Organize Your Knowledge for Success

www.km-me.com 1 info@km-me.com

It is all about People!
4

Sagology is dedicated to connecting people with people to
facilitate collaboration, learning, and knowledge sharing
through keynotes, workshops, and consulting.

sagology [sāj-ol-uh-jee]
-noun

1. the study of organizational 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 Latin *sapius, from Latin sapere, to be wise; see sep- in Indo-European roots.]
-ology [Middle English -logie, from Old French, from Latin -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 in a 2.0 World © 2012, John P. Girard, Ph.D.

Recent CPA Article
5

http://incpas.org/Member/Resources/CPAINPerspective.aspx

About You

1. Name
2. Organization
3. Position
4. KM Story


Agenda
7
Part 1 - 14:00 to 15:20
Keys to Success
1. Where is the Knowledge?
2. Organize What? 1. Participation
2. Courtesy
3. What Types of Knowledge Exist? 3. Confidentiality
4. Time 
4. Simples Ideas
Part 2 - 15:40 to 16:40
5. Do you Really Want to Know What you Know?
6. Tools, Tactics, and Techniques: Today and Tomorrow
Part 3 – 17:00 to 18:00
7. Guiding Organizations Into the Future
8. The Future is Just a Day Away
9. Knowledge in Action Example: Flipping Meetings

CHAPTER 1

THE WHERE

Where is the wisdom we have lost in
knowledge? Where is the knowledge we have
lost in information?

—T. S. Eliot, The Rock (1935)

iBooks Author


Information Overload
10
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)

The Cost?
11


The Problem – Enterprise Dementia
12

2/3 of managers complained of 43% of the managers delayed
Information overload (KPMG, 2000) decisions because of too much
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
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).



The Future
13

“In an economy where the
only certainty is uncertainty,
the only sure source of lasting
Ikujiro Nonaka competitive advantage is
knowledge.”


CHAPTER 2

ORGANIZE
WHAT?
Generally, management of the many is the
same as management of the few . It is a matter
of organization.

—Sun Tzu (400–320 BC), The Art of War

iBooks Author

Foundation or Too Busy
15



Knowledge Sharing – Nothing New?
16

Knowledge Management is the
creation, transfer, and exchange of
organizational knowledge to achieve
a [competitive] advantage.


What Advantage?
17


History of KM: Academic Perspective
18

c. 350 BC 17th Century 1950s 1990s

Aristotle Sir Francis Bacon Michael Polanyi Ikujiro Nonaka Carla O’Dell

Classification
of
Knowledge

Aristotle



What is knowledge?
19

Data

Knowledge Information

Knowledge:
knowledge is "defined broadly to include
information, data, communication and
Concepts, culture"
experience, and
insight that(p. 293) a framework
provide
for creating, evaluating and
using information (p. 373).

The Cognitive Hierarchy
20

Wisdom
Ackoff’s Apex

Understanding

Knowledge Knowledge

Wisdom:
Information

The collective and individual
Dataexperiences of applying
knowledge to the solution of
problems (p. 373).

The difference . . . Data to Knowledge
21

October 27, 1917

Q1 - What time is it?

Q2 – Where are these people?

Q3 – Why is the boy smiling?



Data
22

Davenport & Prusak (1998) define data “as a
set of discrete, objective facts about events”
and they suggest, “in an organizational
context, data is most usefully described as
structured records of transactions” (p. 2).

Data


Information
23

Peter F. Drucker (1998) claims that
"Information is data endowed with relevance
and purpose"

Information

Data


Knowledge
24
Authors Joseph and Jimmie Boyett (2001) suggest "knowledge
is easy to talk about but hard to define"

Knowledge

Information

Data



Types of Knowledge
25

Easier to document and Explicit
share
Contributes to Easier to
efficiency replicate
20%

Leads to
competency

Michael Polanyi 80% Tacit Carla O’Dell

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.


