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www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  1	
  
It	
  is	
  all	
  about	
  People!	
  
Sagology	
  is	
  dedicated	
  to	
  connec�ng	
  people	
  with	
  people	
  to	
  
facilitate	
  collabora�on,	
  learning,	
  and	
  knowledge	
  sharing	
  
through	
  keynotes,	
  workshops,	
  and	
  consul�ng.	
  
	
  
sagology	
  [sāj-­‐ol-­‐uh-­‐jee]	
  
	
  	
  
-­‐noun	
  	
  
	
  	
  
1.  the	
  study	
  of	
  organiza�onal	
  wisdom	
  in	
  all	
  its	
  forms,	
  esp.	
  with	
  reference	
  to	
  
technology,	
  leadership,	
  culture,	
  process,	
  and	
  measurement	
  
2.  the	
  study	
  of	
  one	
  venerated	
  for	
  experience,	
  judgment,	
  and	
  wisdom.	
  
	
  	
  
Origin:	
  
	
  	
  
2008;	
  	
  Canadian	
  English,	
  from	
  Middle	
  English	
  sage	
  +	
  -­‐ology.	
  	
  
	
  	
  
Sage	
  [Middle	
  English,	
  from	
  Old	
  French,	
  from	
  Vulgar	
  La�n	
  *sapius,	
  from	
  La�n	
  sapere,	
  to	
  be	
  wise;	
  see	
  sep-­‐	
  in	
  Indo-­‐European	
  roots.]	
  
-­‐ology	
  [Middle	
  English	
  -­‐logie,	
  from	
  Old	
  French,	
  from	
  La�n	
  -­‐logia,	
  from	
  Greek	
  -­‐logiā	
  (from	
  logos,	
  word,	
  speech;	
  see	
  leg-­‐	
  in	
  Indo-­‐
European	
  roots)	
  and	
  from	
  -­‐logos,	
  one	
  who	
  deals	
  with	
  (from	
  legein,	
  to	
  speak;	
  see	
  leg-­‐	
  in	
  Indo-­‐European	
  roots).]	
  
Knowledge	
  Sharing	
  –	
  Nothing	
  New?	
  
Knowledge Management is the
creation, transfer, and exchange of
organizational knowledge to achieve
a [competitive] advantage.
What	
  Advantage?	
  
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  2	
  
History	
  of	
  KM	
  
Michael Polanyi
1950s
Aristotle
c. 350 BC
Classification
of
Knowledge
Aristotle
Sir Francis Bacon
17th Century 1990s
Carla O’Dell
2000s
Jeff Howe
Where is the wisdom we have lost in
knowledge? Where is the knowledge we have
lost in information?
—T. S. Eliot, The Rock (1935)
CHAPTER 1
THE WHERE
Informa�on	
  Overload	
  
Information Overload
Information overload occurs
when the amount of input to a
system exceeds its
processing capacity.
(Speier et al, 1999, p. 338)
Information Overload
Information overload is that
state in which available, and
potentially useful, information
is a hindrance rather than a
help.
(Bawden, 2001, p. 6)
Personal Information Overload
A perception on the part of the individual
(or observers of that person) that the flow
of information associated with work tasks is
greater than can be managed effectively.
(Wilson, 2001, p. 113)
Organizational Information Overload
A situation in which the extent of
perceived information overload is
sufficiently widespread within an
organization as to reduce the overall
effectiveness of management operations.
(Wilson, 2001, p. 113)
245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)
The	
  Problem	
  –	
  Enterprise	
  Demen�a	
  
2/3 of managers complained of
Information overload (KPMG, 2000)
38% of the surveyed managers
waste a substantial amount of time
locating information (Wilson, 2001)
Managers “dwell on information that
is entertaining but not informative, or
easily available but not of high
quality” (Linden, 2001, p.2)
43% of the managers delayed
decisions because of too much
information. (Wilson, 2001)
The number of books published annually has increased exponentially since
the 16th century. At present, the prediction is that the number of books
doubles every 33 years (Hanka & Fuka, 2000).
The total accumulated codified database of the world, which includes all
books and all electronic files, doubles every seven years and some predict
this will double twice a day by 2010 (Bontis, 2000).
The	
  Cost?	
  
