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www.johngirard.net firstname.lastname@example.org 1 It is all about People! Sagology is dedicated to connec�ng people with people to facilitate collabora�on, learning, and knowledge sharing through keynotes, workshops, and consul�ng. sagology [sāj-‐ol-‐uh-‐jee] -‐noun 1. the study of organiza�onal wisdom in all its forms, esp. with reference to technology, leadership, culture, process, and measurement 2. the study of one venerated for experience, judgment, and wisdom. Origin: 2008; Canadian English, from Middle English sage + -‐ology. Sage [Middle English, from Old French, from Vulgar La�n *sapius, from La�n sapere, to be wise; see sep-‐ in Indo-‐European roots.] -‐ology [Middle English -‐logie, from Old French, from La�n -‐logia, from Greek -‐logiā (from logos, word, speech; see leg-‐ in Indo-‐European roots) and from -‐logos, one who deals with (from legein, to speak; see leg-‐ in Indo-‐European roots).] Knowledge Sharing – Nothing New? Knowledge Management is thecreation, transfer, and exchange oforganizational knowledge to achievea [competitive] advantage.What Advantage?
www.johngirard.net email@example.com 2 History of KM Michael Polanyi1950sAristotlec. 350 BCClassificationofKnowledgeAristotleSir Francis Bacon17th Century 1990sCarla O’Dell2000sJeff HoweWhere is the wisdom we have lost inknowledge? Where is the knowledge we havelost in information?—T. S. Eliot, The Rock (1935)CHAPTER 1THE WHEREInforma�on Overload Information OverloadInformation overload occurswhen the amount of input to asystem exceeds itsprocessing capacity.(Speier et al, 1999, p. 338)Information OverloadInformation overload is thatstate in which available, andpotentially useful, informationis a hindrance rather than ahelp.(Bawden, 2001, p. 6)Personal Information OverloadA perception on the part of the individual(or observers of that person) that the flowof information associated with work tasks isgreater than can be managed effectively.(Wilson, 2001, p. 113)Organizational Information OverloadA situation in which the extent ofperceived information overload issufficiently widespread within anorganization as to reduce the overalleffectiveness of management operations.(Wilson, 2001, p. 113)245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)The Problem – Enterprise Demen�a 2/3 of managers complained ofInformation overload (KPMG, 2000)38% of the surveyed managerswaste a substantial amount of timelocating information (Wilson, 2001)Managers “dwell on information thatis entertaining but not informative, oreasily available but not of highquality” (Linden, 2001, p.2)43% of the managers delayeddecisions because of too muchinformation. (Wilson, 2001)The number of books published annually has increased exponentially sincethe 16th century. At present, the prediction is that the number of booksdoubles every 33 years (Hanka & Fuka, 2000).The total accumulated codified database of the world, which includes allbooks and all electronic files, doubles every seven years and some predictthis will double twice a day by 2010 (Bontis, 2000).The Cost?
www.johngirard.net firstname.lastname@example.org 3 Big Data www.foreignaffairs.com/issues/2013/92/3 http://www.domo.com/ Big Data http://www.domo.com/ http://www.domo.com/ http://www.domo.com/ Lost in the data -‐ Knowing what you see!
www.johngirard.net email@example.com 4 “a group of obviously related units of which the degree and nature of the rela�onship is imperfectly known” HP What is knowledge? knowledge is "defined broadlyto include information, data,communication and culture”(p. 293)CommunicationDataInformationCultureKnowledge:Concepts, experience, andinsight that provide a frameworkfor creating, evaluating andusing information (p. 373).The Cogni�ve Hierarchy KnowledgeInformationDataAckoff’s ApexWisdomUnderstandingKnowledgeWisdom:The collective and individualexperiences of applyingknowledge to the solution ofproblems (p. 373).The diﬀerence . . . Data to Knowledge October 27, 1917Q1 - What time is it?Q2 – Where are these people?Q3 – Why is the boy smiling?WisdomUnderstandingKnowledge
www.johngirard.net firstname.lastname@example.org 5 Types of Knowledge Michael PolanyiEasier toreplicateLeads tocompetencyHarder to articulateHarder to transferHarder to stealHigher competitiveadvantageContributes toefficiencyEasier to document andshare20%80%ExplicitTacit Carla O’DellO’Dell, C. (2002, May). Knowledge Management New Generation.Presented at the APQC’s 7th Knowledge Conference, Washington, DC.Exchange and Transfer of Knowledge Ikujiro NonakaSocialization ExternalizationInternalizationCombinationTACITEXPLICITEXPLICITTACITThe importance of leadership . . . http://www.youtube.com/watch?v=lH39xjXaLW8 A New View of KM LeadershipMeasurementProcessTechnologyCultureA li�le TLC goes a long way! Leadership Transparency Vision and example Resources (including time)Technology Help or hinder Security issues Tending towardfreeCulture Need to Share vsNeed to Know Privacy Content CreatorsLeadershipMeasurementProcessTechnologyCultureNew Technology
