Hacking the Old Way of Working #KMWorld

KMWlogo_Stacked_Session Title and Description: Hacking the Old Way of Working

During the past three years, the Port of Antwerp Authority designed a new process for generic knowledge work, supported with new kinds of tools. Our concept got awarded in Washington, which was a true confirmation, but it also started an important change project. The people factor (new skills, culture, communication) in change was underestimated. Hear about the dilemmas, disruption, tools, and trajectory and coping mechanisms.  It’s a process of thought and action combined in design, learning, experimentation and especially perseverance. Filled with tips and insights!

Speaker: Filip Callewaert, Head Information and Knowledge Management, Port of Antwerp Authority

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Don’t focus on the Eggs!.  We tend to focus too much on the eggs — the eggs are the results, the outputs of knowledge work. However, there is insufficient ROI on storing and organizing eggs that will inevitable rot over time. Instead, we should focus on the messiness and complexity of knowledge work itself.
  • How to focus on the knowledge process? Currently, much knowledge work is done in the dark, in solitary work or in Therefore, the answer is to enable observable work — by “Working Out Loud.” This serves to “lower the sea level,” thereby making more of the previously hidden iceberg of knowledge work more visible.
  • Keep testing your current ways of working — some of this works and some of it doesn’t:
    • Meetings — why do we have so many? How to have better meetings?
    • Project Management — why do so many projects fail?
    • Business Process Management — why are your process manuals covered with dust?
    • Personal Task Management — Me, Myself and My Silo
    • Team Task Management — how to introduce yet another tool for this?
    • Time Management — how to stop your head from hurting because of multitasking
  • How his organization improves knowledge work.
    • They work in the open (by default), where the content is available for immediate feedback.
      • Adaptive Case Management / Dynamic Case Management / Intelligent Case Management  — this is a process to “manage” knowledge work.
        • whenever they have a business challenge/ problem, they open a case
        • when problems get too big — open a case
        • their main ambition is to close the case
        • the case is “the single spot for action” for solving the problem — everyone involved in the problem does their work inside the case site in their social platform
        • they use templates to help structure their case site
    • They have 100% engagement/contribution. Because the case space is WHERE they work, there are no lurkers. This solves the 90-9-1 problem endemic with many social tools.
    • The case is a “container” but that container is open — people are invited in to help solve the problem.
  • New ways of working require new skills, attitudes, and behaviors.
    • content curation
    • community facilitation, platform building
    • conversation facilitation, moderation
    • “classical” information management
    • knowledge work management
    • critical thinking
    • meta-management (social learning)
    • information design
    • way-showing (wayfinding)
    • design thinking
    • working out loud
    • “Tweeting” (give the essence of information in 140 characters of less
    • empathizing
  • Book Recommendation: When Thinking Matters in the Workplace: How Executives and Leaders of Knowledge Work Teams can Innovate with Case Management by Keith Swenson.
  • How to Succeed in this work.
    • get acquainted with the “new stuff” and how it impacts your work
    • remain an “eternal learner”
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KM in Reality: Tools & Techniques #KMWorld

KMWlogo_Stacked_Session Title and Description:  KM in Reality: Tools & Techniques

Our speakers look at using KM fundamentals, concepts, leadership, and processes to enhance the effectiveness and efficiency of planning, problem- solving, decision making, collaboration, continuity, knowledge capture and sharing, innovation, and learning. From using knowledge repositories/ forums on SharePoint to maximize learning to the use of chat, online meetings, OneNote, etc., to enhance knowledge sharing, and after action reviews, they illustrate how to transform knowledge-intensive activities into knowledge processes with related goals and objectives supporting the organization’s mission and vision.

