Expertise Management:

The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org

Expertise Expertise Management:Management:

Strategies & Tools For Better Strategies & Tools For Better Intellectual Capital OptimizationIntellectual Capital Optimization

Bryan Davis, President,

The Kaieteur Institute For Knowledge Management

IBC-BRAZIL CONFERENCE – SAO PAULO

August 2004

01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org

TOWARDS A NEW LEVEL OF TOWARDS A NEW LEVEL OF INTELLECTUAL CAPITAL INTELLECTUAL CAPITAL

HIGH-PERFORMANCEHIGH-PERFORMANCE & &

KNOWLEDGE-MASTERYKNOWLEDGE-MASTERY


Our Integrated Knowledge Strategy Our Integrated Knowledge Strategy FrameworkFramework

Performance & Metrics

Economic Assets To Be Optimized

Techniques

Enabling Technology

Infrastructure

Processes

People & Culture

Tacit Knowledge

KNOWLEDGE MANAGEMENT STRATEGY FRAMEWORK

© The Kaieteur Institute For Knowledge ManagementUnauthorized use or use without attribution is strictly forbiddem

Scorecard Simulation Profit Model Standards Risk Management

Inside

Explicit Knowledge

Bottom-Up

Top-Down

Knowledge Strategy

Human Capital

Intellectual Capital

Intellectual Property

Social & Community

Capital

Customer Relationship

CapitalIntangibles

Knowledge Harvesting

After Action

Reviews

StoryTelling

Social Network Analysis

Knowledge Pattern

Recognition

Knowledge Mapping

+ Other Techniques

Expertise Locator System

CollaborationSearch & Retrieval

Portal E-LearningOther Enabling

Software

OrganizationKnowledge

Projects

Knowledge Exchange

Marketplace

Create

Knowledge Bank

Knowledge Environment

Acquire Exchange Protect Distribute Utilize Innovate

Knowledge Leaders

Knowledge Communities

Social Networks

Personal Knowledge

Management

Change Management

Business Concept/Idea

Knowledge-Based Business

Model

Mental Models/Mindsets

Knowledge Governance/Principles

Outside

Performance & Metrics

Economic Assets To Be Optimized

Techniques

Enabling Technology

Infrastructure

Processes

People & Culture

Tacit Knowledge

KNOWLEDGE MANAGEMENT STRATEGY FRAMEWORK


Scorecard Simulation Profit Model Standards Risk Management

Inside

Explicit Knowledge

Bottom-Up

Top-Down

Knowledge Strategy

Human Capital

Intellectual Capital

Intellectual Property

Social & Community

Capital

Customer Relationship

CapitalIntangibles

Knowledge Harvesting

After Action

Reviews

StoryTelling


Knowledge Pattern

Recognition

Knowledge Mapping

+ Other Techniques

Expertise Locator System

CollaborationSearch & Retrieval

Portal E-LearningOther Enabling

Software

OrganizationKnowledge

Projects

Knowledge Exchange

Marketplace

Create

Knowledge Bank

Knowledge Environment

Acquire Exchange Protect Distribute Utilize Innovate

Knowledge Leaders

Knowledge Communities

Social Networks

Personal Knowledge

Management

Change Management

Business Concept/Idea

Knowledge-Based Business

Model

Mental Models/Mindsets

Knowledge Governance/Principles

Outside


Main MessageMain Message

Expertise Expertise Management is Management is one one of the most valuableof the most valuable KM applications you KM applications you can tacklecan tackle

The The reasonsreasons why this why this is worthwhileis worthwhile

It’s It’s not easynot easy – no – no standard road-mapstandard road-map


Main MessageMain Message

Various approachesVarious approaches and tools available and tools available

Be Be creative, innovative, imaginative, creative, innovative, imaginative, inspiredinspired

Our Our Expertise Capitalization FrameworkExpertise Capitalization Framework brings insight, an integrated strategy and brings insight, an integrated strategy and discipline to this process so you can get discipline to this process so you can get effective results.effective results.


Knowledge StrategyKnowledge Strategy““Knowledge Strategy – not knowledge Knowledge Strategy – not knowledge

management per se – should be the core management per se – should be the core of the organization. Managing the of the organization. Managing the innovation process is fundamental to innovation process is fundamental to driving the profitable growth of an driving the profitable growth of an enterprise...”enterprise...”

““Knowledge Strategy – not knowledge Knowledge Strategy – not knowledge management per se – should be the core management per se – should be the core of the organization. Managing the of the organization. Managing the innovation process is fundamental to innovation process is fundamental to driving the profitable growth of an driving the profitable growth of an enterprise...”enterprise...”


