leading knowledge - john girard - abu dhabi

www.sscs.ae [email protected] 1

www.sscs.ae or www.km-‐me.com

A Leader’s Guide to Knowledge Management

1

It is all about People!

A Leader's Guide to KM © 2012, John P. Girard, Ph.D.

3

Sagology is dedicated to connec�ng people with people to facilitate collabora�on, learning, and knowledge sharing through keynotes, workshops, and consul�ng.

sagology [sāj-‐ol-‐uh-‐jee] -‐noun 1.  the study of organiza�onal 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 La�n *sapius, from La�n sapere, to be wise; see sep-‐ in Indo-‐European roots.] -‐ology [Middle English -‐logie, from Old French, from La�n -‐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).]


5

Recent CPA Ar�cle

h�p://incpas.org/Member/Resources/CPAINPerspec�ve.aspx

About You

1.  Name 2.  Organiza�on 3.  Posi�on 4.  KM Story


Agenda

Part 1 – 8:30 to 10:00 1.  Where is the Knowledge? 2.  Organize What? 3.  What Types of Knowledge Exist? 4.  Simples Ideas 5.  Do you Really Want to Know What you Know? Part 2 – 10:30 to 12:00 5.  Tools, Tac�cs, and Techniques: Today and Tomorrow 7.  Guiding Organiza�ons Into the Future 8.  The Future is Just a Day Away


7

Keys to Success

1.  Par�cipa�on 2.  Courtesy 3.  Confiden�ality 4.  Time L

Where is the wisdom we have lost in

knowledge? Where is the knowledge we have

lost in information?

—T. S. Eliot, The Rock (1935)

CHAPTER 1

THE WHERE



10

Informa�on Overload

Information Overload

Information overload occurs when the amount of input to a system exceeds its processing capacity.

(Speier et al, 1999, p. 338)

Information Overload

Information overload is that state in which available, and potentially useful, information is a hindrance rather than a help.

(Bawden, 2001, p. 6)

Personal Information Overload

A perception on the part of the individual (or observers of that person) that the flow of information associated with work tasks is greater than can be managed effectively.

(Wilson, 2001, p. 113)

Organizational Information Overload

A situation in which the extent of perceived information overload is sufficiently widespread within an organization as to reduce the overall effectiveness of management operations.

(Wilson, 2001, p. 113)

245+ academic papers on Information Overload 1972-2000 (Bawden, 2001)


11

The Cost?


12

The Problem – Enterprise Demen�a

2/3 of managers complained of Information overload (KPMG, 2000)

38% of the surveyed managers waste a substantial amount of time locating information (Wilson, 2001)

Managers “dwell on information that is entertaining but not informative, or easily available but not of high quality” (Linden, 2001, p.2)

43% of the managers delayed decisions because of too much 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).



13

The Future

Ikujiro Nonaka

“In an economy where the only certainty is uncertainty, the only sure source of las�ng compe��ve advantage is knowledge.”

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

CHAPTER 2

ORGANIZE WHAT?


15

Founda�on or Too Busy


Knowledge Sharing – Nothing New?


16

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


17

What Advantage?


18

History of KM: Academic Perspec�ve

Michael Polanyi

1950s

Ikujiro Nonaka

1990s

Aristotle

c. 350 BC

Classification of

Knowledge

Aristotle

Carla O’Dell Sir Francis Bacon

17th Century



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What is knowledge?

knowledge is "defined broadly to include information, data, communication and

culture" (p. 293)

Knowledge

Data

Information

Knowledge:

Concepts, experience, and insight that provide a framework for creating, evaluating and using information (p. 373).


20

The Cogni�ve Hierarchy

Knowledge

Information

Data

Ackoff’s Apex Wisdom

Understanding

Knowledge

Wisdom:

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


21

The difference . . . Data to Knowledge

October 27, 1917

Q1 - What time is it?

Q2 – Where are these people?

Q3 – Why is the boy smiling?



22

Data

Data

Davenport & Prusak (1998) define data “as a set of discrete, objec�ve facts about events” and they suggest, “in an organiza�onal context, data is most usefully described as structured records of transac�ons” (p. 2).


