Using Second Life for Information Awareness in the Enterprise

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Using Second Life for Information Awareness in the Enterprise - Scott Brown, Special Libraries Association (SLA) presentation, June 2008

Technology Education

Breaking Rules, Building
Virtual Bridges:
Using Second Life for
Information Awareness in
the Enterprise

Scott Brown, MLIS
Senior Information Specialist
Digital Libraries & Research
Sun Microsystems, Inc.
Broomfield, CO, USA
scott.brown@sun.com

How did we get here?
• Unique corporate characteristics

2
Sun Proprietary/Confidential: Internal Use Only

How did we get here?
• Unique corporate characteristics
• Digital Libraries & Research staff with “inquiring minds”

3
Sun Proprietary/Confidential: Internal Use Only

How did we get here?
Unique corporate characteristics
•
Digital Libraries & Research staff with “inquiring minds”
•
Executive leadership
•
Executive mandate
•

4
Sun Proprietary/Confidential: Internal Use Only

What did we do?
• Baby steps
> Part 1 and 2 – part 1 non-threatening and familiar
• Adapted already-existing content

5
Sun Proprietary/Confidential: Internal Use Only

What did we do?
• Baby steps
> Part 1 and 2 – part 1 non-threatening and familiar
• Adapted already-existing content
• Called for help!

HELP!

6
Sun Proprietary/Confidential: Internal Use Only

What did we do?
• Baby steps
> Part 1 and 2 – part 1 non-threatening and familiar
• Adapted already-existing content
• Called for help!
• Called for help again!

HELP!
7
Sun Proprietary/Confidential: Internal Use Only

What did we do?
• Baby steps
> Part 1 and 2 – part 1 non-threatening and familiar
• Adapted already-existing content
• Called for help!
• Called for help again!
• What does success look like?

8
Sun Proprietary/Confidential: Internal Use Only

Results
• It felt like a physical setting

10
Sun Proprietary/Confidential: Internal Use Only

The “aha”!

• quot;I felt like I was in the room. It was amazing to be
sitting next to someone while watching the speaker!quot;
11
Sun Proprietary/Confidential: Internal Use Only

Learnings

12
Sun Proprietary/Confidential: Internal Use Only

Bridge the gap and find your niche

13
Sun Proprietary/Confidential: Internal Use Only

Think differently about learning in
Second Life

14
Sun Proprietary/Confidential: Internal Use Only

Think differently about learning in
Second Life

15
Sun Proprietary/Confidential: Internal Use Only

Think differently about learning in
Second Life

16
Sun Proprietary/Confidential: Internal Use Only

Think differently about what you
can provide

17
Sun Proprietary/Confidential: Internal Use Only

Partnering is essential for success

18
Sun Proprietary/Confidential: Internal Use Only

Events are a great entry point into
Second Life

19
Sun Proprietary/Confidential: Internal Use Only

The technology is still evolving

20
Sun Proprietary/Confidential: Internal Use Only

Effective participation requires
even more of a team effort

21
Sun Proprietary/Confidential: Internal Use Only

Resource links
• Digital Libraries & Research blog:
http://blogs.sun.com/library
• Virtual Worlds at Sun blog: http://blogs.sun.com/vw
• Project Wonderland blog:
http://blogs.sun.com/wonderland
• Sun's Immersive Special Interest Group http://sun-
isig.org/
• Search for Sun Microsystems in SL Search > Places and
visit

22
Sun Proprietary/Confidential: Internal Use Only

Scott Brown | scott.brown@sun.com
Sun Learning Services - Digital Libraries & Research
Sun Microsystems, Inc.
http://blogs.sun.com/library
Information | Inspiration | Innovation

Develop a strategy and roadmap to fit all the end-user computing pieces together and prioritize trends in your organization. Your Challenge The end-user computing landscape continues to grow more and more complex. Developing a strategy and roadmap that meet the capabilities of IT and the needs of end users is more and more important. Organizations need to focus on more than just the technology – people and processes need focus too. Our Advice Critical Insight The number of options available for end-user computing today—complicated by trends like mobility, consumerization, and BYOD—can be overwhelming for infrastructure managers developing a long-term strategy. Blindly following trends results in wasted effort and spending when initiatives have not been designed to fit together. An end-user computing strategy is not only about technology. Processes and people are equally important if a strategy is to be successful. Most strategies are stuck years in the past. Users have evolved faster than IT. Catch up, and ensure that your strategy is ready for the next decade. Focus on the user, not the device. A locked-down PC is obsolete. Impact and Result A well-planned end-user computing strategy can: Improve the lives of users by enabling access to company resources in a way that fits their use cases. Improve the lives of IT by implementing the most efficient tools for deploying, managing, and supporting end-user computing resources. Improve the business by reducing wasted spending and identifying new revenue opportunities enabled by new end-user computing trends. Develop an end-user computing strategy and roadmap that fits all the pieces together, and then communicate the plan with a set of simple documents.

