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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KM, Artificial Intelligence and Information Security #ArkKM

Title: Data Security is Required. KM is Demanded. AI is Here: Armageddon or Utopia?

Speaker: Peter Kaomea, Chief Information Officer, Sullivan & Cromwell LLP

[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:

  • “When powerful forces collide, you can get either great devastation or great beauty.”  Here are the big forces that are coalescing now:
    • Knowledge Management
    • Artificial Intelligence
    • Information Security — this one is top of the agenda now because of cybersecurity concerns.
  • The PERFECT song to describe the degree to which our lives are surveilled or disclosed is “Every Breath You Take” by the Police.  (See video below)
    • Peter Kaomea then did a fantastic “dramatic reading” of the lyrics of the song to show how all the behaviors described in the songs are now being done by technology. We ARE being watched and analyzed with every breath we take.
  • Security Challenges:
    • Hackers are more sophisticated. There is a group that monitors mergers & acquisitions transactions and then “injects” itself into the email traffic.
    • Hackers inject themselves into transactions in order to redirect payment into their own accounts.
    • Ransomware — now even on smartphones (which contain a great deal of sensitive personal information)
  • Pressures: Clients want additional protections on their information
    • