For the past two decades, public and private sector executives have struggled to develop effective ways of sharing what their organizations know. Driven by concerns such as downsizing, the impending retirement of baby boomers, terrorism, the troubling economy, and a host of other organizational challenges, many leaders have sought ways to share knowledge with both internal and external stakeholders. Despite the best efforts of many innovative leaders, few organizations have achieved the desired level of knowledge sharing. This is certainly not due to a lack of energy, enthusiasm, or excitement on the part of executives. Today, ample resources exist for the executive who wishes to manage their organizational intellectual property - many proven tools and techniques exist to manage today’s knowledge assets. But what about the future? Will today’s baby-boomer based practices pass the test of time? Are our current processes the most relevant ones for the next generation of organizational leaders? This talk will focus on what we should be doing now (or soon) to ensure the next generation of organizational leaders know what we knew. In other words, are we creating organizational memories today, which will be useful to the leaders who follow us?

1. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Enterprise Content and Communication:
Are we ready for the future?
John P. Girard, Ph.D.
john@johngirard.net
www.johngirard.net
Content to Intent: My Perspective
Associate Professor
of Management
Minot, ND
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2. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Energizing a Nation
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What do we know 40 years later?
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3. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
What is the problem?
Content to Intent – assumes
we can access content
+
=
Enterprise Organizational Information
Dementia Memory Loss Anxiety
Content to Intent – assumes
we know what we knew
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Organizational Memory
Organizational memory is the body of
knowledge, past, present, and future,
g ,p ,p , ,
necessary to achieve the strategic
objectives of an organization. Enabled
by technology, leadership, and
culture, organizational memories
include repositories of artifacts,
communities of people, and
iti f l d
organizational knowledge sharing
processes, which focus on achieving
the organizational vision.
Girard, 2009
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4. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)
Organizational Forgetting (de Holan et al.)
From
ge
ource of Knowledg
Existing Memory Decay Unlearning
Stock
Newly Avoiding Bad
Failure to Capture
Habits
Innovated
So
Accidental Intentional
Mode of Forgetting
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The impact of not . . . sharing
According to Computer Associates . . .
http://www.youtube.com/watch?v=lH39xjXaLW8
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5. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Knowledge Sharing – Nothing New?
Knowledge Management is
Knowledge Management
the creation, transfer, and
is about using content to
exchange of organizational
determine intent ???
knowledge to achieve a
[competitive] advantage.
Girard, 2007
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What is knowledge?
Data
Information
Knowledge
knowledge is quot;defined broadly
Knowledge: defined
to include information, data,
Concepts, experience, and
communication and culturequot;
insight that provide a framework
(p. 293)
for creating, evaluating and
using information (p. 373).
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6. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
The Cognitive Hierarchy
Wisdom
Ackoff’s Apex
Understanding
Knowledge Knowledge
Wisdom:
Information
The collective and individual
Dataexperiences of applying
knowledge to the solution of
problems (p. 373).
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Intent from Content
Wisdom
Understanding
Knowledge Knowledge
Information
Data
Hurricane
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7. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Intent from Content
14 November 2004
Wisdom
“With 3,600 stores in the United States and
roughly 100 million customers walking Understanding
throughKnowledge each week, Wal-Mart has
the doors Knowledge
access to information about a broad slice of
America . . . The data are gathered item by
Information
item at the checkout aisle then recorded
aisle, recorded,
mapped and updated by store, by state, by
region . . . By its own account Wal-Mart has
Data
460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)
Hurricane
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CBS News: 11 September 2006
Including Ray Downey, Special Operations Command lost 95 men that day –
totaling 1,600 years of experience. (emphasis added)
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8. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
A New View of Knowledge Management
Content
Measurement
Leadership
Technology
Process
Culture
c
e
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A little TLC goes a long way!
Leadership
•Transparency
•Vision and example
Measurement
•Resources (including time)
Leadership
Technology Culture
Technology
Process
•Help or hinder •Need to Share
Culture
vs Need to Know
•Security issues
•Privacy
•Ease of access
•Content
•Tending toward
Creators
free
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9. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Leadership
“. . . there are known knowns; there are things we know that we know. There are known
unknowns; that is to say there are things that we now know we don’t know. But there
are also unknown unknowns — there are things that we do not know we don't know.”
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Knowns and Unknowns
Unknown Unknown
Knowns Unknowns
Known
K Known
K
Knowns Unknowns
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10. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Unknown unknowns
Somewhere on the West Coast
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Technology
“A social trend in
which people use
technologies to
get the things they
need from each
other, rather than
from traditional
f t diti l
institutions like
corporations.”
groundswell.forrester.com
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11. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Need to Know vs Need to Share
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Culture of Sharing
SlideShare
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12. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Types of Knowledge
Easier to document and Explicit
share
Contributes to
C Easier to
efficiency replicate
20%
Leads to
competency
Carla O’Dell
80% Tacit
Michael Polanyi
Harder to articulate
Harder to steal
Higher competitive
advantage Harder to transfer
O’Dell, C. (2002, May). Knowledge Management New Generation.
