A presentation for the Managing Partners’ Forum. Separating the needs of the individual and those of then organisation has always been an issue for KM and Learning. At times these needs align, sometimes they need to be reconciled and at other times they diverge, particularly when an individual moves to another organisation. The presentation looks specifically at the changing nature of organisations and the emergent power of networks and networking. Personal Knowledge Management (PKM) is a competence we must all learn in order to remain relevant to our organisation. But who ultimately “owns” the ‘corporate’ knowledge that we gather through the workplace networks we nurture and sustain, and do the organisations we work for even recognise the importance of these networks as places for continual learning, knowledge sharing and incubators for innovation?
Durg CALL GIRL ❤ 82729*64427❤ CALL GIRLS IN durg ESCORTS
PKM and Corporate Memory - a dichotomy?
1. Corporate Memory &
Personal Knowledge
Management
28 November 2013
Stephen Dale @stephendale
Unless otherwise noted, this work is licensed under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported License.
2. What does ‘Corporate’ look like?
Pre-industrial
Age
Industrial Age
Collabor8now Ltd
Post-industrial
Age
3. What does ‘Corporate’ look like?
Pre-industrial
Age
Industrial Age
•Skills important
•Shared knowledge
(Worshipful Companies)
•Individualism
•Close to the customer
•Personalised products
•Agile processes
•Small is beautiful (but
difficult to scale)
•Transparency
Collabor8now Ltd
Post-industrial
Age
4. What does ‘Corporate’ look like?
Pre-industrial
Age
•Skills important
•Shared knowledge
(Worshipful Companies)
•Individualism
•Close to the customer
•Personalised products
•Agile processes
•Small is beautiful (but
difficult to scale)
•Transparency
Industrial Age
•Mass production trumps
skills
•Knowledge hoarding
(knowledge is power)
•De-individualism
•Remote from customer
•One size fits all
•Hard-wired processes
•Big is beautiful (mega
organisations)
•Command and control
•Hierarchies (regimented)
•Opaqueness
Collabor8now Ltd
Post-industrial
Age
5. What does ‘Corporate’ look like?
Pre-industrial
Age
•Skills important
•Shared knowledge
(Worshipful Companies)
•Individualism
•Close to the customer
•Personalised products
•Agile processes
•Small is beautiful (but
difficult to scale)
•Transparency
Industrial Age
•Mass production trumps
skills
•Knowledge hoarding
(knowledge is power)
•De-individualism
•Remote from customer
•One size fits all
•Hard-wired processes
•Big is beautiful (mega
organisations)
•Command and control
•Hierarchies (regimented)
•Opaqueness
Collabor8now Ltd
Post-industrial
Age
•Skills important - but
routine work is automated
•Shared knowledge (social/
learning networks)
•Individualism
•Close to customer (Social
Business)
•Personalised products
•Agile processes
•Small is beautiful (but can
scale)
•Democratisation of
workplace
•Flat structures
•Transparency
6. What does ‘Corporate’ look like?
Pre-industrial
Age
•Skills important
•Shared knowledge
(Worshipful Companies)
•Individualism
•Close to the customer
•Personalised products
•Agile processes
•Small is beautiful (but
difficult to scale)
•Transparency
Industrial Age
•Mass production trumps
skills
•Knowledge hoarding
(knowledge is power)
•De-individualism
•Remote from customer
•One size fits all
•Hard-wired processes
•Big is beautiful (mega
organisations)
•Command and control
•Hierarchies (regimented)
•Opaqueness
Similar?
Collabor8now Ltd
Post-industrial
Age
•Skills important - but
routine work is automated
•Shared knowledge (social/
learning networks)
•Individualism
•Close to customer (Social
Business)
•Personalised products
•Agile processes
•Small is beautiful (but can
scale)
•Democratisation of
workplace
•Flat structures
•Transparency
8. Voted the most important issue by
delegates at the Online Information
Conference 19/20 November 2013
Source: Online Information Show : http://www.online-information.co.uk/
9. Voted the most important issue by
delegates at the Online Information
Conference 19/20 November 2013
How can knowledge/
information professionals
demonstrate value to their
organisation?