Exchange and Transfer of Knowledge
26

TACIT

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EXPLICIT
TACIT

Ikujiro Nonaka
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Co
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in
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Inte

EXPLICIT


The importance of sharing . . .
27

According to Computer Associates . . .

http://www.youtube.com/watch?v=lH39xjXaLW8



CHAPTER 3

THE TYPES

Scientia protenia est (Latin maxim, “ For also
knowledge itself is power.” )

—Sir Francis Bacon, Meditationes Sacrae
(1597)

iBooks Author

KM Models
29

Developed by Dr Stankosky and his team at George Washington Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in
University in 1999 knowledge management – Towards a common KM framework in Europe. Proceedings of
UNICOM Seminar Towards Common Approaches & Standards in KM. London.
Infrastructure

Organization
Technology

Leadership

Measures

Learning
Process

Content
Culture

KM Pillars
European Framework
DON Balanced KM
Enablers of Transfer
KM Assessment Tool
Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-
Generation Knowledge Management: Enabling Business Processes.
American Productivity & Quality Center.

A New View of Knowledge Management
30

Measurement
Leadership
Technology

Process
Culture



A little TLC goes a long way!
31

Leadership
•Transparency
•Vision and example
Measurement
•Resources (including time) Leadership
Technology Culture

Technology
Process
•Help or hinder •Need to Share vs

Culture
Need to Know
•Security issues
•Privacy
•Ease of access
•Content Creators
•Tending toward
free


TLC: Leadership
32

Including Ray Downey, Special Operations Command lost 95 men that day –
totaling 1,600 years of experience. (emphasis added)


Open Leadership
33

Share constantly
Respect that to build trust.
your customers Nurture curiosity
and employees and humility.
have power.

Hold openness
Forgive failure.
accountable.

http://www.charleneli.com/resources/new-rules/


Openness Audit
34

http://www.slideshare.net/charleneli/openness-audit

TLC: Culture
35


Tribal Leadership
36



37

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EXPLICIT
TACIT

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Measurement

Co
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Leadership

mb
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a in
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Technology

Process rn on
Inte
Culture

EXPLICIT


Measurement
38

APQC Stages of KM

Stage 5
Stage 4
Stage 3 Institutionalize
Stage 2 Expand
Stage 1 Design and Knowledge
Develop a and
Get Launch a Management
Strategy Support
Started KM Initiative

Remember: Measure the
outcome, not the process
USAF 5-2-1


CHAPTER 4

SIMPLE IDEAS

I believe what I said yesterday.
I don’t know what I said,
but I know what I think, and, well,
I assume it’s what I said.

—Former U.S. Secretary of Defense Donald
Rumsfeld

iBooks Author


Complex: A Definition
40

“a group of obviously related
units of which the degree and
nature of the relationship is
imperfectly known”


41

TACIT

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EXPLICIT
TACIT

on

Measurement
Co
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Leadership
mb
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in
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Technology

Process r on
Inte
Culture

EXPLICIT


Creation and Transfer of Knowledge
42

TACIT

n Ext
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EXPLICIT
TACIT

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Internalization Combination
EXPLICIT
•Learning by doing •Formal Education (MBA)
•Experience •Policies
•Values/Ethos •Data mining
Teradata, 1991
Wal-Mart, 2004

TYLENOL® crises of 1982 and 1986 Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.


Our Credo (Johnson & Johnson)
J&J Credo
We believe our first responsibility is to the doctors, nurses and patients,
to mothers and fathers and all others who use our products and services.
In meeting their needs everything we do must be of high quality.
We must constantly strive to reduce our costs
in order to maintain reasonable prices.
Customers' orders must be serviced promptly and accurately.
Our suppliers and distributors must have an opportunity
to make a fair profit.
We are responsible to our employees,
the men and women who work with us throughout the world.
Everyone must be considered as an individual.
We must respect their dignity and recognize their merit.
They must have a sense of security in their jobs.
Compensation must be fair and adequate,
and working conditions clean, orderly and safe.
We must be mindful of ways to help our employees fulfill
their family responsibilities.
Employees must feel free to make suggestions and complaints.

