KNOWLEDGE MANAGEMENT’S ROLE IN THE CONSUMERIZATION OF IT

5/17/2016

Consumerization is the specific impact that consumer-originated technologies can have on enterprises. It reflects how enterprises will be affected by, and can take advantage of, new technologies and models that originate and develop in the consumer space, rather than in the enterprise IT sector.

Consumerization is not a strategy or something to be “adopted.” Consumerization can be embraced and it must be dealt with, but it cannot be stopped.

CONSUMERIZATION OF ITEND USER PERSPECTIVE Use preferred devices Easy to start using, cheap to keep using No longer constrained by red tape Better UX than traditional apps and

tools Enables flexible working

IT ORGANIZATION PERSPECTIVE Decreased costs Decreased maintenance and cycle time Increases time for innovation,

improvements Better connected workforce Increased responsiveness Anywhere, anytime access

You can’t use an old map to find new land.

Gary Hamel, Author/Speaker/Consultant/Professor

Contain

• Policy and standards• Enabling technology• Enterprise architecture • Service Operations / Support

Allow w/ Policy

• Policy and standards• Self-host (no IT support)

Embrace

• Policy, standards, proven practices

• Enterprise architecture • Service Operations • Service Desk Support

Block

• Policy and standards• Technical controls• Enforcement

RISK MITIGATIO

N

BUSINESS VALUE

Consumerization has created new issues that IT organizations are already addressing:• Privacy• Security• Data retention and classification• Cyber threats• Social engineering• Updated Policies/Guidelines• BYO-everything

As platforms, apps, and access become democratized -- who does the business turn to for help getting value out of these solutions?

If they can buy a solution off the shelf without IT support, what function is IT expected to serve?

The Ongoing Evolution of IT

IT IS GOING THROUGH

SO, WHAT DOES THIS MEAN FOR KNOWLEDGE MANAGEMENT?

https://www.linkedin.com/pulse/100-knowledge-management-specialties-50-km-components-stan-garfield

Do a search on Indeed.com or Simplyhired.com for any of these terms. Odds are, an IT department is hiring for it.

• Information/Expertise Search & Discovery

• Community Management• Enterprise Social Collaboration • Taxonomy, Tagging• Curation • Portals, Publishing, Communications• Team Collaboration • Analytics, BI • Change Management • Knowledge Sharing • Machine Learning, AI

Characterized by Informal Unstructured Spontaneous Idea-driven

Common applications Profile / Networking Communities / Networks Discuss / Comment Broadcast / Develop Ideas Discover Info / Experts

Characterized by Formal Structured Planned Objective Driven

Common applications Projects / Project Mgmt. Lists / Issues / ToDos Document Management Track / Monitor Document / Specify

Knowledge Mgmt.Strategies for capturing,

organizing, and finding and acting on information

Enables knowledge artifacts and tacit knowledge to be discovered

& reusedGenerates context for

search, machine learning, operationalizes organizational learning

Social Collab.A set of approaches and technologies that enable communities/networks –

cooperation

Enables new ways of working, improves organizational

responsivenessOpenness and

transparency improves access to tacit knowledge

CollaborationWorking together to

achieve shared goals/objectives

Using collaboration tools – some social in nature (e.g., blogs, wikis)

Knowledge artifacts created as a result of

collaboration

COLLABORATION & KNOWLEDGE MANAGEMENT

KNOWLEDGE MANAGEMENT is about using information strategically to achieve one's business objectives.

Knowledge Management is the organizational activity of creating the social environment & technical infrastructure so that knowledge can be accessed, shared and created.

Robert K. Logan

Technical Infrastructure

Enterprise Social

Networking

CommunitiesTeam & Project Collaboration

Social Environment

LOB AppsCloud Storage

On-premise file storage

Instant Messaging

Email

Individual Cross-functionalTeams & Functions

Enterprise LOB

• Mentoring, Training, and Education • Communities of Practice, Community Management• Proven Practices, Lessons Learned • End-user advocacy, Champions/Stars programs • Integration with staff goals, Policies & Guidelines, Gamification • Ideation campaigns, hackathons

Systems of Engagement (Connection) Systems of Record (Collection)

Local Drives

As the role that IT is expected to play in the business changes, what types of KM expertise and specialties do you see becoming most in demand?

The Changing Role of IT

“Traditional” IT Change Management

IT’S NOT WORKING

WE’VE TRIED NOTHING AND WE’RE ALL OUT OF IDEAS

CHANGE IS TERRIFYING

Every institution, no matter how hard-wired and set in its ways has the capacity for change.

Rather than confronting the core, we’ll need to start on edges that have the potential to scale rapidly

John Hagel

“If you have to engage the enemy in battle, you've already lost the war.” John Hagel, Co-chairman, Deloitte LLP Center for the Edge

Champions of

ChangeCurious,

UndecidedEnemies

of Change

Invest maximum effort Minimize impact

EXAMPLE | CHANGE STRATEGY FOR ESN

Motivated, energized and keen for the change to come – already convinced of the value

May not be aware of value, skeptical of value, or unsure how to begin using and integrating

Resistors, do not want or many not be ready for change, or Incentivized to maintain the status quo

Change Champions (Green Dots)

Curious, Undecided(Yellow Dots)

Enemies of Change (Red Dots)

Characterized by: Experimentation – trying to

replace existing ways of working (e.g., email, meetings), and fitting ESN capabilities to needs – usually with mixed results

Evangelism – championing the use with peers, inviting others

Characterized by: Integration – “How does this

fit in with all of my other tools?”

Lack of Clarity – “How does this work?”

Uncertainty – “Is this supported by senior management? Is it okay for us to use it?”

Characterized by: Fear – “What if someone

says something they shouldn’t?”

Control – “No one asked me for approval…”

Dismissive – “Like Facebook, a waste of time. A toy - I don’t want my people using it.”

Change approach: Provide examples and good

behaviors green dots can model

Provide proven practices, templates, and consulting to accelerate good results

Empower - listen to challenges, partner to develop paths forward

Change approach: Clarify use of tool, and how it

is integrated with other existing platforms (Which Tool When)

Demonstrate value (Wins) Visible use by senior mgmt. Education, training, support

Change approach: Demonstrate evidence of

positive use and value Anticipate and mitigate

objections Find green/yellow dots in

power, have them influence the red dots that report in to them

Systems based on open engagement that enable rather than control will generate results that far

exceed the combined input of the resources involved.

DR. MICHAEL GOLD, PRESIDENT OF JAZZ IMPACT

ENGAGEMENT PLAN

PARTNER FOR SUCCESSCOMMUNICATE APPLICABILITYINCREASE AWARENESS

INDIVID

UAL

S

TEAMS

ENTE

RPRISE

USE CASESDEMOS TEAM TRAINING

1:1 TRAINING

PUBLIC ROADMAP

ROAD SHOWS

COLLABORATION COMMUNITY

NEWSLETTER / MEETINGS

INFORMATIONAL PORTAL SITE DISCUSSION FORUMS/ESN

WORKSHOPS

CHAMPION PROGRAM

LEADERSHIP ADOPTION

POLICIES & GUIDANCE

ARCHITECTURE & DESIGN SUPPORT

BLOGS

How will you engage your business to ensure that staff are aware of and successfully leveraging your growing ecosystem of collaboration tools?

How will you stay connected as those needs change?

How will you partner for success?

What approaches to change or engagement have you found to be effective when introducing new ways of working?

Making it Stick

www.curtisconley.com www.twitter.com/curtisaconley www.linkedin.com/in/cconley

Curtis Conley Ed.D Collaboration Strategist