One Reason Why Knowledge Management Fails

Well, comes at no surprise, via Mike Gotta:

[…] blogs, wikis, social networking – none of this matters if companies treat people poorly and worse – institutionalize such actions.

and

With all the talk about Enterprise 2.0 and the resurgence of knowledge management, we tend to forget that employees are influenced (in terms of attitude, behavior, engagement) by both the macro messages that a company sends to its workers as well as the micro messages that come from a worker’s day-to-day management channel.

Yes, clearly not all organizations are ready for the roll-out of social software of any kind. So techno-crazy-high-flying expectations about social softwares impact on organizations should be seen critically, as Tom Davenport rightfully notes.

Then, knowledge cannot be conscripted, it can only be volunteered, and people know more than they can say. So caring and thinking about change management and ways of implementation is really essential … ever considered “adding” (social software sphere) change management consultants like me to your implementation efforts?

Emergent wiki uses in organization

Chris Fletcher on pragmatic wiki adoption, adding to Bill Ives take (“Creating Successful Niche Content Spaces on the Web“):

[wikis] work best when there is a specific business need – getting teams to collaborate around a specific business issue or building community around a service offering is a great way to get individuals to start to experiment with how the wiki can be used

Straight to the point. He also argues against big bang approaches of wiki deployment, something that I can understand very well, and argue for all the time. In fact one big advantage of wikis is their capacity for emergence, i.e. letting patterns of usage evolve over time, which is not really leveraged when we install wikis in a pre-defined top-down way. Interestingly, betting on emergence does not collide with the demand for “specific business needs”, when these

  • only define a starting point for wiki usage
  • don’t restrict extensions and cross-theme wiki-linking
  • are (constantly) evaluated and adapted

IBMs Innovation Factory

Via Golem:

IBM startet unter dem Namen “Innovation Factory” eine Web-2.0-Lösung, die neue Ideen, Produkte und Dienstleistungen hervorbringen soll. Unternehmen sollen hier neue Ideen ersinnen und neue Produkte sowie Dienste testen, um damit schneller auf den Markt zu kommen.
[…] Dabei sollen Mitarbeiter ebenso einbezogen werden können wie Partner, Software-Entwickler und Mitglieder von Online-Communitys.

[…] Dabei bringt IBMs Lösung Techniken wie Blogs, Wikis, Social Tagging und Umfragen zusammen. So sollen sich Ideen schnell testen, eine Dokumentation aufsetzen und Support bei ersten Tests abwickeln sowie Feedback aufnehmen lassen.

Interessant, IBM ist ein Vorreiter beim Einsatz von Web 2.0-Konzepten (nicht nur im Innovationsmanagement, wenn ich mehr erfahre werde ich berichten …

Intranet Innovation Awards

Patrick Lambe of Straits Knowledge points to the Intranet Innovation Awards, that are searching for new ideas and approaches to the design and delivery of intranets.

I think he’s right to ask for innovation in the right places – tweaking and optimizing overcome work processes won’t help. And yes, corporate intranets are more important than most CxOs realize:

Intranets are – where they work well – environments that service a variety of working practices and activities, attract participation, and foster coordination and collaboration across the enterprise.
[…]
Since work focus, work patterns, coordination needs and organisation structure change on an increasingly frequent basis, big, highly integrated homogeneous environments are just not adaptive or nimble enough. Intranets are increasingly becoming more flexible, evolving environments, becoming much more like an interdependent ecology of open applications talking to each other – whether they be workflow applications, calendaring, web content publishing, document management, blogs, wikis, media libraries, podcasting, staff directories, you name it. Some areas of the intranet will be quite stable and structured, some will be much more experimental, some will provide current awareness and content marketing on a daily basis.

Still, I wonder why effective collaboration with partners outside the corporation (and thus outside the “intranet”) is seemingly no issue. This does not feel right, when we know that distributed work processes (in virtual networks, business ecosystems, extended value nets etc.) become yet more important. For me, “tuning” and supplementing internal oriented intranets with more outward-oriented (corporate) social software like wikis is a smart move, that should be pondered in intranet innovation projects …

Wiki Workplace

Don Tapscott and Anthony D. Williams in BusinessWeeks wikinomics series on the “Wiki Workplace”, i.e. online collaboration and decentralized knowledge collection, refinement and distribution. Besides, the article notes some examples of good corporate use, e.g. by companies like Xerox, IBM (see here for more on Innovation Jams) and (again) Dresdner Kleinwort Wasserstein.

Thanks in part to younger workers, more companies are using social computing tools to aid collaboration and to foster innovation and growth.
[…]
The information and communication technologies that are transforming media, culture, and the economy are also reshaping how companies and employees function. New social computing tools such as wikis and blogs put unprecedented communication power in the hands of employees.

I would hold that this is no question of age, but of disposition, i.e. willingness to participate, to share and to commit ourselves, it’s a people issue from the start, it’s a big task, yet the goal is worthwhile:

Clear goals, structure, discipline, and leadership in the organization will remain as important as ever and perhaps more so as self-organization and peer production emerge as organizing principles for the workplace. The difference today is that these qualities can emerge organically as employees seize the new tools to collaborate across departmental and organizational boundaries, and, yes, “the power of human capital” can be unleashed.

Podcast on Motorolas wiki use

Dan Bricklin writeups a podcast (mp3) with Toby Redshaw of Motorola on their continued wiki use. Sound quality is not that good, it’s a telephone call recording after all, but it’s OK for me.

We learn about Motorola’s internal usage of wikis and blogs, the ways of implementation, actual usage in the organization, the role and usefulness of wiki gardeners and yet more on success factors :

They prune old and unused content, sometimes having a blog that lasts just a very short time. They work hard to keep it all fresh and up to date. They have knowledge champions in various areas who help do this. He feels these “domain owners” are an important part of facilitating the “quality” of the information and its organization. This is internally oriented, which has everybody with the same mission of advancing the company’s goals and under the same governance to keep out bad behavior, etc. This is not Wikipedia on the public web.

I also like this take on the further ways of Enterprise 2.0 concepts as they make inroads into all corporate environments (given that Motorola has probably a high geek-factor in its workforce anyway):

Toby sees an evolution towards “enterprise mashups” with business process management, enterprise information management systems, structured data management systems, data warehouses, and wikis. Process management data that shows a choke point or other problem in a process can link back automatically to a search of wiki data to find prior material relating to that situation and even identify individuals to be called in. They are trying to use both structured and unstructured information.

And there’s more interesting stuff, worthy 45 minutes.

Corporate uses of Web 2.0 technologies

Andrew McAfee provides another short insightful roundup on corporate uses of web 2.0 technologies like blogs, wikis, RSS, tagging, social bookmarking etc. In short, use them e.g. for:

  • collaborative production of documents (and meaning, understanding, commitment as I would add)
  • build a corporate encyclopedia, a “Wikipedia” for corporate data
  • as all-purpose teamware
  • a mega-adaptive ‘war room’ for fast-changing situations
  • spreading knowledge … and searching widely
  • ‘crowdsourcing,’ i.e. leveraging emergence by farming out tasks to a distributed crowd of people who decide individually and flexibly on what they want to work on