Making 1+1=Making 1+1=1111“ “ In the knowledge economy, the whole In the knowledge economy, the whole

can be many times greater than the sum of can be many times greater than the sum of the partsthe parts””

Leif EdvinssonLeif Edvinssonhttp://www.corporatelongitude.com

“ “ In the knowledge economy, the whole In the knowledge economy, the whole can be many times greater than the sum of can be many times greater than the sum of

the partsthe parts””

Leif EdvinssonLeif Edvinssonhttp://www.corporatelongitude.com


Emerging -The Knowledge-Emerging -The Knowledge-Based OrganizationBased Organization

Knowledge-basedKnowledge-based business modelbusiness model

Knowledge fuelled/drivenKnowledge fuelled/driven

Knowledge workKnowledge work

Knowledge workersKnowledge workers

Knowledge networkedKnowledge networked

Knowledge is producedKnowledge is produced

“The means of production are now the minds of the producers” Don Tapscott


Expertise Capitalization Is About Expertise Capitalization Is About Leveraging Intellectual CapitalLeveraging Intellectual Capital

ll


It is About It is About Building A BetterBuilding A Better BrainBrain For The FirmFor The Firm

We are our We are our synapses !synapses !We are a We are a synaptic networksynaptic networkInter-connecting the brain-power in the firm to Inter-connecting the brain-power in the firm to create a create a smarter synaptic networksmarter synaptic networkBook ReferenceBook Reference::Synaptic Self: How Our Brains Become Who Synaptic Self: How Our Brains Become Who We AreWe Areby by Joseph Joseph LeDouxLeDoux PaperbackPaperback - 416 pages (January 20, 2003) - 416 pages (January 20, 2003) Language:Language: English English Penguin ; ISBN: 0142001783 Penguin ; ISBN: 0142001783


The ChallengeThe Challenge

CAPITALIZING ON EXPERTISECAPITALIZING ON EXPERTISE


The Problem:The Problem: Over 31 Billion Over 31 Billion US$ of Knowledge DeficitUS$ of Knowledge Deficit

IDC estimates that the Fortune IDC estimates that the Fortune 500 companies were operating at 500 companies were operating at a 12 billion US$ knowledge deficit a 12 billion US$ knowledge deficit in 1999.in 1999.

This figure is expected to increase This figure is expected to increase to 31.5 billion US$ by 2003, as the to 31.5 billion US$ by 2003, as the percentage of knowledge percentage of knowledge workforce increases from about workforce increases from about 20% in 1999 to over 40% in 200320% in 1999 to over 40% in 2003. .

This knowledge deficit is a metric This knowledge deficit is a metric that captures the costs and that captures the costs and inefficiencies that result primarily inefficiencies that result primarily from intellectual rework, from intellectual rework, substandard performance and the substandard performance and the inability to find knowledge inability to find knowledge resources (qualified information resources (qualified information and experts). and experts). (Sourced From Agilience.com)(Sourced From Agilience.com)


Experts Are Valuable In Multiple Experts Are Valuable In Multiple WaysWays

EXPERTSResourcefulness

EXPERTSResourcefulness


What is Expertise Management ?What is Expertise Management ?

The The optimizationoptimization of who of who knows what in the knows what in the enterpriseenterprise

The The sharingsharing of knowledge of knowledge and experienceand experience

The The networkingnetworking of a firm’s of a firm’s intellectual capitalintellectual capital

Facilitating accessFacilitating access to to hidden or tacit knowledge hidden or tacit knowledge resourcesresources


Language – Various Related Language – Various Related ConceptsConcepts

Expertise Management

Expertise Networks

Experts Directory

Expertise Search

Expertise Location

Ask An Expert Expert Finding

Experts Collaboration

Community Of Experts

Experts Marketplace

Intellectual Capital Management

Expertise Profiling

Expertise Discovery

Expert Knowledge Sharing

People Finder

Corporate Yellow Pages

Taxonomy

EXPERT KNOWLEDGE CAPITAL(Expertise Management)


Skill Mining Competency Management

Expertise Management

Expertise Networks

Experts Directory

Expertise Search

Expertise Location

Ask An Expert Expert Finding

Experts Collaboration

Community Of Experts

Experts Marketplace

Intellectual Capital Management

Expertise Profiling

Expertise Discovery

Expert Knowledge Sharing

People Finder

Corporate Yellow Pages

Taxonomy



Skill Mining Competency Management


A Range Of Potential A Range Of Potential Technology EnablersTechnology Enablers

Community Of Pracice

Search & Retrieval

Marketplace

Collaboration


Content Management

Mining

E-Mail

Visualization

Document Management

Grid Computing

AI - Agent

CRM

Service & Support

PKM (Personal KM)

Enabling Technology – Software Design Models



Groupware/Teamware

Blogs Open Source – Expertise Finder

Community Of Pracice

Search & Retrieval

Marketplace

Collaboration


Content Management

Mining

E-Mail

Visualization

Document Management

Grid Computing

AI - Agent

CRM

Service & Support

PKM (Personal KM)

Enabling Technology – Software Design Models



Groupware/Teamware

Blogs Open Source – Expertise Finder


Why Is it Needed ?Why Is it Needed ?

