Download - Leading Knowledge - John Girard - Abu Dhabi
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www.sscs.ae or www.km-‐me.com
A Leader’s Guide to Knowledge Management
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It is all about People!
A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
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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).]
www.sscs.ae [email protected] 2
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Recent CPA Ar�cle
h�p://incpas.org/Member/Resources/CPAINPerspec�ve.aspx
About You
1. Name 2. Organiza�on 3. Posi�on 4. KM Story
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Agenda
Part 1 – 8:30 to 10:00 1. Where is the Knowledge? 2. Organize What? 3. What Types of Knowledge Exist? 4. Simples Ideas 5. Do you Really Want to Know What you Know? Part 2 – 10:30 to 12:00 5. Tools, Tac�cs, and Techniques: Today and Tomorrow 7. Guiding Organiza�ons Into the Future 8. The Future is Just a Day Away
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Keys to Success
1. Par�cipa�on 2. Courtesy 3. Confiden�ality 4. Time L
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
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Informa�on Overload
Information Overload
Information overload occurs when the amount of input to a system exceeds its processing capacity.
(Speier et al, 1999, p. 338)
Information Overload
Information overload is that state in which available, and potentially useful, information is a hindrance rather than a help.
(Bawden, 2001, p. 6)
Personal Information Overload
A perception on the part of the individual (or observers of that person) that the flow of information associated with work tasks is greater than can be managed effectively.
(Wilson, 2001, p. 113)
Organizational Information Overload
A situation in which the extent of perceived information overload is sufficiently widespread within an organization as to reduce the overall effectiveness of management operations.
(Wilson, 2001, p. 113)
245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)
A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
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The Cost?
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The Problem – Enterprise Demen�a
2/3 of managers complained of Information overload (KPMG, 2000)
38% of the surveyed managers waste a substantial amount of time locating information (Wilson, 2001)
Managers “dwell on information that is entertaining but not informative, or easily available but not of high quality” (Linden, 2001, p.2)
43% of the managers delayed decisions because of too much information. (Wilson, 2001)
The number of books published annually has increased exponentially since the 16th century. At present, the prediction is that the number of books doubles every 33 years (Hanka & Fuka, 2000).
The total accumulated codified database of the world, which includes all books and all electronic files, doubles every seven years and some predict this will double twice a day by 2010 (Bontis, 2000).
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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.”
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?
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Founda�on or Too Busy
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Knowledge Sharing – Nothing New?
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Knowledge Management is the creation, transfer, and exchange of organizational knowledge to achieve a [competitive] advantage.
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What Advantage?
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History of KM: Academic Perspec�ve
Michael Polanyi
1950s
Ikujiro Nonaka
1990s
Aristotle
c. 350 BC
Classification of
Knowledge
Aristotle
Carla O’Dell Sir Francis Bacon
17th Century
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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).
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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).
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The difference . . . Data to Knowledge
October 27, 1917
Q1 - What time is it?
Q2 – Where are these people?
Q3 – Why is the boy smiling?
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Data
Data
Davenport & Prusak (1998) define data “as a set of discrete, objec�ve facts about events” and they suggest, “in an organiza�onal context, data is most usefully described as structured records of transac�ons” (p. 2).
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Informa�on
Data
Informa�on
Peter F. Drucker (1998) claims that "Informa�on is data endowed with relevance
and purpose"
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Knowledge
Knowledge
Data
Informa�on
Authors Joseph and Jimmie Boye� (2001) suggest "knowledge is easy to talk about but hard to define"
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Types of Knowledge
Michael Polanyi
Easier to replicate
Leads to competency
Harder to articulate
Harder to transfer
Harder to steal Higher competitive
advantage
Contributes to efficiency
Easier to document and share
20%
80%
Explicit
Tacit Carla O’Dell
O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC.
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Exchange and Transfer of Knowledge
Socializ
ation Externalization
Interna
lization C
ombination
TACITEXPLIC
IT
EXPLICIT
TACIT
Ikujiro Nonaka
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The importance of sharing . . .
According to Computer Associates . . .
http://www.youtube.com/watch?v=lH39xjXaLW8
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Scientia protenia est (Latin maxim, “For also
knowledge itself is power.”)
—Sir Francis Bacon, Meditationes Sacrae
(1597)
CHAPTER 3
THE TYPES
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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
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LeadershipMeasurement
Process
Tech
nolo
gy Culture
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A li�le TLC goes a long way!
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Leadership
Transparency
Vision and example
Resources (including time) Technology
Help or hinder
Security issues
Ease of access
Tending toward free
Culture
Need to Share vs Need to Know
Privacy
Content Creators
LeadershipMeasurement
Process
Tech
nolo
gy Culture
TLC: Leadership
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Including Ray Downey, Special Operations Command lost 95 men that day – totaling 1,600 years of experience. (emphasis added)
Open Leadership
Respect that your customers and employees have
power.
Share constantly to build trust.
Nurture curiosity and humility.
