Putting Action Back in Knowledge Management

www.sagology.com [email protected] 1

O�awa

Minot

Macon


It is all about People!

KM Singapore 2015 -‐ John P. Girard, Ph.D. -‐ www.johngirard.net

4

Sagology is dedicated to connec�ng people with people to facilitate collabora�on, learning, and knowledge sharing through keynotes, workshops, and consul�ng.

sagology [sāj-‐ol-‐uh-‐jee] -‐noun 1.  the study of organiza�onal wisdom in all its forms, esp. with reference to

technology, leadership, culture, process, and measurement 2.  the study of one venerated for experience, judgment, and wisdom. Origin: 2008; Canadian English, from Middle English sage + -‐ology. Sage [Middle English, from Old French, from Vulgar La�n *sapius, from La�n sapere, to be wise; see sep-‐ in Indo-‐European roots.] -‐ology [Middle English -‐logie, from Old French, from La�n -‐logia, from Greek -‐logiā (from logos, word, speech; see leg-‐ in Indo-‐

European roots) and from -‐logos, one who deals with (from legein, to speak; see leg-‐ in Indo-‐European roots).]


Themes

1.  KM in Ac�on 2.  Technology – A Double-‐edged Sword 3.  Leading Knowledge Workers 4.  The Impact of Culture 5.  Storytelling in Ac�on 6.  The Future is Just a Day Away


5

Keys to Success

1.  Par�cipa�on 2.  Courtesy 3.  Confiden�ality 4.  Time L

Recommended Schedule

0900 – 1000: Session 1 1000 – 1030: Networking Break 1030 – 1230: Session 2 1230 – 1330: Lunch 1330 – 1500: Session 3 1500 – 1530: Networking Break 1530 – 1700: Session 4

6



Overview

Drawing on the Past 1.  Where is the Knowledge? 2.  Organize What? 3.  What types of Knowledge exist? Leading Today’s Knowledge Workers 4.  Simples Ideas 5.  Do you Really Want to Know 6.  Tools, Tac�cs, and Techniques KM in Singapore


7

About You

1.  Name 2.  Organiza�on 3.  Posi�on 4.  KM Story

8



Where is the wisdom we have lost in

knowledge? Where is the knowledge we have

lost in information?

—T. S. Eliot, The Rock (1935)

CHAPTER 1

THE WHERE

Knowledge Management – Nothing New?


10


What is KM to you? 11


Defining Knowledge Management

1.  Form into groups 2.  Deal the cards 3.  Individually review the defini�ons in

your hand and highlight key a�ributes need to be present in a defini�on of Knowledge Management

4.  Select one or two “best” defini�ons 5.  Reconvene as a group and discuss the

individually selected defini�ons. 6.  Select the “best” defini�on

12


EX


Defining Knowledge Management 13

h�p://www.johngirard.net/km


Overview

�  Aim: to demonstrate the depth, breadth, and interna�onal nature of KM

�  First a�empt to catalog, within the academic literature, KM defini�ons, especially those with an applied orienta�on.

�  Hope other researchers will build on this founda�on with a view to cataloging the many defini�ons in use today and in the future.


14


Defini�on Selec�on

�  To ensure access to the source material, only defini�ons that are widely available on the Internet were considered.

�  Some might ques�on the exclusion of some o�-‐cited defini�ons that are locked in the academic vaults we call journals; however, given the field is about sharing, it seemed rather oxymoronic to discuss defini�ons that many people cannot access.


15

Scope

�  No sugges�on that every KM defini�on penned in the past three decades has been considered.

�  Goal was to consider a wide variety of defini�ons in terms of origina�ng discipline and country.

�  Opted to present the defini�ons by domain, which we acknowledge is very subjec�ve.

�  Listed the country of origin, which again is rather subjec�ve as it is usually based on the lead author or publisher’s country of origin.


16


Limita�ons

� Major limita�on of this project is the methodology for collec�ng the defini�ons.

�  Only defini�ons that were widely available on the Internet were considered.

�  Collec�on should be considered a convenience sample as there was no a�empt to include every defini�on penned.

�  All of the defini�ons considered were in the English language.