23

Informa�on

Data

Informa�on

Peter F. Drucker (1998) claims that "Informa�on is data endowed with relevance

and purpose"


24

Knowledge

Knowledge

Data

Informa�on

Authors Joseph and Jimmie Boye� (2001) suggest "knowledge is easy to talk about but hard to define"



25

Types of Knowledge

Michael Polanyi

Easier to replicate

Leads to competency

Harder to articulate

Harder to transfer

Harder to steal Higher competitive

advantage

Contributes to efficiency

Easier to document and share

20%

80%

Explicit

Tacit Carla O’Dell

O’Dell, C. (2002, May). Knowledge Management New Generation. Presented at the APQC’s 7th Knowledge Conference, Washington, DC.


26

Exchange and Transfer of Knowledge

Socializ

ation Externalization

Interna

lization C

ombination

TACITEXPLIC

IT

EXPLICIT

TACIT

Ikujiro Nonaka


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The importance of sharing . . .

According to Computer Associates . . .

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


Scientia protenia est (Latin maxim, “For also

knowledge itself is power.”)

—Sir Francis Bacon, Meditationes Sacrae

(1597)

CHAPTER 3

THE TYPES


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KM Models

Webber, F., Wunram, M., Kemp, J., Pudlatz., & Bredehorst, B. (2002). Standardisation in knowledge management – Towards a common KM framework in Europe. Proceedings of UNICOM Seminar Towards Common Approaches & Standards in KM. London.

KM Pillars

European Framework

DON Balanced KM

Enablers of Transfer

KM Assessment Tool

Tech

nolo

gy

Lead

ersh

ip

Cul

ture

Infra

stru

ctur

e

Org

aniz

atio

n

Pro

cess

Mea

sure

s

Lear

ning

Con

tent

Bennet, A. & Kantner, J. (2001). Navigating the KM dimension, Next-Generation Knowledge Management: Enabling Business Processes. American Productivity & Quality Center.

Developed by Dr Stankosky and his team at George Washington University in 1999

A New View of Knowledge Management


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LeadershipMeasurement

Process

Tech

nolo

gy Culture


A li�le TLC goes a long way!


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Leadership

 Transparency

 Vision and example

 Resources (including time) Technology

 Help or hinder

 Security issues

 Ease of access

 Tending toward free

Culture

 Need to Share vs Need to Know

 Privacy

 Content Creators


Process

Tech

nolo

gy Culture

TLC: Leadership


32

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

Open Leadership

Respect that your customers and employees have

power.

Share constantly to build trust.

Nurture curiosity and humility.

Hold openness accountable. Forgive failure.

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


Openness Audit 34


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


35

TLC: Culture


36

Tribal Leadership




37

Socializ


Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT


Process

Tech

nolo

gy Culture


38

Measurement

Remember: Measure the outcome, not the process

Stage 5

Institutionalize Knowledge

Management

Stage 4 Expand

and Support

Stage 3 Design and

Launch a KM Initiative

Stage 2 Develop a

Strategy

Stage 1 Get

Started

APQC Stages of KM

USAF 5-2-1

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

CHAPTER 4

SIMPLE IDEAS


Complex: A Defini�on

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

40




41

Socializ


Interna

lization C

ombination

TACITEXPLIC

IT

EXPLICIT

TACIT


Process

Tech

nolo

gy Culture

Crea�on and Transfer of Knowledge


42

Socializ


Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT

Combination  Formal Education (MBA)

 Policies

 Data mining Teradata, 1991 Wal-Mart, 2004

Internalization  Learning by doing

 Experience

 Values/Ethos

TYLENOL® crises of 1982 and 1986



J&J Credo

www.jnj.com/our_company/our_credo/

Our Credo (Johnson & Johnson)

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.

http://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.


Crea�on and Transfer of Knowledge


45

Socializ


Interna

lization C

ombination

TACIT

EXPLIC

IT

EXPLICIT

TACIT

Combination  Formal Education (MBA)

 Policies

 Data mining Teradata, 1991 Wal-Mart, 2004

Internalization  Learning by doing

 Experience

 Values/Ethos

TYLENOL® crises of 1982 and 1986

Externalization  After action review

 Lessons learned

 Metaphor

Socialization  Social spaces (Ba)

 Master/apprentice

 Storytelling



46

The Knowledge Edge – The Ul�mate Goal

Knowledge

Information

Data

Knowledge Edge

Wisdom

Understanding

Knowledge

Know

ledge

Cre

ation

“With 3,600 stores in the United States and roughly 100 million customers walking through the doors each week, Wal-Mart has access to information about a broad slice of America . . . The data are gathered item by item at the checkout aisle, then recorded, mapped and updated by store, by state, by region . . . By its own account Wal-Mart has 460 terabytes of data.” ( 750,000 CDs 1 terabyte ~ 1,000,000 MB)

14 November 2004

Hurricane

Combina�on: 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 �low 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 . . .

