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Introduction “A fool with a tool is still a fool....” Thus said an important industry friend to our head of research, while elaborating both on the potential as well as the limitation of technology. The interesting question that consultants like me are often faced with is this, “Do humans lead technology or is technology an important mentor (for lack of a more precise term) that contributes to the way humans evolve?” After all, someone did say that technology and software are nothing but programmable extensions of the human mind. Whatever it is, one thing is for sure: human beings and technology will continue to interface in myriad new ways to evolve unique combinations, which could find applications in doing business and in leading better lives.

Figure 61 Introduction “A fool with a tool is still a fool....” Thus said an important industry friend to our head of research, while elaborating both on the potential as well as the limitation of technology. The interesting question that consultants like me are often faced with is this, “Do humans lead technology or is technology an important mentor (for lack of a more precise term) that contributes to the way humans evolve?” After all, someone did say that technology and software are nothing but programmable extensions of the human mind. Whatever it is, one thing is for sure: human beings and technology will continue to interface in myriad new ways to evolve unique combinations, which could find applications in doing business and in leading better lives.

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SRE Meet Se Eee This is particularly true for the multilocation or globally dispersed organization of the 21st century, where employees often need to collaborate across multiple time zones. Depending on the time of collaborative activity and the location of the knowl- edge workers, a number of configurations of IT tools can be leveraged, as summarized in Table 1.3. For instance, e-mail is well suited for asynchronous remote communica- tion; digital whiteboards can be used for synchronous co-located collaboration. In addition to the level of structure and degree of interactivity required for trans- fer, knowledge has a number of other dimensions and facets which need to be factored
SRE Meet Se Eee This is particularly true for the multilocation or globally dispersed organization of the 21st century, where employees often need to collaborate across multiple time zones. Depending on the time of collaborative activity and the location of the knowl- edge workers, a number of configurations of IT tools can be leveraged, as summarized in Table 1.3. For instance, e-mail is well suited for asynchronous remote communica- tion; digital whiteboards can be used for synchronous co-located collaboration. In addition to the level of structure and degree of interactivity required for trans- fer, knowledge has a number of other dimensions and facets which need to be factored
vocabulary, GOCuMents), according tO Wenger Ct al. (\AUUZ). The rise of networked virtual environments, especially in globally dispersed orga- nizations, has led to the rise of online CoPs, which in turn throw up a number of chal- lenges and opportunities for KM tools usage. For instance, participating in face-to-face communities can be more conducive to trust and high-bandwidth knowledge exchange, but online communities can work around some of the traditional obstacles like discomfort with public speaking or discrimination based on physical traits. Some of these contrasts are summarized in Table 1.10. Many organizations tend to use a blend of online and offline interaction for CoPs. CoPs g0 through several stages of development: potential, coalescing, maturing, —~ ere trae
vocabulary, GOCuMents), according tO Wenger Ct al. (\AUUZ). The rise of networked virtual environments, especially in globally dispersed orga- nizations, has led to the rise of online CoPs, which in turn throw up a number of chal- lenges and opportunities for KM tools usage. For instance, participating in face-to-face communities can be more conducive to trust and high-bandwidth knowledge exchange, but online communities can work around some of the traditional obstacles like discomfort with public speaking or discrimination based on physical traits. Some of these contrasts are summarized in Table 1.10. Many organizations tend to use a blend of online and offline interaction for CoPs. CoPs g0 through several stages of development: potential, coalescing, maturing, —~ ere trae
Groupings of KM tool usage and levels of organizational KM infrastructure complexity (Source: Author)
Groupings of KM tool usage and levels of organizational KM infrastructure complexity (Source: Author)
Source: Author.
Source: Author.