Effective Effective problem-solvingproblem-solvingSound Sound decision-makingdecision-makingTeam Team collaborationcollaborationCompetitivenessCompetitivenessMarket Market differentiationdifferentiationProducts and services - Products and services - innovationinnovationCoordinationCoordinationProject managementProject managementConnectedness - act as if firm has Connectedness - act as if firm has one brainone brain Knowledge economyKnowledge economy ! !


What’s The Value Of EM ?What’s The Value Of EM ?

QualityQuality - better answers to questions- better answers to questionsSpeedSpeed -timely sharing of expertise -timely sharing of expertiseResponsivenessResponsiveness -Flexible allocation of -Flexible allocation of know-how to a point of needknow-how to a point of needCohesionCohesion – creates a more potent force in – creates a more potent force in the market-placethe market-placeOptimizationOptimization – making the best use of – making the best use of available talent and brainpower to solve available talent and brainpower to solve problems and make decisionsproblems and make decisions


Important Issues To Be AddressedImportant Issues To Be Addressed

Time pressuresTime pressures

MotivationMotivation

Incentives, rewards & Incentives, rewards & recognitionrecognition

Staff turnoverStaff turnover

Geographic dispersalGeographic dispersal

Organizational barriersOrganizational barriers

Relevance & updatingRelevance & updating

Appropriate technology Appropriate technology enablersenablers

Cultural and community Cultural and community factorsfactors


Other IssuesOther Issues

Information ownership rightsInformation ownership rightsPeer rating of the user Peer rating of the user experienceexperienceMatching & findingMatching & findingConsistent language and Consistent language and terminologyterminologyTaxonomy & thesaurusTaxonomy & thesaurusStandardsStandardsValidation of accuracy of Validation of accuracy of informationinformationTimely updating and revisionTimely updating and revisionPrivacy & securityPrivacy & security


Our Integrated Expertise Our Integrated Expertise Management FrameworkManagement Framework


INTEGRATEDEXPERTISE

MANAGEMENT FRAMEWORK

The Science Of Networking

Experts Know How(hyperlinking

nodes and hubs)

The Practice Of Expertise Sharing

(cases, lessons, best practices)

The Psychology Of Expertise (culture, motivation, trust,

change, peers issues )

The Technology supporting Expertise

Exchange

The Theory Of Expertise

Optimization(expertise models)

The Integration Of Internal & External

Expertise

The Experts Exchange

Marketplace(economy of ideas,

flow,roles )

The Mapping Of Corporate Expertise

Expert Communities Of

Practice

Core Governance Principles Of

Expertise Profiling

The Politics Of Expertise Sharing(power relations,

citizenship)

Design Requirements For A Successful Expertise

System( checklist)

The Knowledge Organization

Supporting Expertise Sharing

(leadership; help;harvesting;

asset mgmt.)

EXPERTISE MANAGEMENT FRAMEWORK

The Structural Knowledge Capital

Of Expertise Systems(embedding

expertise, knowledge bank,workflow)

Performance Metrics

Cognitive Models For Successful

Expertise Exchange

Expertise Development

(learning, recognition, lessons,

stories, mentoring, problem solving, )


Our Expertise Capitalization Our Expertise Capitalization Process FrameworkProcess Framework

Step 1. - Strategy Goals

Step 2. Assessment Current Cultural Conditions

Step 4. Plan new Enabling Infrastructure On &Off-line

Step 5. Select Appropriate Software

Step 8. Performance Measurement

Step 3. Map Current Processes

Step 6. Train In Techniques

Step 7. Assets To Be Optimized


Step 1. - Strategy Goals

Step 2. Assessment Current Cultural Conditions

Step 4. Plan new Enabling Infrastructure On &Off-line

Step 5. Select Appropriate Software

Step 8. Performance Measurement

Step 3. Map Current Processes

Step 6. Train In Techniques

Step 7. Assets To Be Optimized



PRACTICAL STEPS FORWARDPRACTICAL STEPS FORWARD

In alignment with our KM FrameworkIn alignment with our KM Framework

Based on studying cases of expertise Based on studying cases of expertise management implementationmanagement implementation

Integrating state of the art thinking, Integrating state of the art thinking, techniques, tools, and metricstechniques, tools, and metrics

A A disciplined systematic approachdisciplined systematic approach


1. DEVELOPING THE STRATEGY1. DEVELOPING THE STRATEGY

Set strategy compass to Set strategy compass to capitalizecapitalize and optimize and optimize human capital assetshuman capital assetsCreate a Create a new political economynew political economy of knowledge – of knowledge – knowledge knowledge sharedshared is power ! is power !Develop a few Develop a few core principlescore principles to act as to act as governance for a new type of knowledge-sharing governance for a new type of knowledge-sharing , and knowledge-citizenship, and knowledge-citizenshipObtain explicit Obtain explicit top management top management commitment/endorsementcommitment/endorsementPublish, circulate, Publish, circulate, communicate and educate communicate and educate about the strategyabout the strategy


Purpose & PrinciplesPurpose & Principles

““Simple, clear purpose and Simple, clear purpose and principles give rise to complex and principles give rise to complex and intelligent behaviour. Complex rules intelligent behaviour. Complex rules and regulations give rise to simple and regulations give rise to simple and stupid behaviourand stupid behaviour.”.”

““Simple, clear purpose and Simple, clear purpose and principles give rise to complex and principles give rise to complex and intelligent behaviour. Complex rules intelligent behaviour. Complex rules and regulations give rise to simple and regulations give rise to simple and stupid behaviourand stupid behaviour.”.”

DEE HOCK,

The Brain Behind The Founding Of VISA

A $Trillion Organization!


2. PEOPLE & CULTURE2. PEOPLE & CULTUREPersonal

HomePages

ChangeManagement

Social Capital

Recognition & Rewards

Social Networks

Roles

Community Affiliations

Professional Profile

People &

Culture

Personal HomePages

ChangeManagement

Social Capital

Recognition & Rewards

Social Networks

Roles

Community Affiliations

Professional Profile

People &

Culture


Multiple Dimensions To ConsiderMultiple Dimensions To Consider

The personalThe personalThe community and socialThe community and socialThe top down viewThe top down viewThe bottom up, grassroots viewThe bottom up, grassroots viewThe inside viewThe inside viewThe outside perspectiveThe outside perspectiveNetwork viewNetwork viewCustomer viewCustomer viewA “holistic” perspectiveA “holistic” perspective


3. PROCESSES3. PROCESSES

Improve expertise sharingImprove expertise sharing

MentorshipMentorship

Peer-to-Peer knowledge Peer-to-Peer knowledge transfertransfer

DiscoveryDiscovery

MatchingMatching

CategorizationCategorization

Nonaka’s knowledge Nonaka’s knowledge spiral conceptspiral concept

……

INTERNALIZATION

EXTERNALIZATIONSOCIALIZATION

COMBINATION

Tacit Knowledge to Explicit Knowledge

Tacit

To

Explicit


Tacit

To

Explicit

INTERNALIZATION

EXTERNALIZATIONSOCIALIZATION

COMBINATION

Tacit Knowledge to Explicit Knowledge

Tacit

To

Explicit


Tacit

To

Explicit


Process Mapping ExampleProcess Mapping Example

Non-Expert Has A Question

How To Channel

Request ?

Client Need Triggers Service

Requirement

On-LineInformally &

Off-Line(leverage social network)

Who To Ask ?

Peer ?Senior ?

Junior ?

Questions & Answers Stored For Reuse

After Action Reflections & Rating Of The Experience/Exchange, and quality

of the expert advice

E-Mail Communication

Which System To Use ?

Document Mgmt Expertise Locator

Answer Received

Inside or Outside

Answer From User ?

Draw Search Inference

System Matches With Profiles

A Community ?

ANATOMY OF A TYPICAL REQUEST FOR ADVICE FROM AN EXPERT

Via Phone, Fax, or e-Mail

Complete Client Service Request

Non-Expert Has A Question

How To Channel

Request ?

Client Need Triggers Service

Requirement

On-LineInformally &

Off-Line(leverage social network)

Who To Ask ?

Peer ?Senior ?

Junior ?

Questions & Answers Stored For Reuse

After Action Reflections & Rating Of The Experience/Exchange, and quality

of the expert advice

E-Mail Communication

Which System To Use ?

Document Mgmt Expertise Locator

Answer Received

Inside or Outside

Answer From User ?

Draw Search Inference

System Matches With Profiles

A Community ?

ANATOMY OF A TYPICAL REQUEST FOR ADVICE FROM AN EXPERT

Via Phone, Fax, or e-Mail

Complete Client Service Request


4. SUPPORTING 4. SUPPORTING INFRASTRUCTURE ELEMENTSINFRASTRUCTURE ELEMENTS

Build Leadership Champions

Expertise Management Knowledge

Bank

Organize Events

eg. Knowledge Fairs, Cafes

Create Effective Project

Teams(s)

Enhance Knowledge

Worker Environments

Equip With

Collaboration Tools

Training & Education


Other Elements:Time; Resources;

Funding..

Build Leadership Champions

Expertise Management Knowledge

Bank

Organize Events

eg. Knowledge Fairs, Cafes

Create Effective Project

Teams(s)

Enhance Knowledge

Worker Environments

Equip With

Collaboration Tools



Other Elements:Time; Resources;

Funding..


5. ENABLING TECHNOLOGY5. ENABLING TECHNOLOGY

Decide on Decide on platformplatform model modelFind the best fit with Find the best fit with strategic IT strategic IT architecturearchitecture and contextand contextSelect appropriate Select appropriate orientation and orientation and toolkittoolkitImplementImplement Technology TechnologyConsider Consider complementary complementary technologiestechnologies – eg – eg workflow, video, workflow, video, videoconferencing…videoconferencing…Work on systems Work on systems integration, & fine tuningintegration, & fine tuning

Search Oriented( eg. Autonomy;Exago;Entopia; Agilience;IBM

Lotus)

Knowledge Market/Knowledge Exchange

(eg. Kamoon; Askme Corp.;eLance.com;Intota/Sopheon)

Knowledge Sharing & Community

Collaboration or Communication

Based(eg. Tomoye; Participate; ePeople; Groove Networks; Teamwave Workplace; ADDEPT;Cadenza;Intraspect/Vignette;Hyperion;Xpert

Universe; Tacit;Xpertfinder )

Skills, Competencies, & Learning Related

(eg. Celemi;Knowledge Powered Solutions;SAP; SAGE;

Our Main Market Segmentation Model


Search Oriented( eg. Autonomy;Exago;Entopia; Agilience;IBM

Lotus)

Knowledge Market/Knowledge Exchange

(eg. Kamoon; Askme Corp.;eLance.com;Intota/Sopheon)

Knowledge Sharing & Community

Collaboration or Communication

Based(eg. Tomoye; Participate; ePeople; Groove Networks; Teamwave Workplace; ADDEPT;Cadenza;Intraspect/Vignette;Hyperion;Xpert

Universe; Tacit;Xpertfinder )

Skills, Competencies, & Learning Related

(eg. Celemi;Knowledge Powered Solutions;SAP; SAGE;

Our Main Market Segmentation Model



A Review Of Exemplar SystemsA Review Of Exemplar Systems(Pros & Cons)(Pros & Cons)

www.autonomy.comwww.autonomy.com www.agilience.comwww.agilience.com (search oriented)(search oriented)www.tacit.comwww.tacit.com ( e-mail & ( e-mail & Communication centric)Communication centric)www.askmecorp.comwww.askmecorp.com www.intota.comwww.intota.com( knowledge exchange ( knowledge exchange marketplace oriented)marketplace oriented)www.sigmaconnect.comwww.sigmaconnect.com =Addept =Addept (collaborative (collaborative knowledge sharing knowledge sharing knowledge )knowledge )

LaggardsLate

MajorityEarly

MajorityEarly AdoptersInnovators

"The Chasm"

Technology Adoption Process

LaggardsLate

MajorityEarly

MajorityEarly AdoptersInnovators

"The Chasm"

Technology Adoption Process


Other Complementary SoftwareOther Complementary Software

Video server ( eg. ePresence)Video server ( eg. ePresence)

Social Network Analysis and Social Social Network Analysis and Social Networking software for mapping relationships Networking software for mapping relationships

e-Learning softwaree-Learning software

Workflow for embedding of process know howWorkflow for embedding of process know how

Grid TechnologyGrid Technology

Others..Others..


System Selection CriteriaSystem Selection Criteria

Basic Software Features & Functions

50 %

Technical Considerations

30%

Cost Considerations20 %

Openness/Standards/XML

+ List Of Other Similar Specific Capabilities to fit the Context - TBA

Usability

Technology ParadigmEase Of

Integration/Time To Deployment

Cross-Platform Support/Open

Systems Standards

Vendor

10%

Acquisition Cost

Cost Of Ownership

Implementation Cost

Financial Stability, Profitability, & Management

Market Position,

Reputation

Customer Installed Base/Service & Support

Object Database

(text; images;Photos;

Videoclips)

Web Browser Based User

Version

EXPERTISE MANAGEMENT – WORKING EVALUATION FRAMEWORK

Potential Return On Investment

(ROI)

Messaging & Communications

Community Profile

MyPersonal

Profile

Official Firm

Profile(Resume)

Search & Expertise Matching Engine

Peer Rating&

Feedback System

Visual Navigation

Option

Content ProfilingSystem

Basic Software Features & Functions

50 %

Technical Considerations

30%

Cost Considerations20 %

Openness/Standards/XML

+ List Of Other Similar Specific Capabilities to fit the Context - TBA

Usability

Technology ParadigmEase Of

Integration/Time To Deployment

Cross-Platform Support/Open

Systems Standards

Vendor

10%

Acquisition Cost

Cost Of Ownership

Implementation Cost

Financial Stability, Profitability, & Management

Market Position,

Reputation

Customer Installed Base/Service & Support

Object Database

(text; images;Photos;