www.jnj.com/our_company/our_credo/

There must be equal opportunity for employment, development
and advancement for those qualified.
We must provide competent management,
and their actions must be just and ethical.
We are responsible to the communities in which we live and work
and to the world community as well.
We must be good citizens – support good works and charities
and bear our fair share of taxes.
We must encourage civic improvements and better health and education.
We must maintain in good order
the property we are privileged to use,
protecting the environment and natural resources.
Our final responsibility is to our stockholders.
Business must make a sound profit.
We must experiment with new ideas.
Research must be carried on, innovative programs developed
and mistakes paid for.
New equipment must be purchased, new facilities provided
and new products launched.
Reserves must be created to provide for adverse times.
When we operate according to these principles,
the stockholders should realize a fair return.
http://www.jnj.com/our_company/our_credo/


Creation and Transfer of Knowledge
45
Socialization Externalization
•Social spaces (Ba) •After action review
TACIT
•Master/apprentice •Lessons learned
•Storytelling •Metaphor
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Internalization Combination
EXPLICIT
•Learning by doing •Formal Education (MBA)
•Experience •Policies
•Values/Ethos •Data mining
Teradata, 1991
Wal-Mart, 2004

TYLENOL® crises of 1982 and 1986 Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D.


The Knowledge Edge – The Ultimate Goal
46

14 November 2004
Wisdom

“With 3,600 stores in the United States and
roughly 100 million customers walking Understanding

through Knowledge each week, Wal-Mart has
the doors
Knowledge
access to information about a broad slice of
America . . . The data are gathered item by
item at the checkout aisle, then recorded,
Information
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


Combination: Not always good!
47

HMCS Toronto sails at the lead of the starburst formation as nuclear-powered USS George Washington
aircraft carrier takes the center. HMCS Toronto is taking part in Operation Altair, joining the USS George
Washington Aircraft Carrier Task Group to help monitor shipping in the Arabian Gulf region. By restricting
the flow of weapons, drugs, and other illicit trade, HMCS Toronto and her crew are helping to end terrorism
and bring long-term stability to the area. Credit: MCpl Colin Kelley, Formation Imaging Services Halifax

Something to consider . . .
48

“. . . 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.”


Knowns and Unknowns
50

Unknown Unknown
Knowns Unknowns

Known Known
Knowns Unknowns

AKA Johari Window


Unknown unknowns
51

Somewhere on the West Coast


Knowns and Unknowns Exercise
52

Unknown Knowns Unknown Unknowns
1. Printer/Scanner 1. Data Mining
2. 2.
3. 3.

Known Knowns Known Unknowns
1. Competitive Intell
2.
3.



After Action Review
53

1. What was planned?
2. What happened?
3. What is the delta?
4. What do we do about it?


CHAPTER 5

DO YOU
REALLY?
Y shall I teach you what knowledge is? When
u,
you know a thing, to hold that you know it;
and when you do not know a thing, to allow
that you do not know it;—this is knowledge.

—Confucius, The Analects, 2:17

iBooks Author


Organizational Forgetting (de Holan et al.)
56
Source of Knowledge

From
Existing Memory Decay Unlearning
Stock

Newly Avoiding Bad
Failure to Capture
Innovated Habits

Accidental Intentional
Mode of Forgetting
Figure 7. Forms of Organizational Forgetting (Adapted from de Holan et al.)


Energizing a Nation
57


What do we know 40 years later?
58



Organizational Memory
59

Organizational memory is the body of
knowledge, past, present, and future,
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 organizational knowledge
sharing processes, which focus on
achieving the organizational vision.
Girard, 2009


Memory Test*
60

* Developed by Nancy Dixon


Broader Challenge = Information Anxiety
62

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. Wurman
Inadequate workplace information; and
(1989)
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)


Information Anxiety: A 400 year dilemma
63
17th Century Sir Francis Bacon, a pioneer in the quest to explain the
relationship, looked to King Solomon’s biblical writings for
wisdom “That in spacious knowledge there is much
contristation, and that he that increaseth knowledge increaseth
anxiety” (1605/1915, p. 4).