Development communities at Dgroups (Source: Bellanet)
Development communities at Dgroups (Source: Bellanet)
Pro-forma social & intellectual capital report
Pro-forma social & intellectual capital report
Average and Maximum of Meetings per Weekday ABB Quickplace Services: The Birth of the ABB eMeeting Center In December 2002, the successful pilot phase for best utilization of Quickplace (QP) at ABB was finalized. This pilot, driven by Global Web Management (GWM), has proven QP to be the first choice to meet most of ABB’s collaboration needs. QP has outstanding advantages to cope with the high and still growing demand for Web- based collaboration in projects, customer relations, task forces, and all other kinds of workgroups. Average numbers for meetings collected since November 2002
Average and Maximum of Meetings per Weekday ABB Quickplace Services: The Birth of the ABB eMeeting Center In December 2002, the successful pilot phase for best utilization of Quickplace (QP) at ABB was finalized. This pilot, driven by Global Web Management (GWM), has proven QP to be the first choice to meet most of ABB’s collaboration needs. QP has outstanding advantages to cope with the high and still growing demand for Web- based collaboration in projects, customer relations, task forces, and all other kinds of workgroups. Average numbers for meetings collected since November 2002
SharePoint™ Portal Server, Exchange 2000, & Windows® 2000. A navigational tab it the top of the Phoenix Portal page organizes information by topic, event, or com- munity and includes a powerful search function, which produces context-specific search and produces “best bets.” Best Bets provide guidance to users by directing them to documents considered particularly relevant to their search. A Best Bet is a document selected as the best recommendation for a category or specific keyword. SharePoint™ Portal Server displays Best Bets at the top of a search results list. For Cable & Wireless India, Phoenix is a central intranet-based knowledge reposi- Hn wazhare all the wrark HKAGARe Te Inteorated and ie thohtly eainled C&W slakal daai-
SharePoint™ Portal Server, Exchange 2000, & Windows® 2000. A navigational tab it the top of the Phoenix Portal page organizes information by topic, event, or com- munity and includes a powerful search function, which produces context-specific search and produces “best bets.” Best Bets provide guidance to users by directing them to documents considered particularly relevant to their search. A Best Bet is a document selected as the best recommendation for a category or specific keyword. SharePoint™ Portal Server displays Best Bets at the top of a search results list. For Cable & Wireless India, Phoenix is a central intranet-based knowledge reposi- Hn wazhare all the wrark HKAGARe Te Inteorated and ie thohtly eainled C&W slakal daai-
We also badly needed a solution to dam the information flood. Phoenix provides a number of features to help streamline our document management, such as version tracking, meta-data, publishing control, automated approval routes for reviewers, online discussion of comments, and access control. mee eit a: P ae we Oe 4 “ ¥
We also badly needed a solution to dam the information flood. Phoenix provides a number of features to help streamline our document management, such as version tracking, meta-data, publishing control, automated approval routes for reviewers, online discussion of comments, and access control. mee eit a: P ae we Oe 4 “ ¥
content. There are de facto best practice information technology (IT) management standards, based on the Information Technology Information Library (ITIL). ITIL is a public-domain methodology for managing IT infrastructure and operations as a unified set of integrated processes. Our KM system management is based on the ITIL framework. For example, it is basic KMS Tool Management 101 to conduct regular load testing to see how many concurrent users can access the KMS. This is taken care of by the “availability management” processes of ITIL, which are different from “capacity management” processes. Adhering to standards like ITIL helps avoid snags in IT management and service
content. There are de facto best practice information technology (IT) management standards, based on the Information Technology Information Library (ITIL). ITIL is a public-domain methodology for managing IT infrastructure and operations as a unified set of integrated processes. Our KM system management is based on the ITIL framework. For example, it is basic KMS Tool Management 101 to conduct regular load testing to see how many concurrent users can access the KMS. This is taken care of by the “availability management” processes of ITIL, which are different from “capacity management” processes. Adhering to standards like ITIL helps avoid snags in IT management and service
System security and user acceptance Phoenix has two logical partitions: the “Document Library” (document managemen system) and K-Point (knowledge management system). Developing and maintainin; the taxonomy and meta-data architecture are also important. Taxonomy can be % tricky issue. We practice an informal one which is continuously monitored and evolv ing, and this approach seems to suit our business needs best. A key success factor fo our KM initiative was user involvement from the very beginning. Though Phoenix i centrally controlled, there is no permanent full-time staff to run the show. The repre sentatives from the communities of interest manage the solution on a rotation basis The team also measures KM usage. Metrics measured are usage, CoP activities, work flow, downloads, reuse, and contributions to K Point. Ayn aften_-nverlanked factar in KM ic infarmatinn ececurity (cee Eianre 5 K) hk vai
