerhaert
0 COMMUNITY MANAGEMENT: HOE CREEERT EN
ONDERHOUDT U EEN SUCCESVOLLE ONLINE COMMUNITY
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.