This document discusses managing knowledge and change in organizations. It argues that knowledge should be "released" rather than managed by making it widely available through various dimensions like people, files, online content and conversations. While knowledge is surfaced through these dimensions, sharing is enabled or inhibited by factors like leadership, processes, people motivation and technology. The document outlines features of collaboration platforms and how cognitive technologies can help change behaviors to more transparent ways of working. It stresses the importance of motivating both management and employees to drive organizational change through initiatives that make knowledge sharing easy and integrated into regular work.

1. Managing Knowledge and Change
Peter Bjellerup – IBM Digital Engagement SWAT Team

2. MANAGING KNOWLEDGE
Let’s spend the first section on:

3. You’re in a fair-sized company, with multiple locations.
Describe your ideal way of resolving one of the situations?
1.
This task is too
tough for me.
I need help!
2.
Someone must
have done
something like
this before
3.
I’d like to learn
more about this
exciting new topic
4.
I have a great idea
to improve our
business/product/
service
5.
I’m really proud of
this piece of work.
And it could be
very useful for my
colleagues
6.
What’s our history
with this
company? Do we
have any good
contacts with
them already?
7.
I’m new on this
project. I need to
understand the
approach taken,
the context and
background

4. It’s not about managing knowledge.
It’s about releasing knowledge!
From heads, hard drives and mail conversations
Managing Knowledge Releasing Knowledge
Control Availability
Access and authority Motivation
Repositories Arenas
Taxonomies Folksonomies
Experts Expertise
Grand Bite-sized
File-centric People/Relations +
Content/Conversations

5. Knowledge and expertise has several dimensions
People/expertise
File sharing
Online content
Conversations
Meta Knowledge
Who knows what?
Sharing as a “side effect”
On purpose. Blog, wiki, video
Forums, Status updates, Comments, Responses
Likes, Tags, Bookmarks, Recommendations, Ratings
Downloads, Views
KnowledgeDimensions

6. But while knowledge is surfaced through those dimensions, availability and
sharing is enabled (or inhibited) by a different range of factors.
These are the ones we can work on to boost knowledge sharing.
People/expertise
File sharing
Online content
Conversations
Meta Knowledge
Leadership&Strategy
Processes,Policies&Standards
People&Motivation
Systems&Technology
KS/KMTeam&Organization
Enablers (Inhibitors)
KnowledgeDimensions

7. But while knowledge is surfaced through those dimensions, availability and
sharing is enabled (or inhibited) by a different range of factors.
These are the ones we can work on to boost knowledge sharing.
People/expertise
File sharing
Online content
Conversations
Meta Knowledge
Leadership&Strategy
Processes,Policies&Standards
People&Motivation
Systems&Technology
KS/KMTeam&Organization
Enablers (Inhibitors)
KnowledgeDimensions
Knowledge Sharing Culture

8. Smart organizations realize the benefits to them of knowledge sharing
• Faster identification of
opportunities and threats
and faster execution of
response
Agility
• Reduced reliance of
knowledge hoarded by a
few experts, knowledge
that disappear with them
Resilience
• Reduced duplication of
effort
• Faster onboarding
• Shorter runway
Efficiency
• Reduced distortion
• Clarity of direction
Effectiveness
• Increased occurrence of
chance meetings
• More engaged employees
Inspiration and
innovation

9. Access to shared
content & communities
Rich “phone book”
Post, respond and
read updates from
person, network
and content
Tags by self &
others
Network
Report-to chain
Links
Flow of updates from:
Network
Communities
Content shared &
followed
Conversations
Plus
Recommendations
based on analytics
Key components of a comprehensive collaboration and networking platform
Network Communities
Content /
Conversations
Content / Conversations
Files Blogs Wikis
Microblog Activities Events
Forums Ideation Surveys
Meta information
Bookmarks Tags
Likes Ratings
Views Downloads
Homepage
ProfileBizCard

10. Features is not all that counts. Some characteristics are critical
Easy to reach Secure
Versatile
Coherent
Integrated
Simple
“Open”
IP Hackers
Network Groups
Contents/
Conversations
BYOD
“Appifiable”

11. Let’s look at the real thing, IBM Connections Profiles
ProfileBizCard

12. And the home page

13. List of my communities in IBM Connections

14. And My Network of course

15. MANAGING CHANGE
Let’s look at changing to transparent ways of working

16. We started the first section discussing your ideal way to do these.
How do you think they are usually dealt with today?
1.
This task is too
tough for me. I
need help!
2.
Someone must
have done
something like
this before
3.
I’d like to learn
more about this
exciting new topic
4.
I have a great idea
to improve our
business/product/
service
5.
I’m really proud of
this piece of work.
And it could be
very useful for my
colleagues
6.
What’s our history
with this
company? Do we
have any good
contacts with
them already?
7.
I’m new on this
project. I need to
understand the
approach taken,
the context and
background

17. People usually default to either “phone a friend” or “mail to all”

18. They are stuck in their old ways

19. We want people to change from this…

20. …to this!