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  3	
  
Big	
  Data	
  
www.foreignaffairs.com/issues/2013/92/3	
  
http://www.domo.com/	
  
Big	
  Data	
  
http://www.domo.com/	
  
http://www.domo.com/	
  
http://www.domo.com/	
  
Lost	
  in	
  the	
  data	
  -­‐	
  Knowing	
  what	
  you	
  see!	
  
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  4	
  
	
  “a	
  group	
  of	
  obviously	
  related	
  units	
  of	
  
which	
  the	
  degree	
  and	
  nature	
  of	
  the	
  
rela�onship	
  is	
  imperfectly	
  known”	
  
HP	
  
What	
  is	
  knowledge?	
  
	
  knowledge is "defined broadly
to include information, data,
communication and culture”
(p. 293)
Communication
Data
Information
Culture
Knowledge:
Concepts, experience, and
insight that provide a framework
for creating, evaluating and
using information (p. 373).
The	
  Cogni�ve	
  Hierarchy	
  
Knowledge
Information
Data
Ackoff’s Apex
Wisdom
Understanding
Knowledge
Wisdom:
The collective and individual
experiences of applying
knowledge to the solution of
problems (p. 373).
The	
  difference	
  .	
  .	
  .	
  Data	
  to	
  Knowledge	
  
October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
Wisdom
Understanding
Knowledge
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  5	
  
Types	
  of	
  Knowledge	
  
Michael Polanyi
Easier to
replicate
Leads to
competency
Harder to articulate
Harder to transfer
Harder to steal
Higher competitive
advantage
Contributes to
efficiency
Easier to document and
share
20%
80%
Explicit
Tacit Carla O’Dell
O’Dell, C. (2002, May). Knowledge Management New Generation.
Presented at the APQC’s 7th Knowledge Conference, Washington, DC.
Exchange	
  and	
  Transfer	
  of	
  Knowledge	
  
Ikujiro Nonaka
Sociali
zation Externa
lization
Interna
lization
Comb
ination
TACIT
EXPLICIT
EXPLICIT
TACIT
The	
  importance	
  of	
  leadership	
  .	
  .	
  .	
  
http://www.youtube.com/watch?v=lH39xjXaLW8	
  
A	
  New	
  View	
  of	
  KM	
  
Leadership
Measurement
Process
Technology
Culture
A	
  li�le	
  TLC	
  goes	
  a	
  long	
  way!	
  
Leadership
 Transparency
 Vision and example
 Resources (including time)
Technology
 Help or hinder
 Security issues
 Tending toward
free
Culture
 Need to Share vs
Need to Know
 Privacy
 Content Creators
Leadership
Measurement
Process
Technology
Culture
New	
  Technology	
  
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  6	
  
The	
  Right	
  Technology	
   TLC:	
  Leadership	
  
Including Ray Downey, Special Operations Command lost 95 men that day
– totaling 1,600 years of experience. (emphasis added)
Open	
  Leadership	
  
Respect	
  that	
  your	
  
customers	
  and	
  
employees	
  have	
  
power.	
  
Share	
  constantly	
  
to	
  build	
  trust.	
  
Nurture	
  curiosity	
  
and	
  humility.	
  
Hold	
  openness	
  
accountable.	
  
Forgive	
  failure.	
  
http://www.charleneli.com/resources/new-­‐rules/	
  
Openness	
  Audit	
  
	
  
	
  
http://www.slideshare.net/charleneli/openness-­‐audit	
  
A	
  leader’s	
  view	
  on	
  “knowing”.	
  .	
  .	
  