He countered King Solomon’s council by stating “And for the
second [referring to King Solomon’s prose], certain it is, there is
no vexation or anxiety of mind which resulteth from knowledge
Sir Francis Bacon
otherwise than merely by accident”
The
Advancement Some four centuries after Sir Francis challenged the ancient
of Learning philosophy of King Solomon we appear closer to explaining this
phenomenon

Francis Bacon


CHAPTER 6

THE TOOLS

I wish we knew what we know at HP.

—Lew Platt, Hewlett-Packard

iBooks Author

KM Strategies: Towards a Taxonomy
65

 Michael Earl 2001, after five-year study
 Genesis: confusion amongst executives
 Purpose: to help guide executives on choices to
initiate KM
 Seven Schools:
 Systems School
 Cartographic Technocratic
 Process
 Commercial Economic
 Organizational
 Spatial
Behavioral
 Strategic



Earl’s Strategies:
Will they work in a 2.0 world?
66

Technocratic Economic
School
System Cartographic Engineering Commercial
Attribute
Focus Technology Maps Processes Income
Knowledge
Aim Knowledge bases Knowledge flows Knowledge assets
directories
Philosophy Codification Connectivity Capability Commercialization

Behavioral
School
Organizational Spatial Strategic
Attribute
Focus Networks Space Mindset
Knowledge Knowledge
Aim Knowledge pooling
exchange capabilities
Philosophy
Collaboration Contactivity Consciousness


Earl’s System School
67

Focus Technology “to capture specialist
knowledge in knowledge bases
Aim Knowledge bases
which other specialist or
Philosophy Codification
qualified people can access”

http://www.pcmag.com/article2/0,4149,28792,00.asp


Earl’s System School 2.0
68

http://www.youtube.com/watch?v=cY2E7rzutMA


Earl’s Cartographic School
69

Focus Maps “to make sure knowledgeable
people in the organization are
Aim Knowledge accessible to others for advice,
directories
Philosophy Connectivity
consultation, or knowledge
exchange”

“Expertise location systems
replace the second-generation
technique of yellow pages
making connections between
people and communities”
(Dave Snowden)

Knowledge Sharing in a 2.0 World © 2012, John P. Girard, Ph.D. 69

Earl’s Cartographic School 2.0
70

http://www.youtube.com/watch?v=ZVlUwwgOfKw

Earl’s Engineering School
71

Focus Processes Engineering school focuses on.:
1. “performance of business
Aim Knowledge Flows
processes can be enhanced by
Philosophy Capability
providing operating personnel
with knowledge relevant to their
task”
2. “management processes are
inherently more knowledge-
FDA intensive than business
processes”



Earl’s Engineering School
72

http://www.youtube.com/watch?v=zR2Tx1YnIz4

Earl’s Economic School
73

Focus Income “it is overtly and explicitly
concerned with both
Aim Knowledge Assets protecting and exploiting a
Philosophy Commercial- firm's knowledge or
ization
intellectual assets to produce
revenue streams”

Dow Vice President Richard Gross
stated Dow was able to reduce their
patent holdings by over 10,000
resulting in a saving of $40 million in
five years.


Earl’s Economic School 2.0
74

http://www.youtube.com/watch?v=Bua4ZHumakk


Earl’s Organizational School
75

Focus Networks “the use of organizational
structures, or networks to
Aim Knowledge Pooling share or pool knowledge”
Philosophy Collaboration

Facing the drawdown of the B-2 project, the
company decided it would be necessary to
“maintain profiles of staff who could be used
for future B-2 projects” (APQC)


Earl’s Organizational School 2.0
76

http://www.youtube.com/watch?v=YERriH-5_ZY

Earl’s Spatial School
77

Focus Space “a design for emergence
philosophy of knowledge
Aim Knowledge management . . . it centers on
Exchange
Philosophy Contactivity
the use of space or spatial
designs to facilitate knowledge
exchange”

