Developments in organizational knowledge Management

(1)

Developments in organizational

knowledge Management

Einat Shimoni

EVP & Senior Analyst

Enterprise Applications,

Analytics & KM Strategies

www.einatstki.blogspot.com

(2)

Do not remove source or attribution from any graphic or portion of graphic 2

KM still has a bad reputation

(Source: Bain & company report on Mng. tools)

KM

Low

satisfaction

(3)

It takes too much time to find

existing information needed to

complete tasks

The problem with Knowledge

The Problem: Too much info!

Lack of information

KM

Trends

(4)



The typical IW spends up to

25% of the day

searching

for the right information to complete a given task.

Ineffective searches/wasting time looking for

information can cost companies up to 10% in salary

expenses (

Butler Group)



Employees spend

12 hours a week

on info-gathering

tasks: mostly, unsuccessfully.

(Accenture)



Knowledge workers spend

15%-30% of their time

gathering information, but are successful less than 50

percent of the time. (

IDC)



The amount of new technical information is

doubling

every two years

(5)

These are not “shocking”

news:

Very low

% of data

searchable

Most employees:

finding info is hard

(6)

6

•

Built as stand-alone repositories, not

connected to everyday processes

•

Bringing the right information to the right user

at the right time remains a challenge

•

Categorization is problematic

•

“We Built it and they still didn’t come”

•

From lack of information ----



to Too much Information

(7)



KM is becoming more process-dependent,

should be combined in every-day tasks



Timing and context are important



The realization that the information

should be delivered to the right person at

the right time

Knowledge Management Trends

The goal of knowledge management

is to improve efficiency and productivity

by reducing the need to reinvent the wheel

(8)



KM is now viewed more as a service within a specific

process, that should be automated within the process

context



Fewer large-scale “KM projects” (where KM is THE

goal and not the enabler)



The information should “come to the right user”

instead of the user looking for the information



Major challenge is connecting information delivery to

business processes – but also promises major benefits

(9)

Knowledge Mng. Maturity Model 2010

Investment

to make money

Cut costs, Increase

productivity

Investment

for regulations

Commodity IT

Services

Using

Implementing

Looking

Records

management

Archiving

Business Value

Market Maturity

Pure

Business

Project

IT+business

Project

Size of figure =

complexity/

cost of project

Ent.

Search

ECM

“silos”

Gateway

portal

KM

Trends

Internal

Blogs

Internal

social

networks

Internal

Wikis

(10)

Types of portals



Gateway Portal:



A single gateway to all corporate information and services -

migration of existing solutions to a new technological

platform adapted to the current org. structure



Operational Portal:



Work environment tailored to a user’s specific function/ role

and unifies access to data and processes



Process specific



Role specific



Personal Portal:



A personalized environment (“igoogle) tailored to a specific

user’s needs

(11)

(12)



Becoming a “non-issue”



Most using enterprise “gateway” portals



Portals are a now a part of different projects



Most large organizations have more than 1

portal technology in place



Phase 2 of enterprise portals:



Using web 2.0 tools in portals



Adding lightweight Workflow capabilities



Using portals for “mini” operational processes

Enterprise Portals

Current State in Israel

Web &

portal

Trends

(13)



Traditional KM: Expensive, IT-dependent, complex



Web 2.0 KM:

Cheap, simple to set up, run and use



Traditional KM: Top-Bottom, Centrally Managed, controlled



Web 2.0 KM:

Bottom-up, decentralized, not “controlled”



Traditional KM: “The larger the org - the harder it gets”



Web 2.0 KM:

The larger – the more “searchable”

Main Differences

(14)



Not all employees are created equal



Accommodate different types of users



Digital natives



Digital immigrants

(15)

Generation Y employees

The Digital Native

(your “new” employee)

KM &

Web 2.0

(16)

Social media for all !

Not just for “kids with too much spare time”

KM &

Web 2.0

(17)

Users from different age groups

consume social media (but differently)

KM &

Web 2.0

Source: Royal Pingdom’s study – ages of social network users

(18)

Participation: (Not) for everyone

Source: http://om.ly/Ioix

Source: Forrester

KM &

Web 2.0

(19)

Knowledge Management

The

FUTURE

KM trends are the

CURRENT

internet trends

KM

Want to see what KM will

look like in a couple of

years?

Look at the use of internet

content today

(20)

“meaning of information and services on the

web is defined (semantics), making it possible for

the web to "understand" and satisfy the requests

of people and machines to use the web content”

(Source: wikipedia)

An alternative definition:

A way to clean up THE MESS that

web2.0 left behind!

(21)

To summarize…

•

Consumerization: Organizational KM is impacted by the

way people use and share information via the web, but

it takes about 2-3 years until it gets there

•

Organizations are starting to realize that different

employees = different ways of work and different needs

•

Organizations should try to create an infrastructure of

KM services that can be delivered within the relevant

context

(22)

Thank you!

Einat Shimoni

Blog:

Twitter:

EinatShimoni

Do not remove source or attributio

EinatShimoni