copyright © pattianklamdotcom 2007 net work and km leadership patti anklam boston km forum june 26,...

copyright © pattianklamdotcom 2007

Net Work and KM Leadership

Patti AnklamBoston KM ForumJune 26, 2007

copyright © patti anklam 2007 2

We live in networks, all the time

“Net Work”

“The Social-Network Toolkit,” Patti Anklam, Ark Group, 2005


All networks have discernible properties Purpose Structure Style Value-producing mechanisms

If it’s a network you can draw it


Network Fundamentals

contact list(content)

funding

launchnotification

final plan

Proposedtraining

final programdesign

new productpresentation

design

design input(content)

final plan

contentclarification

request contentclarity

training

participantfeedback

questions

trainer’sevaluation

survey

surveys &interviews

Level 3pretest

contactlist

designcontract

trainer’sfeedback

trainingpackage

go ahead

results

programrequest

participantfeedback

data

participantevaluation

report

datarequest

datadata

request

datarequest

data

ExecutiveCommittee

TargetAudience

Trainers

ProgramDesigner(s)

ProductManagers

Business UnitLiaison

ProgramManagers

Aid and support people, environmentCreate economic

gain for stakeholders

Generate and collaborate in

creating and using ideas

Practice-focused learning and personal development

Nurture emotional and affiliative relationships

Purpose

ValueStyle

Structure


The network view provides access to managing a network’s context

You can design a network Selecting appropriate elements of purpose and style

You can examine it Looking at its structure, value flow, or relationships

You can create or respond to change By understanding the network’s context and its properties


The [KM] leader’s net work

1. Network intentionally

2. Practice network stewardship

3. Embrace technology

4. Create the capacity for net work

5. Use the network lens


1. Network Intentionally

Successful KM leadership depends on successful relationships with peers in related functions

Position of KM in the organizational structure impacts the ability of the KM leader to build a strong personal network


Qualities of a healthy personal network Balance

Internal to one’s own group and outside groups With respect to hierarchical position

Position Reciprocity

“Research Report: How Top Talent Uses Networks and Where Rising Stars Get Trapped,” Rob Cross, Robert J. Thomas, and David A. Light, ©2006 Network Roundtable and Rob Cross, LLC


Pay attention to networks

Create connections Randomly Mindfully Between individuals and across groups

Increase the flow of knowledge Technology, events

Discover connections Correct impedances

Overly central people or bottlenecks Increase diversity

A

C

B

A

C

B

A

C

B


2. Practice network stewardship

You can design a network To support client groups and organizational initiatives To manage a KM program

You can examine it Looking at its structure, value flow, or relationships

You can create or respond to change By understanding the network’s context and its properties

The network view provides access to managing a network’s context


Use a network organizational form to manage KM initiatives

Knowledge Lab at DIA (Defense Intelligence Agency) Completely virtual “Embedded but not siloed”

Mentoring

DIA

Knowledge Laboratory

Knowledge base &Expertise in KM practices

Learning

StoryTelling

Critical Discourse

Leadership

Fast Learning

Fresh Look

Full Spectrum Analysis

Network Analysis


Focus KM core team on networking across the organization

Technology LeadershipBusiness success with technology leadership

Improved ProfitabilityTechnical assurance;process/methodologyfor reuse/repeatability; knowledge management

Nortel InterfaceOwnership of technical relationship with Nortel and key alliance partners

Portfolio ManagementEnsure solutions are current, market leadingand globally available

Technical Community DevelopmentGlobal technical resource skill development

Technology LeadershipBusiness success with technology leadership

Improved ProfitabilityTechnical assurance;process/methodologyfor reuse/repeatability; knowledge management

Nortel InterfaceOwnership of technical relationship with Nortel and key alliance partners

Portfolio ManagementEnsure solutions are current, market leadingand globally available

Technical Community DevelopmentGlobal technical resource skill development

KnowledgeManagement Team

Americas

EMEA

Asia-Pac

Global Knowledge Circles


Bring network thinking into organizational design

MWH Global’s iNet Manage IT resources for key technology areas centrally Create expertise groups charged with cultivating and

maintaining expertise


3. Embrace technology

Leverage technology to discover networks Encourage the use of technology


Social Tools:

“Network productivity trumps personal productivity*”

Co-work is net work

*Stowe Boyd, “Flow: A New Consciousness For A Web Of Traffic”, http://www.stoweboyd.com/message/files/flow.pdf


4. Create capacity

Reward good network behaviors Encourage outreach Bring the outside in Establish and transmit norms

for networking Enhance skills in using

collaborative networkingtechnologies and social tools


5. Use the “network lens”

If it’s a network, you can draw it. Pick up your pencil

Think about the relationships that exist Among individuals Across roles and entities

Target leverage points Look for what’s missing


Tools for Net Work

Design Purpose, structure, style, and value

Examination Assessments, surveys, interviews Organizational network analysis Value network analysis Complex sensemaking

Transition Shift purpose, structure, style, value


Different types of network may need different structures and styles

Team networks Closely knit, focused on purpose

Organizational networks Sufficient brokering mechanisms for cross-functional and

cross-business synergy Communities of practice Innovation networks

Diversity Links to external resources


Tools for Examination: ONA

Organizational network analysis (ONA) Often referred to by more generic term, SNA (social

network analysis), an emerging competency among businesses and nonprofits

View of personal interactions among individuals

A senior VP, the VPs reporting to him, and their reports understood when they saw this map of their interaction frequency, that they were not as collaborative as they prided themselves on being.


Tools for examination: VNA

Value Network Analysis (VNA) Pioneered by Verna Allee, a rich methodology View of the web of relationships that generates economic

or social value

A senior VP in the professional services arm of a large telecommunications equipment provider said that it was “scary” that the customer feedback from the delivery of services went only to the operational arm of the company and not the organization charged to innovate in service development.


Tools for examination: Complex sensemaking

Sensemaking framework – “Cynefin” Developed by Dave Snowden at IBM, now an open source

framework maintained by Cognitive Edge PLC View of the context of a problem or situation as revealed by

anecdotes or stories

Distinguishing among the nature and context of specific events, problems, or potential courses of actions makes it possible to select the appropriate method for moving forward.


Managing in complexity

You can’t manage a network, you can only manage its context

Slight alterations in the structure can create significant change over time

But you must first lookto understand thecontext

All examinations arealso interventions


Manage the context

Pay attention to change triggers Manage the context

Enhance trust Clarify roles and responsibilities Watch for imbalances in style

Prepare for emergence


Thank You!

[email protected] http://www.byeday.net/weblog/networkblog.html

copyright © pattianklamdotcom 2007 net work and km leadership patti anklam boston km forum june 26,...

Documents

copyright patti anklam

network lens slide

network view

network thinking

network roundtable

networks context slide

strong personal network

leadership patti anklam