“. . . there are known knowns; there are things we know that we know. There are known
unknowns; that is to say there are things that we now know we don’t know. But there are also
unknown unknowns — there are things that we do not know we don't know.”
Knowns	
  and	
  Unknowns	
  
Unknown
Knowns
Unknown
Unknowns
Known
Knowns
Known
Unknowns
Comp	
  Intell	
  
HP	
  
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  7	
  
Unknown	
  unknowns	
  
Somewhere on the West Coast
Data	
  Mining:	
  Unknown	
  Unknowns	
  
Knowledge
Information
Data
Knowledge
Edge
Wisdom
Understanding
Knowledge
KnowledgeCreation
“With 3,600 stores in the United States and
roughly 100 million customers walking
through the doors each week, Wal-Mart has
access to information about a broad slice of
America . . . The data are gathered item by
item at the checkout aisle, then recorded,
mapped and updated by store, by state, by
region . . . By its own account Wal-Mart has
460 terabytes of data.” ( 750,000 CDs 1 terabyte ~
1,000,000 MB)
14 November 2004
Hurricane
Impact	
  of	
  Culture	
   Tribal	
  Leadership	
  
h�p://www.triballeadership.net/what-­‐is-­‐tribal-­‐leadership/diagnosing-­‐culture	
  
www.johngirard.net/sas/	
   Stage	
  5	
  Organiza�ons	
  
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  8	
  
Learning	
  to	
  see	
  things	
  differently	
   Corporate	
  Culture	
  is	
  Key	
  
www.strategy-­‐business.com/article/11404	
  
Will	
  people	
  understand	
  your	
  message?	
  
Exchange	
  and	
  Transfer	
  of	
  Knowledge	
  
Sociali
zation Externa
lization
Interna
lization
Comb
ination
TACIT
EXPLICIT
EXPLICIT
TACIT
Leadership
Measurement
Process
Technology
Culture
The best thing about the future is that it comes
only one day at a time.
—Abraham Lincoln
CHAPTER 8
THE FUTURE
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  9	
  
Are	
  You	
  Ready?	
  
h�p://socialnomics.net/	
  
What	
  would	
  you	
  do?	
  
Do	
  you	
  know	
  your	
  customers?	
  
	
  	
  
	
  “A	
  social	
  trend	
  in	
  which	
  
people	
  use	
  technologies	
  
to	
  get	
  the	
  things	
  they	
  
need	
  from	
  each	
  other,	
  
rather	
  than	
  from	
  
tradi�onal	
  ins�tu�ons	
  
like	
  corpora�ons.”	
  
groundswell.forrester.com	
  
The	
  Social	
  Technographics™	
  Ladder	
  
Inac�ves	
  neither	
  create	
  nor	
  
consume	
  social	
  content	
  of	
  any	
  
kind	
  
Spectators	
  consume	
  social	
  
content	
  including	
  blogs,	
  user-­‐
generated	
  video,	
  podcasts,	
  
forums,	
  or	
  reviews	
  
Joiners	
  connect	
  in	
  social	
  
networks	
  like	
  MySpace	
  and	
  
Facebook	
  
Collectors	
  organize	
  content	
  for	
  
themselves	
  or	
  others	
  using	
  RSS	
  
feeds,	
  tags,	
  and	
  vo�ng	
  sites	
  like	
  
Digg.com	
  
Cri�cs	
  respond	
  to	
  content	
  from	
  
others.	
  They	
  post	
  reviews,	
  
comment	
  on	
  blogs,	
  par�cipate	
  
in	
  forums,	
  and	
  edit	
  wiki	
  ar�cles.	
  
Creators	
  make	
  social	
  content	
  
go.	
  They	
  write	
  blogs	
  or	
  upload	
  
video,	
  music,	
  or	
  text.	
  
