The Evolution Of Knowledge Management Km 1.0 Vs. Km 2.0

© Copyright IBM Corporation 2007

IBM Global Business Services

Industry Trends: the evolution of knowledge management (KM 1.0 vs. KM 2.0)

Jennifer OkimotoSeptember - 2007

| September - 2007 Slide 2



This is a typical reaction to KM efforts…

Courtesy of Rod Boothby , Innov ation Creators blog




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




The collaborative work process – from the people’s point-of-viewand a reputationto create business

valuein many wayscreates with

othersAn individual

What the contributor needs for collaborative work…

Give & get recognitionFind contentContribute, co-authorEstablish the platformFind contributors

Contribute through co-authoring, tagging, brainstorming, rating, etc.

Give & get recognition on achievements and qualities that are important to me

Find the documents that will assist in reaching my business goals

Choose the place or method where the contributions are aggregated

Find out about a contributor’s expertise, contributions, interests, and social networks

Delivered recognition

• Contribution• Social capital• Reputation• Trust• Expertise

Metrics: quality and reach

Delivered content

• Innovation• Content• Increasingly

knowledgeable contributors

Metrics: quality and speed

Conversation, activities

Discussing, co-authoring, tagging, brainstorming, decision making, presenting, mentoring, networking, assessing quality, awarding

Social context

• Other individuals• Teams• Communities• Organizations• Business processes• Meeting and event

participants

The contributor

A single person

Will Morrison, IBM CIO Program Lead, The Collaborative Workplace




The collaborative work process – what the organization must enableand a reputationto create business

valuein many wayscreates with

othersAn individual

What the contributor needs for collaborative work…

Give & get recognitionFind contentContribute, co-authorEstablish the platformFind contributors

Contribute through co-authoring, tagging, brainstorming, rating, etc.

Give & get recognition on achievements and qualities that are important to me

Find the documents that will assist in reaching my business goals

Choose the place or method where the contributions are aggregated

Find out about a contributor’s expertise, contributions, interests, and social networks

Delivered recognition

• Contribution• Social capital• Reputation• Trust• Expertise

Metrics: quality and reach

Delivered content

• Innovation• New content• Increasingly

knowledgeable contributors

Metrics: quality and speed

Conversation, activities

Discussing, co-authoring, tagging, brainstorming, decision making, presenting, mentoring, networking, assessing quality, awarding

Social context

• Other individuals• Teams• Communities• Organizations• Business processes• Meeting and event

participants

The contributor

A single person

Will Morrison, IBM CIO Program Lead, The Collaborative Workplace




Web2.0Traditional Web1.0

As new sources and methods to share knowledge appear, none of the old disappear

Time

Communities Websites and

portals Online presence

and instant messaging

Platform across the enterprise and beyond

Online reputation

RSS feeds

Individuals Books and journals Data, information, and

documents in shared databases

Telephone

Social software:BlogsWikisSocial bookmarks TaggingVotingPodcasts and

videocasts

Taxonomies Directories Classrooms Conferences Email

Team rooms Forums Web

conferencing Expertise

profiles

Private

Public

Organizations are considering how they will shift from private and controlled environments to public and dynamic collaboration




Our view on the evolution of KM and Collaboration

Dynamic profiles reflect what I do, with whom, and how well I do it.

People directories provide contact information

Provides a platform for innovationTargets increased productivity

I am immersed in the conversations of the workplaceI work by myself

Collaborative work is what work isKM and collaboration is extra work

I depend on customers for feedbackCustomers are interesting

Content is fluid and is developed through participationContent is protected

Work happens publicly where everyone participatesWork happens in unannounced groups

Experts lead to content, content leads to expertsSearches for content and experts are unrelated

I am a professional whose value is based on both my deliverables and my reputation

My value to the company is based on my deliverables

Collaboration is co-authoring the outcomeKM and collaboration are sets of tools

Collaborative work and Conversation with data are equally important

The online experience is a Conversation with text and data

KM and Collaboration moving forwardKM and Collaboration in the past




Innovation happens at the intersection of great insights

Targeted yet free flowing collaborationTargeted yet free flowing collaborationSharing information and knowledge within a targeted Sharing information and knowledge within a targeted group (social bookmarking for project or sales team)group (social bookmarking for project or sales team)

Conversations amongst informal user groupsConversations amongst informal user groupsCollaborative research, development, team innovationCollaborative research, development, team innovation

Helping hand in collaborationHelping hand in collaborationFacilitated processes and events to stimulate Facilitated processes and events to stimulate

communications, conversations, and collaborationcommunications, conversations, and collaborationIdeation events for innovation and problem solvingIdeation events for innovation and problem solving

Learning 2.0 (facilitated blog discussions)Learning 2.0 (facilitated blog discussions)Communities of practice (facilitated events, wikis and Communities of practice (facilitated events, wikis and

group blogs)group blogs)

Global water coolerGlobal water coolerConversations and collaboration that transcends Conversations and collaboration that transcends

traditional boundaries: organizational, geographic, and traditional boundaries: organizational, geographic, and hierarchicalhierarchical

Transparency in sharing knowledge and ideas leads to Transparency in sharing knowledge and ideas leads to intersection by serendipityintersection by serendipityKnowledge IS the networkKnowledge IS the network

Mobilize and mine the collective brainMobilize and mine the collective brainLeaders set direction and engage workforce in open Leaders set direction and engage workforce in open

dialogue dialogue Create buzz, jam and tap into global insightsCreate buzz, jam and tap into global insights

X-ray the collective brainX-ray the collective brainTransform organizational DNATransform organizational DNA

Sca

le

Gro

up

Structured Unstructured

Exte

nded

En

terp

rise

How are you driving those critical people connections?

The Evolution Of Knowledge Management Km 1.0 Vs. Km 2.0

Business

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