From Content to Context and from Collection to
Connection
A Workshop in Making KM EffectiveSLA 2008
Workshop Outline1. Where KM is going: KM 2.0 vs KM 1.0
– presentation; group discussion2. What this means for the role of the IP
– presentation; group discussion3. The Value Propositions for KM
– group discussion & personal exercise4. Creating a KM Framework
– group discussion & personal exercise5. Getting Buy-In for the Framework
– group discussion & personal exercise6. Innovation: What’s Next in KM
– presentation; group discussion & personal exercise7. Overcoming the Obstacles
– group discussion
Executives’ View of KM
• It’s a cost centre, not a profit centre, so outsource it• It’s everyone’s job, so disintermediate it• We have the knowledge we need• We care about costs, risks, relationships, new high-margin
products, and don’t see how KM relates to any of these
Front Line’s View of KM
• I can’t find the information I need, even on my computer• I’d rather talk with someone than look something up, if I only
knew which person• I need an answer now; it doesn’t have to be perfect• Don’t give me a firehose of news and data; filter it and tell me
what it means and what I (and customers) should do about it
What KM 1.0 Was Supposed to Solve
“Let’s centralize this to reduce wasted conversations”
“Let’s put all the important stuff insidethe firewall on Intranets & groupware”
“Let’s put all the marketing stuff on our website”
The KM 1.0 Model
acquire
store
disseminateaddvalue
Know-whatCollectionContentJust in case
Librarians are good at this
The Verdict on KM 1.0(Davenport’s Study)
• Workers spend an average every day of 3 ¼ hours processing work-related information
• Half of that is e-mail (processing and sending 17 e-mails, receiving and processing 44 e-mails)
• A quarter of that is phone (making 15 calls, receiving 18 calls and 8 voice messages and participating in 1 teleconference)
• Much of the remainder is looking for information• Multiple, un-integrated tools, not effectively used, not well
supported• Most workers have poor search, poorer research skills• Work effectiveness tends to be proportional to time invested in,
and size of, networks• KM pilot experiments lack rigour
The Rise & Fall of KM 1.0Chasing the Hottest IT: Effects of Information Technology Fashion on OrganizationsPing Wang
Trying Again: KM 2.0KM 1.0: all about content and
collectionKM 2.0: all about context and
connection
content management, search and delivery platform
large centralized just-in-case content repositories of 'submitted' 'reusable' documents with standardized taxonomy and search tools
personal content management tools - everyone manages their own content, just-in-time, harvestable
content publishing, browsing and information flow
large complicated centrally-managed intranets for 'publishing' and 'browsing' content; main information flows are top-down instruction (policies, directories), bottom-up submission
RSS-publishable and subscribable personal web pages, blogs and small-group-created wikis; main information flows are what matters to each person, peer-to-peer
communities communities of practice - centrally established and managed, content-focused
communities of passion - self-managed and ad hoc, conversation-focused
content format paradigm
"best practices' (stripped down) stories (detailed, context-rich); visualizations
public presence and
'marketing‘
public websites (boundaries established by firewall)
everything inside is open and shared outside unless it's illegal to do so (community of the whole world)
Trying Again: KM 2.0KM 1.0: all about content and
collectionKM 2.0: all about context and
connection
researchlicensed databases purchased
from outside info-professionals (disintermediation)
high-value, high-meaning RSS-subscribable content produced by internal info-professionals (reintermediation):
• awareness alerts (what's new?), • research (what does it mean?), • guidance (what should we do?)
connectivity enablers
e-mail • IM• virtual meeting tools (desktop
video, other simple ubiquitous real-time tools)
• organization and facilitation of real & virtual community-self-initiated self-managed events, including Open Space hosting & facilitation
• people-finding and community-creating tools
what's served up on the public website
what the company wants you to know: press releases, sales material
what the customer wants to know: multimedia interactive self-assessment tools
The KM 2.0 Model
synthesize
connect canvass
apply
Know-whoConnectionContextJust in time
But can Librarians/IPsdo this?
acquire
store
disseminateaddvalue
Know-whatCollectionContentJust in case
Discussion Questions
• Will KM 2.0 succeed where KM 1.0 failed?• Do we, the KM and IP people in our organizations, have what
it takes to be KM 2.0 leaders?
The Evolving Role of the IP• Personal Content Management: helping people find, organize,
publish, subscribe on their own desktop (and portable devices) (stories from E&Y and KPMG; the 3 top business blog apps)
• Identifying and enabling simple ad hoc self-managed P2P networks: communities of passion (a CICA story)
• Environmental scanning• Teaching, collecting, organizing, promoting stories (Snowden,
Denning etc.)• Just-in-time canvassing• Adding meaning and value to information (visualizations,
business-savvy research & analysis, strategy canvases)• Championing new, simple, real-time connectivity tools (two
MOH stories)• Risk management: The cost of not knowing• Dismantling the old infrastructure: Admission of failure
KM 2.0: Visualization
https://www.llnl.gov/
KM 2.0: Visualization
https://www.msu.edu/%7Ehowardp/organicindustry.html
KM 2.0: Just in Time
Who’s AvailableTo Answer My Question
Right Now?
www.google.com/talk/
KM 2.0: Simple Virtual Presence
Desktop VideoConferencing:Simple Virtual Presence
Real Time Anywhere 7/24Free
vyew.com
KM 2.0: The Cost of Not Knowing
Group Discussion
• Will this new KM 2.0 role be valued (appreciated) in your organization?