Speakers:

Shellie Glass, Chief Knowledge Officer, United States Southern Command
Peter Barcelo Jr., Knowledge Management Officer, United States Southern Command

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • The United States Southern Command (“SC”)
    • Website: http://www.southcom.mil/Pages/Default.aspx
    • Area of Responsibility:
      • Central (excluding Mexico) and South America, as well as the Caribbean.
      • They protect the southern approaches to the United State
      • They carry out humanitarian missions in their area of responsibility
      • They manage Guantanamo
      • Their commander’s mantra: “Fast, Flat and Agile.”
  • SC Knowledge Management Structure.
    • The KM Office reports to the SC Chief of Staff (a two-star Air Force general)
    • They have a KM Working Group — it involves each of the functional groups within SC.
  • KM Principles.
    • They use the 12 Army Knowledge Mangement Principles
      • built on a foundation of People and Culture
      • Then a layer of process
      • Then a layer of technology
      • Then multiple columns (like the Parthenon) — see first slide
      • All under the “roof” of a Culture of Collaboration
  • KM Hands-On Tools & Techniques.
    • Emphasized use of:
      • Chat — this proved to be very fast and effective during their Hurricane Matthew response. They used WhatsApp to good effect — it allowed them to connect with other government departments and NGOs working in Haiti.
      • SharePointCollaboration Site — SharePoint is the authorized vehicle for the DoD. It was the “landing area” for posting, finding, searching.
      • All partner access network (APAN) — see Hurricane Matthew Response site
      • Video teleconference (VTC)
      • Sharing, collaborating, transparency
      • continuous battle-rhythm
      • Senior Leader Engagement
    • Deemphasized (whenever possible) EMAIL = a single point of failure
      • they found that email traffic decreased significantly during the operation
  • Knowledge Processes.
    • Knowledge Management Institute Model
      • Acquire information/knowledge
      • Produce knowledge — collaborate, refine, create
      • Integrate knowledge — publishing, structuring, instructing, presenting
    • SECI Model
      • by Nonaka & Takeuchi
      • Socialization — collaboration / share knowledge
      • Eternalization — capture knowledge / write reports
      • Combination — build knowledge / transfer best practices
      • Internationalization — learning by doing
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Using Lenses to Right Fit Social & Collaboration #KMWorld

KMWlogo_Stacked_Session Title and Description: Using Lenses to Right Fit Social & Collaboration

Organizations have been deploying new digital work platforms and services the past few years. Quite often we hear that the tools don’t matter that much, just get one and use it. Adding a community manager and digital transformation specialists helps, but the tools don’t seem to do what is needed. The question is constantly, “Do the tools fit our needs?” and also “We see value but it seems like it isn’t quite right.” Well, not only is getting the right help important, it is important to right fit the tools to the needs and uses. The uses and needs can be complex and diverse. This session helps break down the diversity, enabling the dimensions and their elements to be viewed properly so what is relevant for your organization can be seen through the use of social lenses. Using the lenses as a diagnostic tool to understand what works and fits and where there are gaps and needs helps bring clarity. But, greater clarity is provided when pairing the lenses to view different perspectives clearly.

This is particularly helpful for improving use and knowledge flows through the organization’s understanding of the right fit of tool(s) and services. Using the lenses to see the relevant dimensions and how they intersect not only helps organizations understand the needs for today, but works as a valuable method for framing an adaptive road map for the coming years. Having clarity to see the smaller actual pieces enables sensing their changes in order to adjust and adapt with more clarity of understanding.

