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KMs Role in the Consumerization of IT

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What is the role that knowledge management plays in the consumerization of IT?

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KMs Role in the Consumerization of IT

  1. 1. KNOWLEDGE MANAGEMENT’S ROLE IN THE CONSUMERIZATION OF IT 5/17/2016
  2. 2. Consumerization is the specific impact that consumer-originated technologies can have on enterprises. It reflects how enterprises will be affected by, and can take advantage of, new technologies and models that originate and develop in the consumer space, rather than in the enterprise IT sector. Consumerization is not a strategy or something to be “adopted.” Consumerization can be embraced and it must be dealt with, but it cannot be stopped.
  3. 3. CONSUMERIZATION OF IT END USER PERSPECTIVE  Use preferred devices  Easy to start using, cheap to keep using  No longer constrained by red tape  Better UX than traditional apps and tools  Enables flexible working IT ORGANIZATION PERSPECTIVE  Decreased costs  Decreased maintenance and cycle time  Increases time for innovation, improvements  Better connected workforce  Increased responsiveness  Anywhere, anytime access
  4. 4. You can’t use an old map to find new land. Gary Hamel, Author/Speaker/Consultant/Professor
  5. 5. Contain • Policy and standards • Enabling technology • Enterprise architecture • Service Operations / Support Allow w/ Policy • Policy and standards • Self-host (no IT support) Embrace • Policy, standards, proven practices • Enterprise architecture • Service Operations • Service Desk Support Block • Policy and standards • Technical controls • Enforcement RISK MITIGATION BUSINESS VALUE
  6. 6. Consumerization has created new issues that IT organizations are already addressing: • Privacy • Security • Data retention and classification • Cyber threats • Social engineering • Updated Policies/Guidelines • BYO-everything As platforms, apps, and access become democratized -- who does the business turn to for help getting value out of these solutions? If they can buy a solution off the shelf without IT support, what function is IT expected to serve? The Ongoing Evolution of IT
  7. 7. IT IS GOING THROUGH SO, WHAT DOES THIS MEAN FOR KNOWLEDGE MANAGEMENT?
  8. 8. https://www.linkedin.com/pulse/100-knowledge-management-specialties-50-km-components-stan-garfield Do a search on Indeed.com or Simplyhired.com for any of these terms. Odds are, an IT department is hiring for it. • Information/Expertise Search & Discovery • Community Management • Enterprise Social Collaboration • Taxonomy, Tagging • Curation • Portals, Publishing, Communications • Team Collaboration • Analytics, BI • Change Management • Knowledge Sharing • Machine Learning, AI
  9. 9. Characterized by  Informal  Unstructured  Spontaneous  Idea-driven Common applications  Profile / Networking  Communities / Networks  Discuss / Comment  Broadcast / Develop Ideas  Discover Info / Experts Characterized by  Formal  Structured  Planned  Objective Driven Common applications  Projects / Project Mgmt.  Lists / Issues / ToDos  Document Management  Track / Monitor  Document / Specify Knowledge Mgmt. Strategies for capturing, organizing, and finding and acting on information Enables knowledge artifacts and tacit knowledge to be discovered & reused Generates context for search, machine learning, operationalizes organizational learning Social Collab. A set of approaches and technologies that enable communities/networks – cooperation Enables new ways of working, improves organizational responsiveness Openness and transparency improves access to tacit knowledge Collaboration Working together to achieve shared goals/objectives Using collaboration tools – some social in nature (e.g., blogs, wikis) Knowledge artifacts created as a result of collaboration COLLABORATION & KNOWLEDGE MANAGEMENT