17


18


Domain Number Management 33

Informa�on Technology 18

Development 6

Government 6

Educa�on 5

General 5

Informa�on and Library Science 3

Informa�on Management 3

Content Management 2

Defense 2

Energy 2


19

Domain Number Engineering 2

Finance 2

Health 2

Human Resources 2

Science and Technology 2

Accoun�ng 1

Aerospace 1

Archivists 1

Ar�ficial Intelligence 1

Law 1

Social 1

Sta�s�cs 1

Systems Thinking 1


20


Analysis

� Word parsing tool used to create a list of words contained in the collec�on of > 100 defini�ons

�  “knowledge management” eliminated to ensure the emphasis of the individual words knowledge and management were not exaggerated.

�  Root word combina�ons grouped: create, created and crea�on grouped as create.

�  Preposi�ons and pronouns were removed � Only words appearing at least four �mes were included in the list


21

Most Common Terms

knowledge 112 organiza�on 69 process 50 informa�on 44 use 40 share 36 create 33 manage 30

assets 19 people 18 prac�ce 18 improve 15 systema�c 15 capture 14 value 14 resources 12


22





KM Defined?

If we consider only the words that appear at least 30 �mes then we might create the following defini�ons: �  Knowledge Management is the process of crea�ng, sharing, using and managing the knowledge and informa�on of an organiza�on.

�  Knowledge Management is the management process of crea�ng, sharing and using organiza�onal informa�on and knowledge.


25


26

The Future

Ikujiro Nonaka

“In an economy where the only certainty is uncertainty, the only sure source of las�ng compe��ve advantage is knowledge.”



Scientia protenia est (Latin maxim, “For also

knowledge itself is power.”)

—Sir Francis Bacon, Meditationes Sacrae

(1597)

CHAPTER 3

THE TYPES


28


KM Enablers and Inhibitors 29



30

KM Models

Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in knowledge management – Towards a common KM framework in Europe. Proceedings of UNICOM Seminar Towards Common Approaches & Standards in KM. London.

KM Pillars

European Framework

DON Balanced KM

Enablers of Transfer

KM Assessment Tool

Tech

nolo

gy

Lead

ersh

ip

Cul

ture

Infra

stru

ctur

e

Org

aniz

atio

n

Pro

cess

Mea

sure

s

Lear

ning

Con

tent

Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-Generation Knowledge Management: Enabling Business Processes. American Productivity & Quality Center.

Developed by Dr Stankosky and his team at George Washington University in 1999


A New View of Knowledge Management


31

LeadershipMeasurement

Process

Tech

nolo

gy Culture

32

Which enabler(s) ma�er?



33

Exploratory Research: The Torii

0

1

2

3

4

5

Mean

Leadership

Technology

Culture

Process

Measurement

The survey statement was <blank> is an important enabler of knowledge management. This exploratory question also resulted in some interesting findings. Of note is the discovery that more than 90% of respondents agreed or strongly agreed that Leadership is an important enabler of knowledge management.

Process

MeasurementLeadership

Tech

nolo

gy Culture

F(4, 468) = 11.532, p = .0000 Leadership is significant at the .05 critical alpha level.


34

Exploratory Research: The Torii

0

1

2

3

4

5 4.49 4.07 4.02 3.95 3.74

4.8 4.3

4.7 4.3

3.9

Mea

n



TLC: Leadership


35

Including Ray Downey, Special Operations Command lost 95 men that day – totaling 1,600 years of experience. (emphasis added)

36

Leadership and Governance



37

Leadership and Governance


New Technology


38

Is the newest always best?


The Right Technology


39

40

KM Tools and Pla�orms



41




42

TLC: Culture


Open Leadership

Respect that your customers and employees have

power.

Share constantly to build trust.

Nurture curiosity and humility.

Hold openness accountable. Forgive failure.