Creators	
  
Cri�cs	
  
Collectors	
  
Joiners	
  
Spectators	
  
Inac�ves	
  
The	
  Social	
  Technographics™	
  Ladder	
  
Creators	
  
Cri�cs	
  
Collectors	
  
Joiners	
  
Spectators	
  
Inac�ves	
  
US	
  55+	
  
12%	
  
	
  
	
  
28%	
  
	
  
	
  
12%	
  
	
  
	
  
26%	
  
	
  
	
  
64%	
  
	
  
	
  
30%	
  
US	
  18-­‐24	
  
46%	
  
	
  
	
  
50%	
  
	
  
	
  
38%	
  
	
  
	
  
85%	
  
	
  
	
  
89%	
  
	
  
	
  
3%	
  
US	
  35-­‐44	
  
23%	
  
	
  
	
  
34%	
  
	
  
	
  
20%	
  
	
  
	
  
54%	
  
	
  
	
  
73%	
  
	
  
	
  
17%	
  
2010	
  
24%	
  
	
  
	
  
37%	
  
	
  
	
  
21%	
  
	
  
	
  
51%	
  
	
  
	
  
73%	
  
	
  
	
  
18%	
  
2007	
  
18%	
  
	
  
	
  
25%	
  
	
  
	
  
12%	
  
	
  
	
  
25%	
  
	
  
	
  
48%	
  
	
  
	
  
44%	
  
US	
  Adults	
  
The	
  Social	
  Technographics™	
  Ladder	
  
Creators	
  
Cri�cs	
  
Collectors	
  
Joiners	
  
Spectators	
  
Inac�ves	
  
2009	
  
49%	
  
	
  
	
  
46%	
  
	
  
	
  
19%	
  
	
  
	
  
48%	
  
	
  
	
  
76%	
  
	
  
	
  
9%	
  
2007	
  
38%	
  
	
  
	
  
27%	
  
	
  
	
  
14%	
  
	
  
	
  
41%	
  
	
  
	
  
39%	
  
	
  
	
  
36%	
  
South	
  Korea	
  Adults	
  
2007	
  
22%	
  
	
  
	
  
36%	
  
	
  
	
  
6%	
  
	
  
	
  
22%	
  
	
  
	
  
70%	
  
	
  
	
  
26%	
  
Japanese	
  Adults	
  
2009	
  
34%	
  
	
  
	
  
30%	
  
	
  
	
  
11%	
  
	
  
	
  
26%	
  
	
  
	
  
69%	
  
	
  
	
  
23%	
  
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  10	
  
http://www.globalwebindex.net	
   Global	
  Top	
  Internet	
  Sites	
  (Reach)	
  
1.  Facebook	
   	
  43%	
  	
  	
  
2.  Google 	
   	
  42%	
  	
  	
  
3.  YouTube	
   	
  33%	
  	
  	
  
4.  Yahoo! 	
   	
  19%	
  	
  	
  
5.  Wikipedia 	
  12%	
  	
  	
  
6.  Baidu 	
   	
  12%	
  
7.  Amazon 	
   	
  10%	
  	
  	
  
8.  QQ 	
  	
   	
  	
  	
  9%	
  
9.  Live 	
   	
  	
  	
  8%	
  
10.  Twi�er 	
   	
  	
  	
  6%	
  
h�p://www.alexa.com/topsites/	
  
18	
  June	
  2013	
  
1.  Facebook	
  
2.  Google.com	
  
3.  YouTube	
  
4.  Google.rs	
  
5.  Blic	
  
6.  B92	
  
7.  Wikipedia	
  
8.  NeoBux	
  
9.  Yahoo!	
  
10.  Kurir	
  
Estimated	
  percentage	
  of	
  global	
  internet	
  users	
  who	
  visit:	
  
United	
  Airlines	
  had	
  broken	
  Dave's	
  guitar	
  in	
  checked	
  
luggage.	
  A�er	
  eight	
  months	
  of	
  pestering	
  the	
  company	
  for	
  
compensa�on,	
  he	
  turned	
  to	
  his	
  best	
  tool—songwri�ng—
and	
  vowed	
  to	
  create	
  a	
  YouTube	
  video	
  about	
  the	
  incident	
  
that	
  he	
  hoped	
  would	
  garner	
  a	
  million	
  views	
  in	
  one	
  year.	
  
