km masterclass part4 km systems2 ha20140530sls

KM 4 – Socio-technical KM-Systems 2 Additional elements:- Knowledge & Innovation Culture- Knowledge Marketplaces- Structures and Quality Measures for Knowledge / Content - KM Support Organization and its KM processes KM solutions changing with web 2.0 / enterprise 2.0

Masterclass KM – SlideShare contribution, June 2014http://de.slideshare.net/HoferAlfeisJ/presentations

Dr.-Ing. Josef Hofer-AlfeisConsulting on Knowledge & Innovation [email protected]

Design: Ron Hofer

http://de.slideshare.net/HoferAlfeisJ/presentations

http://de.slideshare.net/HoferAlfeisJ/presentations

mailto:[email protected]

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2

KM Masterclass – Preface

The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references. The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students, e.g.: Zeppelin University, Friedrichshafen University of the German Army, Munich University of Applied Science, Munich University of Applied Sciences for Economics and

Management, Munich Donau University Krems, Austria University Augsburg

Contents:

KM 1 – Knowledge and KM

KM 2 – KM Processes 1

KM 3 – Soc.-t. KM Systems 1 / Processes 2

KM 4 – Socio-technical KM-Systems 2

KM 5 – Plan & Control Knowledge & KM

KM 6 – KM and Idea / Innovation Mngt.

Any questions, remarks and ideas for modification or improvement are appreciated – please contact me, see slide „contact“ at the end of the presentations.

Munich, May 2014, Josef Hofer-Alfeis


Focus: Knowledge & Innovation Culture

Focus: Knowledge Marketplaces

Structures and Quality Measures for Knowledge / Content

KM Support Organization and its KM processes

KM solutions changing with web 2.0 / enterprise 2.0

Agenda


Leadership, Collaboration … Knowledge Culture

A KM System is asocio-technical system

Human

Organization Infrastructure/Techniques

Knowledge Marketplace

KM Processes:improve

knowledge qualityKnowledge Community

Knowledge (content)

KM SupportOrgani-zation


desire for appreciation … reputation

Enterprise / Organization Culture in general backup slide „famous Chinese hundred year old soup“ ( good example for story-telling)

important section for KM and Innovation Management:Knowledge Culture … Innovation Culture

Enterpise Culture supporting knowledge sharing, development and renewal

Knowledge & Innovation Culture – what is that?

what‘s in for me, if I do more than my work tasks …?

fear of critics …

sorry, not invented here … we know how to …

I don‘t have to share something important …?


Hi Matt,

Seconding Joitske and Ewen, I'd say with all of these grand terms, including "organizational culture" it is important to continue asking "so what do you mean by this in practice". If you are a change agent, either as external consultant or internally, you will often have a client or supervisor who tells you your assignment in vague buzz words - such as: "develop a more collaborative/innovative etc. organizational culture". Sometimes because they don't want to take responsibility, but more often because they don't quite know what they want or how to formulate concretely and precisely what they want. So your first task is to clarify with the person who came up with this, what exactly they are talking about, what are concrete examples of "when this happens we tend to do that" that they are not happy with. What would be some concrete storylines they'd be happier with? And once you are at it, in this same clarifying conversation you can explore the concrete actions and interventions they have tried out in the past to get there, what worked, what didn't, how they assess the reasons for how it went. And when you are done clarifying your mandate with the responsible person, you can check if these observations, frustrations, aspirations and attributions defined by the leadership resonate at all with people on different levels of the organization.

This leads to an important point and that is history. The organizational culture is not just something that happens today but something that is like the famous Chinese hundred year old soup (or was it 1000 years?) where you have a pot on the fire in the middle of the village and people add ingredients every day as they have them available. They also eat every day from it, but never empty the pot completely, so some of this soup may well be 100 or 1000 years old. While you will never be able to extract a single ingredient added 70 years ago, each action taken by/in the organization in the past adds to the organizational culture as you find it today. And you will never get the same rich flavor by pouring out the whole content of the pot, scrubbing it down and preparing an instant soup out of a packet. A lot of people who want to change organizational culture only look at: What are the negative things about the culture we have at the moment, where does it hold us back, what are cultures of other organizations which we would prefer? Looking at your organizational culture with a historical perspective can allow you to understand that each cultural practice was once started with a good reason and if they persist, there has to be a strong reason in the organizational logic why it is still there. Take highly bureaucratic cultures. Often we see them as a pain and an impediment to getting stuff done. But they also provide stability even in situations with high staff turnover, standardization of standard procedures frees time and resources to solve non-standard issues and bureaucracy comes with the promise that everyone will be treated following the same rules, no matter their informal networks or personal cunning (now, whether the promise is always fulfilled is a different question).

So to be able to do something about persistent cultural practices which you do want to change, start by asking people with different perspectives about what the drivers behind it's persistence are: "What are positive effects for the organization, individuals or departments within it or outside actors which come from doing things the way we do them now (give concrete example here)?" "What would who lose and gain if we started doing it this way instead of that?" Digging into this will allow you two things: Reformulate your mission as you understand what should be preserved and what should be changed. And get an idea of who you have to interact with how to get this preservation and change started.

One last thing: Culture is not something you can "make" but rather something that develops and grows. Just as it doesn't help to pull at a flower to try to make it grow faster. So what I see as most promising is to plant a few seeds, pilot a few changed procedures or behaviors in different corners of the organization, nurture them and see what the effect is. Often showing that "it" (whatever it is) can be done in one corner of the organization and supporting "field visits" (any kinds of interactions between those who doubt and those who have achieved it) is the strongest organic approach to culture change

Have fun at the training, Cheers, Eva

Enterprise Culture … Chinese hundred year old soup Response from Eva Schiffer in km4dev discussion „KM and culture“, 2012-03-19 https://dgroups.org/groups/km4dev-l/discussions/8nf1dyd1

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https://dgroups.org/groups/km4dev-l/discussions/8nf1dyd1

https://dgroups.org/groups/km4dev-l/discussions/8nf1dyd1


uKnowledge Culture … Innovation Culture

Key elements?

Meaning values – strategies – rules management example … appreciation …

trust & openness security & knowledge risks

care & collaboration internal competition

quality & failure (short-time) success

curiosity & innovation performance & routine

delicious HoferAlfeisJ – tags: Wissenskultur Organisation

http://delicious.com/hoferalfeisj/Wissenskultur

http://delicious.com/hoferalfeisj/Organisation


concerning meaning …


concerningmeaning …

http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=24344033&gid=47951&trk=EML_anet_qa_ttle-0Ut79xs2RVr6JBpnsJt7dBpSBA

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Knowledge Culture … Innovation Culture

Key elements?