System security and user acceptance Phoenix has two logical partitions: the “Document Library” (document managemen system) and K-Point (knowledge management system). Developing and maintainin; the taxonomy and meta-data architecture are also important. Taxonomy can be % tricky issue. We practice an informal one which is continuously monitored and evolv ing, and this approach seems to suit our business needs best. A key success factor fo our KM initiative was user involvement from the very beginning. Though Phoenix i centrally controlled, there is no permanent full-time staff to run the show. The repre sentatives from the communities of interest manage the solution on a rotation basis The team also measures KM usage. Metrics measured are usage, CoP activities, work flow, downloads, reuse, and contributions to K Point. Ayn aften_-nverlanked factar in KM ic infarmatinn ececurity (cee Eianre 5 K) hk vai
eee eee eee ee eee ee eee eee Ne users might not look for (see Figure 5.7). We can learn from the hype around customer relationship management (CRM) and supply chain management (SCM). According to IDC, approximately $44 billion (http://dmreview.com/master.cfm?NavID=193&EdJD=3695) was spent worldwide on customer relationship management initiatives in 2000. How is it possible that, after billions of dollars invested to improve customer relationships, the average customer feels that enterprise-wide CRM is worse than ever? The answer is actually quite simple: assumptions that the “tool” will do magic and the lack of true enterprise intecration. ee > Dane Alea
eee eee eee ee eee ee eee eee Ne users might not look for (see Figure 5.7). We can learn from the hype around customer relationship management (CRM) and supply chain management (SCM). According to IDC, approximately $44 billion (http://dmreview.com/master.cfm?NavID=193&EdJD=3695) was spent worldwide on customer relationship management initiatives in 2000. How is it possible that, after billions of dollars invested to improve customer relationships, the average customer feels that enterprise-wide CRM is worse than ever? The answer is actually quite simple: assumptions that the “tool” will do magic and the lack of true enterprise intecration. ee > Dane Alea
Pro-forma Social & Intellectual Capital Report
Pro-forma Social & Intellectual Capital Report
Evolution of discussion group activity
Evolution of discussion group activity
Inferred relationships between computer services companies
Inferred relationships between computer services companies
of a CoP is to document knowledge. Recent research has shown that organizational processes have a direct relationship with employees’ value addition and replaceability. Organizational culture, top management support, knowledge-sharing practices, opportunities for learning and development, and rewards and recognition were found to have a positive effect on employee value addition. At DaimlerChrysler, we emphasize the importance of sys- tems and processes for effective management of people and their knowledge. We build our software and technology solutions around process interventions and have found that to be effective. Off-the-shelf stand-alone products such as Microsoft’s Share Point Server have been used by several organizations, but they have been most effective only when integrated with organizational processes and when supported by the top man- agement, a case in point being Motorola’s One Team solution. At DaimlerChrysler, this has led to the development of robust KM solutions which are based on the CoPs approach. We will discuss these solutions, the key facilitators, and inhibitors in this chapter.
of a CoP is to document knowledge. Recent research has shown that organizational processes have a direct relationship with employees’ value addition and replaceability. Organizational culture, top management support, knowledge-sharing practices, opportunities for learning and development, and rewards and recognition were found to have a positive effect on employee value addition. At DaimlerChrysler, we emphasize the importance of sys- tems and processes for effective management of people and their knowledge. We build our software and technology solutions around process interventions and have found that to be effective. Off-the-shelf stand-alone products such as Microsoft’s Share Point Server have been used by several organizations, but they have been most effective only when integrated with organizational processes and when supported by the top man- agement, a case in point being Motorola’s One Team solution. At DaimlerChrysler, this has led to the development of robust KM solutions which are based on the CoPs approach. We will discuss these solutions, the key facilitators, and inhibitors in this chapter.
Two key challenges were faced in deployment of the books of knowledge and have been resolved over time.
Two key challenges were faced in deployment of the books of knowledge and have been resolved over time.
conducted face-to-face small group discussion forums. These feedback sessions were extremely effective in man-aging the change process. Reactions to the paperless con- cept were varied. Some were more willing to go with it than others. Ultimately, the merger provided the spark in kick-starting the training and marketing process on the paperless office.
conducted face-to-face small group discussion forums. These feedback sessions were extremely effective in man-aging the change process. Reactions to the paperless con- cept were varied. Some were more willing to go with it than others. Ultimately, the merger provided the spark in kick-starting the training and marketing process on the paperless office.