Speaker: Thomas Vander Wal, Sr. Consultant, Adjuvi, LLC

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Don’t Start with a Tool or Service First.  Most organizations end up with an enterprise-wide platform because it was bundled “free” with another tool. Often, the free tools and services do not quite fit the need. 
  • Start by Understanding Your Needs First.
    • Common, shared working spaces
    • Increasing knowledge sharing
  • Don’t Default to Closed Node System.
    • Top down
    • Approval-centric
    • Slow to spread
    • Slow to change
    • Knowledge is buried — it is hard to search, it is hard to find knowledge. Therefore, the focus is on training to help spread the knowledge
    • Email is the “poster child” of the closed node network
  • Open-Node Systems.
    • Emergent
    • Sharing-centric
    • Nimble and adaptive
    • Understand that things are constantly changing — this is both accepted and accommodated by the way we work
    • Knowledge is searchable and linked — even among disparate services or repositories. By having things in an open-node environment, the links among knowledge “light up the dark web inside your organization.”
    • Focus on helping rather than on training
    • Open digital conversation
    • Supports collaborative and collective living documents — they change to reflect current realities
    • All history and transitions are viewable and available
    • Conversations around objects occur with those objects in clear sight –e.g.,  connecting comments to the object that is being discussed
  • What’s the most valuable? While the final decision is good to know, it can be even more helpful to have access to the thinking that led to the decision. This allows a later pivot, without having to redo the entire decisionmaking process.
  • Social Progressions. This is how to develop and scale new ideas
    • Sparks — individual ideas that arise in disparate places and seem to be pointing to a useful pattern or direction.
    • Campfire — bring together the various disconnected items into a central place where a a group can discuss it “around the campfire”
    • Bonfire — add more fuel, bring in more people, widen the discussion in an open environment
    • Torch — safe, reliable, repeatable in different environments. This is what you have to create in order to share the ideas that emerged from the sparks to campfire to bonfire process.
    • Organizations with 1 social platform have a high probability of having two or more platforms.
  • Differing Perspectives.
    • Personal — in a social environment, people need to know what they are working on, information regarding who and what they need to know to get my job done are within easy reach.
    • Collective — getting into the open the information from individual understanding that now needs to be made available to others.
    • Cooperative — once the information is the open, allowing people to draw connections between those materials and themselves. (Example: seeing that someone else has an understanding of an issue that is similar to mine. We have a connection that might be worth exploring.) This operates at several scales:
      • Individual
      • Team
      • Group
      • Community
      • Network
    • Collaborative — this involves moving a disparate group of individuals into a single whole.
    • Social Working Array — you need to be able to see all of these perspectives as they occur across the platform and across the organization: Collective, Cooperative, Collaborative
  • Social Scaling.
    • Humans are mostly social by nature but often are not social at scale.  (See Reed’s Law.) People move up and down the scale. This needs to be accommodated by social platforms.
    • Most people are most comfortable interacting with a small group of others they know; their comfort decreases as group size grows.
    • Humans naturally build groups and clusters to ease interacting with large groups
  • Team Needs. The most frequently occuring group is the Team. They interact at the 70% level. (By contrast, Communities online tend to interact at the 30% level.) You need to understand the needs of a team as it operates:
    • tasks
    • status
    • process
    • progress
    • calendars
    • decisionmaking
  • Social Groups and Walled Gardens.
    • Closed groups (closed node) tend to have high adoption and activity rates as compared to open groups. This relates to a lack of comfort with sharing in a more open environment.
    • We need to create comfortable spaces with permeable walls. See Donald Appleyard’s “Livable Streets” for a similar approach in a physical (rather than digital) environment. Having front porches helped people in their houses feel more comfortable coming outside and hanging out on the street. Having front windows helped people on the street understand the people in the houses better.
  • How to Improve your online groups? Have a team that includes the following:
    • Community manager
    • Social interaction designer
    • Social scientists — they see strengths and gaps in the social interactions within the group
    • Knowledge manager
    • UX/User Research
    • Change Manager
    • IT Dev/ Integrator
  • Typical Problems.
    • Services go away — so plan redundancy/failovers
    • Change is constant — so plan to be nimble
    • Plan for continued security, privacy/permissions and changes in scaling as they occur
    • Plan for the many pieces that exist in your system — you need integration/interoperation, umbrella services, community managers/navigation

    • Selection & review — have a six-month tool review, understand the balance between change and stability and long-term assessments; keep your vendor assessments fresh
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Intranet Showcase #KMWorld

KMWlogo_Stacked_Session Title and Description: Intranet Showcase

Each year, the global Intranet Innovation Awards uncovers remarkable solutions, sharing them with the wider community. In conjunction with an awards ceremony held at the conference, this session shares highlights from winners around the world. Packed with screenshots, you’re sure to see ideas and approaches that can be applied in your organization, accelerating the pace of innovation.

Speakers:

  • Rebecca Rodgers, Principal Consultant, Step Two
  • Andy Zimmerman (Director, Digital Strategy), McKesson
  • Kristin Lorieo, White & Case
  • Kathryn Gendall (Manager Internal Communications) and Paula Grimsma (Manager Enterprise Collaboration and Desktop ESuport), Goldcorp

 