Meaning values – strategies – rules example … appreciation …





pay attention to different motivations for knowledge sharing:• mutual … peer-to-peer (community, …)• top-down (professional teaching, …)• bottom-up (organizational reporting, …)


Source: Financial Times Germany, 2007-11-05, artist: Casey McKee

Source: http://www.youtube.com/watch?v=9e6XQrLAKvE

Care Culture?

http://www.youtube.com/watch?v=9e6XQrLAKvE


http://www.linkedin.com/groups/About-sharing-knowledge-incentives-managing-77700.S.5829339122447196163?view=&srchtype=discussedNews&gid=77700&item=5829339122447196163&type=member&trk=eml-anet_dig-b_pd-ttl-hdp&fromEmail=&

ut=2q3n0BOHY1SS41 02/2014

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http://www.linkedin.com/groups/About-sharing-knowledge-incentives-managing-77700.S.5829339122447196163?view=&srchtype=discussedNews&gid=77700&item=5829339122447196163&type=member&trk=eml-anet_dig-b_pd-ttl-hdp&fromEmail=&ut=2q3n0BOHY1SS41






http://www.nickmilton.com/2014/01/how-internal-competition-destroys.html?utm_source=twitterfeed&utm_medium=linkedin backup slide

http://www.nickmilton.com/2014/01/how-internal-competition-destroys.html?utm_source=twitterfeed&utm_medium=linkedin

http://www.nickmilton.com/2014/01/how-internal-competition-destroys.html?utm_source=twitterfeed&utm_medium=linkedin



Key elements?






http://failfaire.org/about/

Failure Culture, e.g. medical doctors and personnel report, comment and advise anonymiously on failures www.jeder-fehler-zaehlt.de

Failure Culture:• ignore show / recognize• suppress discuss … analyze• punish reflect … learn …

innovate• act, e.g. KillFee of Merck/USA

• in Aging Societies: older workers/experts may fail, too



http://www.jeder-fehler-zaehlt.de/


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http://www.admittingfailure.com/browse/




uKM reflectionknowledge building (single person)

examples … individual„stories“

cases, context, definitions

structure / process, schema, theory

review

„big picture“: framework, contexts, …

codification

deepen knowledge /learn

… and sharing &

networking?

“… our research shows … that if we’d take some time out for reflection, we might be better off. When we stop, reflect, and think about learning, we feel a greater sense of self-efficacy. We’re more motivated and we perform better afterward.” Francesca Gino, Gary Pisano, Harvard Business School http://karrierebibel.de/manager-sollten-das-lesen-reflexion-verbessert-produktiviaet/ May 2014

http://karrierebibel.de/manager-sollten-das-lesen-reflexion-verbessert-produktiviaet/

http://karrierebibel.de/manager-sollten-das-lesen-reflexion-verbessert-produktiviaet/


Individuelle„Geschichten“

Fälle, Zusammenhang, Definitonen

Aufbau-/Ablaufmodell, Schema, Theorie

„Big picture“: Rahmen-werk, Kontext, …

Individuelle„Geschichten“

Fälle, Zusammenhang, Definitonen

Aufbau-/Ablaufmodell, Schema, Theorie

„Big picture“: Rahmen-werk, Kontext, …

uKM reflectionknowledge building (group)

individual„stories“

cases, context, definitions

structure / process, schema, theory

„big picture“: framework, contexts, …

joint/shared stories

codification

different views: distributed joint knowledge distributed complementary kn.

joint/shared …

joint/shared …

joint/shared …

deepen knowledge /learn



Key elements – how to measure?






approach from KM 5


KM State & Needs Analysis: balance check for knowledge and innovation culture key elements – example from 3 interviews

?

?

?


KM State & Needs Analysis: balance check for knowledge and innovation culture key elements – example summary

information securitytrust & openness

Care-Culture internal competition

Failure Cultureadherence todelivery dates

innovation/experiments performance

internally oriented externally oriented

central & firm decentral - freedom

homogenious & harmonic

diversified

deficits

strong deficits

guiding map for management

meetings?


uKnowledge Culture … Innovation Culture

Measuring key elements – and then?

Analyze … attenuate … solve …conflicts / contradictions, e.g.• sense making … modify enterprise value definitions …

• structural / organizational change

• modify rules … evaluation systems with respect to KM / InnoM • impact management behaviour, e.g. more partnership

• discuss, promote, advertise KM issues and benefits, …

• … apply guiding map with state of culture key elements

with whom?- Management- KM Support Org.- HRM- Org. Development- „Culture Team“?- ...


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Develop and deploy knowledge-based enterprise vision and strategy

Articulate knowledge-based enterprise vision through mission statement

Determine enterprise core competencies (knowledge assets)

Design knowledge-based enterprise structure & relationships between enterprise units

Develop and manage enterprise knowledge values Develop and encourage role models (including knowledge leaders/champions)

Encourage tolerance (including learn by doing, tolerating mistakes, encouraging experimentation)

Ensure timely communication (including real-time feedback)

Develop and manage enterprise knowledge behaviors Recognize/reward employees for knowledge-based behaviors

Develop and promote community (interdependency and communities of interest)

Develop and promote trust (between individuals, communities and stakeholders)

MAKE dimension 1:Establishing an Enterprise Knowledge Culture (1)

KnowledgeStrategy,see KM5

Knowledgeand

InnovationCulture

key elements

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Develop and manage enterprise knowledge systems/processes Develop external focus

Develop/acquire technologies enabling knowledge sharing

Develop and manage knowledge-based people practices

Develop and manage knowledge-based performance management

Create and manage knowledge-based human resources strategy Identify enterprise strategic knowledge worker requirements

Ensure knowledge worker involvement Analyze, design or redesign work Analyze, design or redesign work environment Define work competencies

Manage deployment of knowledge workers Plan and forecast workforce requirements Develop succession and career plans Recruit, select and hire knowledge workers

Measure knowledge-based enterprise performance

Communicate/report enterprise knowledge policy and goals

MAKE dimension 1:Establishing an Enterprise Knowledge Culture (2)

KM State & Needs

Analysis KM Road-map, see

KM6

Appreciation … Evaluation

Expert Career System

based onKnowledge

Strategy

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• o2

• Continenta

• Schaeffler Technologies

• Johnson Controls

• MAN TURBO AG

• Siemens AG

• e-plus • t-systems

• book: Domsch, M., Ladwig, D.: Fachlaufbahnen, 2011 - mit Praxisfällen von:Bosch, Knorr Bremse, Audi AG, Credit Suisse

Expert Career System – practical examplesSource: e-plus inFACHBEITRÄGEPERSONALFÜHRUNG3/2009

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traditionalmngt. career

expertcareer

projectcareer


Definition of Expert

candidates

Ranking of relevant Knowledge Areas

integrating two views• for strat./bus. relevance

• for CONTI exclusiveness

Defining expert career positions and candidates based on strategic knowledge areas – example

IT fo

r E

ngin

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gal

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wle

dge

area

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Ranking ofselected Expert

Knowledge areas

Definition of Expert

positions

Level 2 in Phase 1

NN1

IT Expert career development &support needed

open

Position to be filled

L3 | Phase 1

L2 | Phase 1

NN2/NN3

Decision / IT Expert career development &support needed

Systems Engineering

Product Data Mngt.