I I IIE IID IED EAE EIEN IEA EE In virtual (online) communities it is easy to participate (e-mail, intranet), but diffi- cult to develop relationships and a feeling of community. Online dialog is non- real-time, and there is no verbal or body language communication involved. It is therefore particularly beneficial to complement online community activities with tele- conferences/NetMeeting and “back-channel” work, i.e., contacting members over the phone and not missing opportunities to meet in person.
I I IIE IID IED EAE EIEN IEA EE In virtual (online) communities it is easy to participate (e-mail, intranet), but diffi- cult to develop relationships and a feeling of community. Online dialog is non- real-time, and there is no verbal or body language communication involved. It is therefore particularly beneficial to complement online community activities with tele- conferences/NetMeeting and “back-channel” work, i.e., contacting members over the phone and not missing opportunities to meet in person.
The great end of knowledge is not knowledge, but action.
The great end of knowledge is not knowledge, but action.
Typical structure of a BPR community of practice and how it functions and roles and responsibilities
Typical structure of a BPR community of practice and how it functions and roles and responsibilities
Direction of the important knowledge assets
Direction of the important knowledge assets
workers, who did creative work mainly inside their offices. There were also “agent- type workers,” who did routine work with frequent interactions with others, and “keeper-type workers,” who did routine work with few interactions with others. To derive these four work patterns, we filtered them using two matrixes, for instance, the nomad-type workers are categorized in the “Creative” and “Working with others” area, as well as the “Autonomy” and “Interaction” areas in Figure 12.4. The results of the survey revealed that nomad-type workers, who made up 29.8% of all the subjects, were making a considerable contribution to the distribution of
workers, who did creative work mainly inside their offices. There were also “agent- type workers,” who did routine work with frequent interactions with others, and “keeper-type workers,” who did routine work with few interactions with others. To derive these four work patterns, we filtered them using two matrixes, for instance, the nomad-type workers are categorized in the “Creative” and “Working with others” area, as well as the “Autonomy” and “Interaction” areas in Figure 12.4. The results of the survey revealed that nomad-type workers, who made up 29.8% of all the subjects, were making a considerable contribution to the distribution of
billion annually in research and development that fuels the invention of products, solu- tions, and new technologies. Figure 13.1 LLOTTS, dil HEW LOCHIIOLOSICS. The merger moved HP into leadership positions across the markets and product categories in which we compete. Already the leading player in the consumer market, the company became the #1 information technology (IT) solutions provider to the small to medium-business segment and was positioned to challenge competitors, such as IBM, in the enterprise business area. The merger gained HP market share—the com- pany is #1 globally in Windows®, Linux, and Unix® servers; #1 globally in enterprise storage; #1 globally in imaging and printing; #1 globally in PC shipments; and #1 globally in management software. Tlis papoar raniired LID en taros @ new leadaerchin feawiewrnrk aad reviee She one.
billion annually in research and development that fuels the invention of products, solu- tions, and new technologies. Figure 13.1 LLOTTS, dil HEW LOCHIIOLOSICS. The merger moved HP into leadership positions across the markets and product categories in which we compete. Already the leading player in the consumer market, the company became the #1 information technology (IT) solutions provider to the small to medium-business segment and was positioned to challenge competitors, such as IBM, in the enterprise business area. The merger gained HP market share—the com- pany is #1 globally in Windows®, Linux, and Unix® servers; #1 globally in enterprise storage; #1 globally in imaging and printing; #1 globally in PC shipments; and #1 globally in management software. Tlis papoar raniired LID en taros @ new leadaerchin feawiewrnrk aad reviee She one.
Using this KM framework, we are developing our KM strategy, our operating model, and our structures and processes. We hope to model positive KM culture and behaviors, so that other groups within the company can learn from us. And when we work with HP organizations in KM implementations, we will ensure that they address all four quadrants of the framework in their projects (see Figure 13.3).
