Enterprise 2.0 Starting Points

I have been discussing the introduction of web 2.0 tools into a global organisation with a contact recently and a few familiar points arose relating to the introduction of these tools / way of working. So to help address them, I have broken these points down into some headings:

Understanding - There is no point in implementing web 2.0 tools for the sake of it. You must understand both your target audience internally and how these tools can improve how you do what you do. Here you must look at how collaboration is different in the new way of working compared to how it is currently being achieved. From basic principles it is about connecting people through their knowledge and expertise by providing the environment (real & virtual) which encourages them to share information as part of their daily operation. This famous "Meet Charlie" deck gives a nice introduction to the potential of what can be done:

Meet Charlie - what is Enterprise2.0?

View SlideShare presentation or Upload your own. (tags: 2.0 enterprise)

Support / Sponsorship - Once you fully understand what web 2.0 is about ("I get it!"), you now need to get your organisation on board. There are 2 elements to this:

1. Senior Management - The initiative needs to be supported top-down by senior management in the organisation (across all divisions / geographies). This is required from the beginning, and will work in a lead-by-example method e.g. Executive Blogs. The sales pitch to this group needs to echo their needs from existing programmes. Avoiding redundant effort, avoiding repeated mistakes, taking advantage of existing expertise, making individuals more effective, making teams more effective.
   
2. Grass Roots - The initiative needs to be driven laterally by communities of practice at grass roots level. Employees need to be encouraged to participate and rewarded for contributing. The model is suited to achieving a critical mass of users to ensure trust and sustained engagement for ongoing success.
   

Education - Web 2.0 is new to many, so it is important to convert these people by demonstrating a clear benefit to them from using the tools. Removing the technical jargon for business users can help to speed their introduction to web 2.0. I am a big fan of the CommonCraft show which has taught us to focus on plain english explanations of technical tools / concepts for business users. An example of how they simplify these concepts is RSS in plain english:



Starting Points - I believe that the best starting points for the introduction of web 2.0 tools are those which have high visibility, are cross divisional / geographically dispersed and can have a quick turn-around for early results. Operations & Technology is always a good area for testing the waters in this domain. The tasks and roles in O&T divisions are suited to adopting tools like instant messaging, wikis for documenting practices / ideas, RSS feeds for monitoring systems etc. Prove the value here and the other areas of your organisation will follow.

Growth - You need champions and evangelists to drive adoption and early growth for a successful beginning for your web 2.0 initiative. It is so important to fuel the flame of enthusiasm early on by demonstrating functionality, mentoring and supporting your user community. I had posted in the past about the characteristics of a wiki champion, but they are applicable to all web 2.0 adoption really:

• Be a Clear Communicator
• Be a Coach
• Be Patient
• Be Enthusiastic
• Be Engaging
• Have Fun!
  

Measurement - This is a real grey area, as the metrics could be different for each organisation depending on the goals of your initiative. There are however some emerging examples of what organisations are measuring when it comes to examining trends and ROI for web 2.0 programmes. Things like # of unique users, # of unique contributions etc. This slide deck shows some of the metrics that Accenture use for their knowledge management initiatives:

Measuring the impact of knowledge management

View SlideShare presentation or Upload your own. (tags: knowledge management roi)

This is by no means an extensive coverage of this topic, however I would encourage those interested in Web 2.0 or enterprise 2.0 to use the tools online to discover more e.g. YouTube, SlideShare, RSS Readers / Blogs, LinkedIn etc.

COP - Dublin Wiki Wednesday

As mentioned in my previous post, I presented a case study of my dissertation project to the MSc in Knowledge Managment course last Saturday at the Dublin institute of Technology. During this presentation, it emerged that a number of the current class are also working on enterprise wiki deployments in their organisations.

As we discussed the many aspects of introducing "the wiki way" into an organisation, I realised that there were lots of things that we could share with each other as this young technology starts to take hold. I suggested that we could investigate the creation of a wiki community of practice to provide a forum for idea sharing and best practice to be accessible to those around Dublin.

So, this week we are in the early stages of working out how best to approach this initiative. I am quite excited about the prospect, as I have read about other "Wiki Wednesday" groups in places like Toronto and London. I hope that we can engage an enthusiastic group of practitioners to participate towards making it a success.

Lots more on this to come!

KM Dissertation Advice

I met with a friend and former KM classmate of mine, Colman McMahon, today in preparation for a presentation we will be giving to the current students of the MSc in Knowledge Management at the Dublin Institute of Technology. We will be sharing our experience of tackling a dissertation in KM and also an open Q&A about our views on the current state of KM.

It was interesting to compare thoughts on where we see the future of KM, particularly on the technology and tooling side. We both had looked at wiki-use during our research and agreed that they are certainly useful in demonstrating the human elements of KM (capture, sharing, organising of knowledge etc). We also spoke about Sharepoint and Lotus Connections - we both agreed that there is huge potential in relation to the power of these environments to provide a solid infrastructure for KM and Enterprise 2.0 features going forward.

In terms of what advice we would pass on to the current class, we have yet to conclude on this. My own thoughts include:

• KM is more than just a technology discipline, in fact it encompasses many aspects of a working organisation. This is an important lesson to learn, as many people have fallen at this first hurdle of understanding what KM is and how it will provide value and enable internal growth for your organisation.
• The role of HR in KM is very important. "Learning & Development" has out-grown its welcome, and the days of simply attending courses and returning to the desk are over. The next generation of "Learning & Development" is continuous learning & development - KM! The knowledge workers of Gen X/Y want to search and discover knowledge instantly (instead of attending a 3-day course to do so).
• The tie between Web 2.0 and KM is a growing discipline. However, it is important to remember and focus-on the core KM principles. Don't deploy a wiki or blog because it's cool - deploy them for what they can add to your organisation, and be clear on what you are using them for.

Once we narrow down our thoughts on KM research and our experiences in the next few weeks, I will share them here.

Connectr #4 Presentation from ILUG 2008

As per my previous post, I presented at the Connectr #4 event as part of the ILUG 2008 at the IBM campus in Dublin last week (see slides below). This was a great event to be part of as we got to meet the IBM development team and hear their views on working towards Lotus Connections 2.0 which has just been announced.

Other presenters on the day included:

• Heidi Votaw (IBM Lotus Program Director, Social Software)


• Alan Crean (Process Master)


• Neil Burston (Oak Ridge Business Solutions)


• Ian McNairn (IBM Program Director, Web Technology & Innovation)

Some interesting features of Connections were also demoed (eg Blogs, Communites, Activities, Wiki Integration, Atlas). Given that Enterprise 2.0 is a hot topic this week due to the Enterprise 2.0 conference taking place in Boston, there has been lots of discussion around Connections 2.0 and the comparison to Sharepoint.

My thanks to Neil Burston and Stuart McIntyre for organising the event, and also to IBM for being excellent hosts on the day. I will post more on Heidi's presentation again. Here are my slides from the day:

View Upload your own

Presenting at Connectr #4 in Dublin

I will be presenting a "15 minutes of Fame" session at the ILUG Connectr #4 event at the IBM campus in Dublin on June 3rd. My slot is called "Implementing KM - Success Factors" which is closely linked to my previous post on the subject when finishing my dissertation.

Internal Blogging at BT

Another great post by Richard Dennison called Blogging Inside BT in which he describes how "BT management is prepared to allow its employees to express themselves and their opinions on ‘unregulated’, self-publishing platforms". It is a great read and another example of how to link the use of Web 2.0 tools to providing value internally behind the firewall.

I also like a response he has added to a comment on the post, relating to how blogs can have a longer life span than traditional discussion forums as "the owner feels responsible for keeping it going because it is part of their personal brand." I like this enterprise blogging idea, as it allows all employees to become experts in their own area, and makes individual knowledge more available to the wider internal community.

I have linked to Richard before, relating to his post on Web 2.0 adoption at BT. It seems that they have a clear vision of what they can achieve by empowering their employees with information and knowledge resources.

Anyone interested in real examples of how to formulate Web 2.0 strategy and learn from the BT examples should subscribe to Richard's blog Inside Out.

Implementing KM - Success Factors

I gave a presentation tonight at the Dublin Institute of Technology based on my dissertation. In it I was demonstrating the high level findings of the research and some of the learning points and experiences of piloting an enterprise wiki as a knowledge management enabler.

First off was the idea that knowledge management is much more about people, their knowledge and embedding a knowledge sharing culture than any particular technology. IT will inevitably be part of any large KM initiative, but is only the enabler of the end goal. It is important to tie the goals of the KM program to the objectives of the organisation in which it is positioned. This will help senior management to sell and promote it.

I have tried to promote the benefits of KM as part of the initiative. I have found it is important to communicate these in a language which makes sense to all stakeholders, without too much jargon. The first 3 are recommended by Stan Garfield. They were:

• Avoiding redundant effort.
• Avoiding repeated mistakes.
• Taking advantage of existing expertise in the organisation.
• Making individuals more effective.
• Making teams more effective.

Given the people focus of my research, collaboration and knowledge flows became important. If we examine the knowledge networks which exist in an organisation, we can better understand how knowledge flows throughout it. Large Organisations are made up of many networks, with key players who act as information brokers, boundary spanners, central connectors, and peripheral specialists. These flows can often create knowledge bottlenecks of bureaucracy, which can prevent free knowledge sharing.

Next it was onto Web 2.0, and how the elements and behaviours of web 2.0 applications and communities are becoming increasingly popular in knowledge management. For example, a Forrester paper out last week reported that 85% of companies using Wikis were using them as a knowledge management tool. The match between tools such as wikis to the knowledge cycle (find, organise, share, use/reuse) and the enabling features (Search Link Author Tag Extend Signal) of web 2.0 is one which has not gone unoticed. My approach was simple:

• Engage Senior Management to back the initiative.
• Secure exclusive, high profile use-cases for the portal.
• Brand the portal to promote its use.
• Meet with prospective teams and user groups to gauge reaction.
• Drive wiki adoption by becoming a ‘Wiki Champion’.

The initiative was supported top-down by senior management, driven bottom-up from grassroots, and promoted laterally through communities of practices. This ensures sustained engagement across a wide range of groups within the organisation.

3 high level conclusions:

1. Knowledge management is more about people and the processes which enable knowledge management than specific technologies.


2. Simplicity is important, providing knowledge workers with the tools to quickly capture, organise, share and reuse knowledge which is important to their work.


3. Wiki’s provide users with the collaborative environment required for successful knowledge management.

My KM Dissertation Abstract

Having completed my KM masters dissertation, I thought it would be useful to share the abstract which sums up alot of the work I have been researching. The title of the dissertation was "Wiki based collaboration: An effective enabler of Knowledge Management?":

The World-Wide Web has evolved into a collaborative learning environment, where contribution and participation are replacing consumption and passive involvement. The shift which has taken place towards 'web 2.0' has been extraordinarily rapid, with the true potential of the web to connect people and their knowledge being seen. The use of web 2.0 tools as enabling technologies for knowledge management is becoming increasingly popular, with organisations replicating the success of these technologies on the consumer web behind their firewalls. The goal is to improve the knowledge sharing cultures internally and make better use of their organisational knowledge, so as to gain competitive advantage.

The full potential of the adoption of web 2.0 tools has yet to emerge, however early cases of successful implementation of social tools in support of organisational goals are positive. By closely aligning the aims of the knowledge management initiative with the goals and business objectives of the organisation, together with the early support of senior management, the potential success of the program is improved. An experiment to introduce web 2.0 technologies in a large financial services organisation has been undertaken to examine the challenges which arise and how the approach and language of the initiative helped to overcome potential misunderstanding and confusion about the terms web 2.0 and knowledge management. A pilot of an enterprise wiki platform was implemented, with full engagement of design and technical teams to position the technology as a potential collaboration standard. The focus was always about the capture and sharing of knowledge throughout, with many learning points for wiki champions and knowledge managers emerging.

Confusion around the true definition of knowledge management can be harmful to the potential success of initiatives if the wrong approach is taken. Focusing too much on technology can distract knowledge managers from the most important elements of implementing a successful knowledge management program; people, social networks and their knowledge. While technology will almost always be part of any knowledge management initiative, it is important to recognise that it is only an enabler of the cultural change with which knowledge management is associated. In order to facilitate effective collaboration between cross-functional and geographically dispersed teams, a new suite of enabling technologies is required, as the frequency with which these types of collaboration occur increases. Traditional tools such as email and file share have been overused and actually detract from effective collaboration amongst teams in projects which appear with increasing complexity.

This approach has shown that the terms knowledge management and web 2.0 are not crucial to the success of these programs. Aligning the goals of the project to the business objectives of the organisation allows senior management to better engage with the efforts involved in achieving those aims.

Please let me know if you have any comments or thoughts?

Banking on Knowledge at MIT

MIT's Media Laboratory and Bank of America are teaming up to examine the future of online banking. The newly created Center for Future Banking will explore the impact of web computing and social networking on the way people manage their finances.

This is something which really interests me, as banks and financial services organisations are often conservative when it comes to innovative schemes like this one. It comes back to the question of whether or not you want your bank to be innovative and outlooking. You would probably want them to be more dependable and consistent.

However, as customer trends are showing, internet and convenience banking channels are becoming more popular. This is particularly evident amongst Gen x and y customers, who are being brought up on the web, and being digital natives, would prefer to transact online.

Some of the questions which the center will aim to address include:

How can every customer be empowered with the knowledge and tools to take better control of their financial futures?

This is where knowledge management on the inside can start to show on your customer-facing channels. I am a big fan of corporate blogging and podcasting, especially where the organisation is using web2.0 media to provide advice for customers. I have spoken before about the RaboDirect podcast series, which was a series of podcasts offering financial advice on a number of topics.

While this may not have brought in millions, it was the number #1 business podcast here in Ireland. It is time for others to follow suit, in a market which is still a niche, but one in which the early birds could benefit from.

How will banking interactions evolve as a customer’s physical and virtual worlds become completely intertwined?

This is an area in which environments like second life have begun to expose as a potential new market. I have experienced live IM sessions with Dell support staff recently, and found them to be much more informative and engaging than waiting on the end of the line listening to Whitney Houston for 20 minutes!

Organisations such as RBC are leading the field here, with virtual agents, a presence on facebook, and an excellent site, called RBC p2p on which 6 students blog to their peers about their financial experiences. This is where organisations need to be, in the same network as their customers. This has moved from the street to the participative web online.

Some organisations have already shown that building a community of customers enables you to provide an improved knowledge providing relationship while being able to gather valuable feedback at the same time - thus they become prosumers as defined by Don Tapscott in Wikinomics. A great example of this is the Sony Vaio user community.

How will social networks and mobile platforms transform customers’ banking experiences, making it easier, more convenient, and better integrated with their daily lives?

This is the golden question! We have seen how internet banking has transformed customer interactions since the late 90's, with a high percentage of customers now managing their finances through their banks online portal.

The demands will grow for more functions and increased engagement over new channels such as mobile internet banking and increased information sharing between banks and their customers.

This partnership will be interesting, as more and more organisations enter this unknown market.

Wiki as a Knowledge Management Tool

My research has been focused on the collaboration and knowledge sharing elements of knowledge management in the enterprise. One of the key parts of this is to map what the enterprise wiki pilot is achieving against the basic knowledge cycle I started with when I began my first MSc (I have just started my second!).

So, looking at the 4 elements of the KM cycle above:

Find
Wiki use in the enterprise allows you to combine the knowledge of many teams into one larger, community knowledge base. This gives the users a "place" or "home" for their contributions where they know that they can be easily used by others.

Organise
Wiki spaces in products like Confluence & Socialtext are hierarchicaly structured in the parent-child page relationship which makes them easy to understand and to administer. Additional features such as tagging, breadcrumb navigation and powerful contextual search makes information retrieval much better than email + file shares. Some early responses with our wiki pilot have indicated that the benefits of having a web-based document sharing tool which can index-search attachments to provide a more powerful information retreival service is a very welcome addition to their job roles.

Share
Here is where the "Wiki Way" shines. There have been many groupware products in the past which have facilitated centralised, web-based document management, but wiki's provide this with the important collaboration layer that web 2.0 enables on top. They are a much more intuitive environment to interact with and will be around for a long time, as your n-generation graduate intake will already be trained in these environments from their own social interactions on the web!

Use & Reuse
As is mentioned on Stan Garfield's Weekly Knowledge Management Blog this week - 3 major benfitis of KM are avioding redundant effort, avioding repeated mistakes and taking advantage of existing knowledge and expertise within your organisation. A collaborative working environment supported by wiki use can help deliver on some of these benefits.

It is easy to forget the base principles which are enabled by web 2.0 tools when put to use in a business environment. We must be able to recognise the simple goals which culture and technology in the past have prohibited. A changing world with more and more distributed and virtual teams require organisations to provide its knowledge workers with tools which facilitate distributed and virtual collaboration.

Innovation does not have to be invention

When people think of innovation, they almost always think of it as producing something "new". Sometimes this can be misleading though, as often the best value can be realised by tweaking or just changing how a process is done. If we focus too much on finding that "eureka" moment, then the sponsors of innovation will grow tired of the big budget failures.

Dr. Anita Sands, SVP of Innovation and Process Design at RBC, gave one of the most popular keynotes at this year's Digital Marketing Conference. Some of the points from her speech:

• Innovation connects what is possible to what is valuable to our clients and our shareholders.
• Don’t mistake innovation for invention; innovation doesn’t have to be something new.
• New ways of applying old stuff, or kind of new stuff.
• APPLIED innovation. Ideas are not the problem. Implementation and measurement are the challenge.

In the video below, from the conference, she gives us two great points:

• ..there is a better way to do what you are doing
• ..there is a better way to look at something you already know

I think that these very simple principles are a great starting point for anyone involved in innovation or a project which requires some "out of the box" thinking. It is also important to remember that innovation must provide value, there is no point in investing in innovation for innovations sake.

Social Communication in the Enterprise

Creating a knowledge sharing culture in the enterprise is a difficult task. There are many benefits to be gained from an environment where employees can freely exchange knowledge and expertise, which otherwise may be lost when they leave the organisation or switch roles within it. This element is known as knowledge retention.

The following table shows the scenarios in relation to the tools or methods used for capturing and sharing knowledge in the enterprise. The green cell (social - tacit) is the one which is most coveted and is probably most difficult to establish as part of the organisational culture.

This social - tacit communication is what I am exploring in my dissertation. I want to investigate whether the use of an enterprise wiki platform will result in employees participating in a community environment where they can contribute and search for content which previously they would have to either request it or know where to find it in the unorganised shared folders.

I would classify each of the cells as follows:

Individual-Explicit: The creation of knowledge by individuals in documents or in eMails as part of their day-to-day tasks. This type of knowledge is often not shared or made available to others for re-use. In this context, it is often "lost" to the organisation. An example of this is a "How-To" document created by an expert on how they do their job and often stored on their own PC or printed in the form of a document.

Individual-Tacit: From the definition of tacit knowledge..."is knowledge that people carry in their minds and is, therefore, difficult to access. Often, people are not aware of the knowledge they possess or how it can be valuable to others. Tacit knowledge is considered more valuable because it provides context for people, places, ideas, and experiences". Freeing this knowledge can lead to improved collaboration and communication in the enterprise.

Social-Explicit: Meetings, Workshops, Internal Communications (Magazines etc.) and Intranet Content. This type of knowledge is created by many and requires some collaboration during it's creation or compilation. Organisations have been using Intranets for years now to allow many to access explicit information in relation to procedures, organisational structure, FAQ's etc.

Social-Tacit: A culture of knowledge sharing and open communication is required for social - tacit interactions to freely occur. The use of discussion forums and FAQ/best practice intranet pages have been tried for this type of communication in the past. The use of Wiki's in the enterprise is an emerging trend in this area, which tries to build on the success of wikipedia as a mass-collaboration and participative platform and bring this behind the firewall to solve real business problems. There are also many elements of social-computing which have been demonstrated by YouTube, FaceBook, Flickr and many others which can bring an element of personalisation to these portals.

The creation of communities of practice or adapting current communications methods to enable employees to participate in a wiki portal may help them to contribute to the greater organisational knowledge, however, it must be noted that the creation of documents and management of information strategies must be an important part of any collaboration strategy.

Data Protection - Time to get serious

Patrick Lambe of Straits Knowledge has given a 'hat-tip' to me in his post entitled - "Big Mistakes and Failures of Knowledge Articulation". We had had an email conversation about the loss of customer data at HM Revenue and Customs in the UK.

One of the modules I am taking for my MSc is "Legal Issues in Knowledge Management". We have been looking at the Data Protection Directive, and have covered many case studies relating to data leaks and how data is stored in relation to the guidelines as layed out in the legislation.

