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From Knowledge Managementto Knowledge NetworkingLeading the ChangeChristoph Schmaltz | KM Legal 2013 | London
Your Firm How work gets doneTHE NETWORKED COMPANY3Picture Source: Dave Gray
4© SourceBOXES FULL OF KNOWLEDGE
5PEOPLE ARE THE PLATFORM(not SharePoint & Co)
A NEW WAY OF WORKINGREQUIRESCHANGE6
7PILLARS OF SUCCESS
81. Traditional thinking and working methodsBehavioural Psychology2. Fear, concerns & resistanceCommunication & Promotion3...
“Although we are all interested in large scalechange, we must change one mind at a time.”Peter SengeBEHAVIOURAL PSYCHOLOGY9
Dragonfly Effect - FrameworkBEHAVIOURAL PSYCHOLOGY1. Pick a clear goal2. Make people care about it3. Make it easy for them...
6 Sources of Influence - FrameworkBEHAVIOURAL PSYCHOLOGYMotivation AbilityPersonalSocialStructural11byKerry Patterson et al.
COMMUNICATION & PROMOTIONAwarenessResistanceInterestUnderstanding Application Internalization12
ADVOCATE NETWORK13
Building your network is really a new skill that alot of people need to learn.EDUCATION & COACHING14
VALUE & BENEFIT“What’s in it for me?”15
EVALUATIONCollaboration is not a business goal16
QUESTIONS?17
THANK YOU!@christophchristoph@thinknext.eu18
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From Knowledge Management to Knowledge Networking

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In the past, knowledge was treated as just another company asset, that could be captured, stored and retrieved in a big warehouse. The role of knowledge managers was to 'manage' knowledge. This is still important for certain knowledge, but most of our knowledge is inherently attached to people. Thus, Rather than desperately trying to connect employees with some KM system, it is even more important to connect people with each other. Therefore, the role of a knowledge manager has all of a sudden become even more interesting by thinking of ways to enable employees to connect with others inside and outside the company. The introduction of an enterprise social network is only one aspect to facilitate these connections.

This presentation, given at the Legal KM Conference in London in May 2013, talks about these changes and challenges of introducing an enterprise social network in a professional (legal) environment and particular workstreams of a change acceleration programme.

Published in: Business, Education

From Knowledge Management to Knowledge Networking

  1. 1. From Knowledge Managementto Knowledge NetworkingLeading the ChangeChristoph Schmaltz | KM Legal 2013 | London
  2. 2. Your Firm How work gets doneTHE NETWORKED COMPANY3Picture Source: Dave Gray
  3. 3. 4© SourceBOXES FULL OF KNOWLEDGE
  4. 4. 5PEOPLE ARE THE PLATFORM(not SharePoint & Co)
  5. 5. A NEW WAY OF WORKINGREQUIRESCHANGE6
  6. 6. 7PILLARS OF SUCCESS
  7. 7. 81. Traditional thinking and working methodsBehavioural Psychology2. Fear, concerns & resistanceCommunication & Promotion3. ResourcesAdvocate Network4. Lack of leadership and managementsupportEducation5. Improving people’s daily workValue & Benefit6. Proving the valueEvaluationCOMMON BARRIERS TO SUCCESS - PEOPLE
  8. 8. “Although we are all interested in large scalechange, we must change one mind at a time.”Peter SengeBEHAVIOURAL PSYCHOLOGY9
  9. 9. Dragonfly Effect - FrameworkBEHAVIOURAL PSYCHOLOGY1. Pick a clear goal2. Make people care about it3. Make it easy for them to change4. Give them feedback and stories to keepchanging10byAndy Smith and Jennifer Aaker
  10. 10. 6 Sources of Influence - FrameworkBEHAVIOURAL PSYCHOLOGYMotivation AbilityPersonalSocialStructural11byKerry Patterson et al.
  11. 11. COMMUNICATION & PROMOTIONAwarenessResistanceInterestUnderstanding Application Internalization12
  12. 12. ADVOCATE NETWORK13
  13. 13. Building your network is really a new skill that alot of people need to learn.EDUCATION & COACHING14
  14. 14. VALUE & BENEFIT“What’s in it for me?”15
  15. 15. EVALUATIONCollaboration is not a business goal16
  16. 16. QUESTIONS?17
  17. 17. THANK YOU!@christophchristoph@thinknext.eu18

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