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The 10-Step Knowledge Management Road map They copied all that they could follow but they could not copy my mind, and I left 'em sweating and stealing and a year and half behind —Rudyard Kipling. IN THIS CHAPTER • Understand the 10-step knowledge management roadmap and how it applies to your company. • Understand the four phases constituting these 10 steps: infrastructural evaluation; KM system analysis, design, and development; deployment; and evaluation. • Understand where each step takes you. • Articulate a clear link between KM and business strategy to maximize performance and impact on your company's bottom line. • Learn how to prioritize KM processes to maximize business impact. • Understand the key steps involved in knowledge auditing, knowledge mapping, strategic grounding, deployment methodology, teaming, change management, and ROI metrics formation. Knowledge management is a complex activity, and like anything else that cannot deliver business impact without a concrete plan, it needs a perfect plan. This chapter introduces that plan: the 10-step knowledge management roadmap that will guide you through the entire process of creating a business-driven knowledge management strategy, designing, developing, and implementing a knowledge management system and effecting the soft changes that are required to make them work—with your company in mind. I chose to describe this plan as a roadmap rather than relegating it to the status of a methodology. A methodology undermines the level of complexity that is actually involved in managing knowledge and gives it a deceptive look of a cookie-cutter formulation. May your competitors who thought that bleeding-edge technology was their nirvana rest in peace. For nothing—no technology, no market share, no product, and no monopoly— can ever provide a competitive advantage that is anything but temporary: They can all be copied, sometimes easily and sometimes with a little effort. Knowledge is the only resource that cannot be easily copied. Knowledge is much like copy protection: Even if your competitors get to it, they cannot apply it, for knowledge is protected by context in as copy-protected software is protected by encryption. This strengthening idiosyncrasy of knowledge also has a negative implication for you: You cannot easily copy a competitor's knowledge management strategy and system. Examples from your industry's leaders can be useful for understanding knowledge management, but they cannot show you the right way to do it. For these reasons, your knowledge management system and knowledge management strategy will have to be unique to your company. What follows in the next four sections of this book is an explication of the roadmap—not imitable methodology—that will help focus on your own company and develop a knowledge strategy whose results are hard hitting, but one that no competitor can easily duplicate. They can co

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Using Second Life for Information Awareness in the Enterprise

1. Breaking Rules, Building Virtual Bridges: Using Second Life for Information Awareness in the Enterprise Scott Brown, MLIS Senior Information Specialist Digital Libraries & Research Sun Microsystems, Inc. Broomfield, CO, USA scott.brown@sun.com

2. How did we get here? • Unique corporate characteristics 2 Sun Proprietary/Confidential: Internal Use Only

3. How did we get here? • Unique corporate characteristics • Digital Libraries & Research staff with “inquiring minds” 3 Sun Proprietary/Confidential: Internal Use Only

4. How did we get here? Unique corporate characteristics • Digital Libraries & Research staff with “inquiring minds” • Executive leadership • Executive mandate • 4 Sun Proprietary/Confidential: Internal Use Only

5. What did we do? • Baby steps > Part 1 and 2 – part 1 non-threatening and familiar • Adapted already-existing content 5 Sun Proprietary/Confidential: Internal Use Only

6. What did we do? • Baby steps > Part 1 and 2 – part 1 non-threatening and familiar • Adapted already-existing content • Called for help! HELP! 6 Sun Proprietary/Confidential: Internal Use Only

7. What did we do? • Baby steps > Part 1 and 2 – part 1 non-threatening and familiar • Adapted already-existing content • Called for help! • Called for help again! HELP! 7 Sun Proprietary/Confidential: Internal Use Only

8. What did we do? • Baby steps > Part 1 and 2 – part 1 non-threatening and familiar • Adapted already-existing content • Called for help! • Called for help again! • What does success look like? 8 Sun Proprietary/Confidential: Internal Use Only

9. What did we do? • Baby steps > Part 1 and 2 – part 1 non-threatening and familiar • Adapted already-existing content • Called for help! • Called for help again! • What does success look like? > Hint: it looks different 9 Sun Proprietary/Confidential: Internal Use Only

10. Results • It felt like a physical setting 10 Sun Proprietary/Confidential: Internal Use Only

11. The “aha”! • quot;I felt like I was in the room. It was amazing to be sitting next to someone while watching the speaker!quot; 11 Sun Proprietary/Confidential: Internal Use Only

12. Learnings 12 Sun Proprietary/Confidential: Internal Use Only

13. Bridge the gap and find your niche 13 Sun Proprietary/Confidential: Internal Use Only

14. Think differently about learning in Second Life 14 Sun Proprietary/Confidential: Internal Use Only

15. Think differently about learning in Second Life 15 Sun Proprietary/Confidential: Internal Use Only

16. Think differently about learning in Second Life 16 Sun Proprietary/Confidential: Internal Use Only

17. Think differently about what you can provide 17 Sun Proprietary/Confidential: Internal Use Only

18. Partnering is essential for success 18 Sun Proprietary/Confidential: Internal Use Only

19. Events are a great entry point into Second Life 19 Sun Proprietary/Confidential: Internal Use Only

20. The technology is still evolving 20 Sun Proprietary/Confidential: Internal Use Only

21. Effective participation requires even more of a team effort 21 Sun Proprietary/Confidential: Internal Use Only

22. Resource links • Digital Libraries & Research blog: http://blogs.sun.com/library • Virtual Worlds at Sun blog: http://blogs.sun.com/vw • Project Wonderland blog: http://blogs.sun.com/wonderland • Sun's Immersive Special Interest Group http://sun- isig.org/ • Search for Sun Microsystems in SL Search > Places and visit 22 Sun Proprietary/Confidential: Internal Use Only

23. Scott Brown | scott.brown@sun.com Sun Learning Services - Digital Libraries & Research Sun Microsystems, Inc. http://blogs.sun.com/library Information | Inspiration | Innovation

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