Source: Online Information Show : http://www.online-information.co.uk/
10. Source: The evolving value of information management: www.ft.com/corporate
Collabor8now Ltd
11. Source: The evolving value of information management: www.ft.com/corporate
Collabor8now Ltd
12. The credibility gap
Source: The evolving value of information management: www.ft.com/corporate
Collabor8now Ltd
13. Demand for Decision-Ready
Information
People don’t have the
time to read, think
and write much, so
they will appreciate
someone who has a
good feeling for what
they want and need
and can give it to
them effectively.
Collabor8now Ltd
15. What Is Personal
Knowledge Management?
It is a response to the idea
that knowledge workers
increasingly need to be
responsible for their own
growth and learning.
Collabor8now Ltd
20. Traditional
Literacy
•Reading, writing,
speaking, listening,
Information
Literacy
•Ability to identify
what information is
needed and the ability
to locate, evaluate
and use information
21st
Century
Literacy
Visual Literacy
•Ability to
understand and
produce visual
messages
Critical Literacy
•Ability to question,
challenge and
evaluate the meanings
and purposes of texts
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
21. Traditional
Literacy
•Reading, writing,
speaking, listening,
Information
Literacy
•Ability to identify
what information is
needed and the ability
to locate, evaluate
and use information
21st
Century
Literacy
Media Literacy
•Ability to question,
analyse, interpret,
evaluate and create
media messages
Visual Literacy
•Ability to
understand and
produce visual
messages
Critical Literacy
•Ability to question,
challenge and
evaluate the meanings
and purposes of texts
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
22. Traditional
Literacy
•Reading, writing,
speaking, listening,
Information
Literacy
•Ability to identify
what information is
needed and the ability
to locate, evaluate
and use information
Tool Literacy
•Ability to use tools
to manage, consume
and create
information
21st
Century
Literacy
Media Literacy
•Ability to question,
analyse, interpret,
evaluate and create
media messages
Visual Literacy
•Ability to
understand and
produce visual
messages
Critical Literacy
•Ability to question,
challenge and
evaluate the meanings
and purposes of texts
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
23. Network
Literacy
•Ability to use digital
technology,
communication tools
and networks to
locate, evaluate and
create information
Tool Literacy
•Ability to use tools
to manage, consume
and create
information
Traditional
Literacy
•Reading, writing,
speaking, listening,
Information
Literacy
•Ability to identify
what information is
needed and the ability
to locate, evaluate
and use information
21st
Century
Literacy
Media Literacy
•Ability to question,
analyse, interpret,
evaluate and create
media messages
Visual Literacy
•Ability to
understand and
produce visual
messages
Critical Literacy
•Ability to question,
challenge and
evaluate the meanings
and purposes of texts
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
24. Network
Literacy
•Ability to use digital
technology,
communication tools
and networks to
locate, evaluate and
create information
Tool Literacy
•Ability to use tools
to manage, consume
and create
information
Traditional
Literacy
•Reading, writing,
speaking, listening,
Information
Literacy
•Ability to identify
what information is
needed and the ability
to locate, evaluate
and use information
21st
Century
Literacy
Media Literacy
•Ability to question,
analyse, interpret,
evaluate and create
media messages
Visual Literacy
•Ability to
understand and
produce visual
messages
Critical Literacy
•Ability to question,
challenge and
evaluate the meanings
and purposes of texts
Collabor8now Ltd
Source: Adapted from Dr Daniel Churchill, www.learnactivity.com
25. Build a network of
trusted sources
Share
Embed new
thinking. Curate
pertinent
information. Add
value
Personal
Knowledge
Management
Sense
Collabor8now Ltd
Source: Seek-Sense-Share model by Harold Jarche
Find/filter relevant
information. Map
people and
conversations
Sense
Sense
Engage with
experts, peers,
colleagues. Gain
insights.
