Enterprise 2.0 = KM 2.0?

Carl FrappaoloVP, Market Intelligence @ AIIM.org

?What is Knowledge

Management

?What is Enterprise

2.0

© AIIM | All rights reserved 2

Knowledge Management• "Leveraging collective wisdom and experience to accelerate innovation and responsiveness”– C. Frappaolo,

“Exec Express Knowledge Management,” Capstone, 2006

©

21

Strategy

TechnologyPeople

Process

• How do you create aculture for sharing and learning?

• Which people need to beempowered to contributeAnd leverage knowledge?

• Are priorities aligned withmeasurements?

• Are the right processes in place to

- capture, refine and create knowledge

- disseminate, share and apply knowledge to

- deliver business value?

•

What tools are currently inplace?

•

What tools are needed toenable the environment?

• How do you fill the gap?

• Which factors are critical for my business thatcan be addressed by Knowledge Management?

• Which knowledge adds the most value?• What are the highest priority initiatives?

Bus. Strategy

Knowledge Management

© AIIM | All rights reserved 2

Enterprise 2.0"A system of web-based technologies that provide rapid and agile collaboration, information sharing, emergence and integration capabilities in the extended enterprise”

– AIIM Market IQ Q1 2008

What are You Trying to Accomplish With Enterprise 2.0

–Remember • 4GLs and RDBMS• “PC Revolution”• Advent of E-mail

© AIIM | All rights reserved 5

Market Evolution

6© AIIM | All rights reserved

Market Evolution

Technology & Cultural Worker Models

8© AIIM | All rights reserved

1.0

1.5

2.0

Worker Models for Enterprise 2.0

6© AIIM | All rights reserved

IsolatedFully Engaged

Extended MeIslands of WeTwo-way MeProactive MeTeam MeOne-way MeIslands of Me

1.0

1.5

2.0

Early KM(KM 1.0)

Carried Away with Technology

Awkward, disjointed and intrusive interfaces for Knowledge input &output

Academic Theory Collides with Reality

End Result?

KM Had Success in (Some) Organizations

(But in some, KM is a dirty word if known at all)

No Matter How Important I Believe KM

to Be

To Some Organizations, KM is...

Under the Radar

Meanwhile...KM Practitioners say...

“Rumors of my death have been greatly

exaggerated”

The Primary KM Issues Still Remain

Brains...Can’t hire the talent you want, aren’t tapping the talent you already have,watching talent walk out the door .

NOTE TO SELF:

Yes, It Does!

Even though KM

is not ABOUT

tech,

It’s hard to DO it

WITHOUT tech

Culture Creeps Cautiously

©

21

Strategy

TechnologyPeople

Process

• How do you create aculture for sharing and learning?

• Which people need to beempowered to contributeAnd leverage knowledge?

• Are priorities aligned withmeasurements?

• Are the right processes in place to

- capture, refine and create knowledge

- disseminate, share and apply knowledge to

- deliver business value?

•

What tools are currently inplace?

•

What tools are needed toenable the environment?

• How do you fill the gap?

• Which factors are critical for my business thatcan be addressed by Knowledge Management?

• Which knowledge adds the most value?• What are the highest priority initiatives?

Bus. Strategy

Knowledge Management

The Solution?

A Technology Map to KM

Explicit Tacit

Intermediation

Externalization

Internalization

Cognition

Knowledge complexity

Wikis, Blogs, SNA

Wiki, Blog, podcasting,

RSS, Mashup, Search/Social Tagging & Bookmarking

Mashup, RSS

EMERGENCE

Low Barrier

©

21

Strategy

TechnologyPeople

Process

• How do you create aculture for sharing and learning?

• Which people need to beempowered to contributeAnd leverage knowledge?

• Are priorities aligned withmeasurements?

• Are the right processes in place to

- capture, refine and create knowledge

- disseminate, share and apply knowledge to

- deliver business value?

•

What tools are currently inplace?

•

What tools are needed toenable the environment?

• How do you fill the gap?

• Which factors are critical for my business thatcan be addressed by Knowledge Management?

• Which knowledge adds the most value?• What are the highest priority initiatives?

Bus. Strategy

Knowledge Management

8© AIIM | All rights reserved

1.0

1.5

2.0

Worker Models for Enterprise 2.0

6© AIIM | All rights reserved

IsolatedFully Engaged

Extended MeIslands of WeTwo-way MeProactive MeTeam MeOne-way MeIslands of Me

1.0

1.5

2.0?

©

21

Strategy

TechnologyPeople

Process

• How do you create aculture for sharing and learning?

• Which people need to beempowered to contributeAnd leverage knowledge?

• Are priorities aligned withmeasurements?

• Are the right processes in place to

- capture, refine and create knowledge

- disseminate, share and apply knowledge to

- deliver business value?

•

What tools are currently inplace?

•

What tools are needed toenable the environment?

• How do you fill the gap?

• Which factors are critical for my business thatcan be addressed by Knowledge Management?

• Which knowledge adds the most value?• What are the highest priority initiatives?

Bus. Strategy

Knowledge Management

E2.0 = KM 2.0?

Web 2.0 = E2.0 AIIM Market IQ - The State of the Market

What do YOU think?

www.aiim.org

cfrappaolo@aiim.org

www.takingaiim.com