Hold openness accountable. Forgive failure.
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A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
http://www.charleneli.com/resources/new-‐rules/
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Openness Audit 34
A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
http://www.slideshare.net/charleneli/openness-‐audit
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TLC: Culture
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Tribal Leadership
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Exchange and Transfer of Knowledge
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Socializ
ation Externalization
Interna
lization C
ombination
TACIT
EXPLIC
IT
EXPLICIT
TACIT
LeadershipMeasurement
Process
Tech
nolo
gy Culture
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Measurement
Remember: Measure the outcome, not the process
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
USAF 5-2-1
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
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Complex: A Defini�on
“a group of obviously related units of which the degree and nature of the rela�onship is imperfectly known”
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Exchange and Transfer of Knowledge
A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
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Socializ
ation Externalization
Interna
lization C
ombination
TACITEXPLIC
IT
EXPLICIT
TACIT
LeadershipMeasurement
Process
Tech
nolo
gy Culture
Crea�on and Transfer of Knowledge
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Socializ
ation Externalization
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
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A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
J&J Credo
www.jnj.com/our_company/our_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.
http://www.jnj.com/our_company/our_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.
A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
Crea�on and Transfer of Knowledge
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Socializ
ation Externalization
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
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The Knowledge Edge – The Ul�mate Goal
Knowledge
Information
Data
Knowledge Edge
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
Combina�on: Not always good!
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HMCS Toronto sails at the lead of the starburst formation as nuclear-‐powered USS George Washington aircraft carrier takes the center. HMCS Toronto is taking part in Operation Altair, joining the USS George Washington Aircraft Carrier Task Group to help monitor shipping in the Arabian Gulf region. By restricting the �low of weapons, drugs, and other illicit trade, HMCS Toronto and her crew are helping to end terrorism and bring long-‐term stability to the area. Credit: MCpl Colin Kelley, Formation Imaging Services Halifax
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.”
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Knowns and Unknowns
Unknown Knowns
Unknown Unknowns
Known Knowns
Known Unknowns
AKA Johari Window
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Unknown unknowns
Somewhere on the West Coast
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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.
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A�er Ac�on Review
1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?
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A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
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?
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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.)
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Energizing a Na�on
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What do we know 40 years later?
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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
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Memory Test*
� Bed � Rest � Pajamas � Pillow � Snore
� Slumber � Night � Awake � Blanket � Dream
* Developed by Nancy Dixon
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Broader Challenge = Informa�on Anxiety
Gartner Research’s Information Overload Survey concluded there are four information issues affecting competition: siloed information; too much information; unindexed information; and ineffective searching procedures (Linden et al, 2002)
Components of Information Anxiety: 1. Not understanding information; 2. Feeling overwhelmed by the amount
of information to be understood; 3. Not knowing if certain information
exists; 4. Not knowing where to find
information; and 5. Knowing exactly where to find the
information, but not having the key to access it. (Wurman, 1989, p. 44)
Causes of Cognitive Overload: 1. Too much information
supply; 2. Too much information
demand; 3. The need to deal with multi-
tasking and interruption; and 4. Inadequate workplace
infrastructure to help reduce metacognition.
(Kirsh, 2000)
Wurman (1989)
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Informa�on Anxiety: A 400 year dilemma
Sir Francis Bacon, a pioneer in the quest to explain the rela�onship, looked to King Solomon’s biblical wri�ngs for wisdom “That in spacious knowledge there is much contrista�on, and that he that increaseth knowledge increaseth anxiety” (1605/1915, p. 4). He countered King Solomon’s council by sta�ng “And for the second [referring to King Solomon’s prose], certain it is, there is no vexa�on or anxiety of mind which resulteth from knowledge otherwise than merely by accident”
Some four centuries a�er Sir Francis challenged the ancient philosophy of King Solomon we appear closer to explaining this phenomenon
Sir Francis Bacon
The Advancement of Learning
Francis Bacon
17th Century
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I wish we knew what we know at HP.
—Lew Platt, Hewlett-Packard
CHAPTER 6
THE TOOLS
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
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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
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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
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h�p://www.youtube.com/watch?v=cY2E7rzutMA
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Earl’s Cartographic School
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“to make sure knowledgeable people in the organiza�on are accessible to others for advice, consulta�on, or knowledge exchange”
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“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
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h�p://www.youtube.com/watch?v=ZVlUwwgOfKw
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
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Earl’s Engineering School 70
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h�p://www.youtube.com/watch?v=zR2Tx1YnIz4
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.
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h�p://www.youtube.com/watch?v=Bua4ZHumakk
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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)
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h�p://www.youtube.com/watch?v=YERriH-‐5_ZY
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
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Earl’s Spa�al School 76
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h�p://www.youtube.com/watch?v=QWlxzPe3NaA
Earl’s Strategic School
“sees knowledge management as a dimension of compe��ve strategy”
Focus
Mindset
Aim Knowledge Capabili�es
Philosophy
Consciousness
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Do they work in 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
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Well that didn’t actually happen, but . . . it
could have!
