Maximizing Knowledge-Sharing

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Scene-setting presentation used in Ark Group masterclass on social software, Aug 19 2009.

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Maximizing Knowledge-Sharing

  1. 1. Maximizing Knowledge-Sharing in Your Business Neville Hobson, ABC www.nevillehobson.com London August 19, 2009
  2. 2. Now – 10:45 1. The Big Picture 2. How can social software advance your current knowledge strategy? 3. Gaining an understanding of the business potential of social media 10:45 – 11:00  Coffee
  3. 3.  What are you looking for?  What experiences do you have?  What software do you know about?  What apps do you use yourself?
  4. 4. http://en.wikipedia.org/wiki/Social_software
  5. 5. http://theconversationprism.com/
  6. 6. Then Now Cradle to grave Portfolio career Loyalty Transactional relationship Dependence Independence Employees as human resources Creative talent on loan Employees Citizens Big companies / institutions My own group / company Command and control, paternalism Inclusivity based on mutual respect CEO = God CEO = Guide I left the company I left my boss Local community Workplace communities http://www.enterprise2dot0.com/
  7. 7. Consumers, citizens and employees have changed.  We don’t trust “corporate-speak” or “marketing- speak”  We fast-forward our PVRs through the interruptions  We pull content that interests us  We create our own content, original and mashups  We pay close attention to (and are influenced by) word of mouth  We bring our behaviours to the workplace
  8. 8.  The social structure in which technology puts power in the hands of individuals and communities instead of institutions
  9. 9. http://www.gartner.com/DisplayDocument?id=1092512
  10. 10. 1. No one really knows everything about social media 2. You only learn by trying David Ferrabee 2009
  11. 11. http://www.gapingvoid.com/Moveable_Type/archives/2007_05.html
  12. 12.  The benefits and pitfalls of social media in the workplace
  13. 13.  The benefits and pitfalls of social media in the workplace
  14. 14. Social networks are changing the way we work:  74% of European employees believe using social networks and online communities provide great benefits in the workplace, including increasing knowledge and creating access to problem-solving solutions.  This new way of working is not without potential problems. Prominent:  Employee distraction  Potential to leak company confidential information  Although companies are beginning to embrace social networks, and employee expectations are high regarding adoption, many remain wary of the openness social networks bring to their corporations. Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0
  15. 15. Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0
  16. 16. Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0
  17. 17. Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0
  18. 18. Enterprise 2.0, pan-European survey by AT&T, Nov 2008. http://www.att.com/enterprise2-0
  19. 19.  What goals are you hoping to achieve?  Which applications are you considering or currently using in your knowledge-sharing strategy?  What are you looking to achieve by using Web 2.0 technologies?  How can you ensure secure applications on your existing platform(s)?
  20. 20. http://www.engagementdb.com/
  21. 21.  What goals are you hoping to achieve?  Which applications are you considering or currently using in your knowledge-sharing strategy?  What are you looking to achieve by using Web 2.0 technologies?  How can you ensure secure applications on your existing platform(s)?
  22. 22. 1. Channels have Imperatives: fragmented  You must reach the 2. Trust is critical new influencers 3. Social media have  Transparency is arrived required 4. The “customer” is in  Engage in the control (kind of) conversation or fail 5. Content creation and to connect distribution have been democratized
  23. 23. Copyright applies to this document - some rights reserved. This work is licensed under a Creative Commons Attribution-Noncommercial- Share Alike 3.0 License. Details: http://creativecommons.org/licenses/by-nc-sa/3.0/ www.nevillehobson.com

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