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • McKesson’s Mobile Channel for Employees.  
    • McKesson is America’s oldest and largest healthcare services company. They are a Fortune 5 (not 500) company.
    • They considered rolling out a mobile instance of their intranet that would replace all the local instances of their intranet. However, this was too expensive — with low ROI.
    • They opted for a mobile channel that delivered a curated subset of the functionality of the full enterprise intranet.
      • the primary stakeholder for this channel sits in Corporate Marketing
    • They created an employee app center where employees could obtain apps.
      • includes apps built internally and apps built by benefits providers
    • They created a mobile center of excellence to provide cross-functional governance for their mobile channel
      • they involved security, legal, corporate marketing, IT, HR, etc.
      • it acted as a compliance and certification body
      • it would not build the apps itself
    • They defined a repeatable process that prospective app builders would follow
    • Once the apps are built by individual app builder and certified by the mobile center of excellence, then the app builder has to market the app to employees.
    • Success measurements
      • key points
        • establish baselines
        • collect (at least) monthly metrics by channel & aggregated across channels
        • check your privacy policy before collecting metrics that identify individual users
        • set realistic goals
      • objective measures
        • site traffic
        • site usage
      • subjective measures
        • rate this app
        • mobile customer satisfaction survey
  • White & Case.
    • Their original intranet was “really very bad”
    • Their new site
      • is built on SharePoint 2013
      • met user request for a simple intranet, the users did not want many social elements
      • has far less content — they eliminated 70% of the content of the old intranet
      • is easy to navigate, both via browse and search
      • reflects the best offerings of their firm
      • is continually pruned and managed
      • they have 350 major sites, accessible through a stripped-down navigation tool. Users are able to increase signal:noise ratio by limiting the number of sites they follow. Most follow no more than 5 sites daily.
        • users
    • they have one search bar in their intranet that is the global gateway to their Recommind enterprise search engine.
      • each search delivers a “best bets” functionality that has been hugely popular with their users
      • they also provide “search accelerators”
    • in the next phase, they will add some small social features: like, comment, share, microblog.
  • Goldcorp.
    • They operate their intranet in 3 languages: English, French, and Spanish
    • Their workforce is distributed and most of them do not have access to technology
    • They collapsed 13 portals into a single consolidated user experience. The only difference is that they present local news for individual users.
    • They include a video channel in their intranet
    • Their old intranet had low trust. Now they include very visible view counts, likes, and comments, so now there is much more transparency.
    • Lessons Learned
      • engage your users and celebrate achievements. They conducted 54 interviews, socialized he design, did prototype walk-throughs, prelaunch training, and a “Go Live event
      • Don’t underestimate data migration
        • create content inventories — do some content clean-up
        • run QA tests on migrated content
        • migration tools are not a silver bullet (they used Content Matrix + a lot of specific scripts and macros added on)
        • consider the users — especially with respect to training going forward
      • Have a permissions strategy
      • Own and manage the system
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Digital Workspace Predictions #KMWorld

KMWlogo_Stacked_Session Title and Description: Digital Workspace Predictions

2016 is a tipping point around mobile and cloud-based workplace technology. Our analyst shares twelve predictions including wearables gain traction, mobile-first finally arrives, content management is standard, a ‘chief digital workplace officer, SharePoint, and more.

