What is the role that knowledge management plays in the consumerization of IT?

1. KNOWLEDGE MANAGEMENT’S
ROLE IN THE CONSUMERIZATION OF IT
5/17/2016

2. 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.

3. CONSUMERIZATION OF IT
END 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

4. You can’t use an old map to find new land.
Gary Hamel, Author/Speaker/Consultant/Professor

5. 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
MITIGATION
BUSINESS
VALUE

6. 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

10. IT IS GOING THROUGH
SO, WHAT DOES THIS MEAN FOR KNOWLEDGE MANAGEMENT?

11. 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

12. 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 & reused
Generates 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 responsiveness
Openness and transparency
improves access to tacit
knowledge
Collaboration
Working 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

13. 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

14. 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

15. “Traditional” IT Change Management

16. IT’S NOT WORKING
WE’VE TRIED NOTHING AND WE’RE ALL OUT OF IDEAS

17. CHANGE IS TERRIFYING

18. 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

19. “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 Change
Curious,
Undecided
Enemies of
Change
Invest maximum effort Minimize impact

20. 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

21. 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

22. ENGAGEMENT PLAN
PARTNER FOR SUCCESSCOMMUNICATE APPLICABILITYINCREASE AWARENESS
USE CASES
DEMOS 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?

23. What approaches to change or engagement have you found to be effective when
introducing new ways of working?
Making it Stick

24. www.curtisconley.com www.twitter.com/curtisaconley www.linkedin.com/in/cconley
Curtis Conley Ed.D
Collaboration Strategist