43


http://www.charleneli.com/resources/new-‐rules/

Openness Audit 44


http://www.slideshare.net/charleneli/openness-‐audit



45

Tribal Leadership

About You

1.  Name 2.  Organiza�on 3.  Posi�on 4.  KM Story

46



47

Culture Approaches


48

Culture Approaches



Rewards 49


50

Marshmallow Challenge



Recommended Schedule

0900 – 1000: Session 1 1000 – 1030: Networking Break 1030 – 1230: Session 2 1230 – 1330: Lunch 1330 – 1500: Session 3 1500 – 1530: Networking Break 1530 – 1700: Session 4

51


A�er Ac�on Review

1.  What was planned?

2.  What happened?

3.  What is the delta?

4.  What do we do about it?

52



53



Lessons for KM

1.  Mul�disciplinary teams 2.  Team development 3.  Value of prototyping 4.  Sa�sficing / Measure of Success 5.  Accep�ng / Learning from failure 6.  Impact of rewards 7.  Planning versus execu�on 8.  Best design is based on team’s talent 9.  Google cannot solve everything …


Generally, management of the many is the

same as management of the few. It is a matter

of organization.

—Sun Tzu (400–320 BC), The Art of War

CHAPTER 2

ORGANIZE WHAT?



56

Founda�on or Too Busy



57

What is knowledge?

knowledge is "defined broadly to include information, data, communication and

culture" (p. 293)

Knowledge

Data

Information

Knowledge:

Concepts, experience, and insight that provide a framework for creating, evaluating and using information (p. 373).


58

The Cogni�ve Hierarchy

Knowledge

Information

Data

Ackoff’s Apex Wisdom

Understanding

Knowledge

Wisdom:

The collective and individual experiences of applying knowledge to the solution of problems (p. 373).


I believe what I said yesterday.I don’t know what I said,

but I know what I think, and, well,I assume it’s what I said.

—Former U.S. Secretary of Defense Donald

Rumsfeld

CHAPTER 4

SIMPLE IDEAS


59

Complex: A Defini�on

“a group of obviously related units of which the degree and nature of the rela�onship is imperfectly known”

60



Exchange and Transfer of Knowledge


61

Socializ

ation Externalization

Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT


Process

Tech

nolo

gy Culture

Crea�on and Transfer of Knowledge


62

Socializ


Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT

Combination  Formal Education (MBA)

 Policies

 Data mining Teradata, 1991 Wal-Mart, 2004

Internalization  Learning by doing

 Experience

 Values/Ethos

TYLENOL® crises of 1982 and 1986



http://www.jnj.com/about-jnj/jnj-credo

Our Credo (Johnson & Johnson)

We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services.

In meeting their needs everything we do must be of high quality. We must constantly strive to reduce our costs

in order to maintain reasonable prices. Customers' orders must be serviced promptly and accurately.

Our suppliers and distributors must have an opportunity to make a fair profit.

We are responsible to our employees, the men and women who work with us throughout the world.

Everyone must be considered as an individual. We must respect their dignity and recognize their merit.

They must have a sense of security in their jobs. Compensation must be fair and adequate,

and working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill

their family responsibilities. Employees must feel free to make suggestions and complaints.

63

http://www.jnj.com/about-jnj/jnj-credo

There must be equal opportunity for employment, development and advancement for those qualified.

We must provide competent management, and their actions must be just and ethical.

We are responsible to the communities in which we live and work and to the world community as well.

We must be good citizens – support good works and charities and bear our fair share of taxes.

We must encourage civic improvements and better health and education. We must maintain in good order

the property we are privileged to use, protecting the environment and natural resources.

Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas.

Research must be carried on, innovative programs developed and mistakes paid for.

New equipment must be purchased, new facilities provided and new products launched.

Reserves must be created to provide for adverse times. When we operate according to these principles,

the stockholders should realize a fair return.


64


Crea�on and Transfer of Knowledge


65

Socializ


Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT

Combination  Formal Education (MBA)

 Policies

 Data mining Teradata, 1991 Wal-Mart, 2004

Internalization  Learning by doing

 Experience

 Values/Ethos

TYLENOL® crises of 1982 and 1986

Externalization  After action review

 Lessons learned

 Metaphor

Socialization  Social spaces (Ba)

 Master/apprentice

 Storytelling


66

The importance of sharing . . .

http://www.youtube.com/watch?v=lH39xjXaLW8


67

KM Processes


68




69



70

Pu�ng the Pieces Together




71

The difference . . . Data to Knowledge

October 27, 1917

Q1 - What time is it?

Q2 – Where are these people?

