This document discusses knowledge management strategies and visions. It proposes transforming an organization called Vantage into a central place to connect, collaborate, collect, and communicate knowledge by enabling expertise networks, workspaces for client collaboration, improved knowledge collection and dissemination, and integrated content sharing. The goal is to empower associates and instill growth through an enterprise 2.0 framework providing social networking, mobile team collaboration, and systems to engage clients and the business network.

1. Knowledge Management
A br and i ve f or KM
per spect new
Joachim Stroh KM Strategy Vision v1.2
April 2010
<copyright>
© 2009 Towers Perrin

2. Knowledge Management
SubtVantagel e goes
Search for i t
Search & Discovery
her e
Joachim Stroh KM Strategy FINAL Update v1.0
March 2011
<copyright>
© 2009 Towers Perrin

3. Knowledge Management
A br and i ve f or KM
per spect new
Joachim Stroh KM Strategy Strategy and Execution v0.7
May 2010
<copyright>
© 2009 Towers Perrin

4. work day
Networks
Stories
Feeds
Email Meetings Phone IM
Optimized for Communicating knowledge stocks
shift
Optimized for Creating knowledge flows
Email Meetings Phone IM Stories Feeds Networks
show · tell listen · learn connect · co-create
4

5. Your typical work day
Networks
Stories
Feeds
Email Meetings Phone IM
Optimized for knowledge stocks
shift
Optimized for knowledge flows
Email Meetings Phone IM Stories Feeds Networks
show · tell listen · learn connect · collaborate
5

6. Learning
Formal
Knowledge Just-in-Case
Informal
Knowledge in Context
Teaching
Social
Learning
Experience
• top-down • bottom-up
Social
LMS/LCMS • participative
• authoritative Training
Putting
• hierarchical knowledge • networked
to use at the
right place
and time
Static knowledge asset
Dynamic knowledge asset
Courses Conversations
6

7. © Socialcast, 2010
Reach
Traditional channels reach 1:1 or 1:m vs. Narrowcast Multicast Broadcast Simulcast
m:n (many-to-many) for activity streams
Access
Data is typically stored on the device or a Private Private Private Shared
local machine vs. shared on the server
Filter
Traditional channels usually have a bad Noise Noise Noise Signal
signal:noise ratio, less so with streams
Time Management
Stephen Covey’s Time Mgt Matrix puts Urgent Urgent Urgent Not Urgent
phone/fax/email into QI, streams into QII
Push vs. Pull
John Hagel’s Power of Pull explains Push Push Push Pull
advantages of pull over push technology
Apps
A variety of apps can be downloaded on
smart phones to cover these channels
7

8. How we are getting there:
Activity Streams in Context
Sales
Practice Office Corporate
Client Client
Community Community Community Project Project Project Project
like like
Past
email
desktop
dashboard
mobile
8

9. IC/Content Framework
Intellectual Capital (IC)
Stage
Human Capital Customer Capital Structural Capital Social Capital*
Tacit Knowledge TMOs/Client Contacts IC Repositories Relationship Data
Data Point Associate Skill Sets OBI/Client Activities Data Feeds Social Analytics
Expertise Networks Client/Market Intelligence Emerging Business Processes Social Processes
Information Flow Idea Management Relationship Management and Best Practices Social Networks
Know-how Know-why Client/Market Understanding IC/P&P/TL/Brand/Collateral Individual Sense Making
Knowledge Asset Collective Knowledge Client Delivery Models Business Understanding Collective Decision Making
Vantage
Service/Product Industry Account Person
*The sum of the relationships associates have acquired over their lifetime in a networked organization.
- Dion Hinchcliffe, The Social Organization9

10. KM Vision
To transform Vantage into a go-to place to get work done by enabling four core
activities: connect, collaborate, collect and communicate
 Connect  Collect
Tap into expertise networks and build Improve ways to collect and
new relationships with ease across the disseminate our core IC (Intellectual
firm; enable new ways to present Capital); use meta-data wisely to serve
ourselves and work together to build up targeted information feeds on
and advance our collective knowledge; communities and sites; create a
explore new ways to consume and common taxonomy to standardize on
contribute to information flows; terms and queries across the firm
 Collaborate  Share
Provide (mobile) workspaces for client Integrate and simplify our content
teams to actively collaborate on work management tools and processes to
assignments; enable mobile devices to allow for streamlined communications
stay better connected inside and to our communities and sites;
outside the firm; define new ways to
process and disseminate information
learned in these assignments
10