Speaker: Jarrod Gingras, Senior Analyst and Managing Director, Real Story Group

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • A True Employee-Centric Digital Workplace is about to be a priority for most enterprises.  A TRUE digital workplace means more than just an intranet and a few add-ons.  Currently, only 12% of enterprises have a TRUE digital workplace that is truly employee-centric.
  • User-Centered Design Makes its Way into the Enterprise. Move beyond the technology stack; start with what the employees actually need and want.  Currently, most enterprises start by acquiring promising technology and
  • New Roles on the Digital Workplace team. You will now need new roles such as designer or UX designer on your team.
  • Enterprises will Continue to Struggle to See Beyond Features. Most enterprises start with a list of features (e.g., a blogging tool, a coauthoring tool, etc.). The better approach is to identify first what you are trying to achieve. Then look for the right tool that helps you achieve your intended outcome. Typical work goals:
    • knowledge management
    • external collaboration
    • internal collaboration
    • case management
    • communities
    • innovation support
    • social Q&A
    • expertise location
  • Enterprises will Continue to Struggle with the Gap Between Executive and Staff Desires.
  • Smart Enterprises will Start Managing Applications as Products. More enterprises will bring an application manager onboard to supervise the care and feeding of an application as if it were a product;
  • Emergence of Chief Digital Workplace Officer Role. More enterprises will be hiring into this position — sometimes called the Chief Employee Experience Officer. This person is responsible for the employee experience within the enterprise
  • Continued Product/Platform Divide.
    • Platforms: IBM, Microsoft SharePoint, Oracle
    • Major Suites: Drupal, Google, Jive, SAP Jam, Verint
    • Smaller Suites (Intranet in a box): Atlassian, Atos, Igloo, Interact, Thoughtfarmer, Traction Software
    • Social Enterprise Layers & SharePoint Supplements (services that bring the ability to collaborate to the place where you are working): Microsoft Yammer, neudesic, Salesforce Chatter, Sitrion, TIBC, vmware
  • Mobile Capability Becomes Critical. This is no longer an option; we have no choice. But there is a big deficit. Currently, these are the levels of mobile access:
    • 100% email
    • everything else is MUCH less available and effective on a mobile device
  • Major Shift to the Cloud. Increasingly, organizations are moving their social collaboration technology into the cloud. Currently, 45% are primarily on premises, only 27% are primarily Saas / Cloud-based
  • Slack will not Kill Email. Currently, Slack barely makes a dent in email. Its impact is much smaller than Yammer, Chatter, Jive
  • Facebook Repeats Google’s Mistakes. Facebook at work will not work for the enterprise — their technology fundamentally not built for the enterprise. Therefore, enterprise IT directors will lots of unpleasant surprises when they discover that the functionality they need is not there — especially permissioning.
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Design Thinking for the Digital Workplace #KMWorld

KMWlogo_Stacked_Session Title and Description: Design Thinking for the Digital Workplace

“Design” is a powerful word in modern business and a key element of a successful digital workplace (intranet). Design ensures that the right solutions are delivered and that they work in a simple and delightful way. “Design thinking” provides a toolbox of techniques for understanding needs, designing systems, and prototyping. This session explores these techniques and shows how they can be applied to the future of work.

Speaker: Rebecca Rodgers, Principal Consultant, Step Two

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Four streams of the digital workplace.  
    • Technology
    • Business
    • Design
    • People
  • Start with a deep understanding of the people you are serving. You can’t deliver effective solutions to people you haven’t actually met. You need to understand what they need, not just what they want.
  • How to research the people you are serving.
    • “retro” research methods don’t work
      • surveys
      • focus groups
    • modern field research does work:
      • one-on-one interviews: talking to them (at length)
        • ask them to tell you their stories – what is hard, what is easy, etc.
      • workplace observation: spending time with them as they work
      • co-designing with them
  • Emotions are critical. Explore the emotions that are behind the behaviors and actions of the people you seek to serve.
  • Be open. Channel your inner four-year-old — don’t start with judgment, start with inquiry.  Ask why, then ask why (many times) again.
  • Look for patterns. Expand your inquiry, look for confirming and conflicting data points from similarly situated people.
  • Capture what you learn. Document what they say, do, think and feel.
    • use quotations
    • use photographs
    • document their stories
  • Address the Fundamentals of Good User Experience.
    • Empathize — Start with needs
    • Define the problem
    • Card sorting — to understand how users group and label information
    • Create architecture using that card sorting, then test that architecture with more users. Can they navigate easily?
    • Ideate using all the rich research you have done — preferably put the results of that research on your walls — surround yourself with inspiration from your research.
    • Prototype – this is a manual process so get out from behind your computer, use your hands, use physical objects.
      • prototype with the user in mind
      • each prototype should answer a specific question
    • Test — repeatedly
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KM Opps, Realities & Challenges #KMWorld

KMWlogo_Stacked_Session Title and Description: KM Opps, Realities & Challenges

New opportunities, new realities, and some old challenges.

Forces transforming “knowledge” and “knowledge sharing” include globalization, the information tsunami, on-demand expectations, flexible talent models, and cognitive technologies. This is the new reality of business and the enterprise, but the strategic choices we make to deliver knowledge at the point of need are not so different and represent new opportunities to familiar challenges.  Jooste discusses cognitive  technology, how millennials are remaking organizations and may be KM’s best new hope, “reinventing failure,” stopping knowledge from walking out the door, brain science and future scenarios for KM – disruption, design thinking, indifference or

Forces transforming “knowledge” and “knowledge sharing” include globalization, the information tsunami, on-demand expectations, flexible talent models, and cognitive technologies. This is the new reality of business and the enterprise, but the strategic choices we make to deliver knowledge at the point of need are not so different and represent new opportunities to familiar challenges.  Jooste discusses cognitive  technology, how millennials are remaking organizations and may be KM’s best new hope, “reinventing failure,” stopping knowledge from walking out the door, brain science and future scenarios for KM – disruption, design thinking, indifference or appification?

