This document discusses the relationship between Enterprise 2.0 technologies and Knowledge Management (KM). It defines Enterprise 2.0 as systems that enable rapid collaboration, information sharing, and integration capabilities. KM 2.0 leverages these technologies to overcome issues with early KM efforts by lowering barriers to knowledge sharing and creating a culture of participation. By adopting new worker models and tools that facilitate tacit and explicit knowledge processes, Enterprise 2.0 serves as the solution to longstanding KM problems by engaging employees to share their knowledge.

1. Enterprise 2.0 = KM 2.0?
Carl Frappaolo
VP, Market Intelligence @ AIIM.org

2. ?
What is
Knowledge
Management

3. ?
What is
Enterprise
2.0

4. Knowledge Management
• quot;Leveraging collective wisdom and
experience to accelerate innovation
and responsiveness”
– C. Frappaolo,
“Exec Express
Knowledge Management,”
Capstone, 2006
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5. 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? enable the environment?
• Are priorities aligned with People Technology
• 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?

6. Enterprise 2.0
quot;A system of web-based technologies
that provide rapid and agile
collaboration, information sharing,
emergence and integration capabilities
in the extended enterprise”
– AIIM Market IQ Q1 2008
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7. What are You Trying to
Accomplish With Enterprise 2.0

8. Market Evolution
–Remember
• 4GLs and RDBMS
• “PC Revolution”
• Advent of E-mail
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9. Market Evolution
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10. Worker Models for Worker Models 2.0
Technology & Cultural Enterprise
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
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© AIIM | All rights reserved 6

11. Early KM
(KM 1.0)

12. Carried Away with
Technology
Awkward, disjointed and intrusive
interfaces for Knowledge input &output

13. Academic Theory
Collides with Reality

14. End Result?

15. KM Had Success in
(Some) Organizations
(But in some, KM is a dirty word if
known at all)

16. No Matter How
Important I Believe KM
to Be

17. To Some
Organizations, KM is...
Under the Radar

18. Meanwhile...
KM Practitioners say...
“Rumors of my death
have been greatly
exaggerated”

19. The Primary KM
Issues Still Remain

20. Brains...
Can’t hire the talent you
want,
aren’t tapping the talent
you already have,
watching talent walk out
the door .

21. NOTE TO SELF:
Yes, It
Does!
KM
u gh T
n tho OU
Eve ot AB
is n tech, O it
D
ard to tech
It ’s h OUT
H
WIT

22. Culture Creeps
Cautiously

23. 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? enable the environment?
• Are priorities aligned with People Technology
• 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?

24. The Solution?

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

26. 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? enable the environment?
• Are priorities aligned with People Technology
• 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?

27. ?
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

28. 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? enable the environment?
• Are priorities aligned with People Technology
• 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?

29. E2.0 = KM 2.0?

30. Web 2.0 = E2.0
AIIM Market IQ - The State of the Market

31. What do YOU think?

32. www.aiim.org
cfrappaolo@aiim.org
www.takingaiim.com