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© 2011 IBM Corporation INV203 People-Centric vs. Content-Centric The Copernican Revolution needed to become a Social Business Louis Richardson | Social Business Evangelist | IBM For a 33 minute video version of this presentation along with audio track go to http://bit.ly/gU5Skf

People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

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We're all heavily invested in managing our content, but we still have significant business problems we can't address. Consider a new perspective...a people centric one.

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Page 1: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

INV203 People-Centric vs.Content-CentricThe Copernican Revolution needed to become a Social Business

Louis Richardson | Social Business Evangelist | IBM

For a 33 minute video version of this presentation along with audio track go to

http://bit.ly/gU5Skf

Page 2: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Tweet freely…(like you needed my permission)

Page 3: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

It’s January 1511

Page 4: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Ptolemy showed us how the Earth is the center of the universe

Page 5: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Along comes Nicolaus Copernicus

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© 2011 IBM Corporation

Along comes Nicolaus Copernicus

Page 7: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

There were some symptoms that an earth-centric model might not be correct

Page 8: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Could a earth-centric model be wrong?

Page 9: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Maybe what needs to change is our perspective

Page 10: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Fast forward to today….What’s the relevance for today’s discussion?

Page 11: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

New tools and experience has provided a different perspective on the earth-centric model

Page 12: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Let’s look at knowledge management from our historic content-centric perspective

Page 13: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

We have developed library sciences

Page 14: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Thomas Jefferson’s Baconian method

Page 15: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

BTW…this session has valuable prizes

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© 2011 IBM Corporation

Jeopardy

Page 17: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Jeopardy

Page 18: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Jeopardy – Who is Melvil Dewey?

Page 19: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Jeopardy

Page 20: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Jeopardy – What is the Arts?

700 – Arts730 – Plastic Arts, Sculpture734 – Sculpture from ca. 500 to 1399

Page 21: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Today’s bookstores “Where’s the self help section?”

Page 22: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

So at work, why is it so hard to find what you’re looking for?

Page 23: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Jeopardy

Page 24: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Jeopardy – Who is Gutenberg?

Page 25: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

The printing press distributed power

Page 26: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Now everyone has a press

Page 27: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

We have access to way more content than we need

Page 28: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

The content-centric model of knowledge management is broken

Page 29: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Don’t rush to form a lynch mob (or start angry tweeting)

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© 2011 IBM Corporation

Content is in my DNA

Page 31: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

But we can’t ignore the symptoms of an overwhelmed content-centric model

Page 32: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Which one to use?

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© 2011 IBM Corporation

Which way do I go to get what I need?

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© 2011 IBM Corporation

The knowledge sharing gap

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© 2011 IBM Corporation

Silos of content

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© 2011 IBM Corporation

Information Loss

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© 2011 IBM Corporation

What if content isn’t the center of our knowledge universe?

Page 38: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

What about people? Aren’t they the primary source of knowledge?

Page 39: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Some would have you believepeople revolve around content

Page 40: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

But new tools and experience has provided a different perspective

Page 41: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Consider a people-centric model

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© 2011 IBM Corporation

Which one to use?

It’s not just about availability or even accuracy, it’s really

about Credibility

and Value

Page 43: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Which way do I go to get what I need?

Communities are one way to get the

direction you need. They put you in touch with the

right people and the relative content

Page 44: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

The knowledge sharing gap

Tags identify subject matter experts and helps

people with questions find the people with the answers

Page 45: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Silos of content (and ideas)

Social Bookmarks share ideas and content across organizational boundaries and

generates new connections with similarly interested people

Page 46: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Information Loss

Using libraries, activities, community files, etc. you can

store Content in the Context of the

work being done.

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© 2011 IBM Corporation

And you can solve additional business problems

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© 2011 IBM Corporation

Like…who’s who in the zoo

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© 2011 IBM Corporation

Like…who’s who in the zoo

Profiles not only points to a person, but also

provides credentials

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© 2011 IBM Corporation

Activities

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© 2011 IBM Corporation

Activities quickly get you going and keep

you (and others) on track…and keeps your head

out of your in-box

Activities

Page 52: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

The big picture

Page 53: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

So as you gaze upon your business

Page 54: People-Centric vs. Content-Centric: The Copernican Revolution to be a Social Business

© 2011 IBM Corporation

Think about a people-centric model

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© 2011 IBM Corporation

It may hold the answer to your company becoming a social business

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© 2011 IBM Corporation

What will your co-workers say? Tweet and Retweet

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© 2011 IBM Corporation

Let’s connect

Louis RichardsonIBM Social Business [email protected] www.twitter.com/inter_vivoswww.linkedin.com/in/louisrichardson

I invite you to visit www.thecollaborationsoapbox.com You can read any of the materials there, but I would suggest you request to join the community so you can contribute and comment.

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© 2011 IBM Corporation

www.thecollaborationsoapbox.com

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© 2011 IBM Corporation

What did you think? Please let me know.

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© 2011 IBM Corporation

Conversation

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© 2011 IBM Corporation 61

Legal Disclaimer© IBM Corporation 2011. All Rights Reserved.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.

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