Speakers: Adriaan Jooste, CKO, Deloitte Advisory

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Experience.  “Experience is what you get when you don’t get what you want.”
  • Knowledge Management Waves and Tsunamis. KM has gone through waves — moving through one industry to another. However, now we face a tsunami in the workplace:
    • The sheer amount of information leads to cognitive overload. Cognitive overload leads us to narrowed focus, which hampers creativity.
    • Rob Cross reports that for the average worker, requests to collaborate have gone up by 80%. (This is taken from a recent Rob Cross podcast.)
    • Email is growing worse; it is not going away
    • We suffer from inefficient processes.
  • KM Disruption. How have we handled disruption? How are we handling current and potential disruptive forces?
    • moving from storytelling to books
    • moving from books to computers
    • moving from computers to websites
    • incorporating AI
    • distributing content managers around the world
    • sharing knowledge globally across international organizations
    • search — no one in the room believes that their enterprise search is within 30% as good as Google
    • mobile and tablets — only a handful of people in the room believe that their organizations have good mobile apps
    • analytics and Big Data —  no one in the room has incorporated analytics or big data in their KM efforts
    • blockchain — one or two attendees in the room are investigating this but no one in the room is using blockchain for KM.
    • flexible talent models — working with colleagues who are not always employees
    • virtual reality or augmented reality — why can’t your KM system be like Pokemon Go?
    • cognitive computing
  • Most promising Cognitive Technologies. Deloitte is working on several innovative programs using the new technologies listed below. In fact, Deloitte has won awards for using these innovative tools in one of the most conservative aspects of their business: audit. For more information on this, see the Deloitte MOOC on cognitive technologies.
    • Natural language processing
    • Computer vision
    • Machine Learning
    • Text Mining
    • Robotics
    • Speech Recognition
    • Sensing and Shaping
  • The impact of Cognitive Computing on KM. Cognitive computing will disrupt business and we will see its impact on knowledge management. Don’t be misled into believing that this is an “edge” technology. It is here and it is being used to powerful effect by market leaders.
  • Globalization. Deloitte’s clients want access to standardized services globally but they still value local creativity and responsiveness to their local context.
  • Millennials are our best hope for KM.
    • Their natural bent is toward sharing
    • They want work-life balance
    • They tend not to stay in one place long. So Deloitte focuses increases speed to competency. And then, when they move on, Deloitte has a program that treats them as “colleagues for life.”
      • Deloitte has built “Deloitte University” to train their employees — particularly their millennials.
    • They like rewards and recognition — they particularly want recognition for work well done.
    • They care about doing well by doing good.
    • They like having the latest technology.
  • KM Success depends on Behavior Change. KM has many of the same characteristics as lifestyle choices (e.g., exercising, sleeping, eating properly, etc.). You need to make the change, and hten make a commitment to sustain that change and to work continually on improving your outcomes. Success requires information, support, and feedback. Therefore, use what we know about brain science to improve the rate of behavior change.  For example, if you receive positive feedback when someone uses content you have contributed, then your brain gets a little opioid hit. This encourages you to contribute more.
  • KM and Innovation. KM should support innovation. But it isn’t just about enabling innovation more, it is really about increasing the rate of adoption of innovation.
  • KM Lessons learned at Deloitte.
    • Governance is fundamental to good KM.
    • Your KM program must be tailored to your organization’s context.
    • Invest in a formal knowledge management approach
    • Continually make the business case — daily
    • KM is an evolutionary process
    • Point solutions are a double-edged sword
    • Technology is not a panacea for KM ills
  • Moving your organization from a negative to a positive view of KM.
    • KM is “the thing that must not be named.” — if you have any KM, it is hidden within a quality or other program (e.g., six sigma, project management, etc.)
    • Active resistance — These people do not think KM is useful. These active resisters can be extremely effective missionaries once they are won over. So focus on them. And, in the process, you will learn the most and sharpen your game.
    • Passive resistance
    • Indifference
    • Benevolent neglect
    • Active support
    • Essential to organizational success and survival — this the optimum
  • Optimistic Future of KM.
    • no email
    • no website — just use apps
    • designing thinking builds knowledge into every step of every process your people do
  • The Three Pilot Rule
    • do one easy pilot so you have a quick win
    • do a tough pilot so you learn
    • do a pilot that will make senior leadership pay attention and then sign the checks you need
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Search Outside the Box #KMWorld

