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Role of social software and networks in knowledge management
Social software provides an answer to the 'why' question. It is a means of giving people what they want in terms of their traditional knowledge management activities, in a way that also benefits the firm.
How Web 2.0 usage is changing over time
Across all categories, the use of Web 2.0 technologies by employees for internal purposes has increased from 53% in 2007 to 65% of respondents in 2009. The largest components of growth have come from using Web 2.0 to develop new products / services internally, to manage internal knowledge and to reinforce the company culture via tools such as internal social networking applications. The companies who have embedded these tools in their day-to-day activities and processes have seen the largest impact by improving communication across silos to reduce duplicate work and leverage experts in other areas.
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In contrast, over the past 3 years, the adoption of Web 2.0 technologies for connecting with business partners and suppliers has stagnated at 40%.
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The momentum we see in the growth of Web 2.0 technologies implies we will see higher penetration in 2010 for using these technologies for employees to collaborate and to facilitate interactions with customers.
ignorer le 2.0, c’est comme ignorer l’iceberg sous la pointe… de votre entreprise | Analystik - blog
Rappelons que les données structurées ne représentent que 4 % du SAVOIR de l’entreprise et sont le fait des activités de l’entreprise elle-même. Ainsi, le SAVOIR en entreprise est difficilement localisable et identifiable sinon que dans la tête des gens et il ne se trouve surtout pas dans les entrepôts de données.
SAVOIR
4% données structurées
20% données non structurées
74% non documentées (contenues dans la « tête » des gens)
How companies are benefiting from Web 2.0
The heaviest users of Web 2.0 applications are also enjoying benefits such as increased knowledge sharing and more effective marketing. These benefits often have a measurable effect on the business.
Unmanaging knowledge
Are you a fully engaged knowledge worker? If the answer is “No,” then the boss needs to know why knowledge workers can’t be managed in the traditional sense.
Here’s the message you need to convey to your employer.
The need for change to modern management is firmly grounded in our increasing insights regarding the power of “emergent” human behavior.
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Knowledge workers are an investment rather than an expense. They not only desire considerable personal autonomy but also the responsibility and accountability for running at least some part of an organization. They need to be treated as partners or associates and not as typical Industrial Age employees.
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Further, tacit knowledge must be allowed to “emerge” through voluntary collaboration or self-organization. People are seldom aware of exactly what unrelated knowledge they possess until confronted with a problem or an opportunity.
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The Future of Enterprise Computing and Collaboration by Alan Cohen
Check out the YouTube video "Alan Cohen, Cisco VP Enterprise Solutions, on Enterprise Strategy" where you will see an interview with Alan Cohen himself, Vice President, Enterprise Marketing, that lasts for a bit over four minutes and which touches base on a number of different topics related to the future of Enterprise Computing and Collaboration, as he has written over at the blog Collaboration - The Workplace: A New World of Communications and Collaboration. Plenty of very interesting and juicy insights on where we are heading with all of this social networking in the business world.
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moving away from the traditional concept of the physical office, where we are now more mobile than ever (With a great set of choices in mobile devices to chose from!); where our work spaces are defined by who we are and how we get connected regardless of the place and the time; where we, knowledge workers, get to define and establish our own "offices" no matter our location or environment to carry out our own tasks.
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And right in between is us, Gen Xers, acting as bridges between both groups and becoming the glue that will help connect both strategists and doers within the corporate environment trying to drive innovation, knowledge sharing and collaboration into a new wave of open, public and more transparent interactions!
Variation in Experience and Team Familiarity: Addressing the Knowledge Acquisition-Application Problem — HBS Working Knowledge
Team familiarity helps team members successfully locate knowledge within a group, share the knowledge they possess, and respond to the knowledge of others. While team familiarity may help all teams to better coordinate their actions, it may play a particularly important role for teams with individuals looking to apply knowledge from their varied experience. This possibility leads to the question that provides the foundation for this paper: Does team familiarity moderate the relationship between variation in experience and performance?
Library clips :: The community paradox :: September :: 2008
I’m just going to comment on the Local vs Global paradox in relation to Communities of Practice as it relates to current talks I’m having at the moment in creating communities for a Procurement practice.
Do we create multiple communities by region, by specialty, do we also have a general community (where there is overlap in interests)? What’s the downside of splintered communities? Will people identify and participate in a general community?
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The 4 KM paradoxes are:
1. Tacit vs Explicit
2. Local vs Global
3. Open vs Closed
4. Quantity vs Quality -
“It is relatively easy to establish a community for knowledge sharing within a local area. Sharing involves trust and trust is easier to establish among people who share physical and cultural proximity.”