Seek
Assemble,
synthesize and
evaluate
information. Test
assumptions
26. Build a network of
trusted sources
Share
Embed new
thinking. Curate
pertinent
information. Add
value
Personal
Knowledge
Management
Sense
Collabor8now Ltd
Source: Seek-Sense-Share model by Harold Jarche
Find/filter relevant
information. Map
people and
conversations
Sense
Sense
Engage with
experts, peers,
colleagues. Gain
insights.
Seek
Assemble,
synthesize and
evaluate
information. Test
assumptions
27. Knowledge from
a trusted source
is richer than
what we can
discover for
ourselves
Photo: Flickr.com by Jackie Welberg
Collabor8now Ltd
29. Networks Trump Hierarchies
Everything is connected and what goes on inside your team - or even your enterprise - is
dwarfed by what goes on outside. We can no longer pretend that organisation charts and
diagrams amount to anything more than wish lists. In a connected world, things have a way of
self organising.
30. Networks Trump Hierarchies
Everything is connected and what goes on inside your team - or even your enterprise - is
dwarfed by what goes on outside. We can no longer pretend that organisation charts and
diagrams amount to anything more than wish lists. In a connected world, things have a way of
self organising.
31. (Some) Obstacles To Networking
•
•
•
•
•
•
•
People don’t know what is permissible
Knowledge is power - why would I share?
Fear of imperfection
People don’t know where to participate
People don’t know how to participate
•
•
•
What’s my role?
Who can I speak to?
What am I allowed to say?
Paternal culture and work-style
Lack of trust in employee judgement
Collabor8now Ltd
34. Who owns the knowledge?
I felt that my network,
my trusted network which I
worked hard to maintain, cultivate,
I look at the culture of
nurture, trust and grow was going to be
the organisation. If there is a
exploited by other individuals within the
genuine, authentic opportunity to
organisation who saw me as their
share and learn and be respectful of each
‘free ride’ to some quick
other’s networks then I have no problem. If
answers.
it is mandated, or if my networks are used,
misused or discounted, then I’d question
why I’m even working there.
For the time being, I will nurture
and maintain my networks but I will be
cautious in how mine are used within my
organisation and for what purpose. But I’m
the one who decides that.
Helen Blunden
Source: http://activatelearning.com.au/2013/11/reflections-of-exploring-personal-learning-networks-mooc/
36. Points to Ponder
1. What is the predominant culture in your
organisation, and does it encourage learning
and sharing?
37. Points to Ponder
1. What is the predominant culture in your
organisation, and does it encourage learning
and sharing?
• Autocratic - We’ll do it this way
38. Points to Ponder
1. What is the predominant culture in your
organisation, and does it encourage learning
and sharing?
• Autocratic - We’ll do it this way
• Bureaucratic - We’re supposed to do it this way
39. Points to Ponder
1. What is the predominant culture in your
organisation, and does it encourage learning
and sharing?
• Autocratic - We’ll do it this way
• Bureaucratic - We’re supposed to do it this way
• Technocratic - It’s best to do it this way
40. Points to Ponder
1. What is the predominant culture in your
organisation, and does it encourage learning
and sharing?
• Autocratic - We’ll do it this way
• Bureaucratic - We’re supposed to do it this way
• Technocratic - It’s best to do it this way
• Democratic - How shall we do it?
41. Points to Ponder
1. What is the predominant culture in your
organisation, and does it encourage learning
and sharing?
• Autocratic - We’ll do it this way
• Bureaucratic - We’re supposed to do it this way
• Technocratic - It’s best to do it this way
• Democratic - How shall we do it?
2. Is Personal Knowledge (knowledge gained
in the workplace) the same as Corporate
Knowledge?
42. It’s all about thriving in networks
that are smarter and faster than you
are. It’s all about being utterly
screwed if you don’t know what I’m
talking about.
Hugh MacLeod
Steve Dale @stephendale
steve.dale@collabor8now.com
Unless otherwise noted, this work is licensed under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported License.