KMWlogo_Stacked_Session Title and Description: Thinking and Searching Out of the Box

Our industry helps people retrieve information by searching, browsing, and visualizing the data stored within their content management systems. This endeavor is inherently introspective in so far as it focuses on the close analysis of an enterprise’s internal content. This talk is an exercise in thinking outside of that box. Clarke explores ways in which an enterprise’s internal content can be mined for information, even when the answers don’t always exist within the data we are querying. He discusses the use of natural language processing and semantic query expansion techniques, demonstrating the power of ontologies and machine reasoning to interrogate internal content in new and powerful ways.

Speakers:

Dave Clarke, CEO, Synaptica
Maish Nichani, Co-founder, Ola Search

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • What is the “Box”?  The box is your content collection.
  • What’s the difference between search inside and outside the “Box”? The speakers assert that you can do better job searching your internal content if you first map your content to external content.  For example, if you type in a general query or a minimalist query, the search engine needs to understand the concepts implicit in the query. If the search engine does not have the required information, the search engine will (at best) return a rather general response that may not contain the desired results. By contrast, if you map externally after the search, you can see how a similar search is handled externally. That exercise will help enrich the query, thereby giving the search engine more useful information to work with.
  • Do not think small about Search. Search is not just about locating specific content. It is also (and increasingly) about finding answers to specific questions. Google is learning that users increasingly want answers to questions (e.g., how to treat the common cold) rather than particular documents or videos.
  • Start by mapping. When you map internal content to the external content, this helps you understand better what is inside your content collection. It finds and validates information that is not already in your content collection, but that can be used to enrich both the initial user search and the results the search engine brings back.
  • How does this fit with your taxonomy?  Taxonomy and search belong together. Make sure your search engine does not ignore the taxonomy that you have built so carefully. Equally, sometimes your taxonomy does not encompass everything you need for an efficient search. So searching “outside the box” can help enrich the taxonomy and search.
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How to Innovate #KMWorld

KMWlogo_Stacked_Session Title and Description: Hacking KM or How to Innovate!

Speakers: Jeffrey Phillips, VP & Lead Consultant, OVO Innovation Co-Author, OutManeuver: OutThink, Don’t OutSpend

[These are my notes from the KMWorld 2016 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Maneuver.  
    • We need to learn how to compete by increasing agility and responsiveness.
    • Business tends toward standardization and efficiency. This makes it possible for an organization to “do a slow grind” but does not allow an organization to pivot quickly or course correct.
    • The secret to success is to outmaneuver your competition rather than trying to compete with them head on.
  • Ways to Attack your competitor.
    • Preemption
    • Dislocation
    • Disruption
  • How to compete. Find the weaknesses in your competitor’s business and then compete there.
    • What are the vulnerabilities in your competitor’s strategy?
      • is your competitor locked into a particular way of working? For example, AirBnB needs a supply of privately owned bedrooms. Can you make it difficult for them to operate that way? Can you operate that way, but better.
    • Are there tangible business requirements you can compete against?
      • Does your competitor need specific laws and regulations? Is your competitor violating specific laws and regulations? Can you hold them accountable for this? (This is a tactic some cities (and hotels) are using against AirBnB.
    • Are there intangible business requirements?
      • can I beat you by creating a better culture, hiring better talent, etc.
    • Can you compete strictly on product? This is the most common arena for competing.
  • Maneuver Tools.
    • Temporal competition. If your competitor brings our new product on a fixed schedule, can you come to market on a different schedule, at a different time? Can you compete on speed?
    • Psychological competition. Can you use psy
    • Positional competition. Does your competitor have a position (or market share) I need to take or can I make that position/market share irrelevant? Amazon and Netflix made the prime real estate location of Barnes & Noble and Blockbuster irrelevant.
    • Informational competition. How do I use information more effectively than my competitors? Can I use information to beat my competitors? We need insight = see opportunities before they emerge
  • Maneuver Strategy Relies on Speed, Agility, Insight and Innovation.
    • Speed. Can I act before my competitors do? This is pure speed. (Most companies are set up for the slow-grind, not the fast sprint.)
    • Agility. Can I course correct at speed? This agility.
    • Insight. Insight is the ability to see opportunities before they emerge, before they are obvious to your competitors.
    • Innovation. Can I bring to the market something new that has commercial value?
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Artificial Intelligence Use Cases for Law Firms #ArkKM

