The document outlines an approach taken to introduce a wiki for knowledge sharing in a central knowledge group at a bank. The key steps taken were: 1) Identifying a suitable first user group. 2) Identifying and analyzing key people who could become advocates. 3) Having key people experiment with the wiki tool. 4) Turning key people into "evangelists" by having them share success stories. 5) Having evangelists train other groups on wiki use. The main learnings were to start by defining why change is needed, focus on individual motivation over groups, gain management support, fit the new tool with existing workflows, and measure adoption.

1. Adoption of New Media
in organizations
Dr.ir. Robert Slagter

2. About me…

3. Outline
• The case: Introducing a wiki for knowledge sharing
• The setting and issue
• Our approach
• Models: Gartner hypecycle and Rogers
• Bottom-up strategy
• Top-down strategy
• Main learnings

4. Case: a wiki for
knowledge sharing

5. Wiki’s in plain English
http://www.youtube.com/watch?v=-dnL00TdmLY

6. Context: a central knowledge group in a bank

7. My assignment
Issue: Assigment:
• Our knowledge centre • Help them introduce
needs to add more a wiki to share
value knowledge
• Other groups don’t
use their services

8. First observations

9. Unless a person from the group came

10. My first intervention

11. As a result

12. The morale

13. 3 levels to achieve change
STRATEGY Create vision
TACTICAL Create process
OPERATION Do the work

14. Our approach
to the more technical side

15. How to get this team
to start using wiki’s
for knowledge sharing?

16. Steps we took
Step 1: Identify a suitable first user group
Step 2: Identify and analyse key people
Step 3: Experiment with the tool
Step 4: Turn key people into “evangelists”
Step 5: Turn "evangelists" into trainers

17. Step 1: Identify a suitable first user group

18. Step 2: Identify and analyse key people

19. Determine “what’s in it for them?”

20. Step 3: Experiment with the tool

21. Help them use the tool

22. Stimulate unexpected use

23. Gartner hype cycle

24. Gartner hype cycle
Peak of inflated
expectations
Plateau of
productivity
Slope of
enlightenment
Technology
Trough of
trigger
disillusionment

25. Gartner hype cycle
Peak of inflated
expectations
Microblogging Plateau of
productivity
Slope of
enlightenment Tablet
computer
Surface
computers Virtual worlds
Technology
Trough of
trigger
disillusionment

26. Model of Rogers
Early Early Late
Innovators Laggards
adopters majority majority

27. Linking Rogers and Gartner
Peak of inflated
expectations
Plateau of
productivity
Slope of
enlightenment
Technology
Trough of
trigger
disillusionment
Innovators Early Early Late Laggards
adopters majority majority

28. Model of Rogers
Chasm
Early Early Late
Innovators Laggards
adopters majority majority

29. Overcoming the chasm: support to change processes
A B Z
A B NEW Z

30. Step 4: Turn key people into “evangelists”

31. Form an active, passionate core team

32. Levels of participation
Outsiders
Passers-by
Read-only members
Active participants
Core members

33. Collect success stories

34. Step 5: Turn "evangelists" into trainers

35. Steps we took
Step 1: Identify a suitable first user group
Step 2: Identify and analyse key people
Step 3: Experiment with the tool
Step 4: Turn key people into “evangelists”
Step 5: Turn "evangelists" into trainers

36. 5 main learnings

37. #1: Start with “WHY?”
WHY
HOW
WHAT

38. #2: Focus on personal motivation – not groups

39. #3: Create management buy-in

40. #4: See how the new tool fits existing routines

41. #5: Let people share success stories & measure use

42. Contact us
www.gridd.nl