Software Design

Electronic Design

Mechanical Design

L3 | Phase 2

L3 | Phase 2

company

strategic Community Portfolio … responsibilites


Make a rough survey in your group by counting votes – each person has one vote per balance question

Exercise in groups: Which Knowledge Culture do you experience in your enterprise / organization?

ok moderately stronglymoderatelystrongly

too open & transparenttoo closed andintransparent

too much care and collectivity

too much self-orientation and egoism

too tough, fast deciding … rushing

too much discussing,reflecting … hasitating

too much ideas, experi-ments … irritations

too inflexible, routine and performance orientated

In my opinion the balance in my organization is


Make a rough survey in your group by counting votes – each person has one vote per balance question

Exercise in groups: Which Knowledge Culure do you experience in your enterprise / organization?

ok moderately stronglymoderatelystrongly

too open & transparenttoo closed andintransparent

too much care and collectivity

too much self-orientation and egoism

too tough, fast deciding … rushing

too much discussing,reflecting … hasitating

too much ideas, experi-ments … irritations

too inflexible, routine and performance orientated

In my opinion the balance in my organization is

result example

for a group

1 2 4 3 0

0 2 6 1 1

0 0 3 5 2

0 0 5 3 2




Structures and Quality Measures for Knowledge/Content



Agenda




Human





Knowledge (content)



face-to-face – events with knowledge sharing / developing + space + occasion + date meeting … creative event … conference … floor … lounge … kitchenette … library ...

virtuell – events in „simulated rooms“ … „platforms“ + occasion + dates, e.g.

email ... SMS ... chat …Skype …

intranet / internet website / portal

social media: wiki ... weblog system ... micro-blogging …

combinations, e.g. MS SharePoint, IBM Connections, TechnoWeb (Siemens) ...

uKnowledge Marketplaces

too much emails?(1) check only every 2 hours (2) check only subject line and delete (3) "OHIO" (only handle it once) source: Gretchen Gavett http://blogs.hbr.org/2014/02/executives-biggest-productivity-challenges-solved/ 2014/04

http://blogs.hbr.org/2014/02/executives-biggest-productivity-challenges-solved/


semi-annual face-to-face meetings

Example – WIMIP (CoP of KM practitioners):face-to-face Knowledge Marketplaces

19th meeting Sept. 2007 at Fraunhofer Ges. in Munichaward ceremony for „Place in the Country of Ideas“

KM exhibition from member companies

work in break-out groups


Locations supporting KM objectives – Novartis building in Basel (F. Gehry): open office structure source: Suedd. Zeitung 16./17.7.2011, p. 15 additional sources: http://www.arcspace.com/features/gehry-partners-llp/novartis-building/

„innovation is 80% communication – this needs chance encounter …“

chemisists and biologists now on the same floor

result: only half as many official meetings, but department members meet three times more spontaneously

good effect on hiring excellent researchers

additionally: 24 hours research around the globe in China, USA und Europe – communication via video conference and virtual flipchart

http://www.arcspace.com/features/gehry-partners-llp/novartis-building/

http://www.arcspace.com/features/gehry-partners-llp/novartis-building/


„Cisco nutzt und stellt das System mit dem Namen "Telepresence" her, das auf der ganzen Welt verteilte Menschen einander in Lebensgröße gegenüber-sitzen lässt. 872 Konferenzräume an 229 seiner Stand-orte in 56 Ländern hat Cisco mit Telepresence-Anlagen ausgestattet. Allein in der Niederlassung bei München sind es vier mit Flachbildschirmen mit jeweils 65 Zoll Diagonale. An mehreren Standorten, darunter Zürich und London, sind die Teeküchen mit Kamera, Mikrofon und Bildschirm ausgestattet …

Seit ihrer Einführung 2007 habe man laut eigener Statistik mehr als 146.000 Dienstreisen gespart.“

virtual meeting room … meeting pointsource: http://www.sueddeutsche.de/karriere/kommunikation-mit-dem-chef-weit-weg-und-doch-so-nah-1.1009790 9./10. Okt. 2010

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http://www.sueddeutsche.de/thema/Cisco

http://www.sueddeutsche.de/thema/London

http://www.sueddeutsche.de/karriere/kommunikation-mit-dem-chef-weit-weg-und-doch-so-nah-1.1009790

http://www.sueddeutsche.de/karriere/kommunikation-mit-dem-chef-weit-weg-und-doch-so-nah-1.1009790


Example SIEMENS: online supportwww.siemens.com/industry/onlinesupport May 2014

customers advise

customerscommunity with 175k users, ~40

requests/day 1 … 250

contributions; rarely Siemens

statementsexpert userscommunity

mngt *

* source: SiemensWelt 2013-10

http://www.siemens.com/industry/onlinesupport


face-to-face – events with knowledge sharing / developing + space + occasion + date meeting … creative event … conference … floor … lounge … kitchenette … library ...

virtuell – events in „simulated rooms“ … „platforms“ + occasion + dates, e.g.

email ... SMS ... chat …Skype …

intranet / internet website / portal

social media: wiki ... weblog system ... micro-blogging …

combinations, e.g. MS SharePoint, IBM Connections, TechnoWeb (Siemens) ...

uKnowledge Marketplaces


Siemens represented in various social media (Nov. 2012)

critical issue: consistent content across channels


Example: Portal from the German parliament for public petitions

https://epetitionen.bundestag.de/epet/petuebersicht/mz.nc.html

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WIMIP – start page – overview (1)


WIMIP – start page – overview (2)


WIMIP – member management


WIMIP – wiki and document repository


WIMIP – wiki, example pagethree ways to modify content


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km4dev– wiki http://wiki.km4dev.org/Main_Page backup slide

http://wiki.km4dev.org/Main_Page

http://wiki.km4dev.org/Main_Page


There were three root causes that we uncovered and addressed with our new knowledge base:

Sustainability. Our old product knowledge base was too hard to maintain. We had to find a framework that would make it easy to add information on new products and maintain the content we already had.

Accessibility. It was just too hard for people to find what they were looking for. We had to address issues with search and discovery and target content to more specialized roles.

Credibility. When people found content, there was no way for them to know if it was true. There was not enough to distinguish the content the documentation team maintained in the knowledge base from all the other content on the wiki. We had to take steps to set this content apart.

* Opower is the market leader in customer engagement for the utility industry. With more than 90 utility partners, our solutions have been deployed to millions of homes and businesses across North America, Europe, and Asia.

OPOWER*: the root causes of our wiki problemshttp://www.apqc.org/blog/3-biggest-problems-facing-internal-wikis 2014-05

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uWIKIs: general properties and lessons learned

everybody may read, modify, add, … everything from everybody

any contribution is signed by name

any version can be re-established

Lessons Learned:

SIEMENS applies wikis since many years useful in scenarios with fast transparent information exchange, e.g. meeting reports in projects, feature lists in product development or FAQ management in service organizations not useful for structured strongly formalized information, e.g. for process audits, financial processes …

AUDI has many wikis for CoP‘s, project teams, organizational bodies … a faciltator („wiki gardener“) is very useful to help with structures and clean-up

ADVANTEST uses Confluence as basis for wiki, blogging / KM platform with >200.000 page views per month quality control not before but after publication (by colleagues) challenges: different languages and inter-cultural differences

Selecting a wiki platform, see e.g.: http://www.wikimatrix.org/ http://mashable.com/2008/12/31/wiki-resources/

Free online wiki services, see e.g.https://www.wikispaces.com/

delicious tags: Blog-Wiki

http://www.wikimatrix.org/

http://mashable.com/2008/12/31/wiki-resources/

https://www.wikispaces.com/


Wikis work best when they solve a problem that is evident to most of a group.