The link I referred Patrick to was on the BBC's website. They have a nice page casing some of the major data leaks at the HMRC in the last 12 months. Patrick describes some of the reasons given for the possible failures at HMRC as reported by ex-officials:

• the work at HMRC has been compartmentalised so nobody has an overview of (or commitment to) the whole process
• many of the more experienced managers have left
• many of the front line jobs have been automated or merged with other roles
• many managers have been moved to new roles
• a constant pressure to cut costs has hit morale (people don’t care)

Two of these points interest me most, and they both relate to two of the core principles of knowledge management.

Knowledge Capture/Retention - "Many of the more experienced managers have left". This happens in all organisations. If effective procedures were present at the HMRC for the capture and retention of the knowledge of these more experienced managers, then maybe this risk would be reduced as the new less experienced managers could refer to and re-use the knowledge of their predecessors.

Knowledge Sharing - "Many managers have been moved to new roles". Of those managers who are still with the organisation, but are working in new roles, the culture in the HMRC suggests that they do not have access to the relevant expert knowledge which they need to quickly learn the competencies required for their new roles.

IT Consumerisation - The user has the power!

I have been reading lots of papers recently about web2.0 adoption in large enterprises. It seems that the common occurrence is a small grassroots seed that grows with popularity into a larger more widely used solution.

I am referring to the IT consumerization which Gartner says will be "the most significant trend affecting IT in the next 10 years". While looking at my own organisation for my dissertation, I have come across multiple small-scale wiki implementations scattered among different departments.

On their own, each wiki was very powerful and an excellent improvement on the conventional tools for team collaboration in the 90's (email + MS Office), but in terms of consistency, cross-reference and compatibility they are actually creating the same siloed effect we started with. In speaking to one of the "Wiki-Champions", I also discovered that usage was not very high amongst the team members because the wiki was seen as a "gimic" i.e. There was no exclusive content on it which required them to use it, and also no management support of its usage.

I believe that IT managers have to recognise the user "urge" to use the social software tools as part of their working environment. The best way is to get in early, to put the tools in place so that at least when a team or project wants to create content in a workspace, they are all common, held on a single knowledge base (I don't like the word repository), and can be searched with all of the others.

One of the things that I have been concentrating on from the beginning is management support. If I engage the senior management approval for wiki usage by clearly displaying and explaining the KM benefits which could be realised, then I will get that exclusive content which will help ensure improved usage and sustained engagement with the system.

Enterprise Workshop Manager - Using multiple interlinked wikis to capture knowledge

A while back I wrote a post called Organising a workshop using a wiki (Please read this earlier post for reference). The idea was to improve the overall efficiency and effectiveness of running a workshop. Now for my dissertation I am thinking about the practical implementations of this type of knowledge capture in the enterprise.

Imagine your organisation is undertaking a large business requirements gathering exercise in relation to a major implementation. It is estimated that it will take a total of 70 workshops to cover all of the streams involved.

Using my proposed method, the facilitators could reduce the number of mails required to run these workshops as all details in relation to each event is located on its own dedicated set of pages.

Using links, the outputs of Workshop 1 can be referenced on the "Background" page of Workshop 3, as these 2 workshops are related. This means that the repetition of information is reduced, and less documents are required for the preparation for individual workshops. The re-use,retention and linking of valuable knowledge is increased.

Traditionally, an individual who cannot attend a workshop does not contribute (they may send someone else in their place). This can often detract from the effectiveness depending on that individuals role or importance to the topic being explored. Now, they can contribute any suggestions, questions, concerns, or ideas to the workshop wiki before the event. This helps improve the quality of what is discussed on the day, and improves the overall effectiveness of the event.

The notes for a workshop are usually jotted on to large flip-chart sheets during the workshop. These then have to be transcribed into a word document and mailed to everyone for review (at this point the flip-chart sheets we used to record what happened in the workshop discarded). Now, we can take the notes directly onto a wiki page during the workshop, and they are immediately available to all participants afterwards. They remain there for cross reference for future use.

All of the knowledge created during the 70 workshops is now held on a single, searchable repository. Each page or set of pages can be exported as PDF documents, which can be the starting point for the drafting of Functional and Technical specifications.

The method allows for many individuals to collaborate in a new way. By allowing easy, combined input to each workshop before the event, there is a reduction in time wasted on any "Surprises" on the day. It also allows for a definition of focus by providing a forum for Q&A.

