Wisdom Networks - 8-step guide to create organizational learning


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Wisdom Networks - 8-step guide to create organizational learning

  1. 1. Book Review <br />for Strategic Networking Class <br />Sarang Bhutada<br />MBA Batch of 2010<br />
  2. 2. Author Profiles<br />21 years in UBS<br />Expert in change management<br />Currently <br />Partner at New Vine Media, LLC., Founding Partner of The Networlding Partner Alliance<br />Steve Benton<br />Executive Director of IT, UBS<br />17 years of experience in social media and social networking strategy consulting with firms such as Motorola, KPMG, Amex, UBS, Disney, SPSS<br />Expert in Social Media Strategy and Executive Coaching<br />Melissa Giovagnoli<br />CEO, Networlding<br />
  3. 3. Premise of the book<br />Observations of communities in a workplace<br />Exploring nexus between these communities and KM<br />Experiences of the authors<br />Focal Point<br />
  4. 4. The Continuum of Knowledge<br />Creating strong wisdom networks <br />Create an environment conducive to wisdom sharing<br />Use magnet topics to attract the experts<br />Support ad-hoc groups, teams and communities that emerge around magnet topics<br />Encourage boundary crossing and role breaking in pursuit of topics of interest<br />Identify the experts who share their expertise consistently and effectively<br />Let it be known that people who shine in groups achieve organizational stardom<br />Provide a variety of implementation options to attract the best and brightest experts<br />Create unconventional measures to evaluate and reward performance and track network’s impact<br />
  5. 5. What to Tap<br /><ul><li>It’s all about tacit knowledge
  6. 6. Flow of knowledge depends on people, not technology
  7. 7. Wisdom network should not be a formal, structured process
  8. 8. Wisdom is typically organic in nature
  9. 9. Authors provide a questionnaire to test obstacles in KM process in the company</li></li></ul><li>Policies and attitude that will not help<br />The right attitude checklist<br /><ul><li>Judge ideas on merit, not on place of origin
  10. 10. Accept reasonable failure
  11. 11. Foster a participatory climate
  12. 12. Establish a mentoring culture
  13. 13. Embrace Alliance mentality towards external groups
  14. 14. Recognize that knowledge generates superior RoI
  15. 15. Make knowledge sharing a competency
  16. 16. Filter peer review into performance review
  17. 17. Test-market a network
  18. 18. Be open to the unexpected expert
  19. 19. Use grapevine for more than gossip
  20. 20. Recruit people who know how to share </li></li></ul><li>STEP 1: Establish a network-friendly environment<br /><ul><li>Sustainability in this approach
  21. 21. It must be leader-driven
  22. 22. Add knowledge-sharing competency to evaluation
  23. 23. Little changes in the environment that will go a long way
  24. 24. Small supportive gestures, ensure they’re not intrusive though
  25. 25. Create hunger for knowledge – provocative articles, univ courses, etc.
  26. 26. Give time and space for ‘interest areas’
  27. 27. Hire people with inherent networking skills
  28. 28. Provide physical and virtual meeting places
  29. 29. Do not treat forums as separate from ‘real’ business
  30. 30. Have a guide for starters</li></li></ul><li>STEP 2: Magnets – Create topics that attract<br /><ul><li>Reluctance to contribution disappears when a topic of personal interest comes up
  31. 31. There must be a link to business goal
  32. 32. How to unearth compelling topics?
  33. 33. Allow the community to grow organically
  34. 34. Keep hands off, but ears on the community
  35. 35. Sift through ideas
  36. 36. Identify the experts
  37. 37. Get the buzz
  38. 38. Monitor the chatter in cyberspace
  39. 39. Talk directly to members of communities
  40. 40. Trace back the source of big ideas</li></li></ul><li>STEP 3: Support systems around magnets<br />Levels of Support: Who gets what?<br />Common Obstacles & Solutions<br />
  41. 41. STEP 4: Boundary Crossing<br />Lines that must be crossed<br /><ul><li> Functional
  42. 42. Hierarchical
  43. 43. External
  44. 44. Diversity-related</li></ul>This requires courage. Build that by<br /><ul><li> Validating networks as ‘alternative’ corporate universe, where ordinary rules </li></ul> do not apply, thus non-threatening. <br /><ul><li>Endorse Pioneering
  45. 45. Accept boundary crossing in the shadows</li></ul>There could be philosophical opposition to boundary crossing. <br />Business benefit would be ‘breakthrough solutions’<br />
  46. 46. STEP 5: Identify the experts<br /><ul><li> Find who has subject matter expertise
  47. 47. Determine which experts are good communicators and teachers
  48. 48. Which of these are active participants in communities
  49. 49. Identify experts who are also leaders</li></ul>Advantages<br /><ul><li> Synergistic exchanges across functions that produce wisdom
  50. 50. Ferreting out future leaders
  51. 51. Retaining top people</li></li></ul><li>STEP 6: Create Stars<br /><ul><li>Create transcendental stars
  52. 52. Focus on magnet topics, to increase relevance</li></ul>Advantages<br /><ul><li> Facilitates execution and innovation
  53. 53. Improves recruitment and retention
  54. 54. Builds the reservoir of organizational wisdom</li></ul>On network stars:<br />
  55. 55. STEP 7: Implementation<br />Network should be able to<br /><ul><li> Create a new project team
  56. 56. Latch on to an existing project
  57. 57. Launch a short-lived task force
  58. 58. Take idea back to where it came from</li></li></ul><li>STEP 8: Performance Evaluation<br />Value of network comes from<br /><ul><li> Providing leadership with fresh perspectives
  59. 59. Producing new methods and approaches within functions
  60. 60. Acting as change catalysts
  61. 61. Offering additional resources
  62. 62. Solving problems while everyone else is stuck
  63. 63. Adopt flexible measures in performance evaluation
  64. 64. Self-measurement
  65. 65. Strike ratio for ideas</li></li></ul><li>Growing Pains<br />
  66. 66. Critique<br />The step-by-step approach could work well for beginners, but this book is intended for senior management, who would invariably have an idea on the subject. The book would have been path-breaking 10 years ago, but looks overtly simplistic for current times. <br />
  67. 67. Thank You<br />