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

Resistance is Real

49%64% 72%

38% 40% 32%

ITMgmt

Users

∆40%Experienced

Overcame

Source: Information Architected and The 2.0 Adoption Council

Overcame

Experienced

Overcame

Experienced

?ECM

Will work for

Knowledge

Knowledge Provider

Able to share the knowledge, but has no incentive to do so

Knowledge Seeker

Highly incentivized to exchange knowledge,

requires knowledge provider’s cooperation

The Challenge of Incentivizing

Can Enterprise 2.0 Break the Knowledge Management Cultural

Barrier?

YES

To some degree

Assessing Your Apptitude for KM & E2.0Structure

Culture

Process

Current KM Practices

Team Structure

Communication

Innovation

Technology

-++

--

+

Dos &

Don’ts

DOs•Create a BizTech Vision

•Sell, Promote & Market

•Leverage Needs & Culture

•Nurture & Promote Champions

•Learn From History/Iterate

DON’Ts•Ignore Resistance•Focus on IT•Be Rigid•Pilots = Solution•Boil the Ocean

Let’s Get 2.0

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

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