Each user would open up the Workshop Manager. They will be presented with a "Dashboard" showing them all of the workshops they are involved in. They will be directed to the homepage of any one of these by clicking on its link.

I will expand this idea more in the more posts to come, but please let me know if you have any suggestions!

Web2.0 - What's different this time around?

While thinking about the role of Web2.0 in the enterprise, a contact has asked the following question - "What's different this time around?"

They were referring to the language being used by vendors to sell the idea of web2.0, noting that it is very similar to the "spin" used back in the 90's during the emergence of the Internet.

This is one of the reasons I chose to tackle this issue. As I outlined in my dissertation proposal - "the adoption of web2.0 tools and methods is being prohibited by misunderstanding of purpose and lack of defined ROI for business cases".

In this context, I would say that where the emergence of the Internet created channels for business to exploit a new market with their customers (e-commerce), web 2.0 is more an enhancement of "How" organisations operate internally.

Using Wiki's, Blogs, Intranet Portals, RSS etc will not present an immediately obvious ROI like Internet Banking or Online Sales did. However, they can help empower organisations to become "learning organisations" i.e Reducing repetition of mistakes, improving knowledge retention, creating collaborative environments, and encouraging a knowledge sharing culture.

A quote I like is by Kahlil Gibran:

A little knowledge that acts is worth infinitely more than
much knowledge that is idle.

There are also externally facing uses of web2.0 for organisations emerging (RSS feeds, Podcasting, Support Wiki's etc), and as their popularity grow, we will see more exploration in this domain.

My KM Dissertation Proposal

I have been working on the proposal for my KM dissertation which I will be working on from now until mid-December 2007.

I have decided to focus on collaboration and knowledge sharing within the enterprise. I looked at my blog posts since I began back in April of this year, and noted that of the 27 posts, 15 were tagged collaboration and 13 were tagged knowledge sharing.

Next, I began thinking about my own work preferences and experience of working within an organisation. Most of us have to engage with others every day, but do we progressively learn from and improve on past experiences from project to project?

I like the concept of web 2.0 and how these tools are popular amongst younger professionals for interaction (blogging), social networking(facebook, myspace), and information management(RSS readers).

So, I have settled on:

“Enterprise 2.0 – Using web 2.0 tools to improve collaboration & knowledge sharing within the enterprise.”

Over the coming months I will be blogging on topics in relation to the dissertation and on peripheral matters relating to the implementation of these topics in real life. I will examine case studies and research papers focusing on the successes, failures and emerging best practices in this field.

A brief outline description for what I want to do is:

Collaboration and Knowledge Sharing are concepts which we are hearing more and more about. Web 2.0 tools are bringing people together in new ways and providing platforms for sharing knowledge and improving collaboration within the enterprise. However, the adoption of these tools and methods are being prohibited by misunderstanding of purpose and lack of defined ROI for business cases.

In this dissertation I want to explore the processes for which web 2.0 can provide improved efficiency and new ways of capturing, storing and utilizing intellectual property. Furthermore, I want to show how these tools can become interactive knowledge repositories which can make this information available to more and more individuals within an enterprise.

For me, the most important aspect of this is the sharing of information. Communication, collaboration and accessibility of the information are key to successful KM. I believe that the “freeing” of information, be it explicit (in documents, folders, intranet pages etc) or tacit (expert opinion, past experiences etc), allows an organisation to make best use of its intellectual capital.

So, I will be looking for lots of feedback and hopefully some discussion on specific areas I am studying. Looking forward to collaborating and sharing knowledge with you soon!

Social Networking a waste of time?

We have all heard the recent bad press that facebook is getting amongst the corporate "headstones" saying that employees are costing business millions in lost time on social netorking sites.

Luis Suarez has written a great post on the this called Facebook 'Costs Businesses Dear' - Does It Really? on his blog entitled ELSUA ~ A KM Blog by Luis Suarez (a must read for KM followers).

He raises the great point that maybe the surveys should be measuring how much time is wasted by employees trying to find experts to get the job done?

I am not saying that all organisations should allow a free-for-all on sites such as Facebook, but I would like to know if they understand what benefits social networking could bring to their business?

