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Improving the productivity of knowledge workers by using web 2.0 increases marke share gains and profits
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Knowledge Worker
2.0
By Aicha ESSMAALI the girl you know
The key to unlock Corporate
Performance
Aicha ESSMAALI - The girl you know
FREELANCE CONSULTANT & CONTRACTOR knowledge management/development, effectiveness at work, Social Media Strategy.
SPEAKERAicha Essmaali is the perfect speaker to reach your target audience in conferences dealing with such topics as knowledge management/development, effectiveness at work, social media:◦ Media savvy and bilingual English/French◦ Articulate◦ Energetic , charismatic with sense of
humour
ON SITE TRAINER
Contact me: [email protected]:@aicha_26LinkedIn.com/aichaessmaali
ContentIntroductionRevolutions of the last decadeThe New Knowledge WorkerKnowledge Worker Species Evolution: 3
erasFocus on Knowledge Worker 1.0 workstyleFocus on Knowledge Worker 2.0 workstyleWeb 2.0 and PerformanceOpportunities to be consideredIssues to be addressedConclusionSources & References
IntroductionThe number of knowledge workers – professionals
whose jobs primarily involve complex interactions (ie tacit knowledge) - is growing at a phenomenal rate in developed countries.
In the US in 2010, knowledge workers represent more than 40% of the workforce
Knowledge workers spend on average 50% of their time on knowledge-related interactions
Companies need to make this part of employees more productive just as they have raised the productivity of transactional and manufacturing labour in the past
Adoption of web 2.0 to use knowledge workers at best is directly linked to market share gains, distributed decision-making work and increased profitability
FREE enduring LOVE
…the feminine response to
testosterone excesses:
why women mean business
The financial crisis…
60% of university graduates in EU & North America are women
80% of consumer goods purchase decisions by women
Consumers interactive and public feedback impact sales real time
Consumers Networks multiply effects
Companies go public to create and lead the trends that increase sales
Hyperlocal – Still
made HERE!
Made FOR China
Revolution for Consumers Web 2.0
“Telepresence””
Pullman “CO Meeting”
Revolution in the workplace
Decision-making is a collaborative process
My job is named
“NETWORK!”
The new knowledge worker
We have entered a new era of corporate performance
The number of knowledge workers – ie employees whose job involve the most complex interactions, the tacit ones – is growing faster than any type of job in the developed nations.
Knowledge Workers are networked decision-makers who need integrated information at their fingertips, to focus on achieving business objectives, and rather than on the distraction of gathering information
Raising the productivity of these highly paid employees is the next great challenge to unlock performance
Knowledge Worker Species Evolution
Transformational & Controlled
1.0 2.0
Transactional & Managed
Tacit & Social
GreenFeminine ResponseLEAN & BPRThis is a man’s world
Initial
Evolution from “production workers” era - when productivity was increased by automating explicit knowledge - to an era where tacit interactions dominate and drive performance
Knowledge Worker initial Era
“Individual worker”Textual static documentsTaxonomy, DirectoriesFocus on tools: emails,
static storage repositoriesFocus on explicit
KnowledgeSilos within enterpriseKnowledge is
controlled
Transformational & controlledKnowledge is PowerInformation retention
This is a man’s world
Knowledge Worker 1.0 Era
Static DMS, doctypes and standard metadata
Portals, Profiles, Roles Internally networked
communities, Team rooms, Forums,
SME, Instant messagingFocus on explicit
knowledge /transactions (ERP)
“Connect TO”Knowledge is
managed
1.0 Transactional & Managed
- “Well-oiled machine” where knowledge organization pre-defined by the designers of the systems- Companies are internally
networked
Knowledge Worker 2.0 Era Collaborative Platform
beyond Enterprise Web 2.0 spread usage:
Blogs, LinkedIn, Twitter… User-generated Metadata:
folksonomy, “Like” Live videocasts,
Visioconferences Fully-networked organization Focus on decision-making Public contribution “Connect WITH” Inclusive workplace Knowledge is Social Influence
2.0Social
• Knowledge integrates information on Users’ behaviours, experience, emotions
• Companies fully-networked• High competitive
advantage captured
Focus on KW 1.0 work style
E-mails - an avalanche of information
Information overload No structure or control Lock-in of key information Work organization issues
DMS Predefined parameters &
Specifications Passive repository Storage is dominant usage Important amount of
documents not updated: new information loses its value
Lack of flexibility, Workflows don’t fit all Users
Portals - transaction focused and not personal
Transaction and Role-based: One way communication One “truth” on how to organize
information Focus on tools and explicit content
Intranets /Team Rooms/sharepoints Beginning of “sharing” mindset Interactive and collaborative Ordinary surfing (constant checking)
time & energy consuming Spend big amount of time searching for
information Lack of flexibility Internal focus or limited reach
Company
Office
Team