Bar
Ba Meeting
M
Environment
E
Supporting
S
Socialization
S



Earl’s Spatial School
78

http://www.youtube.com/watch?v=QWlxzPe3NaA

Earl’s Strategic School
79

Focus Mindset “sees knowledge management
as a dimension of competitive
Aim Knowledge strategy”
Capabilities
Philosophy Consciousness


Do they work in 2.0 world?
80

Technocratic Economic
School
System Cartographic Engineering Commercial
Attribute
Focus Technology Maps Processes Income
Knowledge
Aim Knowledge bases Knowledge flows Knowledge assets
directories
Philosophy Codification Connectivity Capability Commercialization

Behavioral
School
Organizational Spatial Strategic
Attribute
Focus Networks Space Mindset
Knowledge Knowledge
Aim Knowledge pooling
exchange capabilities
Philosophy
Collaboration Contactivity Consciousness




CHAPTER 7

FUTURE TALES

Well that didn’t actually happen, but . . . it
could have!

—Geena Davis, Actor and Raconteur

iBooks Author

Interrelationship of DM, IM, KM*
83

Records
Artificial Communities
Data Management
Intelligence of
Integration
Taxonomies Practice

Subject
Expertise
Data Classification
Ontologies Locator
Warehouse

Document
Enterprise After
Management
Portal Action Review
Web
Database Forms
Portal
Management Management
Group Ware
Virtual
Content Collaboration
Management Search
Engine
Storytelling

Data Information Knowledge
Management Management Management
* Developed by Denise Charbonneau (TBS) and Dr. John Girard



Stonecutter or Cathedral Builder?
84

John Constable. Salisbury Cathedral, from the Meadows. 1831. Oil on canvas. Private collection, on loan to the National Gallery, London, UK.


Storytelling by Steve Denning
85

Purpose of Story
 Sparking action
 Communicating who you are
 Transmitting values
 Fostering collaboration
 Taming the grapevine
 Sharing knowledge
 Leading people into the future

www.stevedenning.com/SIN-136-HBR-publishes-Telling-Tales.html


HBR May 2004
86

In June of 1995, a health worker in a
tiny town in Zambia went to the Web
site of the Centers for Disease Control
and got the answer to a question about
the treatment for malaria. Remember
that this was in Zambia, one of the
poorest countries in the world, and it
happened in a tiny place 600 kilometers
from the capital city. But the most
striking thing about this picture, at least
for us, is that the World Bank isn't in it.
Despite our know-how on all kinds of
poverty related issues, that knowledge
isn‘t available to the millions of people
who could use It. Imagine if it were.
Think what an organization we could
become.



Writing the Future
87

 Snowden’s (2002: 3) ‘we can always know more than we can tell,
and we will always tell more than we can write down.’

However, Snowden (2002:3) suggests:

 I can speak in five minutes what it will otherwise take me two
weeks to get round to spend a couple of hours writing it down.
The process of writing something down is reflective knowledge; it
involves both adding and taking away from the actual experience
or original thought. Reflective knowledge has high value, but is
time consuming and involves loss of control over its subsequent
use.


Guiding Government Leaders into the Future
88

 excite change in a very large
bureaucratic organization
 Five years in the future
 Balance of real and
imaginary

Critical Success Factors:

 Look of the story
 Believable
 Executive Support

For complete stories see: www.johngirard.net

Guiding Faculty into the Future
89

 excite change in a small
mid-west university
 Mock interview with Dean
 Balance of real and
imaginary

Critical Success Factors:

 Real Dean
 Realistic Journal
 “Now I get it”
For complete stories see: www.johngirard.net


CHAPTER 8

THE FUTURE

The best thing about the future is that it comes
only one day at a time.

