Managing Knowledge and Change

Managing Knowledge and Change

Peter Bjellerup – IBM Digital Engagement SWAT Team

MANAGING KNOWLEDGELet’s spend the first section on:

You’re in a fair-sized company, with multiple locations.Describe your ideal way of resolving one of the situations?

1.This task is too tough for me.I need help!

2.Someone must have done something like this before

3.I’d like to learn more about this exciting new topic

4.I have a great idea to improve our business/product/service

5.I’m really proud of this piece of work. And it could be very useful for my colleagues

6.What’s our history with this company? Do we have any good contacts with them already?

7.I’m new on this project. I need to understand the approach taken, the context and background

It’s not about managing knowledge.It’s about releasing knowledge!From heads, hard drives and mail conversations

Managing Knowledge Releasing KnowledgeControl AvailabilityAccess and authority MotivationRepositories ArenasTaxonomies FolksonomiesExperts ExpertiseGrand Bite-sizedFile-centric People/Relations +

Content/Conversations

Knowledge and expertise has several dimensions

People/expertise

File sharing

Online content

Conversations

Meta Knowledge

Who knows what?

Sharing as a “side effect”

On purpose. Blog, wiki, video

Forums, Status updates, Comments, Responses

Likes, Tags, Bookmarks, Recommendations, RatingsDownloads, Views

Kno

wle

dge

Dim

ensi

ons

But while knowledge is surfaced through those dimensions, availability and sharing is enabled (or inhibited) by a different range of factors.These are the ones we can work on to boost knowledge sharing.

People/expertise

File sharing

Online content

Conversations

Meta Knowledge

Lead

ersh

ip &

Str

ateg

y

Proc

esse

s, P

olic

ies

& S

tand

ards

Peop

le &

Mot

ivat

ion

Syst

ems

& T

echn

olog

y

KS/

KM

Tea

m &

Org

aniz

atio

n

Enablers (Inhibitors)

Kno

wle

dge

Dim

ensi

ons

But while knowledge is surfaced through those dimensions, availability and sharing is enabled (or inhibited) by a different range of factors.These are the ones we can work on to boost knowledge sharing.

People/expertise

File sharing

Online content

Conversations

Meta Knowledge

Lead

ersh

ip &

Str

ateg

y

Proc

esse

s, P

olic

ies

& S

tand

ards

Peop

le &

Mot

ivat

ion

Syst

ems

& T

echn

olog

y

KS/

KM

Tea

m &

Org

aniz

atio

n

Enablers (Inhibitors)

Kno

wle

dge

Dim

ensi

ons

Knowledge Sharing Culture

Smart organizations realize the benefits to them of knowledge sharing• Faster identification of

opportunities and threats and faster execution of response

Agility

• Reduced reliance of knowledge hoarded by a few experts, knowledge that disappear with them

Resilience

• Reduced duplication of effort

• Faster onboarding• Shorter runway

Efficiency

• Reduced distortion• Clarity of direction Effectiveness

• Increased occurrence of chance meetings

• More engaged employeesInspiration and

innovation

Access to shared content & communities

Rich “phone book”Post, respond and read updates from person, network and contentTags by self & othersNetworkReport-to chainLinks

Flow of updates from:NetworkCommunitiesContent shared & followedConversations

PlusRecommendationsbased on analytics

Key components of a comprehensive collaboration and networking platform

Network Communities

Content /Conversations

Content / ConversationsFiles Blogs Wikis

Microblog Activities Events

Forums Ideation Surveys

Meta informationBookmarks Tags

Likes Ratings

Views Downloads

Hom

e pagePr

ofile

Biz

Car

d

Features is not all that counts. Some characteristics are critical

Easy to reach Secure

Versatile

Coherent

Integrated

Simple

“Open”

IP Hackers

Network Groups

Contents/Conversations

BYOD

“Appifiable”

Let’s look at the real thing, IBM Connections Profiles

Prof

ileB

iz C

ard

And the home page

List of my communities in IBM Connections

And My Network of course

MANAGING CHANGELet’s look at changing to transparent ways of working

We started the first section discussing your ideal way to do these.How do you think they are usually dealt with today?

1.This task is too tough for me. I need help!

2.Someone must have done something like this before

3.I’d like to learn more about this exciting new topic

4.I have a great idea to improve our business/product/service

5.I’m really proud of this piece of work. And it could be very useful for my colleagues

6.What’s our history with this company? Do we have any good contacts with them already?

7.I’m new on this project. I need to understand the approach taken, the context and background

People usually default to either “phone a friend” or “mail to all”

They are stuck in their old ways

We want people to change from this…

…to this!