www.johngirard.net email@example.com 6 The Right Technology TLC: Leadership Including Ray Downey, Special Operations Command lost 95 men that day– totaling 1,600 years of experience. (emphasis added)Open Leadership Respect that your customers and employees have power. Share constantly to build trust. Nurture curiosity and humility. Hold openness accountable. Forgive failure. http://www.charleneli.com/resources/new-‐rules/ Openness Audit http://www.slideshare.net/charleneli/openness-‐audit A leader’s view on “knowing”. . . “. . . there are known knowns; there are things we know that we know. There are knownunknowns; that is to say there are things that we now know we don’t know. But there are alsounknown unknowns — there are things that we do not know we dont know.”Knowns and Unknowns UnknownKnownsUnknownUnknownsKnownKnownsKnownUnknownsComp Intell HP
www.johngirard.net firstname.lastname@example.org 7 Unknown unknowns Somewhere on the West CoastData Mining: Unknown Unknowns KnowledgeInformationDataKnowledgeEdgeWisdomUnderstandingKnowledgeKnowledgeCreation“With 3,600 stores in the United States androughly 100 million customers walkingthrough the doors each week, Wal-Mart hasaccess to information about a broad slice ofAmerica . . . The data are gathered item byitem at the checkout aisle, then recorded,mapped and updated by store, by state, byregion . . . By its own account Wal-Mart has460 terabytes of data.” ( 750,000 CDs 1 terabyte ~1,000,000 MB)14 November 2004HurricaneImpact of Culture Tribal Leadership h�p://www.triballeadership.net/what-‐is-‐tribal-‐leadership/diagnosing-‐culture www.johngirard.net/sas/ Stage 5 Organiza�ons
www.johngirard.net email@example.com 8 Learning to see things diﬀerently Corporate Culture is Key www.strategy-‐business.com/article/11404 Will people understand your message? Exchange and Transfer of Knowledge Socialization ExternalizationInternalizationCombinationTACITEXPLICITEXPLICITTACITLeadershipMeasurementProcessTechnologyCultureThe best thing about the future is that it comesonly one day at a time.—Abraham LincolnCHAPTER 8THE FUTURE
www.johngirard.net firstname.lastname@example.org 9 Are You Ready? h�p://socialnomics.net/ What would you do? Do you know your customers? “A social trend in which people use technologies to get the things they need from each other, rather than from tradi�onal ins�tu�ons like corpora�ons.” groundswell.forrester.com The Social Technographics™ Ladder Inac�ves neither create nor consume social content of any kind Spectators consume social content including blogs, user-‐generated video, podcasts, forums, or reviews Joiners connect in social networks like MySpace and Facebook Collectors organize content for themselves or others using RSS feeds, tags, and vo�ng sites like Digg.com Cri�cs respond to content from others. They post reviews, comment on blogs, par�cipate in forums, and edit wiki ar�cles. Creators make social content go. They write blogs or upload video, music, or text. Creators Cri�cs Collectors Joiners Spectators Inac�ves The Social Technographics™ Ladder Creators Cri�cs Collectors Joiners Spectators Inac�ves US 55+ 12% 28% 12% 26% 64% 30% US 18-‐24 46% 50% 38% 85% 89% 3% US 35-‐44 23% 34% 20% 54% 73% 17% 2010 24% 37% 21% 51% 73% 18% 2007 18% 25% 12% 25% 48% 44% US Adults The Social Technographics™ Ladder Creators Cri�cs Collectors Joiners Spectators Inac�ves 2009 49% 46% 19% 48% 76% 9% 2007 38% 27% 14% 41% 39% 36% South Korea Adults 2007 22% 36% 6% 22% 70% 26% Japanese Adults 2009 34% 30% 11% 26% 69% 23%
www.johngirard.net email@example.com 10 http://www.globalwebindex.net Global Top Internet Sites (Reach) 1. Facebook 43% 2. Google 42% 3. YouTube 33% 4. Yahoo! 19% 5. Wikipedia 12% 6. Baidu 12% 7. Amazon 10% 8. QQ 9% 9. Live 8% 10. Twi�er 6% h�p://www.alexa.com/topsites/ 18 June 2013 1. Facebook 2. Google.com 3. YouTube 4. Google.rs 5. Blic 6. B92 7. Wikipedia 8. NeoBux 9. Yahoo! 10. Kurir Estimated percentage of global internet users who visit: United Airlines had broken Daves guitar in checked luggage. A�er eight months of pestering the company for compensa�on, he turned to his best tool—songwri�ng—and vowed to create a YouTube video about the incident that he hoped would garner a million views in one year. Four days a�er its launching, the ﬁrst million people had watched “United Breaks Guitars.” United stock went down 10 percent, shedding $180 million in value; Dave appeared on outlets as diverse as CNN and The View. United relented. And throughout the business world, people began to realize that “eﬃcient” but inhuman customer-‐service policies had an unseen cost—brand destruc�on by frustrated, crea�ve, and socially connected customers. The Power of YouTube Why Ma�ers > 655 Million daily ac�ve users > 1.1 Billion monthly ac�ve users >750 Million monthly ac�ve mobile users 250 million photos up per day 79% of users outside USA 70 languages available 3 million ac�ve users in Serbia 1.3 million ac�ve female users in Serbia Personal or Professional? Social Media Ac�on Plan Lead Listen Learn Wikipedia is driven by a global community of more than 150,000 volunteers—all dedicated to sharing knowledge freely. Over almost eight years, these volunteers have contributed more than 11 million ar�cles in 265 languages. More than 275 million people come to our website every month to access informa�on, free of charge and free of adver�sing.
www.johngirard.net firstname.lastname@example.org 11 Crowdsourcing http://www.youtube.com/watch?v=TCM7w11Ultk Crowdsourcing is the act of taking a job tradi�onally performed by a designated agent (usually an employee) and outsourcing it to an undeﬁned, generally large group of people in the form of an open call. Gold Corp Challenge Crowdsourcing The Genera�on Game Digital Na�ve or Digital Immigrant? Genera�on Z Are we ready for them?