“. . . 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.”

48



Knowns and Unknowns

Unknown Knowns

Unknown Unknowns

Known Knowns

Known Unknowns

AKA Johari Window

49


Unknown unknowns

Somewhere on the West Coast

50



51

Knowns and Unknowns Exercise

Unknown Knowns

Unknown Unknowns

Known Knowns

Known Unknowns

1. Printer/Scanner 2. 3.

1. Data Mining 2. 3.

1. Competitive Intell 2. 3.


A�er Ac�on Review

1.  What was planned?

2.  What happened?

3.  What is the delta?

4.  What do we do about it?

52


Yu, shall I teach you what knowledge is? When

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

CHAPTER 5

DO YOU REALLY?


54

Organiza�onal Forge�ng (de Holan et al.)

Sou

rce

of K

now

ledg

e From Existing Stock

Memory Decay Unlearning

Newly Innovated Failure to Capture Avoiding Bad

Habits

Accidental Intentional Mode of Forgetting

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



55

Energizing a Na�on


56

What do we know 40 years later?


57

Organiza�onal Memory

Organiza�onal memory is the body of knowledge, past, present, and future, necessary to achieve the strategic objec�ves of an organiza�on. Enabled by technology, leadership, and culture, organiza�onal memories include repositories of ar�facts, communi�es of people, and organiza�onal knowledge sharing processes, which focus on achieving the organiza�onal vision.

Girard, 2009


Memory Test*

� Bed � Rest � Pajamas � Pillow � Snore

� Slumber � Night � Awake � Blanket � Dream

* Developed by Nancy Dixon

58



59

Broader Challenge = Informa�on 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)

Components of Information Anxiety: 1.  Not understanding information; 2.  Feeling overwhelmed by the amount

of information to be understood; 3.  Not knowing if certain information

exists; 4.  Not knowing where to find

information; and 5.  Knowing exactly where to find the

information, but not having the key to access it. (Wurman, 1989, p. 44)

Causes of Cognitive Overload: 1.  Too much information

supply; 2.  Too much information

demand; 3.  The need to deal with multi-

tasking and interruption; and 4.  Inadequate workplace

infrastructure to help reduce metacognition.

(Kirsh, 2000)

Wurman (1989)


60

Informa�on Anxiety: A 400 year dilemma

Sir Francis Bacon, a pioneer in the quest to explain the rela�onship, looked to King Solomon’s biblical wri�ngs for wisdom “That in spacious knowledge there is much contrista�on, and that he that increaseth knowledge increaseth anxiety” (1605/1915, p. 4). He countered King Solomon’s council by sta�ng “And for the second [referring to King Solomon’s prose], certain it is, there is no vexa�on or anxiety of mind which resulteth from knowledge otherwise than merely by accident”

Some four centuries a�er Sir Francis challenged the ancient philosophy of King Solomon we appear closer to explaining this phenomenon

Sir Francis Bacon

The Advancement of Learning

Francis Bacon

17th Century


I wish we knew what we know at HP.

—Lew Platt, Hewlett-Packard

CHAPTER 6

THE TOOLS

KM Strategies: Towards a Taxonomy

�  Michael Earl 2001, a�er five-‐year study �  Genesis: confusion amongst execu�ves �  Purpose: to help guide execu�ves on choices to ini�ate KM

�  Seven Schools: ¡  Systems School ¡  Cartographic ¡  Process ¡  Commercial ¡  Organiza�onal ¡  Spa�al ¡  Strategic

Technocratic

Economic

Behavioral

63



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

Technocratic Economic School

Attribute

System Cartographic Engineering Commercial

Focus Technology Maps Processes Income

Aim Knowledge bases Knowledge directories Knowledge flows Knowledge assets

Philosophy Codification Connectivity Capability Commercialization

Behavioral School

Attribute

Organizational Spatial Strategic

Focus Networks Space Mindset

Aim Knowledge pooling Knowledge exchange

Knowledge capabilities

Philosophy Collaboration Contactivity Consciousness

64


Earl’s System School

“to capture specialist knowledge in knowledge bases which other specialist or qualified people can access”

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

Focus

Technology

Aim Knowledge bases

Philosophy

Codifica�on

65


Earl’s System School 2.0 66


h�p://www.youtube.com/watch?v=cY2E7rzutMA


Earl’s Cartographic School


67

“to make sure knowledgeable people in the organiza�on are accessible to others for advice, consulta�on, or knowledge exchange”