21. Smart employees realize the benefits to them of knowledge sharing
• Faster identification of
opportunities and threats
and faster execution of
response
Agility
• Increased transparency
empowers faster decisions
better informed and with
less dependency on formal
structures
• Reduced reliance of
knowledge hoarded by a
few experts, knowledge
that disappear with them
Resilience
• Being able to do your job
better by learning from
others and finding
information faster
• Reduced duplication of
effort
• Faster onboarding
• Shorter runway
Efficiency
• Saving the time spent in
resolving challenges and in
onboarding
• Reduced distortion
• Clarity of direction
Effectiveness
• Improved job performance
and productivity that
comes from learning from
others
• Increased occurrence of
chance meetings
• More engaged employees
Inspiration and
innovation
• Chance meetings with
inspirational colleagues
and knowledge
• Better understanding of
the organization

22. Have you tried to hold a beach ball underwater?
What happens when you let go?

23. Understand your key stakeholders, influencers and target audiences
• Executives
• Managers
• Early Adopters
– Champions
– Community Managers
• Transformation team
• Internal Communications
• Role models
• “Tippers”

24. You need M2E2ME to make change happen
M2 Motivate Management
E Easy
E Embed (Integrate)
ME Motivate Employees

25. Motivate Management – Without an engaged and motivated management
team, you will get neither to the starting blocks, nor across the finishing line

26. Easy –
The smaller the effort is to change, the less you need to invest in training
and change management

27. User Analytics
The ability to analyze a users behavior and interactions in order to determine optimal results.
Voice Recognition
The ability to interact directly with an application through voice commands.
These solution combine voice recognition, natural language processing and searching.
Personal Assistant
Systems that take actions on a user’s behalf that are usually associated with human execution
Cognitive
The ability for a system to take “human-like” cognitive action without prior programming.
Adding cognitive computing to make it even easier and more tempting to
change your ways of working

28. User Analytics
The ability to analyze a users behavior and interactions in order to determine optimal results.
Voice Recognition
The ability to interact directly with an application through voice commands.
These solution combine voice recognition, natural language processing and searching.
Personal Assistant
Systems that take actions on a user’s behalf that are usually associated with human execution
Cognitive
The ability for a system to take “human-like” cognitive action without prior programming.
“I’ve got five minutes before I walk into a
meeting. Prioritize my world for me!”
A personal assistant to surface priority tasks

29. User Analytics
The ability to analyze a users behavior and interactions in order to determine optimal results.
Voice Recognition
The ability to interact directly with an application through voice commands.
These solution combine voice recognition, natural language processing and searching.
Personal Assistant
Systems that take actions on a user’s behalf that are usually associated with human execution
Cognitive
The ability for a system to take “human-like” cognitive action without prior programming.
“I’ve got five minutes before I walk into a
meeting. Prioritize my world for me!”
“Text my husband about the dinner plans.
Now, read me my urgent emails ”
Understand and take action on spoken instructions

30. User Analytics
The ability to analyze a users behavior and interactions in order to determine optimal results.
Voice Recognition
The ability to interact directly with an application through voice commands.
These solution combine voice recognition, natural language processing and searching.
Personal Assistant
Systems that take actions on a user’s behalf that are usually associated with human execution
Cognitive
The ability for a system to take “human-like” cognitive action without prior programming.
“I’ve got five minutes before I walk into a
meeting. Prioritize my world for me!”
“Text my husband about the dinner plans.
Now, read me my urgent emails ”
“Yes, please set up that appointment and
return the requested files to the boss”
Smart calendar management and facilitating taking action needed

31. User Analytics
The ability to analyze a users behavior and interactions
in order to determine optimal results.
Microsoft Office 365 Graph
Voice Recognition
The ability to interact directly with an application
through voice commands.
These solution combine voice recognition, natural
language processing and searching.
Siri, Cortana and Google Now have made this
capability mainstream
Personal Assistant
Systems that take actions on a user’s behalf that are
usually associated with human execution
Examples include prioritization of email inbox,
assisting in setting up meetings, returning
emails and a lot of consumer capabilities that
apply to the enterprise.
Cognitive
The ability for a system to take “human-like” cognitive
action without prior programming.
Watson answering questions that it has not
been previously “taught” to answer is an
example.
“I’ve got five minutes before I walk into a
meeting. Prioritize my world for me!”
“Text my husband about the dinner plans.
Now, read me my urgent emails ”
“Yes, please set up that appointment and
return the requested files to the boss”
“I’d like to see those research documents
about diabetes. Did the new medication get
FDA approval yet?”
Find information and answers

32. Embed – knowledge sharing must be part of your job, not on top of it

33. Motivate Employees – the key to change
• Sense for a larger mission. Your job also includes using
your experience and expertise to help others succeed
• Personal performance & efficiency
• Formal recognition
• Informal recognition
• Leader’s words and actions
• Visibility of achievements
• Intrinsic (feeling good)
”Why should I even learn to use
a system to share knowledge if I
get nothing out of it, except
possibly complaints from my
manager that I waste time?”
”I know I’m supposed to
document Lessons Learned,
but they seem never to be
used or even noticed, so I’ll
keep it to a minimum”

34. Business as unusual is the sweet spot of collaboration and transparency.
Use it to manage change communications in big transformations!
Focus
CommunicationTransaction
Predictable Unpredictable
Context
I need… Can
anybody help?
Sure! The
same
happened to
me

35. Thank you for your attention
http://ibm.co/bjellerup
www.thesocialswede.com
Twitter: @thesocialswede
Learn from mistakes, preferably those of others.
Stupid mistakes are those you repeat