—Abraham Lincoln

iBooks Author

Are You Ready?
91

http://socialnomics.net/

What would you do?
92



The Knowledge Edge – The Ultimate Goal
93

Wisdom

Understanding

Knowledge Knowledge

Information

Data


Do you know your customers?
94

“A social trend in which
people use technologies
to get the things they
need from each other,
rather than from
traditional institutions
like corporations.”

groundswell.forrester.com


The Social Technographics™ Ladder
95
Creators Creators make social content
go. They write blogs or upload
Critics respond to content from video, music, or text.
others. They post reviews, Critics
comment on blogs, participate
in forums, and edit wiki articles. Collectors organize content for
Collectors
themselves or others using RSS
feeds, tags, and voting sites like
Digg.com
Joiners connect in social
Joiners
networks like MySpace and
Facebook
Spectators consume social
Spectators content including blogs, user-
generated video, podcasts,
Inactives neither create nor forums, or reviews
consume social content of any Inactives

kind


The Social Technographics™
US Adults
Ladder
96
2007 2010 Creators
US 18-24 US 35-44 US 55+
18% 24% 46% 23% 12%

Critics
25% 37% 50% 34% 28%

12% 21% Collectors
38% 20% 12%

Joiners
25% 51% 85% 54% 26%

Spectators
48% 73% 89% 73% 64%

Inactives
44% 18% 3% 17% 30%

Australian Adults 97
2007 2009 Creators
Aus 18-24 Aus 35-44 Aus 55+
11% 23% 34% 20% 14%

Critics
23% 31% 38% 28% 23%

5% 14% Collectors
20% 13% 6%

Joiners
14% 50% 74% 46% 29%

Spectators
38% 64% 82% 63% 47%

Inactives
56% 22% 5% 23% 38%

South Korea Adults 98
Japanese Adults
2007 2009 Creators
2007 2009
38% 49% 22% 34%

Critics
27% 46% 36% 30%

14% 19% Collectors
6% 11%

Joiners
41% 48% 22% 26%

Spectators
39% 76% 70% 69%

Inactives
36% 9% 26% 23%


99

http://www.globalwebindex.net

Global Top Internet Sites (Reach)
http://www.alexa.com/topsites/
100

1. Google 50% 1. Google.co.za
2. Facebook 43% 2. Facebook
3. YouTube 32% 3. Google
4. Yahoo! 24% 4. YouTube
5. Wikipedia 15% 5. Yahoo!
6. Blogger 13% 6. Bidorbuy
7. Baidu 11% 7. Guntree
8. MSN 11% 8. Wikipedia
9. Twitter 11% 9. News24
10. QQ 7% 10. LinkedIn

The Power of YouTube
102



Why Matters
103

>350 million
> 800 million > 400 million
active mobile
active users login daily
users

250 million Average user
130 friends is
photos up per connected to
average
day 80 pages

75% of users 70 languages
outside USA available

According to Facebook
104

 2,640,600 Facebook users
live in UAE (age 18 or older)
live in Dubai (18+)
 403,580 Facebook users live
in Abu Dhabi (18+) Personal or
 4,311,580 Facebook users Organizational
live in KSA (18+)
live in Riyadh (18+)


New Technology
105

The Newest always is Best …



The Right Technology
106


Social Media Action Plan
107

Learn

Listen

Lead


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 articles in 265 languages. More than 275 million
people come to our website every month to access information, free of charge and free
of advertising.

108


Consider Crowdsourcing
109

Crowdsourcing is the act
of taking a job traditionally
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.
http://www.youtube.com/watch?v=TCM7w11Ultk


Crowdsourcing
110

http://www.youtube.com/watch?v=TCM7w11Ultk


The Generation Game
111



Digital Native or Digital Immigrant?
112


Generation Z
113

Are we ready for them?



The Problem
115

http://www.youtube.com/watch?v=ZWYnVt-umSA

Can social technology solve the problem?
116


A New Approach to Meetings
117

http://www.youtube.com/watch?v=6FAsZ4J8O70


Organize Your Knowledge for Success

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