If not externally through Facebook-type sites, then at least explore ways to promote social networking internally. Who knows who will meet who and spark a great idea?

Luis puts it nicely:

How much longer would the corporate world have to go further, before realising the true potential of social networking; freeing up knowledge workers to do what they do best: share their knowledge with others and collaboratively innovate. . . .

. . . .if I were running a business I know what my option would be. Encourage my knowledge workers to hang out in various social networks, dive into the conversations, use them responsibly and continue building further up on what really matters: connect with people to share their knowledge and collaborate, instead of having to struggle time and time again trying to figure out how to get the job done smarter and not necessarily harder.

The full post is well worth a read here.

Improving “Knowledge Flow” within an organisation

By “Knowledge Flow” – I am referring to the speed and efficiency by which communications are delivered to the employees in an organisation.

Often, information is fed along a human chain of Executives, Senior Management, Local Management and eventually to team members. This is often determined by the scheduling of respective monthly team meetings or circulation of bi-monthly/quarterly internal magazines.

An example:

• A new scheme for employees is going to be launched (educational/promotional) etc. It is discussed by and agreed upon by the executive team.
• Each executive circulates this news to their senior managers at their monthly update.
• Each senior manager then relays the news to their local team managers at their monthly update.
• Each team manager “announces” the new scheme to their team.

Notice the emphasis on new. Depending on the circumstances, be it availability of individuals or indeed the occurrence of any of these meetings – the news could take up to a month to reach the people who it really affects. Laurence Prusak describes it as follows:

Knowledge flows along existing pathways in organizations. If we want to understand how to improve the flow of knowledge, we need to understand those pathways.

I like the idea of internal blogging to deliver non-confidential information to employees. To make it even easier, the name for your blog can be “The [YOUR DEPARTMENT NAME HERE] Blog”.

Once people get over the “new-toy” aspect of reading a blog, they will see how easy it is to get the latest news, find relevant past posts (using categories and archiving) and how simple they are to use.

The problem I see with monthly or quarterly internal magazines is that they end up in the trash, and you would be hard pressed to find that much of what it contained was remembered. In contrast, if I remember that there was a post about Career Opportunities or Training Courses recently on the blog, I can easily search for it and find what I want!

For the executives, it can ensure quick responses to queries and items to be addressed. It also provides an opportunity to link to relevant intranet pages where the full article or policy relating to the topic can be found. It acts as an information repository for all of the communications within the organisation, division, or department. This is in contrast to an email pointing to a policy document which is “buried” deep behind the intranet homepage:

Home->Division->Department->Team->Documents->Polices->Comms Policy

If we want to improve knowledge flow, then we have to ease the information load on our executives and managers (the serial forwarders) to ensure that information is communicated to employees in real time. That way we will have an environment where employees are always receiving information which is relevant and up-to-date.

As part of my dissertation I am going to examine knowledge flows and how they can be improved.

RaboDirect sharing financial advice via RSS & Podcasts

Online bank RaboBank, has launched a new RSS & Podcast service for sharing financial advice such as investment tips and money management at RaboDirect.ie. According to SiliconRepublic.com, they are the first Irish bank to provide podcasts to customers. Early signs are that this scheme is proving popular, as it is the #1 business podcast on iTunes Ireland today (30/08/2007)

To start, they have setup a library of Podcasts by financial experts with titles including:

• The Basics of Investing.
• Secrets to becoming a successful investor.
• Factors to consider when choosing investment funds.
• How to learn from the mistakes of others?

The RSS channel has small summary type posts with the post titles linking to press releases and relevant pages of the RaboDirect site. Examples include:

• Product Announcements
• Events (Investment Seminar)
• Web Links (Notifying Customers of Information on RadoDirect Site)

This is a great example of business adopting the power of web 2.0 tools to capture customer attention and promote content on their site. RSS and Podcasts are becoming increasingly popular and this method of marketing will surely grow as more and more people move to Feed Readers for information consumption.

RaboBank said the scheme "empowers customers to maximize their savings and investment opportunities through immediate access to a bank of knowledge from independent financial experts".

Customer facing sites are often powerful on design at the home page, but often lack the content to support this. With RSS, organisations can target customers with topical and timely alerts to new content on their site. Coupled with the links to the product pages they can "pull" customers to the product rather than "push" an advertisement to them.