Presenation given by Carl Frappaolo of Information Architected, Inc. at Enterprise 2.0 San Francisco 2009.

1. Can Enterprise 2.0
Break the Knowledge
Management Cultural
Barrier?
Carl Frappaolo
Information Architected, Inc.

2. NO

3. What is
Culture?

4. Knowledge Management
• Which factors are critical for my business that
can be addressed by Knowledge Management?
• Which knowledge adds the most value?
• What are the highest priority initiatives?
• How do you create a
culture for sharing and learning? Bus. Strategy
• What tools are currently in
Strategy place?
• Which people need to be
empowered to contribute • What tools are needed to
And leverage knowledge? People/ enable the environment?
Culture Technology
• Are priorities aligned with • How do you fill the gap?
measurements?
Process
• Are the right processes in place to
©
- disseminate, share and apply knowledge to
- capture, refine and create knowledge 21
- deliver business value?

5. Culture Leverages
Reflects
Drives
Technology
Strategy
Process
or Circumventsitit
or or Blinds it
Sabotages

6. The Yin and Yang of Culture & Technology
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!"$%.(")#0)1') 2.'34%,)1') )
5'%6)1' )
78#%9&:;')1' 54#34%,)1' ) )
!"$%.(")#0)<' -=&'.('()1' )
&"#$
!"%$
!"#$
Source: AIIM

7. Islands of Me
– Culture
• Protectionism
• Functional Isolation
• Hierarchical management
• Tall and thick (multiple) walls
• Competition seen only externally
– TTM (time to market) long shelf life
– Technology
• Siloed repositories
• Standalone applications
• Manual integration‐reentry
7

8. One‐way Me/
Enterprise 1.0
– Culture
• One‐way push‐based sharing
• As Needed Knowledge Seeking
• Closed communities/Earned Trust
• Structured Teams
• Network Management
• Semi‐permeable Functional Walls
– Technology
• Shared yet siloed repositories
• Communication‐focused Channels
• Standalone workflow
8

9. Team Me
– Culture
• Team focused
• Shared repositories
• Knowledge Seekers
• Closed communities/Earned Trust
• Limited Extended Enterprise
• Cross‐Team Collaboration
– Predominately internally focused
– KM Best Practice
• Internal Cannibalization
– Technology
• Intranets & Extranets
• Groupware
• Integrated work models (EAI)
9

10. Proactive Me/
Enterprise 1.5
– Culture
• Push/Pull 24/7
• Extended Enterprise
• Modular Work Sharing
• Semi‐automatic collaboration
– Technology
• Dynamic/Personalized Web
• Agents
• Portals/Dashboards
• Vortals and B2B Marketplaces
10

11. Two‐way Me
– Culture
• Proactive Community Building
• COPs/COIs
• Knowledge Management
– Driven from the top
• Collective Intelligence
– Brute force, no emergence
• Strategic Collaboration
• Semi‐Transparent
– Technology
• Early Open Source
• SOA/Strategic Portal Deployments
• Social Networking
• Information Architecture/
Taxonomies
11

12. Islands of We
– Cultural Inclination
• “Socialness” is a major asset
• Profiling/Core Competency
• Virtual Teaming
• B2C Focus
• Cost‐driven Outsourcing
• Semi‐Mass customization
– Supportive Technologies
• Strategic use of social, emergent and
integration software
• Collaborative content development
• SOA/Modular Adaptive Applications
12

13. Extended Me/
Enterprise 2.0
– Cultural Inclination
• Transparency
• Participative/Engaged
• Always On/In
• Mass Customization
• Agility
• Competency‐Driven Outsourcing
• Embedded/Strategic Collective
Intelligence
– Supporting Technologies
• Strategic deliberate internal deployment
of emergent and social software
• Integration and Modular Programming
13

14. ?
Worker Models for Enterprise 2.0
Isolated
Fully Engaged
Islands of Me One-way Me Team Me Proactive Me Two-way Me Islands of We Extended Me
2.0
2.0
1.5
1.5
1.0
1.0
© AIIM | All rights reserved 8
© AIIM | All rights reserved 6

15. Knowledge Management
• Which factors are critical for my business that
can be addressed by Knowledge Management?
• Which knowledge adds the most value?
• What are the highest priority initiatives?
• How do you create a
culture for sharing and learning? Bus. Strategy
• What tools are currently in
Strategy place?
• Which people need to be
empowered to contribute • What tools are needed to
And leverage knowledge? People/ enable the environment?
Culture Technology
• Are priorities aligned with • How do you fill the gap?
measurements?
Process
• Are the right processes in place to
©
- disseminate, share and apply knowledge to
- capture, refine and create knowledge 21
- deliver business value?

16. A Technology Map to KM
Knowledge complexity
Explicit Tacit
Intermediation Social Tagging & Bookmarking, Blogs, E
SNA M
E
Externalization Wikis, Blog, podcasting, RSS R
G
Internalization RSS, Mashup, Search/Social Tagging &
E
Bookmarking N
C
Mashup, RSS, emergence and
Cognition
workflow
E

17. How Enterprise 2.0 Makes a Difference
Low barrier / ease of implementation
Web/widely accessible
Emergent/heuristic
Lean
Low cost
Agile
Evolution not Revolution

18. The KM Challenge of Capture
and Organization
nowledge provider
“ ow do I share and nowledge seeker
organize the “ here do I look to find
knowledge?” the knowledge?”
▼ nows the ▼ nows how
knowledge, but not knowledge is to be
how it is to be used used, but not how to
find it

19. The KM Challenge of
Incentivizing
nowledge provider nowledge seeker
▼ Able to share the ▼ ighly incentivized to
knowledge, but has exchange
no incentive to do so knowledge, but
re uires knowledge
provider’s
cooperation

20. Can Enterprise 2.0
Break the Knowledge
Management Cultural
Barrier?

21. YES

22. To some
degree

23. + +
- -
-
+

24. Let’s Get 2.0
www.informationarchitected.com
Facebook: Information Architected
Twitter: @IAI
cf@informationarchitected.com
Facebook: Carl Frappaolo
Twitter: @carlfrappaolo