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Figure 1.1 Interface for rating knowledge assets (Source: Infosys) Overview: The Social Life of KM Tools 15
16 Knowledge Management Tools and Techniques Power of Social Networks. Typical roles in organization networks include central people, peripheral people, boundary spanners, and knowledge brokers. “Network structure can facilitate or impede effectiveness of knowledge workers,” Cross says. SNA can help identify central people, connectivity levels of individual knowledge workers, diversity of subgroups, and level of organizational inter-connectivity. “Getting things done often depends less on formal structure than on informal networks of people,” Cross observes. Many companies have top management teams, but not top management networks. Successful SNA depends on meta-knowledge of employees, access to colleagues, frequency and intensity of interaction, and levels of trust. SNA has implications for organizational leadership, social ecology, relational development, and network planning. Tools like SNA can be used to analyze and improve numerous kinds of networks, such as advice networks and even energy networks. “Position in the energy network can be a much higher predictor of performance than expertise or use of informational networks. Employees connected to energisers tend to perform better,” according to Cross. “Social network analysis (SNA) can be used for addressing KM questions like frequency and value of knowledge exchange, and knowledge mapping. In organisational development, SNA can be used to reinforce decision making paths, trust and energy,” says Patti Anklam of Hutchinson Associates, a firm which conducted SNA at Nortel Networks along with the Institute for Knowledge-Enable Organisations (IKO). “Graphical mapping, a product of SNA, is very meaningful to people, and can help conceptualise deeper organisational patterns,” according to Anklam. Mathematical concepts like degrees of separation between nodes, the number of connections to/from a node, centrality of the overall network, and density of possible connections apply here. Common patterns that can then be identified include clusters (dense groups), connectors (individuals linking to many others), boundary spanners (individuals connecting to other parts of an organization), information brokers (those who connect clusters), and outliers (peripheral specialists). The number of ties and the strength of the ties reflect group membership and the strength of affinities in these groups. This information can be used to address knowledge problems (e.g., build better teams), communication problems (e.g., open more channels of dialog), or quality problems (e.g., increase the frequency of communication with experts). “Networked knowledge is a force multiplier,” says Bryan Davis, President of the Kaieteur Institute for Knowledge Management (www.kikm.org), and Joel Alleyne, CIO of BLG Canada. Networks help sustain the engine of knowledge. Companies should create rich connections inside and outside their organizations. The networked firm should have more synaptic connections so as to increase the power of the organizational brain, Davis and Alleyne advise. “The key is to make 1 + 1 = 11,” they advise. Tools like visualization, taxonomy, and search should be harnessed in this regard for knowledge mapping, and a “knowledge marketplace” for the exchange of knowledge should be supported. E-learning One interesting emerging development on the KM front is the growing convergence of viewpoints between the KM community and the e-learning community. “There has been a disconnect between KM and e-learning because of different organizational lineage and varying vendor products. There is also a perception that learning is for new employees whereas KM is for experts,” observe Edward Barnfield and Jennifer Wilson of Melcrum Research.
Page 2 and 3: Knowledge Management Tools and Tech
Page 4 and 5: Knowledge Management Tools and Tech
Page 6 and 7: Contents Preface ..................
Page 8 and 9: Contents vii 13 Hewlett-Packard: Ma
Page 10 and 11: Contents ix Part III 29 Tools for T
Page 12 and 13: Preface xi The first book in this s
Page 14 and 15: To the struggle for knowledge, peac
Page 16 and 17: Overview: The Social Life of KM Too
Page 18 and 19: This book is not intended to provid
Page 24 and 25: “Knowledge sharing can be hampere
Page 32 and 33: Actually, the concept of KM can be
Page 34 and 35: Senior VP for communications and In
Page 36 and 37: Literature Review The rapid adoptio
Page 40 and 41: “Just as no company will probably
Page 42 and 43: Allee uses a “holo-mapping” tec
Page 44 and 45: A true EKP would record the history
Page 46 and 47: A pilot deployment is highly recomm
Page 48 and 49: Though IT-based tools for KM can de
Page 50 and 51: Table 1.2 Properties of Knowledge A
Page 52 and 53: Table 1.4 continued Overview: The S
Page 54 and 55: Table 1.7 Overview: The Social Life
Page 56 and 57: Table 1.8 continued Knowledge Porta
Page 58 and 59: Table 1.11 Roles and Tools for Onli
Page 60 and 61: have also been delivered to the bot
Page 62 and 63: Fuji-Xerox The growth of IT-based t
Page 64 and 65: funnel, and creativity sessions are
Page 66 and 67: Part III: Vendor Reports Expertise
Page 68 and 69: Online CoPs have been deployed at D
Page 72 and 73: Capacity Create and circulate adequ
Page 74 and 75: secure company secrets or confident
Page 78 and 79: KM Metrics Overview: The Social Lif
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Table 1.14 KM Metrics (1) Scope of
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Overview: The Social Life of KM Too
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Figure 1.4 Knowledge Management for
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Overview: The Social Life of KM Too
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Interview: Knowledge Management at
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Part I
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Knowledge Management at Accenture*
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Figure 2.1 The evolution of Accentu
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subject matter experts. “Communit
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• Discovering, researching, and u
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Figure 3.1 May-Sept 2001 Oct-Dec 20
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edesigning, retesting, and then dep
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Figure 3.2 Pro-forma social & intel
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Plan, Design, Execute . . . Reap? 9
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Lessons Learned Plan, Design, Execu
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4 Power to the People: Supporting C
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was established, leading to a full-
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Supporting Collaborative Behaviors
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Figure 4.1 Actual meetings by month
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ABB’s tool of choice to fulfill t
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Figure 4.4 Features of the e-Meetin
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exist. Only by creating an adequate
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A Work in Progress: The Phoenix K-e
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Figure 5.1 The Phoenix K-ecosystem
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Figure 5.3 CMDB The Phoenix K-ecosy
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a single page, enables the global t
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ERP Path Traditional ERP software p
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Schemes and Tools for Social Capita
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Table 6.1 Schemes and Tools for Soc
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Table 6.2 CoP participation Company
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Figure 6.2 Figure 6.3 Inferred rela
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Figure 6.4 NetMap Solutions FM Coal
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Schemes and Tools for Social Capita
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eporting through the use of tools f
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Knowledge Management in Practice: M
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Making Technology Work at DaimlerCh
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Figure 7.2 CoPs/Tech Clubs Challeng
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combined with NDT (Non-Destructive
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except in cases where the nature of
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Ready for Take-off: Knowledge Manag
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Knowledge Management Infrastructure
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We started with daily news content,
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that a KM system would bring (for e
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Building and Sustaining Communities
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assessment or preselect one vendor
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Figure 9.1 Guest/ User Expert User
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161 Table 9.1 KM Program 2002-2005
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Experiences with Knowledge Communit
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how people share knowledge seems to
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While John Peetz, Ralph Poole, and
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unique to Quickplace, but whatever
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• Staff can log in to demonstrati
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technology. A key step in the chang
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Knowledge Management Processes and
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Knowledge Management Processes and
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Figure 11.1 Typical structure of a
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Phase 3 By 1999, the number of CoPs
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segments of the U.S. Navy. Although
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The Knowledge Assessment Program fo
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a for each department in a company
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The Knowledge Assessment Program 18
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The Knowledge Assessment Program 19
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Figure 12.5 Examples: Two Typical C
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From the KM Architecture Model surv
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Hewlett-Packard: Making Sense of Kn
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Hewlett-Packard: Making Sense of Kn
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Figure 13.4 outcome Technology enab
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Figure 13.5 Hewlett-Packard: Making
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• Engage business leaders—Your
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Most of New Zealand’s small techn
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Figure 14.1 Electronic forums at th
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material that they would normally b
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The Way Forward A New Zealand Case
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The Nursing Leadership Academy on P
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The Nursing Leadership Academy on P
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Figure 15.1 The Nursing Leadership
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3. Design your user interface for t
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KPMG: Leveraging KM Tools for Pract
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Knowledge Toolkit This knowledge or
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17 Interorganizational KM: The Expe
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The Experience of Australia’s NOI
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Two knowledge management tools are
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The Experience of Australia’s NOI
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Knowledge Strategy in Small Organiz
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While the development of the strate
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The Office of Small Business, Austr
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of Small Business is represented by
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ather than culture based, in retros
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not solely the domain of large busi
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Rolls-Royce plc Rolls-Royce plc is
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A Day in the Life of a Rolls-Royce
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Several expert “people pages” h
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depending on the type of knowledge
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Creativity, the Knowledge Connector
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Figure 20.1 Contract gate The innov
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The Creativity Awareness Model The
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Creativity, the Knowledge Connector
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Figure 20.3 A snapshot from TechOpt
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ativity sessions is best reflected
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Structures Creativity, the Knowledg
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URDV Team Award Creativity, the Kno
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our greatest assets.” The fact is
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Figure 21.1 HR’s intranet: YourNe
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Promoting Empowerment and Knowledge
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manager to control the hiring proce
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Thus, this proxy of a directory of
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Part II
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“A Fool with a Tool Is Still a Fo
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Tools for Knowledge Codification Th
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certain configuration with other to
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Table 22.2 Multidimensional Matrix
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Techbuck Score Card Noted underworl
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Collaboration Software: Evolution a
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ensuring the right level of manager
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Figure 23.3 Synchronous/ real-time
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Figure 23.5 Instant messaging and c
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Over the next two years, we will co
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Complementary Partners, Reinforcing
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the mission of remaining aware and
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9. Counterintelligence and informat
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important if the scope will cover j
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Evolution of Knowledge Portals* Hei
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pleted to finish the task. You can
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sales force automation (SFA), or su
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Figure 25.1 General Portals Excite.
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tional efficiency. The goal was to
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Introduction Stories that describe
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From e-Learning to e-Knowledge 323
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• Next generation Internet techno
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core to the way we learn and develo
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Social Network Analysis in the KM T
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goals and uses of analyzing the con
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Using a Network Map for Diagnosis a
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7. Target areas where insufficient
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Figure 27.4 The resulting survey ne
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Figure 27.5 Network analysis showin
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Figure 27.7 A focused view into gro
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“outlier” from the team in the
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Trends in Social Software Social Ne
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28 Approach to KM* Selforganization
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Table 28.1 Self-organization: Takin
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At the University of California, Lo
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Emotional Intelligence in the Workp
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Table 28.3 continued Analyzing info
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Self-organization: Taking a Persona
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Self-organization: Taking a Persona
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ing, collaborate with colleagues, a
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Part III
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Tools for Tapping Expertise in Larg
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experiences and learning), and the
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well an instrument works is typical
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Figure 29.2 Tools for Tapping Exper
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Tools for Tapping Expertise in Larg
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Integration not only renders the EK
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Mapping the EKN to relevant existin
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Figure 30.1 Entopia Knowledge Locat
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Space and Naval Warfare Systems Cen
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Integrated KM Solutions: The Experi
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Effective Knowledge Management for
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Relationship knowledge also comes i
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There are two technologies in commo
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Effective Knowledge Management for
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Leveraging Content in Enterprise Kn
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From Transactional to Knowledge Wor
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Leveraging Content in Enterprise Kn
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Figure 32.1 A visualization can pro
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Figure 32.3 The document level view
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customers, or to retain or destroy
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Structured Knowledge: The Key to Op
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The Key to Optimal Contact Center E
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The Key to Optimal Contact Center E
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About the Contributors Patti Anklam
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About the Contributors 413 has co-a
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About the Contributors 415 Stephen
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About the Editor Madanmohan Rao, a
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Index A ABB. See Asea Brown Boveri
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CNA insurance, 365, 369 Cohesion, d
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personnel rotation around strategic
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Finding versus using, leveraging co
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Intraspect, 351 Investment, return
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frameworks of, 33-44 at Fuji-Xerox,
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Legal discovery, leveraging content
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Online communities, 132 of practice
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Rolls-Royce plc, 246-254 benchmarki
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Time changes in social network evol
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