Q3 – Why is the boy smiling?


72

The Knowledge Edge – The Ul�mate Goal

Knowledge

Information

Data

Wisdom

Understanding

Knowledge

Know

ledge

Cre

ation

“With 3,600 stores in the United States and roughly 100 million customers walking through the doors each week, Wal-Mart has access to information about a broad slice of America . . . The data are gathered item by item at the checkout aisle, then recorded, mapped and updated by store, by state, by region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)

14 November 2004

Hurricane



73

KM Models

KM Pillars

European Framework

DON Balanced KM

Enablers of Transfer

KM Assessment Tool

Tech

nolo

gy

Lead

ersh

ip

Cul

ture

Infra

stru

ctur

e

Org

aniz

atio

n

Pro

cess

Mea

sure

s

Lear

ning

Con

tent

Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-Generation Knowledge Management: Enabling Business Processes. American Productivity & Quality Center.

Developed by Dr Stankosky and his team at George Washington University in 1999


Process

Tech

nolo

gy Culture

Inukshuk 74



Inukshuk: KM Model 75


Foun

datio

n

Leadership

Tech

nolo

gy

Culture

Internalization

Socialization Externalization

Combination Pro

cess

Tacit Knowledge Explicit Knowledge

Measurement

Inukshuk:  “likeness of a person”

(essential component of KM)  Guide leaders  Every Inukshuk is different  Artifacts matter!


Vision: An environment that facilitates knowledge

discovery, crea�on and innova�on, and which fosters the development of a learning

organiza�on (From DM/CDS May 2002 based on IMSR)

KM Core Group

1. Governance 2. KM Support 3. Awareness

KM SOC

VC Study

CoP Toolkit

War stories Knowledge Cafe

Exploit Successes

Build Partnerships

EDRMS

C4ISR

Supports:

Policy & Strategy

Stakeholders

Needs

Creates

Value

KM Strategic Opera�ng Concept:

Driven by Strategy, Based on Results Decentralised Coordinated

DND/CF Transforma�on Objec�ves

Leadership

Technology

Culture

Internaliza�on

Socializa�on Externaliza�on

Combina�on


Measurement

Our Guide

76


Knowledge Strategy

The Future Knowledge Environment •  Leaders View •  Knowledge Workers View •  A Vision of the Future

Guiding Principles •  Driven by Strategy – Based on Results •  Decentralized •  Coordinated

Governance •  Knowledge Management Advisory Group •  Chief Knowledge Officer / Director Knowledge Management du�es and

responsibili�es.

77


Char�ng a Course toward a Knowledge Environment

78


2003 2004 2005 2006 2007 2008 Get Started

Develop a Strategy

Design & Launch a KM Initiative

Expand and Support

Institutionalize

VCDS Endorsement

Stage 5

Institutionalize Knowledge

Management

Stage 4 Expand

and Support

Stage 3 Design and Launch a

KM Initiative

Stage 2 Develop a Strategy

Stage 1 Get

Started

APQC Stages of KM

DMC Endorsement

DMC Endorsement

Leadership

Tech

nology

Culture

Internalization

Socialization Externalization

Combination


Measurement

Post DEM Brie�ing

C4ISR

1 RCHA


79

KM Planning


I wish we knew what we know at HP.

—Lew Platt, Hewlett-Packard

CHAPTER 6

THE TOOLS


80


KM Strategies: Towards a Taxonomy

�  Michael Earl 2001, a�er five-‐year study �  Genesis: confusion amongst execu�ves �  Purpose: to help guide execu�ves on choices to ini�ate KM

�  Seven Schools: ¡  Systems School ¡  Cartographic ¡  Process ¡  Commercial ¡  Organiza�onal ¡  Spa�al ¡  Strategic

Technocratic

Economic

Behavioral

81


Earl’s Strategies: Will they work in a 2.0 world?