Wiki use needs to replace an existing work process, not add to work.

Wikis need advocates and advertising.

Seeding the wiki with valuable content helps jump-start the process; with a blank page, no one knows where to start.

Gradual growth is fine, and starting small helps a core group of users become accustomed to the wiki (think pilot study).

A wiki that serves a niche need is okay; it does not need to be all things to all people.

Posted by Nick Milton, July 2012 Read more: http://www.nickmilton.com/2012/07/6-wiki-rules-from-nasa.html#ixzz21QTypiQA

Six wiki implemention rules based on experience in NASA source: http://www.nickmilton.com/2012/07/6-wiki-rules-from-nasa.html

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http://www.nickmilton.com/2012/07/6-wiki-rules-from-nasa.html



Dr.-Ing. Josef Hofer-Alfeis, 2014 - 48Quelle: M. Langen, Siemens AG, EUROFORUM-Seminar 2012

weblogscontributionscommentstags

dynamic views (most active … )

- posts and blogs

- tagging

RSS feeds

help & FAQ (weblogs)

linkage

regulations

search


blog search:

www.google.de/blogsearch?hl=de

http://technorati.com/ , ...

blog hoster: www.blogger.com

also for: group blogs, closed blogs, …

http://wordpress.org/ …

Blog search / create your own blog

http://www.google.de/blogsearch?hl=de

http://www.google.de/blogsearch?hl=de

http://technorati.com/

http://technorati.com/

http://www.blogger.com/

http://wordpress.org/

http://wordpress.org/


Interesting twitter following partners - examples

50

twitter following strategies –two extremes: follow a small

selected vs. a very large group


Fast collaborationvia twitter –

more in a conference contribution not yet posted

small practice examples

ADVANTESTQ&A forum


Context building via hashtag #... – different authors contribute to conference reporting

joint knowledge documentation via #kstar2012


key features

• tweet 140 characters only

• following social network delivering tweets to you

• follower social network receiving tweets from you

• retweet repeating a received tweet in your own network (multiplication effect)

additional interesting features

• #<hashtag> – keywording

• list – group building

• @<twittername> – mailing, referencing

uMicro-Blogging: Short message serviceswith self-organizing social networks

53

solutions

• twitter (public and closed groups)

• Yammer (company internal)

• …


recapitulate:Learning in communities

set attractive question in appropriate forum and get very

useful discussionExample: after three days 28 mainly

rich contrubutions

https://www.xing.com/net/prif3744ax/knowledgemanagement/fragen-an-die-spezialisten-des-wissensmanagements-638/eignet-sich-twitter-zum-erfolgreichen-wissensmanagement-40712014/p0

question: is twitter useful for KM?






Retweeting multiplies twitter follower networks


Keeping track with several twitter channelsWWW.TWEETDECK.COM (owned by twitter)

56

http://www.tweetdeck.com/


Keeping track with several social media channels(t & g+ & f) http://storify.com/km4dev/km4dev-2013-day-1/ July 2013

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… tweets that are informative or funny -- or, ideally, informative and funny -- evoke the best responses.

And tweets that contain old information, repeat conventional wisdom, offer uselessly de-contextual news, or extoll the virtues of the awesome salad I had for lunch today don't, ultimately, do much to justify themselves.

So: Do be useful. Do be novel. Do be compelling. Do not, under any circumstances, be boring.

Be Better at Twitter: The Definitive, Data-Driven Guidehttp://www.linkedin.com/news?actionBar=&articleID=5570204364456333326&ids=dj0UcjwOejwRcP0VcP0VejoRdiMUcj8Oe3ANdz0Ne38TcPsNdPkRb3oOcPcPcPoRd3gScPgMcz0TdjkIcjoMd34PcP4Ue38VdjgVdPoRdiMSd3wUc30QdjgOcPgQcPgVdzkR&aag=true&freq=weekly&trk=eml-tod2-b-ttl-2&ut=2zSD87HtbLSR41

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before using tweets as personal notes in meetings: get agreements

of meeting participants

http://www.linkedin.com/news?actionBar=&articleID=5570204364456333326&ids=dj0UcjwOejwRcP0VcP0VejoRdiMUcj8Oe3ANdz0Ne38TcPsNdPkRb3oOcPcPcPoRd3gScPgMcz0TdjkIcjoMd34PcP4Ue38VdjgVdPoRdiMSd3wUc30QdjgOcPgQcPgVdzkR&aag=true&freq=weekly&trk=eml-tod2-b-ttl-2&ut=2zSD87HtbLSR41




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Popular KM platform: SharePoint from Microsofthttp://office.microsoft.com/en-us/sharepoint/ 2014-05

see reading material:Enhancing-SharePoint-June-2014_4554 KMWorld.pdf

http://office.microsoft.com/en-us/sharepoint/

http://office.microsoft.com/en-us/sharepoint/


http://www.newsgator.com/products-and-solutions/sharepointDETECON Consulting reported excellent experiences, 2013

http://www.newsgator.com/products-and-solutions/sharepoint

http://www.newsgator.com/products-and-solutions/sharepoint


Popular KM platform:IBM Connectionshttp://www-03.ibm.com/software/products/en/conn 2014-05

http://www-03.ibm.com/software/products/en/conn



Today more organizations aspire to become a Social Business. Leading organizations – including 75 percent of the Fortune 100 – are transforming how they connect, collaborate and get work done using IBM enterprise social software.

“Customers are increasingly assuming that all applications must be social,” said Vanessa Thompson, Research Manager, IDC Enterprise Social Networks and Collaborative Technologies. “IBM's focus on a core social networking platform to support application environments, such as Smarter Commerce and Smarter Workforce aligns well with this customer intent.” (2)

IBM's Social Business portfolio, including its industry leading IBM Connections and Smarter Workforce technologies, allow organizations to integrate social solutions with critical business applications and people-centric processes that empower employees, increase workforce productivity and deliver exceptional customer service. Deployed on cloud or on premises, these solutions also enable business leaders like the Chief HR Officer (CHRO) to attract and retain top talent when combined with social workforce analytics that ensure the organization has the skills and expertise to meet emerging market demands.