Providers
Customers
Networks ofs of
Practice
Networks o of
Interest
Friends & Family
MY PROFIL
E
(control)
Capture
Create
SharePublish
(or…
perish)
Update
SubscriptionSyndicationDynamic Search
Social Media Objectives, Success Metrics, culture, architecture, governance
©Aicha ESSMAALIFreelance Consultant
Business objectivesIntegrated KnowledgeDecision-Making
Focus on KW 2.0 work style (1/2)
Focus on KW 2.0 work style (2/2)
Work style is collaborative◦ Collaboration IS growth◦ People are connected with their networks, with content◦ Interactions are visible and social◦ The way you manage your networks reflects your
influence over the world
Control◦ Knowledge comes in a
personalized and consistent way: Profile authentication and saving, Syndication, Tweets…
◦ Content is focused and specialized, Searches results are Dynamic
Value of knowledge is increased◦ Interactions bring value
to the content: Tag, comment, download, favourite, embed, social bookmark, …
◦ Mashups: content and functionality are mixed
2.0 work style and performance
The variability in performance between the least and most performing manufacturing companies is relatively narrow
But the variability of company level performance is more than 50% greater in tacit based-sectors
The use of web2.0 is key in making tacit activities more productive, raise top and bottom lines, and built talent-based competitive advantages that rivals will find hard to match
Web 2.0 is key in addressing Knowledge workers performance variability
Performance Variability Figures
Source: McKinseyCompetitive advantage from better Interactions-2006
Variability of company level performance is more than 50% greater in tacit based sectors
2.0 work style and performance
◦27% of the companies internally-networked (what we call 1.0 or managed) against 50% of the fully networked companies (2.0 or social) report having both market share gains against their competitors and higher profit margins.
◦ ◦That kind of performance clearly makes the
fully-networked companies (or 2.0 Social) profit consolidators in their industries, with earnings growing faster than the rest.
◦The fully-networked enterprise should become the benchmark for more vigorous competition in many industries.
*McKinsey Quaterly – 12/2010Web 2.0 finds its pay day
Opportunities to be consideredThe more a company wants to use Knowledge as a
competitive advantage, the more knowledge workers and knowledge management/development require attention and involvement from top management
Companies will have to manage both employees whose primary tasks are transformational or transactional - to be more efficient - while enabling knowledge workers - to be more effective:◦ Some companies may redeploy talent from transactional to
tacit activities◦ Cisco found it necessary to redeploy some available
knowledge workers with tacit activities to transactional and transformational activities bringing a new level of solving problems
Issues to be addressed Identify and address the barriers workers face in their daily
interactions: technical, space, organizational, time …barriers
Address new effectiveness and performance problems intrinsic to information and collaboration activities: data overload, time consuming meetings , people working longer hours, unbalanced private-professional life, distractions, risks of losing focus…
Develop and leverage new, softer (more feminine) skills:◦ Networking skills – High◦ Mentoring skills and non hierarchical leadership skills – High◦ Communication skills – High◦ Cross-collaboration, ability to work with diversity, gender
bilingualism, multi-level reporting – High◦ Modern personal organization and Time management skills –
High
Recommendations Integrate the use of Web 2.0 into employees’ day-
to-day work activities while constantly driving usage (Manage Change and Risks appropriately)
Basics 1st: ◦ The right decision-makers should access the right
information at the right time◦ Information quality is the leading indicator of business
value: the higher the information quality, the better the decisions
◦ Web 2.0 interactions increase the value of knowledge Implement Governance, Key Performance
Indicators that are sense making for your company: IT ROI, ROA, Staff productivity index, Employee retention, Sales per employee, Employee satisfaction…
Appoint a Knowledge Manager/Developer who will develop and execute your “KM web 2.0” route map
Conclusion“You can’t manage knowledge –
Nobody can. What you can do is manage the environment in which knowledge can be created,
discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.”
Chris Collison and Geoff Parcell
Main sources & references Learning to Fly: Practical Knowledge Management
Chris Collison and Geoff Parcell McKinsey Quaterly
◦ Web 2.0 finds its pay day – 2010◦ Boosting the productivity of Knowledge Workers - 2010◦ Competitive advantage from better interactions – 2006◦ The next revolution in interactions - 2005◦ Managing the Knowledge Manager – 2001 updated
Enterprise 2.0 Andrew McAfeeAssociate Professor, Harvard Business School
The new promise of business intelIigenceIBM Cognos
Why women mean business – Avivah Wittenberg
http://www.20-first.com/ Is it a women’s world? http
://thedx.org/2010/12/a-womans-world/ The Drucker Xchange Trendwatching.com
http://trendwatching.com/trends/innovationavalanche.htm