Title: Artificial Intelligence: Use Cases in Law Firms

Session Description: Artificial intelligence is in mainstream and legal media headlines daily – and often with much hype. What’s real and what’s not? And what exactly is AI anyway? And are law firms really using it? Today, there are as many questions about AI as there are headlines. In this session, we will answer some of the key questions. These law firm use cases will illustrate what problems they are trying to solve and/or what benefits they create with AI. As well, the corresponding software providers will also explain how their products work and fit into the broader AI picture. Attendees of this session will also hear what it takes to create a working AI system, who might use it, how to encourage adoption, and where AI is likely headed within law firms.

Speakers:

  • Jonathan Talbot, Director, IT Enterprise Systems, DLA Piper LLP,
  • Marlene Gebauer, Director of Knowledge Solutions, Greenberg Traurig,
  • Steve Obenski, CMO, Kira Systems,
  • Ryan McClead, VP, Client Engagement & Strategy, Neota Logic
  • Moderator: Ron Friedmann, Partner, Fireman & Company

[These are my notes from the 2016 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • What led the law firms on the panel to AI?
    • At Greenberg Traurig, they were looking for ways to automate processes and become more efficient. They wanted to adopt new technologies that would provide greater capability. This led them to Neota Logic.
    • At DLA Piper, their due diligence group wanted to improve and automate their due diligence process. This led them to Kira Systems.
      • They are using this across several practice groups.
      • Clients are outsourcing due diligence work to DLA Piper. This is an expanded source of business for the firm. (They support this with their low-cost service centers.)
    • At Norton Rose Fulbright, Ryan McLead used the platform as a prototyping tool. He could automate a process and show his internal clients a prototype in just a handful of days.
  • What’s Kira Systems?
    • It is a machine learning tool for taking unstructured content in contracts, and then structuring it in order to expedite document review.
    • Their platform ingests contracts, OCRs them, analyzes them, does entity extraction, and then enables reporting.
    • Some firms are using Kira to digest and analyze outside counsel guidelines.
    • Kira encourages potential clients to compare the results of their own due diligence processes against the results from using Kira Systems.
  • What’s Neota Logic?
    • It is a platform upon which you can build algorithmic expert systems = knowledge builders. It is engine that produces repeatable, reliable and consistent results. It makes your knowledge exponentially scalable. It is no longer trapped in one head.
    • It can do risk analysis.
    • Some law firms use the platform for document automation — although they are not a document assembly tool.
  • This is not magic! Humans need to put in the time and effort to create the models.
    • Plus, both tools aim to provide some transparency regarding how they operate and make decisions. They are trying to dispel the anxiety of the “blackbox.”
    • Who should be allowed to train these systems?
      • Each firm needs to make this choice carefully. Do not simply give this job to the most junior person (on the theory that they are young and therefore must be the most tech-savvy???). It is wise to have an internal vetting process.
    • The person who builds the expert system often becomes the expert.
  • What are the related human issues?
    • Help them understand the extent to which this new tool might (or might not) make them redundant.
    • Help them understand the extent to which the tools augment what they do, allowing them to do more value-added work. “Kira does not practice law. YOU practice law.”
    • Give them sensible incentives to participate.
  • These tools leverage good process
    • This means that you need to know and understand your processes.
    • This also means that you need to ensure that your processes are smart ones. (Don’t automate a faulty process!)
  • Key Lessons Learned
    • If you understand the lawyers’ process, it is not hard to show the value of automation. And they will get it.
    • Even the most entrepreneurial law firms are VERY conservative.
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