Embed Size (px)
DESCRIPTION
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
Citation preview
Enterprise 2.0 = KM 2.0?
Carl FrappaoloVP, Market Intelligence @ AIIM.org
?What is Knowledge
Management
?What is Enterprise
2.0
© AIIM | All rights reserved 2
Knowledge Management• "Leveraging collective wisdom and experience to accelerate innovation and responsiveness”– C. Frappaolo,
“Exec Express Knowledge Management,” Capstone, 2006
©
21
Strategy
TechnologyPeople
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
© AIIM | All rights reserved 2
Enterprise 2.0"A system of web-based technologies that provide rapid and agile collaboration, information sharing, emergence and integration capabilities in the extended enterprise”
– AIIM Market IQ Q1 2008
What are You Trying to Accomplish With Enterprise 2.0
–Remember • 4GLs and RDBMS• “PC Revolution”• Advent of E-mail
© AIIM | All rights reserved 5
Market Evolution
6© AIIM | All rights reserved
Market Evolution
Technology & Cultural Worker Models
8© AIIM | All rights reserved
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
Early KM(KM 1.0)
Carried Away with Technology
Awkward, disjointed and intrusive interfaces for Knowledge input &output
Academic Theory Collides with Reality
End Result?
KM Had Success in (Some) Organizations
(But in some, KM is a dirty word if known at all)
No Matter How Important I Believe KM
to Be
To Some Organizations, KM is...
Under the Radar
Meanwhile...KM Practitioners say...
“Rumors of my death have been greatly
exaggerated”
The Primary KM Issues Still Remain
Brains...Can’t hire the talent you want, aren’t tapping the talent you already have,watching talent walk out the door .
NOTE TO SELF:
Yes, It Does!
Even though KM
is not ABOUT
tech,
It’s hard to DO it
WITHOUT tech
Culture Creeps Cautiously
©
21
Strategy
TechnologyPeople
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
The Solution?
A Technology Map to KM
Explicit Tacit
Intermediation
Externalization
Internalization
Cognition
Knowledge complexity
Wikis, Blogs, SNA
Wiki, Blog, podcasting,
RSS, Mashup, Search/Social Tagging & Bookmarking
Mashup, RSS
EMERGENCE
Low Barrier
©
21
Strategy
TechnologyPeople
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
8© AIIM | All rights reserved
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
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
E2.0 = KM 2.0?
Web 2.0 = E2.0 AIIM Market IQ - The State of the Market
What do YOU think?