  10. 10. KNOWLEDGE MANAGEMENT is about using information strategically to achieve one's business objectives. Knowledge Management is the organizational activity of creating the social environment & technical infrastructure so that knowledge can be accessed, shared and created. Robert K. Logan Technical Infrastructure Enterprise Social Networking CommunitiesTeam & Project Collaboration Social Environment LOB AppsCloud Storage On-premise file storage Instant Messaging Email Individual Cross-functionalTeams & Functions Enterprise LOB • Mentoring, Training, and Education • Communities of Practice, Community Management • Proven Practices, Lessons Learned • End-user advocacy, Champions/Stars programs • Integration with staff goals, Policies & Guidelines, Gamification • Ideation campaigns, hackathons Systems of Engagement (Connection) Systems of Record (Collection) Local Drives
  11. 11. As the role that IT is expected to play in the business changes, what types of KM expertise and specialties do you see becoming most in demand? The Changing Role of IT
  12. 12. “Traditional” IT Change Management
  13. 13. IT’S NOT WORKING WE’VE TRIED NOTHING AND WE’RE ALL OUT OF IDEAS
  14. 14. CHANGE IS TERRIFYING
  15. 15. Every institution, no matter how hard-wired and set in its ways has the capacity for change. Rather than confronting the core, we’ll need to start on edges that have the potential to scale rapidly John Hagel
  16. 16. “If you have to engage the enemy in battle, you've already lost the war.” John Hagel, Co-chairman, Deloitte LLP Center for the Edge Champions of Change Curious, Undecided Enemies of Change Invest maximum effort Minimize impact
  17. 17. EXAMPLE | CHANGE STRATEGY FOR ESN  Motivated, energized and keen for the change to come – already convinced of the value  May not be aware of value, skeptical of value, or unsure how to begin using and integrating  Resistors, do not want or many not be ready for change, or Incentivized to maintain the status quo Change Champions (Green Dots) Curious, Undecided (Yellow Dots) Enemies of Change (Red Dots) Characterized by:  Experimentation – trying to replace existing ways of working (e.g., email, meetings), and fitting ESN capabilities to needs – usually with mixed results  Evangelism – championing the use with peers, inviting others Characterized by:  Integration – “How does this fit in with all of my other tools?”  Lack of Clarity – “How does this work?”  Uncertainty – “Is this supported by senior management? Is it okay for us to use it?” Characterized by:  Fear – “What if someone says something they shouldn’t?”  Control – “No one asked me for approval…”  Dismissive – “Like Facebook, a waste of time. A toy - I don’t want my people using it.” Change approach:  Provide examples and good behaviors green dots can model  Provide proven practices, templates, and consulting to accelerate good results  Empower - listen to challenges, partner to develop paths forward Change approach:  Clarify use of tool, and how it is integrated with other existing platforms (Which Tool When)  Demonstrate value (Wins)  Visible use by senior mgmt.  Education, training, support Change approach:  Demonstrate evidence of positive use and value  Anticipate and mitigate objections  Find green/yellow dots in power, have them influence the red dots that report in to them
  18. 18. Systems based on open engagement that enable rather than control will generate results that far exceed the combined input of the resources involved. DR. MICHAEL GOLD, PRESIDENT OF JAZZ IMPACT
  19. 19. ENGAGEMENT PLAN PARTNER FOR SUCCESSCOMMUNICATE APPLICABILITYINCREASE AWARENESS USE CASES DEMOS TEAM TRAINING 1:1 TRAINING PUBLIC ROADMAP ROAD SHOWS COLLABORATION COMMUNITY NEWSLETTER / MEETINGS INFORMATIONAL PORTAL SITE DISCUSSION FORUMS/ESN WORKSHOPS CHAMPION PROGRAM LEADERSHIP ADOPTION POLICIES & GUIDANCE ARCHITECTURE & DESIGN SUPPORT BLOGS How will you engage your business to ensure that staff are aware of and successfully leveraging your growing ecosystem of collaboration tools? How will you stay connected as those needs change? How will you partner for success?
  20. 20. What approaches to change or engagement have you found to be effective when introducing new ways of working? Making it Stick
  21. 21. www.curtisconley.com www.twitter.com/curtisaconley www.linkedin.com/in/cconley Curtis Conley Ed.D Collaboration Strategist

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