IBM Named Worldwide Market Share Leader inEnterprise Social Software for Fifth Consecutive Year http://www-03.ibm.com/press/us/en/pressrelease/43703.wss 2014/04

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http://www.ibm.com/social-business/us/en/


http://www-03.ibm.com/software/products/en/category/SW333

http://www.ibm.com/cloud-computing/us/en/

http://www-01.ibm.com/common/ssi/cgi-bin/ssialias%CF%89subtype=XB&infotype=PM&appname=GBSE_GB_TI_USEN&htmlfid=GBE03592USEN&attachment=GBE03592USEN.PDF

http://www.ibm.com/analytics/us/en/

http://www-03.ibm.com/press/us/en/pressrelease/43703.wss



May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved

TechnoWeb: “Find People to get Answers”Enterprise Social Network for Siemens experts

Personalized dashboard(incl. activity stream of joined networks)

Network (Community) pages, with member list, partner network list, activity stream

Public profile pages of each user (incl. activity stream) with news and RSS-feeds

Urgent request (with target messaging)

+ advanced search and tagging+ integration of Sharepoints, wikis, blogs...

Open for allSiemens employees

source: http://www.slideshare.net/heisss/wima-siemens-v11public

Everybody may initiate/join a network


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PliggPligg is a PHP/MySQL system that allows visitors to submit websites and blogs for voting or ranking. While very similar to Digg, it does offer some additional features, such as trackback support, automatic title discovery, and RSS import functionality.

NewsCloudanother content management system that has a story ranking feature. They have also developed a Facebook app for their service, which is open source as well and available for download.

Drupal with Vote up/down moduleMost know Drupal as one of the more popular open source content management systems available. Thanks to the user community, several modules have been developed that allow voting of submitted stories. Recruiting.com uses this setup.

Dolphinfrom Boonex, is a popular free community-building application that is being used for a number of dating sites. Many modifications have been developed, however many of them are only available for a fee. There is also a cost associated with removing the company’s links from your site.

PHPizabianother social networking script that charges a fee to remove their branding. They are rapidly approaching 100,000 downloads of their software, and have a few impressive-looking demo sites listed on their website.

Elggwas developed with the educational industry in mind, but can be customized for any use. Many universities throughout the world have adapted the social software to fit their needs.

MugshotDeveloped by Red Hat, Mugshot allows you to post what you are reading and listening too, and share it with you friends. Mugshot is a little different, as both the client and server code are open source and available for download.

AroundMean open source social networking app that supports OpenID. They are based in Sweden. We haven’t seen many sites running on the platform.

8 of 10 open source software platforms http://mashable.com/2007/07/25/open-source-social-platforms/

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http://www.pligg.com/

http://www.newscloud.com/

http://mashable.com/category/facebook/

http://www.drupal.org/



http://www.recruiting.com/

http://www.boonex.com/products/dolphin/

http://www.phpizabi.net/

http://www.elgg.org/

http://www.mugshot.org/

http://www.barnraiser.org/

http://mashable.com/2007/07/25/open-source-social-platforms/

http://mashable.com/2007/07/25/open-source-social-platforms/


KMWorld 100 Companies That Matter in KMhttp://www.kmworld.com/Articles/Editorial/Features/KMWorld-100-Companies-That-Matter-in-Knowledge-Management-94933.aspx

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http://www.kmworld.com/Articles/Editorial/Features/KMWorld-100-Companies-That-Matter-in-Knowledge-Management-94933.aspx




survey in XING KM forumwith 29 German participants

http://www.cogneon.de/node/8815

Which tool is best for creating a social intranet? https://www.xing.com/app/newsfeed?op=poll_detail;id=4182 Simon Dückert, May 2012




https://www.xing.com/app/newsfeed?op=poll_detail;id=4182




Knowledge & Innovation Culture

Knowledge Marketplaces




Agenda




Human






structures?quality?


uKnowledge/content is characterized by knowledge structures and knowledge quality

knowledge structures / knowledge maps to get an overview

e.g. index of contents, directory, model, … to navigate

e.g. template, portal structure, workflow, … to search

index structures, search trees, ... to find gaps / create ideas

e.g. in structures, models, …

knowledge / content quality proficiency, distributedness / connected-

ness / diffusion, codification, see KM1 additional criteria: business relevance,

actuality, …

types of knowledge maps (often combined) knowledge structure map

principally any description model

often: composition and/or process model

knowledge source maps

directories to experts/expertise, organizations, information

knowledge application maps

e.g. knowledge objects needed in a certain action in a process model

examples:• „time-stamp“: valid until ...• document history: frequency of use, ...• automated author request: „delete?“ „archive?“

delicious tags: Semantik Wkarte Wkodifizieren

http://delicious.com/hoferalfeisj/WKarte?addtag=Semantik

http://delicious.com/hoferalfeisj/WKarte?addtag=WKarte

http://delicious.com/hoferalfeisj/?addtag=WKodifizieren

http://delicious.com/hoferalfeisj/WKarte?addtag=WKarte


http://delicious.com/hoferalfeisj/?addtag=Blog-Wiki



Example: k. structure map of the basic CoP knowledge area, e.g. for Vendor Management (VM) Community

Business processes of internal/external customers Knowledge about:

“Product/ Service” of VM

“Supply/Produc-tion” of VM

Relationship Mgt of VM

Mgt. & Supportin VM

Business Background of VM

Org. Interface Mgt.• Legal• Procurement• Planungsabt. …

Vendor Relationship Mgt.• Kontakte & Lieferanten-Landschaft

• …

Contract Mgt. (Vertrags-Gestaltg,-Verhandlg., -Überwachg, -Durchsetzg)• Rahmen&Module einsetzen• SLA-Einhaltung, … Retrofits steuern,Vertrags-Strafen ...

Vendor Selection & Evaluation• Lief.-Entwicklung• Review Meetings• …

Budget-Mgt.

VM-Lifecycle-mgt., s. WBT

SLA-Mgt. QM (Lieferanten-bewertung, …)

Process Mgt.• Grundlagen • Methoden …

InfoMgt/Comm.• Vertragsextrakteim Internet ber.

Project Mgt• Eskalation

Economics

Subject Matter• z.B. Operations, Maintenance, Support

Contract Law

InterculturalCollaboration

Planing & Administr.

Knowledge Mgt• Community-Betrieb• WM-Programm in ZusArbeit Info-, Prozess-, Q- & HR-Mgt

Risk Mgt.

Understandingthe enterprise

Telecommuni-cation Technology

Telecommuni-cation Business

Corporate Global Strategies


Knowl. structure and source map: example SIEMENS “process house” – reference system for business processes (models)

Source: Siemens AGin these boxes can be found:

models of various sub-processes and linkages roles, experts, responsible organizational units

joint structures: really hard work!


uKM reflection „from Navigation to Search to Advice/Hint Culture“

Navigation Culture

Search Culture

given static content structures

dynamic search in semantic structures

dynamic content

structures

plussemantic search

userfeedback („like“) /

improvements

collectively enriched

semanticallysupported

dynamical structures

e.g. portal structures

e.g. search engines

e.g. recommendation fuctionality

Advice/Hint Culture







Agenda




Human





Knowledge (content)


who cares … has governance … resources …?


Knowledgethe capability for effective action

• individual competencies

• organizational capabilities

• codifiied knowledge /information

Enterprise

Customers, suppliers, partner, ... the worldrelationships ... knowledge

Ideas / Inno-vation opportunities

Patents ... (IntellectualProperty)

Standards,Regulations ...