Using this KM framework, we are developing our KM strategy, our operating model, and our structures and processes. We hope to model positive KM culture and behaviors, so that other groups within the company can learn from us. And when we work with HP organizations in KM implementations, we will ensure that they address all four quadrants of the framework in their projects (see Figure 13.3).
was available and often not until month end, to pervasive, instant information. We refer to this instant access to quality information as the power of now. The next challenge confronting business executives is how to use that instant information for rapid and effective decision making, and execution of those decisions, within the organization. “According to Paul Nutt, Professor of Management Science at Ohio Stat Jniversity’s Fisher College of Business in Columbus, Ohio, business managers fail t nake good decisions about half the time. This 50% failure rate, which Nutt believe $ a conservative estimate, is alarming. Why do so many decisions go astray According to Errol Wirasinghe, a Houston, Texas-based consultant, the two most sis uificant problems facing decision makers are subjectivity and the mind’s inability t srocess more than a handful of details at any moment. IT adds to the problem, as ‘ontinues to provide more and more data that is harder and harder to process int -elevant knowledge that can be used and applied to effective decisions. The ability to sense and ‘respond quickly | to o rapidly changing market conditions c: ca ct. . Sere... Yow - a: ee? me 7 a, Se ae :
was available and often not until month end, to pervasive, instant information. We refer to this instant access to quality information as the power of now. The next challenge confronting business executives is how to use that instant information for rapid and effective decision making, and execution of those decisions, within the organization. “According to Paul Nutt, Professor of Management Science at Ohio Stat Jniversity’s Fisher College of Business in Columbus, Ohio, business managers fail t nake good decisions about half the time. This 50% failure rate, which Nutt believe $ a conservative estimate, is alarming. Why do so many decisions go astray According to Errol Wirasinghe, a Houston, Texas-based consultant, the two most sis uificant problems facing decision makers are subjectivity and the mind’s inability t srocess more than a handful of details at any moment. IT adds to the problem, as ‘ontinues to provide more and more data that is harder and harder to process int -elevant knowledge that can be used and applied to effective decisions. The ability to sense and ‘respond quickly | to o rapidly changing market conditions c: ca ct. . Sere... Yow - a: ee? me 7 a, Se ae :
Electronic forums at the Innovator Online Network
Electronic forums at the Innovator Online Network
Cynda H. Rushton and Susan S. Hanley The Context: One Vision, One Voice
Cynda H. Rushton and Susan S. Hanley The Context: One Vision, One Voice
The complete knowledge flows of the Office of Small Business Figure 18.4
The complete knowledge flows of the Office of Small Business Figure 18.4
My advice to anyone considering knowledge management is just go and do it. It pays off. Tuesday, Summer, 2003
My advice to anyone considering knowledge management is just go and do it. It pays off. Tuesday, Summer, 2003
Functional analysis of a washing machine. (Snapshot taken from TechOptimizer V4.0.) modules. An example of such a “problem statement” and recommendation to use the Prediction module, exploring the trends of the technical evolution of systems, is illus- trated by Figures 20.2 and 20.3. The example was taken from the Home & Personal Care discipline (How to speed up the washing process to test the performance of new washing products?). How Successful Are Creativity Sessions?
Functional analysis of a washing machine. (Snapshot taken from TechOptimizer V4.0.) modules. An example of such a “problem statement” and recommendation to use the Prediction module, exploring the trends of the technical evolution of systems, is illus- trated by Figures 20.2 and 20.3. The example was taken from the Home & Personal Care discipline (How to speed up the washing process to test the performance of new washing products?). How Successful Are Creativity Sessions?