11. Enterprise 2.0 Framework
Providing a Toolkit to Instill Growth and to Empower Our Associates
External Social External Client
Networking Collaboration
Social Business Mobile Work
Software Teams Systems of
Engagement
Connect 2.0 Collaborate 2.0
Business Networking Team Collaboration
U4U O4O
Outside U4O O4U
the Firewall
Collect 2.0 Publish 2.0
Inside the Document Collection Content Publishing
Firewall Systems of
IC/Content Web Content Record
Internal Repositories Publishing
Content
Providers
U=User External Information Internet and Email/
O=Org Providers Direct Marketing
11

12. How we are getting there:
A Roadmap for E2.0
Vendor Vendor
Innovation Innovation
Future Future Future
State State State
TRACK 1 BUY
Start Accelerate Expand
Using It Usage Usage
Current Future
State State
Innovation
Stops Here
TRACK 2 BUILD
Future Future Future
Milestone Milestone Milestone
Start Start Start
Spec’ing It Revising It Piloting It
12
*See here http://gigaom.com/collaboration/the-future-of-work-10-ways-that-the-world-of-work-will-change-in-the-2010s/
** Another take on this is Social Analytics http://www.slideshare.net/dhinchcliffe/the-future-of-social-analytics-defrag-2010

13. Social Software Landscape
Enterprise 2.0 as the new Interface
Customers CRM Social
Clients CRM
Twitter
Client Spaces LinkedIn
Podcast
Ad-hoc Groups Prospects
Team
Social Networking Disqus Social
HR
Portals
Sites Sales
Portals
Media
Activity Streams
Knowledge Relations
Bases YouTube Facebook
Intranet IC Enterprise
Publications
1.0 2.0 Briefs
Investors
Employees Communities Blogs/Wikis Traditional
of Practice
Policies&
Media
Procedures Prediction Mkt Newsletters
Ideation Press Releases
Feeds
Social Competitors
MI/MR MI/MR
SIGs
Providers Brand
Suppliers Firewall
Source: based on Susan Scrupski - http://www.slideshare.net/itsinsider/enterprise-20-demystified 13

14. KM/Application Framwork I
Social Media Social CRM
Social Business Mobile Work buy
Software Teams
Systems
connect collaborate of
User4User Org4Org Engagement
Mostly
Contributors
configure
customize
collect communicate Systems
of
User4Org Org4User
Record
build
Mostly IC/Content Web Content
Consumers Repositories Publishing
News Providers Traditional Media
Inside/Outside 14
Firewall

15. high
Social Marketing
Media Nirvana One-to-one-to-many,
measured with NPS
Reach
Marketing Digital
Wasteland Media
low
low high
Focus
15

16. How we are getting there:
Information Flows
Web Content
Web Content Mgt Rich Media Content
IC/Content Mgt Content Mgt File Content
Expand
IC Processing Intellectual Capital
60K+ docs
Subscriptions
News/Info Mgt Market Intelligence News Content Internet Support
Associates
Consolidate Internal News Intranet Support
Social Networking CRM/Team Support
Social Messaging IT Support Clients
Social Software
Social Applications Social Capital HR/Legal Support
Invest (Buy)
Blogs and Wikis File Content Help Desk Support
Rich Media Content Prospects
Social Search
People Search
Search & Discovery
IC/Topic Search Meta Content
Expand
Client Search Meta Data 16
Functions Services Content Types Support Audiences

17. Organizational Alignment
Creating a Flocking Behavior
100%
Working in
isolation/ silos,
no flocking
behavior
% of
Influential
Adopters
Highly
connected,
strong flocking
behavior
5%
5% 100%
Degree of
Connectedness 17
Birds generated with FLINT Particle System