Technocratic Economic School

Attribute

System Cartographic Engineering Commercial

Focus Technology Maps Processes Income

Aim Knowledge bases Knowledge directories Knowledge flows Knowledge assets

Philosophy Codification Connectivity Capability Commercialization

Behavioral School

Attribute

Organizational Spatial Strategic

Focus Networks Space Mindset

Aim Knowledge pooling Knowledge exchange

Knowledge capabilities

Philosophy Collaboration Contactivity Consciousness

82



Earl’s System School

“to capture specialist knowledge in knowledge bases which other specialist or qualified people can access”

http://www.pcmag.com/article2/0,4149,28792,00.asp

Focus

Technology

Aim Knowledge bases

Philosophy

Codifica�on

83


Earl’s Cartographic School


84

“to make sure knowledgeable people in the organiza�on are accessible to others for advice, consulta�on, or knowledge exchange”

84

“Exper�se loca�on systems replace the second-‐genera�on technique of yellow pages making connec�ons between people and communi�es” (Dave Snowden)

Focus

Maps

Aim Knowledge directories

Philosophy

Connec�vity


Earl’s Engineering School

Engineering school focuses on.: 1.  “performance of business processes can be enhanced by providing opera�ng personnel with knowledge relevant to their task”

2.  “management processes are inherently more knowledge-‐intensive than business processes”

FDA

Focus

Processes

Aim Knowledge Flows

Philosophy

Capability

85


Earl’s Economic School

“it is overtly and explicitly concerned with both protec�ng and exploi�ng a firm's knowledge or intellectual assets to produce revenue streams”

Focus

Income

Aim Knowledge Assets

Philosophy

Commercial-‐ iza�on

Dow Vice President Richard Gross stated Dow was able to reduce their patent holdings by over 10,000 resul�ng in a saving of $40 million in five years.

86



Earl’s Organiza�onal School

“the use of organiza�onal structures, or networks to share or pool knowledge”

Focus

Networks

Aim Knowledge Pooling

Philosophy

Collabora�on

Facing the drawdown of the B-‐2 project, the company decided it would be necessary to “maintain profiles of staff who could be used for future B-‐2 projects” (APQC)

87


Earl’s Spa�al School

“a design for emergence philosophy of knowledge management . . . it centers on the use of space or spa�al designs to facilitate knowledge exchange”

Focus

Space

Aim Knowledge Exchange

Philosophy

Contac�vity

Meeting Environment Supporting Socialization

M E S S

Ba Bar

88



Earl’s Strategic School

“sees knowledge management as a dimension of compe��ve strategy”

Focus

Mindset

Aim Knowledge Capabili�es

Philosophy

Consciousness

89


Which school would be best for you?

Technocratic Economic School

Attribute

System Cartographic Engineering Commercial

Focus Technology Maps Processes Income

Aim Knowledge bases Knowledge directories Knowledge flows Knowledge assets

Philosophy Codification Connectivity Capability Commercialization

Behavioral School

Attribute

Organizational Spatial Strategic

Focus Networks Space Mindset

Aim Knowledge pooling Knowledge exchange

Knowledge capabilities

Philosophy Collaboration Contactivity Consciousness

90


EX


Yu, shall I teach you what knowledge is? When

you know a thing, to hold that you know it;

and when you do not know a thing, to allow

that you do not know it;—this is knowledge.

—Confucius, The Analects, 2:17

CHAPTER 5

DO YOU REALLY?


91

Close Your Book!

92



Memory Test*

� Bed � Rest � Pajamas � Pillow � Snore

� Slumber � Night � Awake � Blanket � Dream

* Developed by Nancy Dixon

93



94

Organiza�onal Forge�ng (de Holan et al.)

Sou

rce

of K

now

ledg

e From Existing Stock

Memory Decay Unlearning

Newly Innovated Failure to Capture Avoiding Bad

Habits

Accidental Intentional Mode of Forgetting

Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)



95

Energizing a Na�on


96

What do we know 40 years later?



97

What do we know 40 years later?

98

Forge�ng?




99

Organiza�onal Memory

Organiza�onal memory is the body of knowledge, past, present, and future, necessary to achieve the strategic objec�ves of an organiza�on. Enabled by technology, leadership, and culture, organiza�onal memories include repositories of ar�facts, communi�es of people, and organiza�onal knowledge sharing processes, which focus on achieving the organiza�onal vision.

Girard, 2009


100

Organiza�onal Forge�ng (de Holan et al.)