Four	
  days	
  a�er	
  its	
  launching,	
  the	
  first	
  million	
  people	
  had	
  
watched	
  “United	
  Breaks	
  Guitars.”	
  United	
  stock	
  went	
  
down	
  10	
  percent,	
  shedding	
  $180	
  million	
  in	
  value;	
  Dave	
  
appeared	
  on	
  outlets	
  as	
  diverse	
  as	
  CNN	
  and	
  The	
  View.	
  
United	
  relented.	
  And	
  throughout	
  the	
  business	
  world,	
  
people	
  began	
  to	
  realize	
  that	
  “efficient”	
  but	
  inhuman	
  
customer-­‐service	
  policies	
  had	
  an	
  unseen	
  cost—brand	
  
destruc�on	
  by	
  frustrated,	
  crea�ve,	
  and	
  socially	
  
connected	
  customers.	
  
The	
  Power	
  of	
  YouTube	
   Why	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Ma�ers	
  
>	
  655	
  Million	
  
daily	
  ac�ve	
  
users	
  
>	
  1.1	
  Billion	
  
monthly	
  ac�ve	
  
users	
  	
  	
  
>750	
  Million	
  
monthly	
  ac�ve	
  
mobile	
  users	
  
250	
  million	
  
photos	
  up	
  per	
  
day	
  
79%	
  of	
  users	
  
outside	
  USA	
  
70	
  languages	
  
available	
  	
  
3	
  million	
  
ac�ve	
  users	
  in	
  
Serbia	
  
1.3	
  million	
  
ac�ve	
  female	
  
users	
  in	
  Serbia	
  
Personal	
  or	
  
Professional?	
  
Social	
  Media	
  Ac�on	
  Plan	
  
Lead	
  
Listen	
  
Learn	
  
Wikipedia	
  is	
  driven	
  by	
  a	
  global	
  community	
  of	
  more	
  than	
  150,000	
  volunteers—all	
  
dedicated	
  to	
  sharing	
  knowledge	
  freely.	
  Over	
  almost	
  eight	
  years,	
  these	
  volunteers	
  have	
  
contributed	
  more	
  than	
  11	
  million	
  ar�cles	
  in	
  265	
  languages.	
  More	
  than	
  275	
  million	
  
people	
  come	
  to	
  our	
  website	
  every	
  month	
  to	
  access	
  informa�on,	
  free	
  of	
  charge	
  and	
  
free	
  of	
  adver�sing.	
  	
  
www.johngirard.net 	
   	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  john@johngirard.net	
  11	
  
Crowdsourcing	
  
http://www.youtube.com/watch?v=TCM7w11Ultk
	
  Crowdsourcing	
  is	
  the	
  act	
  
of	
  taking	
  a	
  job	
  tradi�onally	
  
performed	
  by	
  a	
  
designated	
  agent	
  (usually	
  
an	
  employee)	
  and	
  
outsourcing	
  it	
  to	
  an	
  
undefined,	
  generally	
  large	
  
group	
  of	
  people	
  in	
  the	
  
form	
  of	
  an	
  open	
  call.	
  	
  
Gold	
  Corp	
  Challenge	
  
Crowdsourcing	
   The	
  Genera�on	
  Game	
  
Digital	
  Na�ve	
  or	
  Digital	
  Immigrant?	
   Genera�on	
  Z	
  
Are	
  we	
  ready	
  for	
  them?	
  

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KM Conference 2013 Keynote - John Girard

