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29 Jun 09

Collaborative Enterprise: Enterprise 2.0 & The Flywheel

My triggering point for this post was a post by Peter Bergman in the Harvard Business blogs on the best way to change corporate culture. It is in many ways a recapitulation of fundamental issues organizations face on the cultural side. He says: "Performance reviews and training programs define the firm's expectations. Financial reward systems reinforce them. Memos and communications highlight what's important. And senior leadership actions — promotions for people who toe the line and a dead end career for those who don't — emphasize the firm's priorities. In most organizations these elements develop unconsciously and organically to create a system that, while not always ideal, works."

What all of this really boils down is two things - human and social capital. Toyota in my view could be one such company - the robust and high performance knowledge sharing network they have built across their supply chain is a case in point. See research paper here .

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enterprise2.0 toyota knowledgesharing humancapital socialcapital collaboration lean

"Toyota’s network has solved three fundamental dilemmas with regard to knowledge sharing by devising methods to (1) motivate members to participate and openly share valuable knowledge (while preventing undesirable spillovers to competitors), (2) prevent free riders, and (3) reduce the costs associated with finding and accessing different types of valuable knowledge
Technology makes things possible; people collaborating makes it happen."
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- Could Toyota have done this better with E2.0 technologies? Looks like it would have helped them accelerate this journey but then it would have been possible only because they had a strong cultural and business foundation.

08 Feb 09

How to Drive Social Media Adoption in Your Business | SocialComputingMagazine.com

If your objective is to share knowledge and to collaborate effectively or if that objective is to foster a stronger community within your business, then you have to look at ways of changing behavior within your organisation ? which depending on your existing culture and workforce demographic can take time.

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knowledgesharing knowledge enterprise2.0 socialmedia change changemanagement behaviors socialsoftware

Develop social software Ambassadors/Evangelists.
Showcase case studies for all the different departments using social software.
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- special training sessions, make these fun, create a buzz around the launch
- Make sure questions are answered quickly
- Encourage your workforce to keep an eye on development in wider public communities.

30 Sep 08

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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communities communitiesofinterest knowledgesharing knowledgemanagement scope

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.”

“But for large companies, sharing knowledge locally is not the problem. Making information and problem solutions visible and available across the corporation is the issue. Consequently, these localized efforts actually create barriers to sharing knowledge between regions and organizations.”
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- “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.”
- So do we start small to get traction and then overcome the local barrier issue by merging later on, or will it be too late as people will be against the merger?
  
  If so, this is a good thing as it means they are passionate about their community, it has an identity that is being challenged…so it will be best left alone. The only issue we will have is one of convenience of a one stop shop community, but if it’s a choice of one global unactive community compared to several thriving smaller communities then we will have to go without convenience.
- “I now have a simple test to gauge whether a community of practice might form. When someone says, “I would like to start a community of practice.” I ask, “Can you describe the potential members by completing the following sentence? I am a …..” If they can fill in the blank in a way that people can passionately identify with the descriptor then there is a chance a community might emerge. Let me give you an example. I was helping the Department of Defence design a community of practice for project managers. ‘I am a project manager’ was a strong descriptor and so we knew we had a chance. During the design process the client has another job type for which they wanted a community to support simply called ‘technical’. ‘I am a technical’ didn’t inspire so we knew it was unachievable. The ‘I am a …” test is easy and effective.”

09 Jul 08

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."

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management knowledgemanagement enterprise2.0 informationsharing knowledgesharing ibm sharing