Videoclips)

Web Browser Based User

Version

EXPERTISE MANAGEMENT – WORKING EVALUATION FRAMEWORK

Potential Return On Investment

(ROI)

Messaging & Communications

Community Profile

MyPersonal

Profile

Official Firm

Profile(Resume)

Search & Expertise Matching Engine

Peer Rating&

Feedback System

Visual Navigation

Option

Content ProfilingSystem


Software Marketplace ModelSoftware Marketplace Model


EXPERTISE MANAGEMENT VENDOR LANDSCAPE FRAMEWORK

Askme Corp

Tacit

Sopheon

E-LanceAutonomy

IBM-Lotus

Addept(Sigma Design)

Intraspect(Vignette)

SAPHyperion

Participate

Teamwave Workplace

SAGE

Digital Self

Search & Retrieval

Groupware / Communityware/Collaboration

Knowledge Market

E-Mail Communication Based

Document centric Market-centric

Collaboration-centric

Learning-centric

E-People

Celemi Edurite

Entopia

Kanisa

Customer Relationship Centric

XpertUniverse

AgilienceKamoon

Cadenza Inc

Groove Networks

Tomoye Knowledge Powered Solutions

KPS

Exago

Xperfinder

Other Systems


EXPERTISE MANAGEMENT VENDOR LANDSCAPE FRAMEWORK

Askme Corp

Tacit

Sopheon

E-LanceAutonomy

IBM-Lotus

Addept(Sigma Design)

Intraspect(Vignette)

SAPHyperion

Participate

Teamwave Workplace

SAGE

Digital Self

Search & Retrieval

Groupware / Communityware/Collaboration

Knowledge Market

E-Mail Communication Based

Document centric Market-centric

Collaboration-centric

Learning-centric

E-People

Celemi Edurite

Entopia

Kanisa

Customer Relationship Centric

XpertUniverse

AgilienceKamoon

Cadenza Inc

Groove Networks

Tomoye Knowledge Powered Solutions

KPS

Exago

Xperfinder

Other Systems


6. TECHNIQUES & METHODS6. TECHNIQUES & METHODS

Learn and exploit Learn and exploit knowledge harvestingknowledge harvestingKnowledge reuseKnowledge reuseKnowledge mappingKnowledge mappingKnowledge Knowledge augmentationaugmentationStorytellingStorytellingVisualizationsVisualizationsAfter action reviewsAfter action reviewsTaxonomiesTaxonomies

Video clips archiveVideo clips archiveEmbedding expertise Embedding expertise in workflow processesin workflow processese-Learning e-Learning courseware/corporate courseware/corporate universityuniversityCreating simulationsCreating simulationsCase based Case based scenariosscenariosFuture centre Future centre


THE EMERGING SCIENCE THE EMERGING SCIENCE OF NETWORKSOF NETWORKS

Small WorldsSmall WorldsSix Degrees – We Are All ConnectedSix Degrees – We Are All ConnectedComplexity & Self-OrganizationComplexity & Self-OrganizationEmergenceEmergenceA Common Architecture & Pattern To NetworksA Common Architecture & Pattern To Networks

Book Reference :Book Reference : Linked: The New Science of NetworksLinked: The New Science of Networksbby Albert-Lásló Barabásiy Albert-Lásló Barabási http://www.nd.edu/~networks/linked/http://www.nd.edu/~networks/linked/


KEYKEY NETWORK PRINCIPLES NETWORK PRINCIPLES

The principle of The principle of self-similarity self-similarity ( same fractal pattern throughout)( same fractal pattern throughout)The principle of The principle of network phase network phase transitions transitions ( ( eg. “tipping points”eg. “tipping points” ) )The principle of The principle of preferential preferential attachment attachment eg. the rich get richer..hubs) eg. the rich get richer..hubs)


IMPORTANT PRACTICAL IMPORTANT PRACTICAL IMPLICATIONSIMPLICATIONS

MotivateKey

Influencers

ConcentrateOn

Hubs

Manage Weak Ties

MotivateKey

Influencers

ConcentrateOn

Hubs

Manage Weak Ties

Priorities/Segmentation

•New Business

•Deal Making

•Innovation

•New Services


Social Networking SoftwareSocial Networking Software


7. ASSETS TO BE OPTIMIZED7. ASSETS TO BE OPTIMIZED

Know-how/Talent Know-how/Talent (competencies)(competencies)Experience & WisdomExperience & WisdomTools & MethodsTools & MethodsIdeasIdeasNetwork links & Network links & RelationshipsRelationshipsIPIPIntangibles (eg. Intangibles (eg. Reputation )Reputation )Learning aidsLearning aidsSocial capitalSocial capital