  • 1. www.johngirard.net                                                                                    john@johngirard.net  1   It  is  all  about  People!   Sagology  is  dedicated  to  connec�ng  people  with  people  to   facilitate  collabora�on,  learning,  and  knowledge  sharing   through  keynotes,  workshops,  and  consul�ng.     sagology  [sāj-­‐ol-­‐uh-­‐jee]       -­‐noun         1.  the  study  of  organiza�onal  wisdom  in  all  its  forms,  esp.  with  reference  to   technology,  leadership,  culture,  process,  and  measurement   2.  the  study  of  one  venerated  for  experience,  judgment,  and  wisdom.       Origin:       2008;    Canadian  English,  from  Middle  English  sage  +  -­‐ology.         Sage  [Middle  English,  from  Old  French,  from  Vulgar  La�n  *sapius,  from  La�n  sapere,  to  be  wise;  see  sep-­‐  in  Indo-­‐European  roots.]   -­‐ology  [Middle  English  -­‐logie,  from  Old  French,  from  La�n  -­‐logia,  from  Greek  -­‐logiā  (from  logos,  word,  speech;  see  leg-­‐  in  Indo-­‐ European  roots)  and  from  -­‐logos,  one  who  deals  with  (from  legein,  to  speak;  see  leg-­‐  in  Indo-­‐European  roots).]   Knowledge  Sharing  –  Nothing  New?   Knowledge Management is the creation, transfer, and exchange of organizational knowledge to achieve a [competitive] advantage. What  Advantage?  
  • 2. www.johngirard.net                                                                                    john@johngirard.net  2   History  of  KM   Michael Polanyi 1950s Aristotle c. 350 BC Classification of Knowledge Aristotle Sir Francis Bacon 17th Century 1990s Carla O’Dell 2000s Jeff Howe Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information? —T. S. Eliot, The Rock (1935) CHAPTER 1 THE WHERE Informa�on  Overload   Information Overload Information overload occurs when the amount of input to a system exceeds its processing capacity. (Speier et al, 1999, p. 338) Information Overload Information overload is that state in which available, and potentially useful, information is a hindrance rather than a help. (Bawden, 2001, p. 6) Personal Information Overload A perception on the part of the individual (or observers of that person) that the flow of information associated with work tasks is greater than can be managed effectively. (Wilson, 2001, p. 113) Organizational Information Overload A situation in which the extent of perceived information overload is sufficiently widespread within an organization as to reduce the overall effectiveness of management operations. (Wilson, 2001, p. 113) 245+ academic papers on Information Overload 1972-2000 (Bawden, 2001) The  Problem  –  Enterprise  Demen�a   2/3 of managers complained of Information overload (KPMG, 2000) 38% of the surveyed managers waste a substantial amount of time locating information (Wilson, 2001) Managers “dwell on information that is entertaining but not informative, or easily available but not of high quality” (Linden, 2001, p.2) 43% of the managers delayed decisions because of too much information. (Wilson, 2001) The number of books published annually has increased exponentially since the 16th century. At present, the prediction is that the number of books doubles every 33 years (Hanka & Fuka, 2000). The total accumulated codified database of the world, which includes all books and all electronic files, doubles every seven years and some predict this will double twice a day by 2010 (Bontis, 2000). The  Cost?  
  • 3. www.johngirard.net                                                                                    john@johngirard.net  3   Big  Data   www.foreignaffairs.com/issues/2013/92/3   http://www.domo.com/   Big  Data   http://www.domo.com/   http://www.domo.com/   http://www.domo.com/   Lost  in  the  data  -­‐  Knowing  what  you  see!  
  • 4. www.johngirard.net                                                                                    john@johngirard.net  4    “a  group  of  obviously  related  units  of   which  the  degree  and  nature  of  the   rela�onship  is  imperfectly  known”   HP   What  is  knowledge?    knowledge is "defined broadly to include information, data, communication and culture” (p. 293) Communication Data Information Culture Knowledge: Concepts, experience, and insight that provide a framework for creating, evaluating and using information (p. 373). The  Cogni�ve  Hierarchy   Knowledge Information Data Ackoff’s Apex Wisdom Understanding Knowledge Wisdom: The collective and individual experiences of applying knowledge to the solution of problems (p. 373). The  difference  .  .  .  Data  to  Knowledge   October 27, 1917 Q1 - What time is it? Q2 – Where are these people? Q3 – Why is the boy smiling? Wisdom Understanding Knowledge