67

“Exper�se loca�on systems replace the second-‐genera�on technique of yellow pages making connec�ons between people and communi�es” (Dave Snowden)

Focus

Maps

Aim Knowledge directories

Philosophy

Connec�vity

Earl’s Cartographic School 2.0 68


h�p://www.youtube.com/watch?v=ZVlUwwgOfKw

Earl’s Engineering School

Engineering school focuses on.: 1.  “performance of business processes can be enhanced by providing opera�ng personnel with knowledge relevant to their task”

2.  “management processes are inherently more knowledge-‐intensive than business processes”

FDA

Focus

Processes

Aim Knowledge Flows

Philosophy

Capability

69



Earl’s Engineering School 70


h�p://www.youtube.com/watch?v=zR2Tx1YnIz4

Earl’s Economic School

“it is overtly and explicitly concerned with both protec�ng and exploi�ng a firm's knowledge or intellectual assets to produce revenue streams”

Focus

Income

Aim Knowledge Assets

Philosophy

Commercial-‐ iza�on

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

71


Earl’s Economic School 2.0 72


h�p://www.youtube.com/watch?v=Bua4ZHumakk


Earl’s Organiza�onal School

“the use of organiza�onal structures, or networks to share or pool knowledge”

Focus

Networks

Aim Knowledge Pooling

Philosophy

Collabora�on

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)

73


Earl’s Organiza�onal School 2.0 74


h�p://www.youtube.com/watch?v=YERriH-‐5_ZY

Earl’s Spa�al School

“a design for emergence philosophy of knowledge management . . . it centers on the use of space or spa�al designs to facilitate knowledge exchange”

Focus

Space

Aim Knowledge Exchange

Philosophy

Contac�vity

Meeting Environment Supporting Socialization

M E S S

Ba Bar

75



Earl’s Spa�al School 76


h�p://www.youtube.com/watch?v=QWlxzPe3NaA

Earl’s Strategic School

“sees knowledge management as a dimension of compe��ve strategy”

Focus

Mindset

Aim Knowledge Capabili�es

Philosophy

Consciousness

77


Do they work in 2.0 world?

Technocratic Economic School

Attribute

System Cartographic Engineering Commercial

Focus Technology Maps Processes Income

Aim Knowledge bases Knowledge directories Knowledge flows Knowledge assets

Philosophy Codification Connectivity Capability Commercialization

Behavioral School

Attribute

Organizational Spatial Strategic

Focus Networks Space Mindset

Aim Knowledge pooling Knowledge exchange

Knowledge capabilities

Philosophy Collaboration Contactivity Consciousness

78



Well that didn’t actually happen, but . . . it

could have!

—Geena Davis, Actor and Raconteur

CHAPTER 7

FUTURE TALES

Knowledge Management

Information Management

Data Management

Artificial Intelligence

Expertise Locator

Records Management

Document Management

Database Management

Data Warehouse

Data Integration

Virtual Collaboration

Group Ware

Taxonomies

Ontologies

Enterprise Portal

Content Management

After Action Review

Forms Management

Search Engine

Web Portal

Storytelling

Subject Classification

Communities of

Practice

* Developed by Denise Charbonneau (TBS) and Dr. John Girard

Interrela�onship of DM, IM, KM* 80


Storytelling by Steve Denning

Purpose of Story �  Sparking ac�on �  Communica�ng who you are �  Transmi�ng values �  Fostering collabora�on �  Taming the grapevine �  Sharing knowledge �  Leading people into the future

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

81



HBR May 2004

In June of 1995, a health worker in a �ny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a ques�on about the treatment for malaria. Remember that this was in Zambia, one of the poorest countries in the world, and it happened in a �ny 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 organiza�on we could become.

82


Wri�ng the Future

�  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 wri�ng it down. The process of wri�ng something down is reflec�ve knowledge; it involves both adding and taking away from the actual experience or original thought. Reflec�ve knowledge has high value, but is �me consuming and involves loss of control over its subsequent use.

83



Guiding Government Leaders into the Future

Ø  excite change in a very large bureaucra�c organiza�on

Ø  Five years in the future Ø  Balance of real and

imaginary

Cri�cal Success Factors:

Ø  Look of the story Ø  Believable Ø  Execu�ve Support

For complete stories see: www.johngirard.net

84



85

Guiding Faculty into the Future

Ø  excite change in a small mid-‐west university

Ø  Mock interview with Dean Ø  Balance of real and

imaginary

Cri�cal Success Factors:

Ø  Real Dean Ø  Realis�c Journal Ø  “Now I get it”

For complete stories see: www.johngirard.net

The best thing about the future is that it comes

only one day at a time.