Sou

rce

of K

now

ledg

e From Existing Stock

Memory Decay Unlearning

Newly Innovated Failure to Capture Avoiding Bad

Habits

Accidental Intentional Mode of Forgetting

Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)


Something to consider . . .

“. . . there are known knowns; there are things we know that we know. There are known unknowns; that is to say there are things that we now know we don’t know. But there are also unknown unknowns — there are things that we do not know we don't know.”

101


Knowns and Unknowns

Unknown Knowns

Unknown Unknowns

Known Knowns

Known Unknowns

102



Knowns and Unknowns 103



104

Knowns and Unknowns Exercise

Unknown Knowns

Unknown Unknowns

Known Knowns

Known Unknowns

1. Printer/Scanner 2. 3.

1. Data Mining 2. 3.

1. Competitive Intell 2. 3.

EX


Well that didn’t actually happen, but . . . it

could have!

—Geena Davis, Actor and Raconteur

CHAPTER 7

FUTURE TALES


105

Knowledge Management

Information Management

Data Management

Artificial Intelligence

Expertise Locator

Records Management

Document Management

Database Management

Data Warehouse

Data Integration

Virtual Collaboration

Group Ware

Taxonomies

Ontologies

Enterprise Portal

Content Management

After Action Review

Forms Management

Search Engine

Web Portal

Storytelling

Subject Classification

Communities of

Practice

* Developed by Denise Charbonneau (TBS) and Dr. John Girard

Interrela�onship of DM, IM, KM* 106



Stonecu�er or Cathedral Builder?


107

John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK.

Storytelling by Steve Denning

Purpose of Story �  Sparking ac�on �  Communica�ng who you are �  Transmi�ng values �  Fostering collabora�on �  Taming the grapevine �  Sharing knowledge �  Leading people into the future

www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html

108



HBR May 2004

In June of 1995, a health worker in a �ny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a ques�on about the treatment for malaria. Remember that this was in Zambia, one of the poorest countries in the world, and it happened in a �ny place 600 kilometers from the capital city. But the most striking thing about this picture, at least for us, is that the World Bank isn't in it. Despite our know-‐how on all kinds of poverty related issues, that knowledge isn‘t available to the millions of people who could use It. Imagine if it were. Think what an organiza�on we could become.

109


Wri�ng the Future

�  Snowden’s (2002: 3) ‘we can always know more than we can tell, and we will always tell more than we can write down.’

However, Snowden (2002:3) suggests:

�  I can speak in five minutes what it will otherwise take me two weeks to get round to spend a couple of hours wri�ng it down. The process of wri�ng something down is reflec�ve knowledge; it involves both adding and taking away from the actual experience or original thought. Reflec�ve knowledge has high value, but is �me consuming and involves loss of control over its subsequent use.

110



The Right Message

h�p://www.youtube.com/watch?v=Hzgzim5m7oU


111


Guiding Government Leaders into the Future

Ø  excite change in a very large bureaucra�c organiza�on

Ø  Five years in the future Ø  Balance of real and

imaginary

Cri�cal Success Factors:

Ø  Look of the story Ø  Believable Ø  Execu�ve Support

For complete stories see: www.johngirard.net

112



113

Guiding Faculty into the Future

Ø  excite change in a small mid-‐west university

Ø  Mock interview with Dean Ø  Balance of real and

imaginary

Cri�cal Success Factors:

Ø  Real Dean Ø  Realis�c Journal Ø  “Now I get it”

For complete stories see: www.johngirard.net

Powerful Messages


114


Micro Stories

1.  Deal out cards (six to eight) 2.  Spend 15 minutes

reviewing the cards, drawing and discarding as you wish

3.  Iden�fy the three quotes that are most meaningful to you (or your organiza�on)

4.  explain you reasoning to the group

115


The best thing about the future is that it comes

only one day at a time.

—Abraham Lincoln

CHAPTER 8

THE FUTURE


116


The Genera�on Game


117

Digital Na�ve or Digital Immigrant?


118


Genera�on Z


119

Are we ready for them?

Are You Ready?

h�p://socialnomics.net/


120


121



122


h�p://wearesocial.sg/blog/2015/01/digital-‐social-‐mobile-‐2015/


123


124



125


126



127


128



129


130



131