18. Organizational Alignment
Creating a Flocking Behavior
- Degree of Connectedness -
Low Medium High
People Disengaged Participative Engaged
Processes Coordinated Cooperative Collaborative
Technology Fragmented Centralized De-centralized
Knowledge In Fiefdoms Within Groups With Collective
Information
Vertical Horizontal Networked
Flows
18
Chart adopted from The Social Intranet, Oscar Berg, Management Consultant at Acando, Sweden

19. How we are getting there:
A Roadmap for E2.0
(d) Sociological Gap
(Individual vs. Collective Mind)
Connection Future
Filtering** State
Connection
Explosion
Networked
Collective Collective
Knowledge Mind
(c) Organizational Gap
Enterprise 2.0
(b) Behavioral Gap
(Hierarchies vs. Work Swarms*)
(Status Quo vs. Change)
Intranet 1.0 Information
Filtering
Information
Explosion
Hierarchical
Current
State
Individual Individual
Knowledge Productivity
(a) Technological
Gap (1-Way vs. 2-Way)
Consume Contribute
19
*See here http://gigaom.com/collaboration/the-future-of-work-10-ways-that-the-world-of-work-will-change-in-the-2010s/
** Another take on this is Social Analytics http://www.slideshare.net/dhinchcliffe/the-future-of-social-analytics-defrag-2010

20. The Long Road to Trust
Collective
Knowledge Collective
Mind
discover
connect
2
Increase of signal-
1 Increase in
to-noise ratio
Increase of
Tapping into informal
conversations
info flows 4 respond
Raise of
networks and sources
situational
Stages Rise of filter awareness 6 Awareness of the
expertise 3 collective mind
networks
sense
create Increase in
5 collective
decision
making
discover
Individual
Knowledge trust
People connect Individual
Mind
7
filter
create
respond
sense
trust
Social Networking Social Search Social Capital Social Filtering Social Analytics Social Processes
Technology 1 Connecting 2 Finding 3 Aggregating 4 Recommending 5 Listening 6 Deciding
20

21. How we are getting there:
Changing Technology Landscape
Current Future
State State
2011 2012
and
Activity Streams Social Filtering beyond
Social Software
Social Business Networking Social Business Analytics
Expertise Networks Social Business Processes
Microblogging
Idea Management
Passive Communications
Feeds/Subscriptions
Comms
Newsletters and Email Communications
Synchronous Communications
Collective Authoring
Teams
Collective Decision Making
Work Swarms
Cloud Computing
Infra
Cloud Platforms
Smartphones
Media Tablets
Mobile
Mobile Apps 21
Mobile App Stores

22. Connecting the Workforce:
Shifting the Flow of Information
important
Essence
activity
streams
news
feeds
Information
Explosion
urgent email
news
letters wikis/
blogs dash news
instant boards papers/
messaging voice magaz
Narrow
watch pager mail
Information
Email
Filters
strategic
Notifications
Broad
not important
Distraction Based on Steven Covey’s Time Management Matrix
22

23. How we are getting there:
A Proven KM Platform Model
Towers branded
Vantage OnePlace …
Web Sites/Portals Watson for output
← Web Sites display, aggregate & personalize assets →
streamlined
Applications CIS DST OBI … for input
←Applications create assets →
News & Info Social Business Web Content Aggregation & Distribution &
KM Services & Management Software Publishing Syndication Campaign Mgt
Capabilities
(Business Search & Metrics & Communication & Surveys & IC Processing
Architecture) Discovery Measurement Collaboration Polling & Classification
← Disciplines shape operating models →
Taxonomy & Roles, Entitlement & IC/Content Corporate
Meta-Data Authorization Object Model Data Model
(Data Architecture)
← Ontologies glue processes together →
Technical Servers, Network & RDBMS & Security Directory
Infrastructure Transportation DataMart Services Services
23
← Infrastructure provides the foundation →

24. Future State Vantage
Charging Four Core Functions
Submitting Growing Establishing Connecting
& Retrieving Community Mobile Team & Staying
IC/Content Content Workspaces Connected
#assets #pages #spaces #relationships
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