KM partner:Personnel Development /

Talent Management, „Learning/Training“ …

KM partner:Organizational Development, Process Mngt., Quality Mngt.,

Community Mngt. … Social Networking Organization

KM partner:Information Mngt., Communication,

QM …, Information Services, …

additional KM partners

Organizational locations of KM support – e.g.org.‘s in WIMIP‘s member companies 2012

5

21

R&D: 3Business Areas: 3

Central: 4

1


KM reporting lines updated KM reporting linesKM Team sizesurvey, Nov. 2012, 76 organizationshttp://www.nickmilton.com/2012/11/km-reporting-lines-updated.html

2014 Knoco Global Survey of KM, 369 contributionswww.knoco.com

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http://www.nickmilton.com/2012/11/km-reporting-lines-updated.html




http://www.knoco.com/


DETECON Consulting: KM Support Oganization

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formal versus informal KM Team with clear responsibilities, budget, roles vs.KM as additional business (eventually named differently?)

central / cross-organizational versus decentralacting jointly / centrally coordinated vs. differently in different units of the organization?

inter-disciplinary versus fragmentedacting jointly with KM partner disciplines ordriven from and oriented to one partner discipline, e.g. HRM or IT?

based on a broad cross-organizational initiative or on a single group reinforced / supported by a organization-wide CoP KM or only a smaller set of KM experts?

uKM Support Organization – organizational settings


KM Project / Program Manager | Head of KM Support Organization… Chief Knowledge Officer … Chief Learning Officer …

Member of KM Project Team / KM Support Organization Knowledge Engineer, Knowledge Architect, Knowledge Strategist,

KM Process Manager, Project Knowledge Manager, …

Platform Manager, Social Media Manager, WIKI-Gardener, Library / Research Expert

contact person in KM partner disciplines (HRM, IT, Process Mngt., Orgnizational Development, Communication, Quality Management, …)

KM partner in business unit / subject matter unitCommunity Moderators | Expert Career Members | Knowledge Champions | …

Contact partner on top management levelSponsor | Mentor | Steering Board | …

KM roles - examples

see also, KM job offers, e.g. from km4dev or https://www.linkedin.com/groups?jobs=&trk=eml-anet_dig-h_gn-tjb-cn&ut=0BaagsgUUA2R81&gid=1539&_

l=en_US

https://www.linkedin.com/groups?jobs=&trk=eml-anet_dig-h_gn-tjb-cn&ut=0BaagsgUUA2R81&gid=1539&_l=en_US




KM job offers (Oct 2013)e.g. http://www.linkedin.com/groups?jobs=&gid=1539&trk=eml-anet_dig-h_gn-tjb-cn&ut=2ZXy9RYvBu7lc1

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http://www.linkedin.com/groups?jobs=&gid=1539&trk=eml-anet_dig-h_gn-tjb-cn&ut=2ZXy9RYvBu7lc1

http://www.linkedin.com/groups?jobs=&gid=1539&trk=eml-anet_dig-h_gn-tjb-cn&ut=2ZXy9RYvBu7lc1


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Nick Milton - I did some quick research the other day on "Glassdoor" - the salary comparison site. Here's a histogram of the salaries of the 40 "Knowledge Manager jobs I found: Median salary is about $70,000, but more interesting is the spread - from a minor pittance working anda charity, to over 140k working for aconsultancy.

I think this spread shows that"Knowledge Manager" is a poorlydefined job, just as "KnowledgeManagement" is a poorly definedterm. You could be a knowledgemanager and earn $40k, you couldbe a knowledge manager and earn$140k - it all depends on what youmean by knowledge manager.

Salaries for Knowledge Manager roles (11/2012)Quelle: http://www.nickmilton.com/2012/11/salaries-for-knowledge-manager-roles.html?utm_source=twitterfeed&utm_medium=linkedin

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http://www.linkedin.com/e/ygo1x6-h9bt69vs-1p/fpg/1361443/EML_nus_share-F1-2/?hs=false&tok=0W1SsWADIvZls1&trackinfo=updateId,5671845815761510400

http://www.nickmilton.com/2012/11/salaries-for-knowledge-manager-roles.html?utm_source=twitterfeed&utm_medium=linkedin

http://www.nickmilton.com/2012/11/salaries-for-knowledge-manager-roles.html?utm_source=twitterfeed&utm_medium=linkedin


Chief Knowledge Officer of NASA: Edward Rogers

Speaking about the repeated inability of knowledge management practitioners to apply lessons from previous attempts, Edward Rogers enumerates the five most common mistakes made by KM practitioners: (1) attempting to implement a KM system in a hurry, (2)designing KM to serve as the control unit, trying to manipulate people and making them behave in a manner in which they would not normally behave, (3) Allowing for inadequate time to develop a KM program peculiar to one's organization (which leads to blindly emulating KM practices from other organizations), (4) Selling KM with a dollar expectation in terms of RoI, and finally (5) Handing over KM to a CIO.

http://www.youtube.com/watch?v=aAeLNIvVS6E&feature=plcp&context=C46e04feVDvjVQa1PpcFPYBayILShv7rgUOHNVIXrDNwnE34P7zA8%3D

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http://www.youtube.com/watch?v=aAeLNIvVS6E&feature=plcp&context=C46e04feVDvjVQa1PpcFPYBayILShv7rgUOHNVIXrDNwnE34P7zA8%3D


… three new mini-interviews, recorded at the KM India Summit in Bangalore in February with Kuebel-Sorger Ludger who heads the Knowledge Management practice at Boston Consulting Group have been added to the eClerxServices KM Channel on YouTube. This makes over 40 mini-interviews now, including some early ones with me.

KM in Innovation http://www.youtube.com/watch?v=4JuPIFZf9P0&list=UUIRnIWsVRKU5bOUVTAsur6A

Roi on KM http://www.youtube.com/watch?v=wjNyLKcwdOQ&list=UUIRnIWsVRKU5bOUVTAsur6A

Managing Tacit Knowledge at BCG http://www.youtube.com/watch?v=gr7BP8SH6Vo&list=UUIRnIWsVRKU5bOUVTAsur6A

Three mini-interviews with Kuebel-Sorger Ludger,head of the KM practice at Boston Consulting GroupGurteen Knowledge Letter: Issue 166 - April 2014 ##32916##

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http://www.youtube.com/watch?v=4JuPIFZf9P0&list=UUIRnIWsVRKU5bOUVTAsur6A

http://www.youtube.com/watch?v=4JuPIFZf9P0&list=UUIRnIWsVRKU5bOUVTAsur6A

http://www.youtube.com/watch?v=wjNyLKcwdOQ&list=UUIRnIWsVRKU5bOUVTAsur6A




http://www.youtube.com/watch?v=gr7BP8SH6Vo&list=UUIRnIWsVRKU5bOUVTAsur6A






KM core processesThree process groups of BITKOM WM-Prozess-Systematik*Free download: http://www.bitkom.org/de/themen/54938_61676.aspx

KM Support Org.

Improve / adaptKM system

Socio-technical KM system: Have we the right KM systems and do they work well?

KM System

Knowledge and KM:Do we focus on the business-critical knowledge and the right KM?