KNOWLEDGE SHARING & EXCHANGE

MANAGING INTELLECTUAL CAPITAL ASSETS

CREATIVITY & INNOVATION DRIVEN

THE LEARNING ORGANIZATION


VARIOUS SCHOOLS OF THOUGHT

Balance All Four Dimensions

KNOWLEDGE SHARING & EXCHANGE

MANAGING INTELLECTUAL CAPITAL ASSETS

CREATIVITY & INNOVATION DRIVEN

THE LEARNING ORGANIZATION


VARIOUS SCHOOLS OF THOUGHT

Balance All Four Dimensions


8. PERFORMANCE 8. PERFORMANCE MEASUREMENTMEASUREMENT

How will we know we are How will we know we are making progress?making progress?

What shall we use as vital What shall we use as vital indicators ?indicators ?

What instruments shall What instruments shall we use ?we use ?

Develop the new metricsDevelop the new metrics

The Expertise The Expertise Management ScorecardManagement Scorecard

Web-based SurveyWeb-based Survey

Face to face interviewsFace to face interviews

Continuous PollingContinuous Polling

Usage analyticsUsage analytics

Response timeResponse time

Quality of input/adviceQuality of input/advice

User SatisfactionUser Satisfaction

Peer ratingPeer rating

Linkage to reward systemLinkage to reward system


Performance IndicatorsPerformance Indicators

Average response timeAverage response time

Community satisfactionCommunity satisfaction

Quality of contributionsQuality of contributions

System usageSystem usage

Network awarenessNetwork awareness


Performance Measurement Performance Measurement InstrumentsInstruments

System analytics and System analytics and reportsreports

InterviewsInterviews

Web-based surveysWeb-based surveys

Quantitative dataQuantitative data

Qualitative informationQualitative information

Social network analysis – Social network analysis – mappingmapping


Expertise Management ScorecardExpertise Management Scorecard(example - radar chart)(example - radar chart)

0

5

10

Interviews - UserSatisfaction

System UsageAnalyticsAverage Time To

Respond

# Questions

# Answers

Quality OfAssistance

Currency &Relevance

Transparency

Recognition

Rewards

0

5

10

Interviews - UserSatisfaction

System UsageAnalyticsAverage Time To

Respond

# Questions

# Answers

Quality OfAssistance

Currency &Relevance

Transparency

Recognition

Rewards


Discussion Of Select Cases & Discussion Of Select Cases & Lessons LearnedLessons Learned

Select Examples:Select Examples:

BPBP

NASANASA

MitreMitre


Summary ConclusionsSummary Conclusions

Transparency

NEW MODALITIES FOR

Finding & Matching

Trust

Truth

Networking

CRITICAL SUCCESS FACTORS

Peer Rating

Timeliness

Navigation

Privacy & Security

Collaborating

Performance Reporting

Decision-Making

Innovation

Learning

Customer Service Responsiveness & Delivery

Valuation & EvaluationCommunicationTotal Knowledge

BENEFITS OR IMPROVEMENTS

Problem Solving

Teamwork & Collaboration

Competitiveness

Question & Answer Exchange

CAPITALIZING ON EXPERTISE ENCOMPASSES:

Networked Intelligence

Deal-Making

Transparency

NEW MODALITIES FOR

Finding & Matching

Trust

Truth

Networking

CRITICAL SUCCESS FACTORS

Peer Rating

Timeliness

Navigation

Privacy & Security

Collaborating

Performance Reporting

Decision-Making

Innovation

Learning

Customer Service Responsiveness & Delivery

Valuation & EvaluationCommunicationTotal Knowledge

BENEFITS OR IMPROVEMENTS

Problem Solving

Teamwork & Collaboration

Competitiveness

Question & Answer Exchange

CAPITALIZING ON EXPERTISE ENCOMPASSES:

Networked Intelligence

Deal-Making


Change & Getting To “Yes” !Change & Getting To “Yes” !

SWEET SPOT

sensory

emotional

psychological

cognitive

Spiritual or transcendent

Achieving Buy-in


Expertise Networks As Expertise Networks As Enabling InfrastructureEnabling Infrastructure

““You cannot run on tracks you You cannot run on tracks you have not laid”have not laid” – Stan Davis, – Stan Davis, FuturistFuturist


SELECT REFERENCESSELECT REFERENCES

ArticleArticle

The Trillion-Dollar Vision Of Dee HockThe Trillion-Dollar Vision Of Dee Hockhttp://www.fastcompany.com/magazine/05/deehhttp://www.fastcompany.com/magazine/05/deehock.htmlock.html

BooksBooks

Sharing Expertise – Beyond Knowledge Sharing Expertise – Beyond Knowledge ManagementManagement. Edited by Mark Ackerman, . Edited by Mark Ackerman, Volkmar Pipek, & Volker Wulf.Volkmar Pipek, & Volker Wulf.

