the-evolution-of-knowledge-management-km-10-vs-km-20772

IBM Global Business Services Industry Trends: the evolution of knowledge management (KM 1.0 vs. KM 2.0) Jennifer Okimoto September - 2007 © Copyright IBM Corporation 2007 IBM Global Business Services This is a typical reaction to KM efforts… Courtesy of Rod Boothby , Innov ation Creators blog Slide 2 | September - 2007 © Copyright IBM Corporation 2007 IBM Global Business Services And today? There is little agreement in the industry… however, here is some of the latest thinking “You can’t manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.” Chris Collison and Geoff Parcell, Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations “…if you ask someone, or a body for specific knowledge in the context of a real need it will never be refused. If you ask them to give you knowledge on the basis that you may need it in the future, then you will never receive it.” David Snowden, Cognitive Edge “ …the focus is pretty much around the subject of people…And, like we all know, a successful KM strategy is one that combines into a perfect balance a focus on the people, on the tools and on the processes.” Luis Suarez, IBM Slide 3 | September - 2007 © Copyright IBM Corporation 2007 The collaborative work process – from the people’s point-of-view An individual The contributor A single person creates with others Social context • • • • • • Other individuals Teams Communities Organizations Business processes Meeting and event participants in many ways Conversation, activities Discussing, co-authoring, tagging, brainstorming, decision making, presenting, mentoring, networking, assessing quality, awarding to create business value Delivered content • Innovation • Content • Increasingly knowledgeable contributors Metrics: quality and speed and a reputation Delivered recognition • • • • • Contribution Social capital Reputation Trust Expertise IBM Global Business Services Metrics: quality and reach What the contributor needs for collaborative work… Find out about a contributor’s expertise, contributions, interests, and social networks Find contributors Choose the place or method where the contributions are aggregated Contribute through coauthoring, tagging, brainstorming, rating, etc. Find the documents that will assist in reaching my business goals Give & get recognition on achievements and qualities that are important to me Establish the platform Contribute, co-author Find content Give & get recognition Will Morrison, IBM CIO Program Lead, The Collaborative Workplace Slide 4 | September - 2007 © Copyright IBM Corporation 2007 The collaborative work process – what the organization must enable An individual The contributor A single person creates with others Social context • • • • • • Other individuals Teams Communities Organizations Business processes Meeting and event participants in many ways Conversation, activities Discussing, co-authoring, tagging, brainstorming, decision making, presenting, mentoring, networking, assessing quality, awarding to create business value Delivered content • Innovation • New content • Increasingly knowledgeable contributors Metrics: quality and speed and a reputation Delivered recognition • • • • • Contribution Social capital Reputation Trust Expertise IBM Global Business Services Metrics: quality and reach What the contributor needs for collaborative work… Find out about a contributor’s expertise, contributions, interests, and social networks Find contributors Choose the place or method where the contributions are aggregated Contribute through coauthoring, tagging, brainstorming, rating, etc. Find the documents that will assist in reaching my business goals Give & get recognition on achievements and qualities that are important to me Establish the platform Contribute, co-author Find content Give & get recognition Will Morrison, IBM CIO Program Lead, The Collaborative Workplace Slide 5 | September - 2007 © Copyright IBM Corporation 2007 IBM Global Business Services Organizations are considering how they will shift from private and controlled environments to public and dynamic collaboration Public  Platform across the enterprise and beyond  Online reputation  RSS feeds  Communities  Websites and portals  Online presence and instant messaging  Individuals  Books and journals  Data, information, and documents in shared databases  Telephone Traditional Slide 6 | September - 2007  Team rooms  Forums  Web conferencing  Expertise profiles  Social software:  Blogs  Wikis  Social bookmarks  Tagging  Voting  Podcasts and videocasts Private      Taxonomies Directories Classrooms Conferences Email Time Web1.0 As new sources and methods to share knowledge appear, none of the old disappear Web2.0 © Copyright IBM Corporation 2007 IBM Global Business Services Our view on the evolution of KM and Collaboration KM and Collaboration in the past KM and collaboration is extra work KM and collaboration are sets of tools I work by myself People directories provide contact information Work happens in unannounced groups Content is protected Searches for content and experts are unrelated My value to the company is based on my deliverables Customers are interesting The online experience is a Conversation with text and data Targets increased productivity Slide 7 | September - 2007 KM and Collaboration moving forward Collaborative work is what work is Collaboration is co-authoring the outcome I am immersed in the conversations of the workplace Dynamic profiles reflect what I do, with whom, and how well I do it. Work happens publicly where everyone participates Content is fluid and is developed through participation Experts lead to content, content leads to experts I am a professional whose value is based on both my deliverables and my reputation I depend on customers for feedback Collaborative work and Conversation with data are equally important Provides a platform for innovation © Copyright IBM Corporation 2007 IBM Global Business Services Innovation happens at the intersection of great insights How are you driving those critical people connections? Extended Enterprise Mobilize and mine the collective brain Leaders set direction and engage workforce in open dialogue Create buzz, jam and tap into global insights X-ray the collective brain Transform organizational DNA Global water cooler Conversations and collaboration that transcends traditional boundaries: organizational, geographic, and hierarchical Transparency in sharing knowledge and ideas leads to intersection by serendipity Knowledge IS the network Scal e Helping hand in collaboration Facilitated processes and events to stimulate communications, conversations, and collaboration Ideation events for innovation and problem solving Learning 2.0 (facilitated blog discussions) Communities of practice (facilitated events, wikis and group blogs) Targeted yet free flowing collaboration Sharing information and knowledge within a targeted group (social bookmarking for project or sales team) Conversations amongst informal user groups Collaborative research, development, team innovation Group Structured Slide 8 | September - 2007 © Copyright IBM Corporation 2007 Unstructure d