  • 5. www.johngirard.net                                                                                    john@johngirard.net  5   Types  of  Knowledge   Michael Polanyi Easier to replicate Leads to competency Harder to articulate Harder to transfer Harder to steal Higher competitive advantage Contributes to efficiency Easier to document and share 20% 80% Explicit Tacit Carla O’Dell O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC. Exchange  and  Transfer  of  Knowledge   Ikujiro Nonaka Sociali zation Externa lization Interna lization Comb ination TACIT EXPLICIT EXPLICIT TACIT The  importance  of  leadership  .  .  .   http://www.youtube.com/watch?v=lH39xjXaLW8   A  New  View  of  KM   Leadership Measurement Process Technology Culture A  li�le  TLC  goes  a  long  way!   Leadership  Transparency  Vision and example  Resources (including time) Technology  Help or hinder  Security issues  Tending toward free Culture  Need to Share vs Need to Know  Privacy  Content Creators Leadership Measurement Process Technology Culture New  Technology  
  • 6. www.johngirard.net                                                                                    john@johngirard.net  6   The  Right  Technology   TLC:  Leadership   Including Ray Downey, Special Operations Command lost 95 men that day – totaling 1,600 years of experience. (emphasis added) Open  Leadership   Respect  that  your   customers  and   employees  have   power.   Share  constantly   to  build  trust.   Nurture  curiosity   and  humility.   Hold  openness   accountable.   Forgive  failure.   http://www.charleneli.com/resources/new-­‐rules/   Openness  Audit       http://www.slideshare.net/charleneli/openness-­‐audit   A  leader’s  view  on  “knowing”.  .  .   “. . . there are known knowns; there are things we know that we know. There are known unknowns; that is to say there are things that we now know we don’t know. But there are also unknown unknowns — there are things that we do not know we don't know.” Knowns  and  Unknowns   Unknown Knowns Unknown Unknowns Known Knowns Known Unknowns Comp  Intell   HP  
  • 7. www.johngirard.net                                                                                    john@johngirard.net  7   Unknown  unknowns   Somewhere on the West Coast Data  Mining:  Unknown  Unknowns   Knowledge Information Data Knowledge Edge Wisdom Understanding Knowledge KnowledgeCreation “With 3,600 stores in the United States and roughly 100 million customers walking through the doors each week, Wal-Mart has access to information about a broad slice of America . . . The data are gathered item by item at the checkout aisle, then recorded, mapped and updated by store, by state, by region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB) 14 November 2004 Hurricane Impact  of  Culture   Tribal  Leadership   h�p://www.triballeadership.net/what-­‐is-­‐tribal-­‐leadership/diagnosing-­‐culture   www.johngirard.net/sas/   Stage  5  Organiza�ons  
  • 8. www.johngirard.net                                                                                    john@johngirard.net  8   Learning  to  see  things  differently   Corporate  Culture  is  Key   www.strategy-­‐business.com/article/11404   Will  people  understand  your  message?   Exchange  and  Transfer  of  Knowledge   Sociali zation Externa lization Interna lization Comb ination TACIT EXPLICIT EXPLICIT TACIT Leadership Measurement Process Technology Culture The best thing about the future is that it comes only one day at a time. —Abraham Lincoln CHAPTER 8 THE FUTURE