• What will you need to learn to fulfill this role, and how/where will you obtain that learning? Can you do it P2P?
Value Propositions for KM
• KM 1.0: Mostly Efficiency: cost savings, accelerated delivery, strengthened relationships, collaboration, innovation
• KM 2.0: Enabling trusted context-rich conversations, improved work effectiveness, awareness, insight, risk mitigation and adaptation
• Others to consider: improve decision-making, increase skills and capacities (learning VPs)
Why are we doing this? What is expected of us?
Group Discussion: What are the KM Value Propositions for your organization? Are they the right ones?
Personal Exercise: Identify the top 3 Value Propositions for your organization going forward.
The KM Framework(and why it’s important)
• To guide KM activities and provide context for KM projects• To explain the ‘what’ and ‘why’ of KM (over & over, consistently)• To frame elevator pitches
Value Propositions:• Why are we doing this?• What is expected?
KM Services & Products:• Content acquisition & provision• Research, knowledge transfer• Architecture, tools, spaces• Support & Training• etc.
Design & Development Principles• What guides what we do and how we do it?
Outcomes:• How do we measure success?
Customers:• Who are we doing this for?
Example of a KM Framework
Value Propositions: Why are we doing this? What is expected?1. Improve understanding of important &
emerging issues, risks, opportunities2. Improve connectivity, collaboration &
peer-to-peer knowledge transfer3. Improve effectiveness, quality, and
productivity of stakeholders’ work
Knowledge Services & Products:What do we offer?• Thought Leadership: Guidance & Research on:
• Business Performance Measurement & Reporting• Business Governance, Control & Attestation• Enterprise Management: Risk, Strategy, Capital, Value, IT, Knowledge, Innovation, Entrepreneurship, Stakeholder Relations
• Awareness of Trends, Ideas, Risks & Emerging Issues• Facilitated Knowledge-Sharing Events• eKnowledge Products, Tools, Spaces & Connectivity Aids
Design & Development Principles What guides what we do and how we do it?1. There is an identified, unmet stakeholder need2. Leverage volunteers’ & members’ energies and knowledge3. Generate buzz / demonstrate innovation & thought leadership4. Focus on core competencies, not advocacy5. Balance of quality (peer review etc.) and timeliness6. Use new media to advantage
Outcomes:How do we measure success?• Customer needs assessment:
interviews, surveys, focus groups, customer anthropology Customers:
Who are we doing this for? Members and non-members acting as:• Business Executives & Entrepreneurs• Financial Executives• Business Advisors & Board Members• Financial Advisors• Investment Community• Students & Continuous Learners• Policy-Setters & Regulators• Professional Institutions• Public
Group Discussion
Group Discussion: 1. What are the key KM Principles, Offerings, Customers, and
Success Measures for your organization? 2. Are they aligned, and consistent with your KM Value
Propositions?3. Taken together, do they provide a useful framework for
setting objectives and priorities, assessing projects, and explaining KM to others in the organization?
Personal Exercise: 1. Sketch out the KM Framework for your organization.2. Draft an ‘Elevator Speech’ for investing more in an existing
or proposed KM project for your organization, that can be delivered within 1 minute (160 words).
Getting Buy-In for the Framework
• Group Discussion: What difficulties have you experienced or do you foresee in ‘selling’ investment in KM (people, resources, technology, training etc.) to decision-makers (executives) and potential blockers (IT security people)? How might have these difficulties be (or have been) overcome?
• Personal Exercise: Working one-on-one with another participant, recite your Elevator Speech. Critique the Elevator Speech (constructively) of the other participant.
Innovation: What’s Next in KM
Caveat: Social Networking tools that haven’t caught on:• Blogs and wikis have not received wide use in business• LinkedIn and similar friend-of-a-friend tools suffer from data
quality problems• Facebook is a hard sell, and needle in a haystack• Social Network Mapping was fun, but in most organizations
hasn’t told users much they didn’t already know (and sometimes told them things that were untrue)
Google Desktop (and similar tools), IM and Desktop Video have caught on:
And here are 11 new and interesting things that might catch on…
Blogs as Courseware
http://newmediaocw.wordpress.com/
Cultural Anthropology
• Observe and record behaviour of workers and/or customers, then ask questions
• Look for what doesn’t work, that they have found workarounds for• Look for what doesn’t work, that they no longer notice (or never did)• Help them use products, knowledge and technology more effectively• Report back systemic problems• Note and report problems with competitors’ products (when
observing customers)
Simulations & Scenarios
http://www.openthefuture.com/2008/05/simfutures.html
Proximity Locators
dodgeball.com
Affinity Detectors
ntag.com
Online Presentations
slideshare.net/DavePollard/
Online Doc Sharing
http://docs.google.com/
Mind Mapping
http://freemind.sourceforge.net/
GPS/GoogleMaps Mashups
http://healthmap.org/en
Open Space Technology
openspaceworld.org
Virtual World Collaboration
Group Discussion
• Group Discussion: Which of these KM Innovations have you tried, how did you use them, and how well did they work? What other innovative tools or methods have you used?
• Personal Exercise: Identify three KM Innovations that you would be most interested in exploring in your organization.
Overcoming Obstacles
• Group Discussion:– What problems have you encountered in trying to introduce KM
programs, projects or tools into your organization?
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