Presented at the APQC’s 7th Knowledge Conference, Washington, DC.
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What is the problem?
+
=
Enterprise Organizational Information
Dementia Memory Loss Anxiety
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13. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
The Problem – Enterprise Dementia
2/3 of managers complained of 43% of the managers delayed
Information overload (KPMG, 2000) decisions because of too much
information. (Wilson,
information (Wilson 2001)
Managers “dwell on information that
is entertaining but not informative, or 38% of the surveyed managers
easily available but not of high waste a substantial amount of time
quality” (Linden, 2001, p.2) locating information (Wilson, 2001)
The number of books published annually has increased exponentially since
the 16th century At present the prediction is that the number of books
century. present,
doubles every 33 years (Hanka & Fuka, 2000).
The total accumulated codified database of the world, which includes all
books and all electronic files, doubles every seven years and some predict
this will double twice a day by 2010 (Bontis, 2000).
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Information Overload
245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)
Information Overload Personal Information Overload
Information overload occurs A perception on the part of the individual
when the amount of input to a (or observers of that person) that the flow
system exceeds its of information associated with work tasks is
processing capacity. greater than can be managed effectively.
(Speier et al, 1999, p. 338) (Wilson, 2001, p. 113)
Information Overload Organizational Information Overload
Information overload is that A situation in which the extent of
state in which available, and perceived information overload is
potentially useful, information sufficiently widespread within an
is a hindrance rather than a organization as to reduce the overall
help. effectiveness of management operations.
(Bawden, 2001, p. 6) (Wilson, 2001, p. 113)
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14. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Broader Challenge = Information Anxiety
Gartner Research’s Information Overload Survey concluded there are four
information issues affecting competition: siloed information; too much
information; unindexed information; and ineffective searching procedures
(Linden et al, 2002)
Causes of Cognitive Overload: Components of Information Anxiety:
1. Too much information 1. Not understanding information;
supply; 2. Feeling overwhelmed by the amount
2. Too much information of information to be understood;
demand; 3. Not knowing if certain information
3. The need to deal with multi- exists;
tasking and interruption; and 4. Not knowing where to find
4. Inadequate workplace information; and
infrastructure to help reduce 5. Knowing exactly where to find the
metacognition. information, but not having the key to
(Kirsh, 2000) access it. (Wurman, 1989, p. 44)
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Information Anxiety - Girard
Summary of Findings
3 • Low levels reported M = 2.12,
2.31 2.26
2.12 2.14 2.07 1.8 order and difference important
order and difference important
•ANOVA: F(4,490) = 7.962, p
2 =.0000
Mean
•Accessing Information higher
(significantly) than Information
1 Overload, i.e. more troubling
•Understanding Information
significantly lower than others,
0
i.e. less of a problem
i e less of a problem
n
n
ad
ty
ts
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io
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ie
is
rlo
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Ex
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• Validates decisions to
rm
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fo
fo
fo
consider the wider of Anxiety
n
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In
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In
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instead of just overload
ng
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an
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Fi
In
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cc
In
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A
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Inside Knowledge
U
February 2009
High scale reliability Cronbach's Alpha 0.852
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15. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
The Generation Game
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The Generation Game
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16. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
Community Engagement – Generation V
http://www.gartner.com/it/page.jsp?id=545108
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The Social Technographics™ Ladder
Technographics™
Creators make social content
Creators
go. They write blogs or upload
video, music, or text.
Critics respond to content from
others. They post reviews, Critics
comment on blogs, participate
in forums, and edit wiki articles. Collectors organize content for
themselves or others using RSS
Collectors
feeds, tags, and voting sites like
Digg.com
Joiners connect in social
Joiners
networks like MySpace and
Facebook
Spectators consumer social
content including blogs, user‐
Spectators
generated video, podcasts,
forums, or reviews
Inactives neither create nor
consumer social content of any Inactives
kind
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17. INFOVISION 2009 – JOHN P. GIRARD, PH.D.
The Social Technographics™ Ladder
Technographics™
US 18-27 US Adults US 52-62 US 63+ Metro India
Creators
39% 18% 8% 5% 24%
Critics
41% 25% 15% 13% 24%
23% 12% 5% 4% 12%
Collectors
Joiners
58% 25% 8% 4% 42%
Spectators
63% 48% 39% 30% 39%
25% 44% 55% Inactives 66% 31%
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Crowdsourcing
Crowdsourcing is the
act of taking a j
g job
traditionally performed
by a designated agent
(usually an employee)
and outsourcing it to an
undefined, generally
large group of people in
f
the form of an open
call.
http://www.youtube.com/watch?v=TCM7w11Ultk
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