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U.S. Army Field Manual Embraces Knowledge Management and Collaboration
The Knowledge Management Section of the U.S. Army’s Field Manual FM 6-01.1 is a classic example of the formal structure and organization one can apply to just about any organizational process that requires management
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Figure 3-2 illustrates a pyramidal hierarchy of collaboration styles that I have found to be unrealistic in typical organizations. Just as there are multiple organizational structures that may or may not map to what you see on the formal organizational chart, you also see people engaing in different types of collaboration at different times for different purposes. Sometimes this collaboration can be planned, and sometimes it emerges spontaneously. Fixating too solidly as a manger on a theoretical progression of collaboration types may be less useful than concentrating on identifying when different type of collaboration make sense and making sure the resources are available to support what is needed.
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In other words, it’s a process that lays out the role of knowledge management and how learning can be captured and fed back to improve operations. It’s no better nor worse than any other set of “process steps.”
Mapping Information Flows: A Practical Guide | Information Management Journal | Find Articles at BNET
Information mapping based on an organization's goals and objectives can help shift the information professional's natural bottom-up point of view to a top-down, strategic perspective and increase his or her perceived value
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3. It helps to focus information services on the highest potential opportunities. This last benefit can make the value of the information center even more obvious. Orna tells us that libraries or information centers are undergoing an unexpected development. They are changing from "... a store of information to a source of knowledge and innovation ... a business intelligence service converting information to intelligence by means of expert filtering, editing, archiving, and researching." In order to accomplish this transformation, the information professional uses skills and capabilities uniquely suited to the task. According to the Information Advisor, among these skills are the understanding of the organization as a whole and how the parts work together; the ability to comprehend and elaborate on information needs; the ability to identify inefficient or improper uses of information; and the ability to improve the value of the information by evaluating, filtering, abstracting, and providing a broader organizational and/or industry context.
Does “Management” Mean “Command and Control?
I read recently that IBM was abandoning the term “knowledge management” for “knowledge sharing.” According to an article on the KnowledgeBoard site (thanks to Chris Johannesson from NBC Universal for suggesting that I blog about it), Chris Cooper, knowledge sharing solutions leader at IBM Global Business Services (GBS), deems it a “philosophical repositioning.” Cooper notes, “Management suggests control: control of process and control of environment.” Another GBS knowledge specialist, Luis Suarez, notes in the same article, "Command and control corporations are no longer going to be there. People need to be freed to share what they know."
Social Network Analysis - The Roadmap to True Enterprise Knowledge Management
Perhaps there is a method to not only use KM data but also to offer characteristics of each individual based on their work relationships and interaction. Actually using the knowledge and the skills is what is important. Getting relationships identified will enhance the potential for using the knowledge and identifying the key players for any project. SNA provides this added value.
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Peter Drucker suggested in 1997 “the productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor, at least for most industries in the developed countries
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SNA highlights who the critical resources are in the organization beyond knowledge, skills, and abilities. This insight might help with leadership identification, trust issues, communication strengths / deficiencies, or innovation skills that are intangible and hidden in most organizations.
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The Value of Knowledge - Part III
As long as software is viewed as a expense that must realize short-term returns, corporations will be paying over and over for similar business function without the benefit of reuse. You will never make that shift from what we presently call management of information, viewed as technical efficiency, to an asset management perspective. The expense of acquiring information capabilities must change to become a means for gaining knowledge capital.
5 real life examples to make the case for KM in a sales environment
Consider the following five simple scenarios based on real situations I have witnessed during my time in the Richemont Group. I must stress that I expect these to be relevant today to a majority of retail Organizations, and not only in the luxury sector:
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”[..] an organization is nothing more than the collective capacity of its people to create value” (Louis V. Gerstner, Jr., former CEO of IBM)
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By reinventing the wheel we might improve it, but is it worth the costs when all that is needed is a regular wheel? - 4 more annotations...
Importance of Human Resources: The Role of HRM in Knowledge Management
There are several roles that can be played by HR in developing knowledge management system.
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HR should help the organization articulate the purpose of the knowledge management system.
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as a knowledge facilitator, HRM must ensure alignment among an organization's mission, statement of ethics, and policies
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Adoption idea : meetings are KM 2.0 behaviours
What I found in my last conference call is that most of what we talked about in the call can also be done online, in our community page, when we are not present at the same time (asynchronous).
These are three types of things we did in the conference call, that cover blogs, forums, and wikis:
Personally Managing Your Knowledge
These are to Connect, Exchange and Contribute. These internal and external activities are a way of moving from implicit to explicit knowledge by observing, reflecting and then putting tentative thoughts out to our “community”.
The Future of Information Work: Why Knowledge Publishing is the Wrong Concept
So as we continue down the knowledge economy journey it is important to remember that the roll computers play is input, tool and canvas - people remain the fount of knowledge and they are the only ones that will move the journey forward.)
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