—Abraham Lincoln

CHAPTER 8

THE FUTURE


87

Are You Ready?

h�p://socialnomics.net/



88

What would you do?


89

The Knowledge Edge – The Ul�mate Goal

Knowledge

Informa�on

Data

Knowledge Edge

Wisdom

Understanding

Knowledge

Know

ledge Crea�on

Do you know your customers?


90

“A social trend in which people use technologies to get the things they need from each other, rather than from tradi�onal ins�tu�ons like corpora�ons.”

groundswell.forrester.com



91

The Social Technographics™ Ladder

Inac�ves neither create nor consume social content of any kind

Spectators consume social content including blogs, user-‐generated video, podcasts, forums, or reviews

Joiners connect in social networks like MySpace and Facebook

Collectors organize content for themselves or others using RSS feeds, tags, and vo�ng sites like Digg.com

Cri�cs respond to content from others. They post reviews, comment on blogs, par�cipate in forums, and edit wiki ar�cles.

Creators make social content go. They write blogs or upload video, music, or text.

Creators

Cri�cs

Collectors

Joiners

Spectators

Inac�ves



92 Creators

Cri�cs

Collectors

Joiners

Spectators

Inac�ves

US 55+ 12% 28% 12% 26% 64% 30%

US 18-‐24 46% 50% 38% 85% 89% 3%

US 35-‐44 23% 34% 20% 54% 73% 17%

2010 24% 37% 21% 51% 73% 18%

2007 18% 25% 12% 25% 48% 44%

US Adults



93 Creators

Cri�cs

Collectors

Joiners

Spectators

Inac�ves

Aus 55+ 14% 23% 6% 29% 47% 38%

Aus 18-‐24 34% 38% 20% 74% 82% 5%

Aus 35-‐44 20% 28% 13% 46% 63% 23%

2009 23% 31% 14% 50% 64% 22%

2007 11% 23% 5% 14% 38% 56%

Australian Adults




94 Creators

Cri�cs

Collectors

Joiners

Spectators

Inac�ves

2009 49% 46% 19% 48% 76% 9%

2007 38% 27% 14% 41% 39% 36%

South Korea Adults 2007 22% 36% 6% 22% 70% 26%

Japanese Adults 2009 34% 30% 11% 26% 69% 23%


95

http://www.globalwebindex.net

Global Top Internet Sites (Reach)


96

1.  Google 51% 2.  Facebook 44% 3.  YouTube 32% 4.  Yahoo! 22% 5.  Wikipedia 15% 6.  Blogspot 11% 7.  Baidu 11% 8.  Live 11% 9.  Twi�er 8% 10.  QQ 7%

h�p://www.alexa.com/topsites/ 3 March 2012

1.  Google.ae 2.  Facebook 3.  YouTube 4.  Google.com 5.  Yahoo! 6.  Live 7.  Blogspot 8.  Wikipedia 9.  LinkenIn 10.  Twi�er


The Power of YouTube


97

Why Ma�ers


98

> 800 million ac�ve users

> 400 million login daily

>350 million ac�ve mobile

users

130 friends is average

250 million photos up per

day

Average user connected to 80 pages

75% of users outside USA

70 languages available


99

According to Facebook

Personal or Organiza�onal

�  2,640,600 Facebook users live in UAE (age 18 or older)

�  2,023,400 Facebook users live in Dubai (18+)

�  403,580 Facebook users live in Abu Dhabi (18+)

�  4,311,580 Facebook users live in KSA (18+)

�  2,093,380 Facebook users live in Riyadh (18+)


New Technology


100

The Newest always is Best …

The Right Technology


101

Social Media Ac�on Plan


102

Lead

Listen

Learn


A Leader's Guide to KM © 2012, John P. Girard, Ph.D. 103

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 ar�cles in 265 languages. More than 275 million people come to our website every month to access informa�on, free of charge and free of adver�sing.

Consider Crowdsourcing


104

Crowdsourcing is the act of taking a job tradi�onally 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


105

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


The Genera�on Game


106

Digital Na�ve or Digital Immigrant?


107

Genera�on Z


108

Are we ready for them?


www.sscs.ae or www.km-‐me.com

A Leader’s Guide to Knowledge Management

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