Smart employees realize the benefits to them of knowledge sharing• Faster identification of

opportunities and threats and faster execution of response

Agility

• Increased transparency empowers faster decisions better informed and with less dependency on formal structures

• Reduced reliance of knowledge hoarded by a few experts, knowledge that disappear with them

Resilience• Being able to do your job

better by learning from others and finding information faster

• Reduced duplication of effort

• Faster onboarding• Shorter runway

Efficiency• Saving the time spent in

resolving challenges and in onboarding

• Reduced distortion• Clarity of direction Effectiveness

• Improved job performance and productivity that comes from learning from others

• Increased occurrence of chance meetings

• More engaged employeesInspiration and

innovation

• Chance meetings with inspirational colleagues and knowledge

• Better understanding of the organization

Have you tried to hold a beach ball underwater?What happens when you let go?

Understand your key stakeholders, influencers and target audiences

• Executives

• Managers

• Early Adopters

– Champions

– Community Managers

• Transformation team

• Internal Communications

• Role models

• “Tippers”

You need M2E2ME to make change happen

M2 Motivate ManagementE EasyE Embed (Integrate)

ME Motivate Employees

Motivate Management – Without an engaged and motivated management team, you will get neither to the starting blocks, nor across the finishing line

Easy – The smaller the effort is to change, the less you need to invest in training and change management

User Analytics

The ability to analyze a users behavior and interactions in order to determine optimal results.

Voice Recognition

The ability to interact directly with an application through voice commands. These solution combine voice recognition, natural language processing and searching.

Personal Assistant

Systems that take actions on a user’s behalf that are usually associated with human execution

Cognitive

The ability for a system to take “human-like” cognitive action without prior programming.

Adding cognitive computing to make it even easier and more tempting to change your ways of working

User Analytics

The ability to analyze a users behavior and interactions in order to determine optimal results.

Voice Recognition

The ability to interact directly with an application through voice commands. These solution combine voice recognition, natural language processing and searching.

Personal Assistant

Systems that take actions on a user’s behalf that are usually associated with human execution

Cognitive

The ability for a system to take “human-like” cognitive action without prior programming.

“I’ve got five minutes before I walk into a meeting. Prioritize my world for

me!”

A personal assistant to surface priority tasks

User Analytics

The ability to analyze a users behavior and interactions in order to determine optimal results.

Voice Recognition

The ability to interact directly with an application through voice commands. These solution combine voice recognition, natural language processing and searching.

Personal Assistant

Systems that take actions on a user’s behalf that are usually associated with human execution

Cognitive

The ability for a system to take “human-like” cognitive action without prior programming.

“I’ve got five minutes before I walk into a meeting. Prioritize my world for

me!”

“Text my husband about the dinner plans. Now, read me my urgent emails

”

Understand and take action on spoken instructions

User Analytics

The ability to analyze a users behavior and interactions in order to determine optimal results.

Voice Recognition

The ability to interact directly with an application through voice commands. These solution combine voice recognition, natural language processing and searching.

Personal Assistant

Systems that take actions on a user’s behalf that are usually associated with human execution

Cognitive

The ability for a system to take “human-like” cognitive action without prior programming.

“I’ve got five minutes before I walk into a meeting. Prioritize my world for

me!”

“Text my husband about the dinner plans. Now, read me my urgent emails

”

“Yes, please set up that appointment and return the requested files to the

boss”

Smart calendar management and facilitating taking action needed

User Analytics

The ability to analyze a users behavior and interactions in order to determine optimal results. Microsoft Office 365 Graph

Voice RecognitionThe ability to interact directly with an application through voice commands. These solution combine voice recognition, natural language processing and searching.

Siri, Cortana and Google Now have made this capability mainstream

Personal Assistant

Systems that take actions on a user’s behalf that are usually associated with human execution

Examples include prioritization of email inbox, assisting in setting up meetings, returning emails and a lot of consumer capabilities that apply to the enterprise.

Cognitive

The ability for a system to take “human-like” cognitive action without prior programming.

Watson answering questions that it has not been previously “taught” to answer is an example.

“I’ve got five minutes before I walk into a meeting. Prioritize my world for

me!”

“Text my husband about the dinner plans. Now, read me my urgent emails

”

“Yes, please set up that appointment and return the requested files to the

boss”

“I’d like to see those research documents about diabetes. Did the new medication get FDA approval

yet?”

Find information and answers

Embed – knowledge sharing must be part of your job, not on top of it

Motivate Employees – the key to change

Motivation

Systems Processes

• Sense for a larger mission. Your job also includes using your experience and expertise to help others succeed

• Personal performance & efficiency• Formal recognition• Informal recognition• Leader’s words and actions• Visibility of achievements• Intrinsic (feeling good)

”Why should I even learn to use a system to share knowledge if I get nothing out of it, except possibly complaints from my manager that I waste time?”

”I know I’m supposed to document Lessons Learned, but they seem never to be used or even noticed, so I’ll keep it to a minimum”

Business as unusual is the sweet spot of collaboration and transparency.Use it to manage change communications in big transformations!

Focu

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Predictable Unpredictable

Context

I need… Can anybody help?

Sure! The same

happened to me

Thank you for your attention

http://ibm.co/bjellerup www.thesocialswede.comTwitter: @thesocialswede

Learn from mistakes, preferably those of others.Stupid mistakes are those you repeat