| Note on keyword searches: The system will search the full text of the CV, a fulltext search operates on all the terms contained anywhere in the text of a CV. Caveats: if you enter several words (eq: social protection}, the results of the search will contain all To begin, please select ites from the lists below. Once you click on “Search,” you will be presented with a list of JPA candidates that meet your search criteria. From there, you can review comments and other information for each JPA candidate. Select multiple items by holding down “Ctrl” as you click. The more items you select, the smaller the expected pool of candidates
| Note on keyword searches: The system will search the full text of the CV, a fulltext search operates on all the terms contained anywhere in the text of a CV. Caveats: if you enter several words (eq: social protection}, the results of the search will contain all To begin, please select ites from the lists below. Once you click on “Search,” you will be presented with a list of JPA candidates that meet your search criteria. From there, you can review comments and other information for each JPA candidate. Select multiple items by holding down “Ctrl” as you click. The more items you select, the smaller the expected pool of candidates
Sample of a People Page parency, the bank’s new People Pages not only tries to open the door to the multiple facets of each staff members’ careers and contributions, but also gives back ownership of the data collected in the course of that work as attributes of their own personal pro- files. Reactions have been multiple and varied, ranging from delight at the potential uses of the medium to anxiety about the wealth of information available, previously thought of as “personal.” The common thread is that while most of that information was already available in other systems, its concatenation under a personal label has brought along with it a sense of ownership and responsibility for the quality of the information and a desire to improve on it. Statistics for the first 12 days since People Pages were released bear this out: the site saw just under 80,000 visits for 225,000 pages viewed.
Sample of a People Page parency, the bank’s new People Pages not only tries to open the door to the multiple facets of each staff members’ careers and contributions, but also gives back ownership of the data collected in the course of that work as attributes of their own personal pro- files. Reactions have been multiple and varied, ranging from delight at the potential uses of the medium to anxiety about the wealth of information available, previously thought of as “personal.” The common thread is that while most of that information was already available in other systems, its concatenation under a personal label has brought along with it a sense of ownership and responsibility for the quality of the information and a desire to improve on it. Statistics for the first 12 days since People Pages were released bear this out: the site saw just under 80,000 visits for 225,000 pages viewed.
80% used these in our sample study 30% used these in our sample study
80% used these in our sample study 30% used these in our sample study
Interestingly, this matrix goes further and looks at the possibility of implementing M not necessarily from a tool-based technology perspective, but also the extent to hich rollouts can happen through extensive leverage of the human element as well as ' strategic initiatives. Specifically, the human factor (interpersonal interaction) comes important not just for the fact that humans are great learners, but also for their yility to reach out and network with business communities beyond their own, which a inilla tool just cannot do. Organizations, therefore, take a final call on technology choice (and who said that
Interestingly, this matrix goes further and looks at the possibility of implementing M not necessarily from a tool-based technology perspective, but also the extent to hich rollouts can happen through extensive leverage of the human element as well as ' strategic initiatives. Specifically, the human factor (interpersonal interaction) comes important not just for the fact that humans are great learners, but also for their yility to reach out and network with business communities beyond their own, which a inilla tool just cannot do. Organizations, therefore, take a final call on technology choice (and who said that
Multidimensional matrix in use: The business scope mapping corporate positions on KM technology (adapted from a concept by Fulvio lavernaro, http://www.iwproductivity.org/research.htm)
Multidimensional matrix in use: The business scope mapping corporate positions on KM technology (adapted from a concept by Fulvio lavernaro, http://www.iwproductivity.org/research.htm)
Effective collaboration is a balance between practice and process
Effective collaboration is a balance between practice and process
The Ovum model for collaboration software
The Ovum model for collaboration software
Synchronous/real-time communication (Source: Ovum) Asynchronous communication (Source: Ovum)
Synchronous/real-time communication (Source: Ovum) Asynchronous communication (Source: Ovum)
Top-down\process-driven\formal collaboration The evolution of the enterprise collaboration platform
Top-down\process-driven\formal collaboration The evolution of the enterprise collaboration platform
eee: Ren ee eee At the same time, focusing on the increasingly collaborative nature of work often misses the difference between the collaboration and the work. People do work differ- ently, teaming and collaborating more than ever before, and companies have accelerat- ed rates of innovation to show for it. However, knowledge workers almost never actually produce their deliverables collectively. Instead, they cooperate by dividing tasks and then everyone goes back to his or her cubicle to research the subject, write up the report, analyze the problem, communicate with others outside of the group, and so on. Thus, both the “knowledge” nature of work and the “network” nature of work put more responsibility on every individual, not less. Collaborative work requires more of the individual, not less. Therefore, we are left with a whole generation of knowledge workers ill-equipped to handle those obligations and responsibilities.