Management

Plan & control strategically Knowledge and KM systems

Improve / adapt knowledge quality

X noKnowledge

as-is

Knowledgeto-be

Knowledge Worker

yes

Knowledge :available in adequate quality

(depth, distribution/networking,codification)?

Action (process, proceeding, activity, …), requiringknowledge (capability for effective action) before-during-after

* BITKOM: German association of companies in IT, telecommunication and media WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009)

http://www.bitkom.org/de/themen/54938_61676.aspx

http://www.bitkom.org/de/themen/54938_61676.aspx


uProcesses of the KM Support Organization„KM support processes“

Organization and Leadership(independent of knowledge area):

• provide/improve organization communities / community mngt.

• provide/improve KM processes/instruments

• co-design knowledge-oriented ledership, strategy, culture

• provide/improve KM Support Organization

Infrastructure, Techniques und Content(independent of knowledge area):

• provide/improve knowledge marketplaces (real/virtual)

• provide/improve knowledge/content structures and quality measures

Plan/provide/implement/operate KM system(s) including marketing, communication and promotion for KM

Define and implement KM strategy and roadmapMeasure and monitor KM state and needs, see KM 5


Care for shared understanding - apply different „languages“ for different KM key players

Management business-oriented wording

Knowledge workers work-oriented wording

KM experts KM jargon, if useful

Think in processes and systems – not in tools

Integrate KM in work processes and systems Care for mobilizing all three KM key players:

knowledge worker, e.g. subject matter experts – offer useful KM solutions and listen …

management – involve with strategic KM ( Knowl. Strategy) and manage expectations

KM support organization – support the interdisciplinary role, e.g. involve KM partners and care for their KM-related initiatives;improve KM maturity with internal community of practice KM and cross-company experience exchange

KM implementation - some Lessons Learned

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Nick Milton, Knowledge Management consultant, coach and trainer with Knoco Ltd; author of The Lessons Learned Handbook

The top 7 are described here and listed below:http://www.nickmilton.com/2011/09/top-7-tips-for-knowledge-management.html

1. KM needs to be business-driven.

2. KM needs to be introduced as a management framework.

3. KM needs to address Pull as well as Push.

4. KM is a change process.

5. KM Must be embedded in the business.

6. KM needs not just high level support, but high level expectation.

7. KM needs to be delivered where the high value decisions are made.

What are the key drivers to a successfulKM programme implementation? https://www.linkedin.com/groups/What-are-key-drivers-successful-77700.S.5853233183323078660?view=&srchtype=discussedNews&gid=77700&item=5853233183323078660&type=member&trk=eml-anet_dig-b_pd-ttl-hdp&fromEmail=&ut=3WJAC9Wo7vb6c1 April 2014

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https://www.linkedin.com/groups?viewMemberFeed=&gid=77700&memberID=1361443

https://www.linkedin.com/redirect?url=http://www.nickmilton.com/2011/09/top-7-tips-for-knowledge-management.html&urlhash=a_8n&_t=tracking_disc

https://www.linkedin.com/redirect?url=http://www.nickmilton.com/2011/09/top-7-tips-for-knowledge-management.html&urlhash=a_8n&_t=tracking_disc

https://www.linkedin.com/groups/What-are-key-drivers-successful-77700.S.5853233183323078660?view=&srchtype=discussedNews&gid=77700&item=5853233183323078660&type=member&trk=eml-anet_dig-b_pd-ttl-hdp&fromEmail=&ut=3WJAC9Wo7vb6c1





That's one of the early findings from our Knowledge Management survey - a survey of nearly 400 kmers round the world. Some of these people had been in charge of KM programs that had folded, and we wanted to know, in these cases, what the reasons had been for the abandonment of Knowledge Management.

1) From the start make sure your Knowledge Management program is focused on delivering real business needs and objectives. Get this business-focus into your Knowledge Management strategy, and get the strategy signed off by senior management.

2) Have some idea of the size of the prize. Value your KM program - find out what it would be worth to the business if all staff had access to the knowledge they needed to make their key decisions.

3) Conduct some early proof of concept exercises. Prove that KM works in your context, and get early endorsement (ideally on camera) from your business customers.

4) Conduct some business-led pilots, designed to deliver measurable benefit. Get agreement from senior managers before-hand that if the pilots are successful and add enough value, KM will be endorsed from on high as "required behaviour"

5) Embed KM roles into the organigram, KM processes into the high-level operational processes, and KM technology into the technology suite. Weave KM so tightly into the fabric of the organisation that it can't be unwoven.

6) Present KM widely to the external world. Make your company famous for KM. Win a MAKE award. Get into a position where abandoning KM would be an embarrassment.

How to make your KM program reorganisation-proof –the biggest risk is internal reorganisationhttp://www.nickmilton.com/2014/05/how-to-make-your-km-program.html?utm_source=twitterfeed&utm_medium=twitter&m=1 May 2014

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http://www.nickmilton.com/2014/05/how-to-make-your-km-program.html?utm_source=twitterfeed&utm_medium=twitter&m=1

http://www.nickmilton.com/2014/05/how-to-make-your-km-program.html?utm_source=twitterfeed&utm_medium=twitter&m=1


Exercise: Give examples for the six KM system elementsif we think of a hospital as a (rather large) KM system







Agenda


pic.twitter.com/9KYnyyHL4F

http://t.co/9KYnyyHL4F


Web 2.0 … Social Internet … Social Media

Enterprise 2.0 … Management 2.0 …

Social Business … CRM via social media

Perspectives:Enterprise 2.0 … - enterprises with an distinct collaboration culture increase productivity by up to 250%Source: Forrester Research, Harvard Business School, 2012https://www.xing.com/net/pric5e83bx/knowledgemanagement/social-networking-neue-generation-von-it-gestutzten-wissensmanagement-losungen-49624/enterprise2-0-neue-trends-unternehmen-mit-einer-ausgepragten-kollaborationskultur-steigern-ihre-produktivitat-um-bis-zu-250-41171624/41171624/#41171624

… by fully employing social technologies, companies have a chance to increase the productivity of knowledge workers by 20 to 25 percent.Source: http://kmecw.com/?p=175 referring to McKinsey Global Institute (MGI) report, The Social Economy: Unlocking Value and Productivity through Social Technologies, 2014

Some concepts and buzzwords

connect peoplewith content

connectcontent

connectpeople

WEB 2.0

https://www.xing.com/net/pric5e83bx/knowledgemanagement/social-networking-neue-generation-von-it-gestutzten-wissensmanagement-losungen-49624/enterprise2-0-neue-trends-unternehmen-mit-einer-ausgepragten-kollaborationskultur-steigern-ihre-produktivitat-um-bis-zu-250-41171624/41171624/

https://www.xing.com/net/pric5e83bx/knowledgemanagement/social-networking-neue-generation-von-it-gestutzten-wissensmanagement-losungen-49624/enterprise2-0-neue-trends-unternehmen-mit-einer-ausgepragten-kollaborationskultur-steigern-ihre-produktivitat-um-bis-zu-250-41171624/41171624/

http://kmecw.com/?p=175


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Harnessing Collaborative Technologies – Helping Funders Work Together Better © GrantCraft 2013 http://collaboration.grantcraft.org/

see also, http://cooltoolsforschools.wikispaces.com/Collaborative%20Tools

http://collaboration.grantcraft.org/

http://collaboration.grantcraft.org/

http://cooltoolsforschools.wikispaces.com/Collaborative%20Tools




CISCO: Use of social media (73k employees, June 2011)