  • 9. www.johngirard.net                                                                                    john@johngirard.net  9   Are  You  Ready?   h�p://socialnomics.net/   What  would  you  do?   Do  you  know  your  customers?        “A  social  trend  in  which   people  use  technologies   to  get  the  things  they   need  from  each  other,   rather  than  from   tradi�onal  ins�tu�ons   like  corpora�ons.”   groundswell.forrester.com   The  Social  Technographics™  Ladder   Inac�ves  neither  create  nor   consume  social  content  of  any   kind   Spectators  consume  social   content  including  blogs,  user-­‐ generated  video,  podcasts,   forums,  or  reviews   Joiners  connect  in  social   networks  like  MySpace  and   Facebook   Collectors  organize  content  for   themselves  or  others  using  RSS   feeds,  tags,  and  vo�ng  sites  like   Digg.com   Cri�cs  respond  to  content  from   others.  They  post  reviews,   comment  on  blogs,  par�cipate   in  forums,  and  edit  wiki  ar�cles.   Creators  make  social  content   go.  They  write  blogs  or  upload   video,  music,  or  text.   Creators   Cri�cs   Collectors   Joiners   Spectators   Inac�ves   The  Social  Technographics™  Ladder   Creators   Cri�cs   Collectors   Joiners   Spectators   Inac�ves   US  55+   12%       28%       12%       26%       64%       30%   US  18-­‐24   46%       50%       38%       85%       89%       3%   US  35-­‐44   23%       34%       20%       54%       73%       17%   2010   24%       37%       21%       51%       73%       18%   2007   18%       25%       12%       25%       48%       44%   US  Adults   The  Social  Technographics™  Ladder   Creators   Cri�cs   Collectors   Joiners   Spectators   Inac�ves   2009   49%       46%       19%       48%       76%       9%   2007   38%       27%       14%       41%       39%       36%   South  Korea  Adults   2007   22%       36%       6%       22%       70%       26%   Japanese  Adults   2009   34%       30%       11%       26%       69%       23%  
  • 10. www.johngirard.net                                                                                    john@johngirard.net  10   http://www.globalwebindex.net   Global  Top  Internet  Sites  (Reach)   1.  Facebook    43%       2.  Google    42%       3.  YouTube    33%       4.  Yahoo!    19%       5.  Wikipedia  12%       6.  Baidu    12%   7.  Amazon    10%       8.  QQ          9%   9.  Live        8%   10.  Twi�er        6%   h�p://www.alexa.com/topsites/   18  June  2013   1.  Facebook   2.  Google.com   3.  YouTube   4.  Google.rs   5.  Blic   6.  B92   7.  Wikipedia   8.  NeoBux   9.  Yahoo!   10.  Kurir   Estimated  percentage  of  global  internet  users  who  visit:   United  Airlines  had  broken  Dave's  guitar  in  checked   luggage.  A�er  eight  months  of  pestering  the  company  for   compensa�on,  he  turned  to  his  best  tool—songwri�ng— and  vowed  to  create  a  YouTube  video  about  the  incident   that  he  hoped  would  garner  a  million  views  in  one  year.   Four  days  a�er  its  launching,  the  first  million  people  had   watched  “United  Breaks  Guitars.”  United  stock  went   down  10  percent,  shedding  $180  million  in  value;  Dave   appeared  on  outlets  as  diverse  as  CNN  and  The  View.   United  relented.  And  throughout  the  business  world,   people  began  to  realize  that  “efficient”  but  inhuman   customer-­‐service  policies  had  an  unseen  cost—brand   destruc�on  by  frustrated,  crea�ve,  and  socially   connected  customers.   The  Power  of  YouTube   Why                                            Ma�ers   >  655  Million   daily  ac�ve   users   >  1.1  Billion   monthly  ac�ve   users       >750  Million   monthly  ac�ve   mobile  users   250  million   photos  up  per   day   79%  of  users   outside  USA   70  languages   available     3  million   ac�ve  users  in   Serbia   1.3  million   ac�ve  female   users  in  Serbia   Personal  or   Professional?   Social  Media  Ac�on  Plan   Lead   Listen   Learn   Wikipedia  is  driven  by  a  global  community  of  more  than  150,000  volunteers—all   dedicated  to  sharing  knowledge  freely.  Over  almost  eight  years,  these  volunteers  have   contributed  more  than  11  million  ar�cles  in  265  languages.  More  than  275  million   people  come  to  our  website  every  month  to  access  informa�on,  free  of  charge  and   free  of  adver�sing.    
  • 11. www.johngirard.net                                                                                    john@johngirard.net  11   Crowdsourcing   http://www.youtube.com/watch?v=TCM7w11Ultk  Crowdsourcing  is  the  act   of  taking  a  job  tradi�onally   performed  by  a   designated  agent  (usually   an  employee)  and   outsourcing  it  to  an   undefined,  generally  large   group  of  people  in  the   form  of  an  open  call.     Gold  Corp  Challenge   Crowdsourcing   The  Genera�on  Game   Digital  Na�ve  or  Digital  Immigrant?   Genera�on  Z   Are  we  ready  for  them?