eee: Ren ee eee At the same time, focusing on the increasingly collaborative nature of work often misses the difference between the collaboration and the work. People do work differ- ently, teaming and collaborating more than ever before, and companies have accelerat- ed rates of innovation to show for it. However, knowledge workers almost never actually produce their deliverables collectively. Instead, they cooperate by dividing tasks and then everyone goes back to his or her cubicle to research the subject, write up the report, analyze the problem, communicate with others outside of the group, and so on. Thus, both the “knowledge” nature of work and the “network” nature of work put more responsibility on every individual, not less. Collaborative work requires more of the individual, not less. Therefore, we are left with a whole generation of knowledge workers ill-equipped to handle those obligations and responsibilities.
Source: Steve Barth.
Source: Steve Barth.
Figure 28.2 ee ne ee ene en ne ncn ee ne en I EEE ENE ESE a How many ideas are lost forever before we can record them in any form? Even at our desks, ideas can evaporate faster than we can type them. We are rarely at the key- board when the best ideas come, anyway. Some end up scratched out by hand if there is paper handy, or at least a napkin, or they can be quickly chatted into tape recorders. But even if they do get captured on paper or on tape, they rarely get transferred to digital files. In my case, the scraps tend to pile up in drifts at the corner of my desk or in spiral notebooks on the shelf. eet meee = aa wae ie 7 . seater «4 - eB Pre
Figure 28.2 ee ne ee ene en ne ncn ee ne en I EEE ENE ESE a How many ideas are lost forever before we can record them in any form? Even at our desks, ideas can evaporate faster than we can type them. We are rarely at the key- board when the best ideas come, anyway. Some end up scratched out by hand if there is paper handy, or at least a napkin, or they can be quickly chatted into tape recorders. But even if they do get captured on paper or on tape, they rarely get transferred to digital files. In my case, the scraps tend to pile up in drifts at the corner of my desk or in spiral notebooks on the shelf. eet meee = aa wae ie 7 . seater «4 - eB Pre
List of relevant experts found by the EKN question repeatedly. In addition, the EKN automatically dispatches newly captured knowledge articles to interested subscribers (i.e., employees who may not necessarily have a pressing busi- ness problem, but are interested in obtaining expertise in specific areas). Thus, an EKN not only delivers value to the person who asks the question and the one who answers, but also to the community of users that can benefit from the rapid spread of best practices and lessons learned. “4a - *€ eo ny ax a ?'
List of relevant experts found by the EKN question repeatedly. In addition, the EKN automatically dispatches newly captured knowledge articles to interested subscribers (i.e., employees who may not necessarily have a pressing busi- ness problem, but are interested in obtaining expertise in specific areas). Thus, an EKN not only delivers value to the person who asks the question and the one who answers, but also to the community of users that can benefit from the rapid spread of best practices and lessons learned. “4a - *€ eo ny ax a ?'
Example of an individual expertise profile
Example of an individual expertise profile
Question and answers by various experts on the EKN the right person to be involved if needed. For example, for questions about urgent customer issues that could impact company revenue, a business rule can be set up to escalate the question to the vice president of sales if it is not adequately addressed within 24 hours.
Question and answers by various experts on the EKN the right person to be involved if needed. For example, for questions about urgent customer issues that could impact company revenue, a business rule can be set up to escalate the question to the vice president of sales if it is not adequately addressed within 24 hours.
The secret of business is to know something that nobody else knows. The Context
The secret of business is to know something that nobody else knows. The Context
KM in the Contact Center: The Care and Feeding of a Valuable Corporate Asset The contact center has always been a key corporate asset. This has never been more true than in today’s ultra-competitive business environment. As the first line of contact for most customer interactions, proper and efficient operation of the contact center has become indispensable to the mission-critical objectives of achieving customer satisfac- tion and maintaining customer loyalty.
KM in the Contact Center: The Care and Feeding of a Valuable Corporate Asset The contact center has always been a key corporate asset. This has never been more true than in today’s ultra-competitive business environment. As the first line of contact for most customer interactions, proper and efficient operation of the contact center has become indispensable to the mission-critical objectives of achieving customer satisfac- tion and maintaining customer loyalty.
Related topics:
Knowledge ManagementInnovation and Knowledge ManagementHRM and Knowledge
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