Learning To FlyLearning To Fly. Chris Collison & Geoff Parcell . Chris Collison & Geoff Parcell


OUR VALUE TO OUR CLIENTS

Formulation, elucidation, & co-implementation of winning knowledge strategies

Superior return on investment from strategic knowledge initiatives in the knowledge market-place

Become smarter than competitors at playing the knowledge game using the latest techniques and technologies

Condition knowledge leaders for peak knowledge fitness

Reduction of knowledge risks by becoming better informed


Knowledge Coach

Gain faster acceptance, buy-in, mobilization, and momentum for knowledge projects

Risk Manager

Promote knowledge wellness plus diagnose, & treat toxic knowledge pathologies Knowledge Doctor

Knowledge Broker

Our Roles(Capabilities)

Results(Performance Achieved)

Visionary & Futurist

Knowledge ArchitectGuide you through the challenge of creating blueprints for new knowledge-based business

models

Knowledge Strategist

Educator

Change Catalyst

Cross-PollenatorWe create “meetings of minds” and help build better communication bridges and network

connections between people

Thinkers For Hire

“Not everything that counts can be counted. And not everything that can be counted counts” Albert Einstein

Co-create unique pathways to “knowledge-to-profit” zonesKnowledge Value Engineer

Gain the foresight to be able to visualize, understand, anticipate and capitalize on emerging knowledge-based economy trends

Knowledge Auditor Render unbiased independent assessments of your current knowledge programs

We teach principles and practices for optimizing human capital, intellectual capital, relationship capital, social capital and intangibles

Co-develop creative innovative new breakthrough ideas for research, solving customer problems, and making better decisions

OUR VALUE TO OUR CLIENTS

Formulation, elucidation, & co-implementation of winning knowledge strategies

Superior return on investment from strategic knowledge initiatives in the knowledge market-place

Become smarter than competitors at playing the knowledge game using the latest techniques and technologies

Condition knowledge leaders for peak knowledge fitness

Reduction of knowledge risks by becoming better informed


Knowledge Coach

Gain faster acceptance, buy-in, mobilization, and momentum for knowledge projects

Risk Manager

Promote knowledge wellness plus diagnose, & treat toxic knowledge pathologies Knowledge Doctor

Knowledge Broker

Our Roles(Capabilities)

Results(Performance Achieved)

Visionary & Futurist

Knowledge ArchitectGuide you through the challenge of creating blueprints for new knowledge-based business

models

Knowledge Strategist

Educator

Change Catalyst

Cross-PollenatorWe create “meetings of minds” and help build better communication bridges and network

connections between people

Thinkers For Hire

“Not everything that counts can be counted. And not everything that can be counted counts” Albert Einstein

Co-create unique pathways to “knowledge-to-profit” zonesKnowledge Value Engineer

Gain the foresight to be able to visualize, understand, anticipate and capitalize on emerging knowledge-based economy trends

Knowledge Auditor Render unbiased independent assessments of your current knowledge programs

We teach principles and practices for optimizing human capital, intellectual capital, relationship capital, social capital and intangibles

Co-develop creative innovative new breakthrough ideas for research, solving customer problems, and making better decisions


INVITATION TO PARTICIPATEINVITATION TO PARTICIPATE

ECNECN – EXPERTISE – EXPERTISE CAPITALIZATION CAPITALIZATION NETWORKNETWORK

EC/ARWGEC/ARWG- EXPERTISE - EXPERTISE CAPITALIZATION CAPITALIZATION ADVANCED RESEARCH ADVANCED RESEARCH WORKING GROUP ( A WORKING GROUP ( A CONSORTIUM) CONSORTIUM)


THANK YOU/ MUITO OBRIGADO !THANK YOU/ MUITO OBRIGADO !

Do You Have A Knowledge Problem We Can Help You Do You Have A Knowledge Problem We Can Help You Solve ?Solve ?

Contact Information:Contact Information:Bryan DavisBryan DavisPresidentPresidentThe Kaieteur Institute For Knowledge Management The Kaieteur Institute For Knowledge Management 67 Alberta Avenue, 67 Alberta Avenue, Toronto, Ontario, Canada, Toronto, Ontario, Canada, M6H 2R7. M6H 2R7. Tel:(416) 651-1837 Tel:(416) 651-1837 Fax: (416) 651-2108 Fax: (416) 651-2108 E-Mail: E-Mail: [email protected]@kikm.org

Expertise Management:

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