—Geena Davis, Actor and Raconteur
CHAPTER 7
FUTURE TALES
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* 80
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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
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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.
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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.
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A Leader's Guide to KM © 2012, John P. Girard, Ph.D.
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
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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
The best thing about the future is that it comes
only one day at a time.
—Abraham Lincoln
CHAPTER 8
THE FUTURE
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Are You Ready?
h�p://socialnomics.net/
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What would you do?
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The Knowledge Edge – The Ul�mate Goal
Knowledge
Informa�on
Data
Knowledge Edge
Wisdom
Understanding
Knowledge
Know
ledge Crea�on
Do you know your customers?
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“A social trend in which people use technologies to get the things they need from each other, rather than from tradi�onal ins�tu�ons like corpora�ons.”
groundswell.forrester.com
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The Social Technographics™ Ladder
Inac�ves neither create nor consume social content of any kind
Spectators consume social content including blogs, user-‐generated video, podcasts, forums, or reviews
Joiners connect in social networks like MySpace and Facebook
Collectors organize content for themselves or others using RSS feeds, tags, and vo�ng sites like Digg.com
Cri�cs respond to content from others. They post reviews, comment on blogs, par�cipate in forums, and edit wiki ar�cles.
Creators make social content go. They write blogs or upload video, music, or text.
Creators
Cri�cs
Collectors
Joiners
Spectators
Inac�ves
The Social Technographics™ Ladder
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92 Creators
Cri�cs
Collectors
Joiners
Spectators
Inac�ves
US 55+ 12% 28% 12% 26% 64% 30%
US 18-‐24 46% 50% 38% 85% 89% 3%
US 35-‐44 23% 34% 20% 54% 73% 17%
2010 24% 37% 21% 51% 73% 18%
2007 18% 25% 12% 25% 48% 44%
US Adults
The Social Technographics™ Ladder
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93 Creators
Cri�cs
Collectors
Joiners
Spectators
Inac�ves
Aus 55+ 14% 23% 6% 29% 47% 38%
Aus 18-‐24 34% 38% 20% 74% 82% 5%
Aus 35-‐44 20% 28% 13% 46% 63% 23%
2009 23% 31% 14% 50% 64% 22%
2007 11% 23% 5% 14% 38% 56%
Australian Adults
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The Social Technographics™ Ladder
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94 Creators
Cri�cs
Collectors
Joiners
Spectators
Inac�ves
2009 49% 46% 19% 48% 76% 9%
2007 38% 27% 14% 41% 39% 36%
South Korea Adults 2007 22% 36% 6% 22% 70% 26%
Japanese Adults 2009 34% 30% 11% 26% 69% 23%
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http://www.globalwebindex.net
Global Top Internet Sites (Reach)
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1. Google 51% 2. Facebook 44% 3. YouTube 32% 4. Yahoo! 22% 5. Wikipedia 15% 6. Blogspot 11% 7. Baidu 11% 8. Live 11% 9. Twi�er 8% 10. QQ 7%
h�p://www.alexa.com/topsites/ 3 March 2012
1. Google.ae 2. Facebook 3. YouTube 4. Google.com 5. Yahoo! 6. Live 7. Blogspot 8. Wikipedia 9. LinkenIn 10. Twi�er
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The Power of YouTube
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Why Ma�ers
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> 800 million ac�ve users
> 400 million login daily
>350 million ac�ve mobile
users
130 friends is average
250 million photos up per
day
Average user connected to 80 pages
75% of users outside USA
70 languages available
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According to Facebook
Personal or Organiza�onal
� 2,640,600 Facebook users live in UAE (age 18 or older)
� 2,023,400 Facebook users live in Dubai (18+)
� 403,580 Facebook users live in Abu Dhabi (18+)
� 4,311,580 Facebook users live in KSA (18+)
� 2,093,380 Facebook users live in Riyadh (18+)
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New Technology
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The Newest always is Best …
The Right Technology
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Social Media Ac�on Plan
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Lead
Listen
Learn
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Wikipedia is driven by a global community of more than 150,000 volunteers—all dedicated to sharing knowledge freely. Over almost eight years, these volunteers have contributed more than 11 million ar�cles in 265 languages. More than 275 million people come to our website every month to access informa�on, free of charge and free of adver�sing.
Consider Crowdsourcing
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Crowdsourcing is the act of taking a job tradi�onally performed by a designated agent (usually an employee) and outsourcing it to an undefined, generally large group of people in the form of an open call.
http://www.youtube.com/watch?v=TCM7w11Ultk
Crowdsourcing
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http://www.youtube.com/watch?v=TCM7w11Ultk
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The Genera�on Game
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Digital Na�ve or Digital Immigrant?
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Genera�on Z
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Are we ready for them?
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www.sscs.ae or www.km-‐me.com
A Leader’s Guide to Knowledge Management
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