Directory2.0: expertise localization (1MM/a)

virtual meetings: 900 systems

large virtual events across 6 subsidiaries: 4 per year

„Enterprise Youtube“: 18k 5-Minute video clips 500k clicks, comments, tags, …

blogs: 86k conributions per year

Wiki: 1.6 MM Wiki Pages per year

facebook-like:externally: networking with customers via facebook (133k friends)internally: Quad (similar to facebook)

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Siemens AG:Use of social mediaSiemens Welt 2013-12, p.5

10 MM customer searcheson Siemens website

40k service expertssupport customers

150k customer calls peremail & phone per day

30k sales people& 1200 Key Account

Managers keep contact

90k user via mobile devices onSiemens website

Siemens YouTube channel:14k subscribers &

20k accesses per month

Siemens on facebook: 112k fansSiemens on twitter: 36k followers

>50k customer-oriented appsin 2012/13:

250k downloads

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Increased use and user friendliness of collaboration platforms and social media

Decreased efforts to turn tacit knowledge into explicit knowledge (in form of guidelines, lessons learnt etc.), but increased network capacities to solve problems / challenges with peer inputs.

Continued trend to open up networks (from internal and partner inclusive networks, to global networks)

Increasing % of generation Y staff, which will impact on organizational culture

An increased demand / pressure to measure KM benefits and show the impact of KM (cost – benefit of KM activities)

What factors and trends will influence the way staff is working involved in development (knowledge) activities? source: http://dgroups.org/groups/km4dev-l/discussions/66b4f53c 2013-03

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http://dgroups.org/groups/km4dev-l/discussions/66b4f53c




KM & web 1.0

pull & pushinformation-oriented

e.g. intranet portale,dokument mngt syst.

standards, guidelines provided centrally„navigation culture“

„broadcast media“:

nobody interacting

uKM 2.0 – KM solutions changing with web 2.0

KM & some web 2.0

connected & inter-changingcooperation-oriented

e.g. collaboration platform sharepoint, wiki, weblog, ...

discussions … practices in communities …„search & network culture“

„user-generated content“

some interacting

KM & full web 2.0

highly interactive & reputation-oriented

e.g. social media + online customer interactions,…

improvement & innovation interactively „hint & network culture“

„social collaboration“:

almost all interacting

t

but – approved and successful KM solutions keep being applied, e.g. communities of practice, …






KM solutions changing with

web 2.0 / enterprise 2.0

Summary & discussion


Contact

Dr.-Ing. Josef Hofer-AlfeisConsulting for Knowledge and Innovation Management

Josef-Sterr-Str. 4, 81377 München, GermanyT +49 89 85661623M +49 173 9775943Email [email protected]

Skype JHofer-AlfeisBrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html XING https://www.xing.com/profile/Josef_HoferAlfeis Public Maven profile: http://www.maven.co/profile/5Anc2u3DTwitter HoferAlfeisJBookmarking http://del.icio.us/HoferAlfeisJFacebook http://www.facebook.com/profile.php?id=1800807835#!/ yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm

PartnerCompetence Center Knowledge | Innovation | Intellectual Capital Mgt.Amontis Consulting AGKurfürsten Anlage 34D-69115 Heidelbergwww.amontis.com

mailto:[email protected]

http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html

https://www.xing.com/profile/Josef_HoferAlfeis

http://www.maven.co/profile/5Anc2u3D

http://del.icio.us/HoferAlfeisJ

http://www.facebook.com/profile.php?id=1800807835

http://person.yasni.de/josef-hofer-alfeis-17021.htm

http://www.amontis.com/


Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014

BOOKS:

Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013

Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X

Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091

Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2

Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819

Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3-9810595-4-0

LINKS: www.knowledgebusiness.com www.apqc.org/membership-knowledge-management www.pwm.at www.c-o-k.de/index.htm www.xing.com/net/pri3b94dax/knowledgemanagement/ www.xing.com/net/wm www.wissenmanagen.net/ www.cogneon.de www.eknowledgecenter.com Bookmark services from JHA:

JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks Important discussion forums for KM & Innovations Mngt. (selction):

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_ foren

JOURNALS: Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)

Journal of Knowledge Management (Fokus Forschung; englisch)

KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml

COMMUNITIES OF PRACTICE / BODIES:

WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip

Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,z.B. gfwm-regional München: http://www.gfwm.de/group/121

BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz

PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA: Improving Knowledge Management for Service Organizations, Munich Re,

Communities Meeting, Hohenkammer 2014

Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement‑ Synergien, Projektbeispiele und Erfahrungen ‑ In: KnowTech Konferenzband 2011, www.knowtech.net

~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie-Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675

Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... ‑ In: KnowTech Konferenzband 2009, www.knowtech.net

Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009

~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn

~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie ‑ In: KnowTech Konferenzband 2008, www.knowtech.net

~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,

~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;

~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39

~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx

~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net

~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net

~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-728

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http://www.knowledgebusiness.com/

http://www.apqc.org/membership-knowledge-management

http://www.pwm.at/

http://www.c-o-k.de/index.htm

http://www.eknowledgecenter.com/

http://www.xing.com/net/wm

http://www.wissenmanagen.net/

http://www.cogneon.de/

http://www.eknowledgecenter.com/

http://delicious.com/hoferalfeisj/jhas-30-innolinks

http://delicious.com/hoferalfeisj/jhas-30-innolinks

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren

http://www.melcrum.com/products/journals/kmr.shtml

http://www.melcrum.com/products/journals/kmr.shtml

https://www.xing.com/net/wimip

http://www.gfwm.de/group/121

http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

http://www.knowtech.net/

http://knowledgecamp.mixxt.org/networks/files/folder.10675

http://knowledgecamp.mixxt.org/networks/files/folder.10675



http://www.bitkom.org/de/publikationen/38337_45785.aspx




Analysis of KM / InnoM state and needs via interviews with key people and design of an inter-disciplinary KM / InnoM program

Moderation of developing a knowledge strategy with the business strategy by the management team

Support of KM strategy definition, KM implementation and controlling

Systematic and transparent design of expert career systems based on a knowledge strategy

Support with specific KM / InnoM instruments – examples:

Debriefing of teams or leaving experts

Development and improvement of communities of practice and other social networks

Coaching by development of an individual knowledge strategy / KM program

Dr.-Ing. Josef Hofer-Alfeis:Consulting Offerings for KM and Innovation Mngt. (InnoM)

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km masterclass part4 km systems2 ha20140530sls

Leadership & Management

theorie big picture

fast deciding rushing

success curiosity

utm source twitterfeed

srchtype discussednews

appreciation trust

openness security

km support organi