Tendencias de la industria: la evolución de la gestión del conocimiento (KM 1.0 vs 2,0 KM)

Tendencias de la industria: la evolución de la gestión del conocimiento (KM 1.0 vs 2,0 KM)

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  IBM Global BusinessServices Industry Trends: the evolution of knowledge management (KM 1.0 vs. KM 2.0) Jennifer Okimoto September - 2007 © Copyright IBM Corporation 2007
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  IBM Global Business Services This is a typical reaction to KM efforts… Courtesy of Rod Boothby , Innov ation Creators blog Slide 2 | September - 2007 © Copyright IBM Corporation 2007
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  IBM Global Business Services And today? There is little agreement in the industry… however, here is some of the latest thinking “You can’t manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.” Chris Collison and Geoff Parcell, Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations “…if you ask someone, or a body for specific knowledge in the context of a real need it will never be refused. If you ask them to give you knowledge on the basis that you may need it in the future, then you will never receive it.” David Snowden, Cognitive Edge “ …the focus is pretty much around the subject of people…And, like we all know, a successful KM strategy is one that combines into a perfect balance a focus on the people, on the tools and on the processes.” Luis Suarez, IBM Slide 3 | September - 2007 © Copyright IBM Corporation 2007
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  IBM Global Business Services The collaborative work process – from the people’s point-of-view An individual creates with in many ways to create business and a reputation others value The contributor Social context Conversation, activities Delivered content Delivered recognition A single person • Other individuals Discussing, co-authoring, • Innovation • Contribution • Teams tagging, brainstorming, • Content • Social capital • Communities decision making, • Increasingly • Reputation • Organizations presenting, mentoring, knowledgeable • Trust • Business processes networking, assessing contributors • Expertise • Meeting and event quality, awarding participants Metrics: quality and Metrics: quality and reach speed What the contributor needs for collaborative work… Find out about a Choose the place or Contribute through co- Find the documents that Give & get recognition on contributor’s method where the authoring, tagging, will assist in reaching my achievements and expertise, contributions are brainstorming, rating, etc. business goals qualities that are contributions, aggregated important to me interests, and social networks Find contributors Establish the platform Contribute, co-author Find content Give & get recognition Will Morrison, IBM CIO Program Lead, The Collaborative Workplace Slide 4 | September - 2007 © Copyright IBM Corporation 2007
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  IBM Global Business Services The collaborative work process – what the organization must enable An individual creates with in many ways to create business and a reputation others value The contributor Social context Conversation, activities Delivered content Delivered recognition A single person • Other individuals Discussing, co-authoring, • Innovation • Contribution • Teams tagging, brainstorming, • New content • Social capital • Communities decision making, • Increasingly • Reputation • Organizations presenting, mentoring, knowledgeable • Trust • Business processes networking, assessing contributors • Expertise • Meeting and event quality, awarding participants Metrics: quality and Metrics: quality and reach speed What the contributor needs for collaborative work… Find out about a Choose the place or Contribute through co- Find the documents that Give & get recognition on contributor’s method where the authoring, tagging, will assist in reaching my achievements and expertise, contributions are brainstorming, rating, etc. business goals qualities that are contributions, aggregated important to me interests, and social networks Find contributors Establish the platform Contribute, co-author Find content Give & get recognition Will Morrison, IBM CIO Program Lead, The Collaborative Workplace Slide 5 | September - 2007 © Copyright IBM Corporation 2007
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  IBM Global Business Services Organizations are considering how they will  Platform  Social software: shift from private and controlled across the  Blogs environments to public and dynamic enterprise and  Wikis collaboration beyond  Social bookmarks  Online  Tagging Public reputation  Voting  RSS feeds  Podcasts and videocasts  Communities  Team rooms  Websites and  Forums portals  Web  Online presence conferencing and instant  Expertise messaging profiles  Individuals  Books and journals  Taxonomies  Data, information, and  Directories  Classrooms As new sources and methods documents in shared  Conferences to share knowledge appear, databases Private  Telephone  Email none of the old disappear Time Traditional Web1.0 Web2.0 Slide 6 | September - 2007 © Copyright IBM Corporation 2007
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  IBM Global Business Services Our view on the evolution of KM and Collaboration KM and Collaboration in the past KM and Collaboration moving forward KM and collaboration is extra work Collaborative work is what work is KM and collaboration are sets of tools Collaboration is co-authoring the outcome I work by myself I am immersed in the conversations of the workplace People directories provide contact information Dynamic profiles reflect what I do, with whom, and how well I do it. Work happens in unannounced groups Work happens publicly where everyone participates Content is protected Content is fluid and is developed through participation Searches for content and experts are unrelated Experts lead to content, content leads to experts My value to the company is based on my deliverables I am a professional whose value is based on both my deliverables and my reputation Customers are interesting I depend on customers for feedback The online experience is a Conversation with text and Collaborative work and Conversation with data are equally data important Targets increased productivity Provides a platform for innovation Slide 7 | September - 2007 © Copyright IBM Corporation 2007
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  IBM Global Business Services Innovation happens at the intersection of great insights How are you driving those critical people connections? Enterprise Extended Mobilize and mine the collective brain Global water cooler Leaders set direction and engage workforce in open Conversations and collaboration that transcends dialogue traditional boundaries: organizational, geographic, and Create buzz, jam and tap into global insights hierarchical X-ray the collective brain Transparency in sharing knowledge and ideas leads to Transform organizational DNA intersection by serendipity Knowledge IS the network Scal e Helping hand in collaboration Facilitated processes and events to stimulate Targeted yet free flowing collaboration communications, conversations, and collaboration Sharing information and knowledge within a targeted Ideation events for innovation and problem solving group (social bookmarking for project or sales team) Learning 2.0 (facilitated blog discussions) Conversations amongst informal user groups Communities of practice (facilitated events, wikis and Collaborative research, development, team innovation Group group blogs) Structured Unstructure d Slide 8 | September - 2007 © Copyright IBM Corporation 2007