Can Enterprise 2.0 Break the Knowledge Management Cultural

Barrier?Carl Frappaolo

Information Architected, Inc.

NO

What is Culture?

©

21

Strategy

TechnologyPeople/Culture

Process

• How do you create aculture for sharing and learning?

• Which people need to beempowered to contributeAnd leverage knowledge?

• Are priorities aligned withmeasurements?

• Are the right processes in place to

- capture, refine and create knowledge

- disseminate, share and apply knowledge to

- deliver business value?

•

What tools are currently inplace?

•

What tools are needed toenable the environment?

• How do you fill the gap?

• Which factors are critical for my business thatcan be addressed by Knowledge Management?

• Which knowledge adds the most value?• What are the highest priority initiatives?

Bus. Strategy

Knowledge Management

Culture

or Blinds it

Reflects Strategy

CultureDrives

Process

or Circumvents it

CultureLeverages

Technology

or Sabotages it

The Yin and Yang of Culture & Technology

IsolatedFullyEngagedIslandsofMeOne‐wayMeTeamMe

ProactiveMeTwo‐wayMeIslandsofWeExtendedMe

!"#$%&'()

*+$$,)-./%/'()

!"$%.(")#0)1') 2.'34%,)1') 5'%6)1') 78#%9&:;')1') 54#34%,)1') !"$%.(")#0)<') -=&'.('()1')

!"#$

!"%$

&"#$

Source: AIIM

7

Is landsofMe– Culture

• Protectionism• FunctionalIsolation• Hierarchicalmanagement• Tallandthick(multiple)walls• Competitionseenonlyexternally

– TTM(timetomarket)longshelflife

– Technology• Siloedrepositories• Standaloneapplications• Manualintegration‐reentry

8

One‐wayMe/Enterprise1.0– Culture

• One‐waypush‐basedsharing• AsNeededKnowledgeSeeking• Closedcommunities/EarnedTrust• StructuredTeams• NetworkManagement• Semi‐permeableFunctionalWalls

– Technology• Sharedyetsiloedrepositories• Communication‐focusedChannels• Standaloneworkflow

9

TeamMe– Culture

• Teamfocused• Sharedrepositories• KnowledgeSeekers• Closedcommunities/EarnedTrust• LimitedExtendedEnterprise• Cross‐TeamCollaboration

– Predominatelyinternallyfocused– KMBestPractice

• InternalCannibalization

– Technology• Intranets&Extranets• Groupware• Integratedworkmodels(EAI)

10

ProactiveMe/Enterprise1.5– Culture

• Push/Pull24/7• ExtendedEnterprise• ModularWorkSharing• Semi‐automaticcollaboration

– Technology• Dynamic/PersonalizedWeb• Agents• Portals/Dashboards• VortalsandB2BMarketplaces

11

Two‐wayMe– Culture

• ProactiveCommunityBuilding• COPs/COIs• KnowledgeManagement

– Drivenfromthetop

• CollectiveIntelligence– Bruteforce,noemergence

• StrategicCollaboration• Semi‐Transparent

– Technology• EarlyOpenSource• SOA/StrategicPortalDeployments• SocialNetworking• InformationArchitecture/Taxonomies

12

IslandsofWe– CulturalInclination

• “Socialness”isamajorasset• Profiling/CoreCompetency• VirtualTeaming• B2CFocus• Cost‐drivenOutsourcing• Semi‐Masscustomization

– SupportiveTechnologies• Strategicuseofsocial,emergentandintegrationsoftware

• Collaborativecontentdevelopment• SOA/ModularAdaptiveApplications

13

ExtendedMe/Enterprise2.0– CulturalInclination

• Transparency• Participative/Engaged• AlwaysOn/In• MassCustomization• Agility• Competency‐DrivenOutsourcing• Embedded/StrategicCollectiveIntelligence

– SupportingTechnologies• Strategicdeliberateinternaldeploymentofemergentandsocialsoftware

• IntegrationandModularProgramming

8©AIIM|Allrightsreserved

1.0

1.5

2.0

Worker Models for Enterprise 2.0

6© AIIM | All rights reserved

IsolatedFully Engaged

Extended MeIslands of WeTwo-way MeProactive MeTeam MeOne-way MeIslands of Me

1.0

1.5

2.0?

©

21

Strategy

TechnologyPeople/Culture

Process

• How do you create aculture for sharing and learning?

• Which people need to beempowered to contributeAnd leverage knowledge?

• Are priorities aligned withmeasurements?

• Are the right processes in place to

- capture, refine and create knowledge

- disseminate, share and apply knowledge to

- deliver business value?

•

What tools are currently inplace?

•

What tools are needed toenable the environment?

• How do you fill the gap?

• Which factors are critical for my business thatcan be addressed by Knowledge Management?

• Which knowledge adds the most value?• What are the highest priority initiatives?

Bus. Strategy

Knowledge Management

A Technology Map to KM

Explicit Tacit

Intermediation

Externalization

Internalization

Cognition

Knowledge complexity

Social Tagging & Bookmarking, Blogs, SNA

Wikis, Blog, podcasting, RSS

RSS, Mashup, Search/Social Tagging & Bookmarking

Mashup, RSS, emergence and workflow

EMERGENCE

How Enterprise 2.0 Makes a DifferenceLowbarrier/easeofimplementationWeb/widelyaccessibleEmergent/heuristicLeanLowcostAgileEvolutionnotRevolution

The KM Challenge of Capture and Organization

Knowledge provider“How do I share and

organize the knowledge?”

▼ Knows the knowledge, but not how it is to be used

Knowledge seeker“Where do I look to find

the knowledge?”▼ Knows how

knowledge is to be used, but not how to find it

The KM Challenge of Incentivizing

Knowledge provider▼ Able to share the

knowledge, but has no incentive to do so

Knowledge seeker▼ Highly incentivized to

exchange knowledge, but requires knowledge provider’s cooperation

Can Enterprise 2.0 Break the Knowledge Management Cultural

Barrier?

YES

To some degree

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Let’s Get 2.0

cf@informationarchitected.com Facebook: Carl Frappaolo Twitter: @carlfrappaolo

www.informationarchitected.com Facebook: Information Architected Twitter: @IAI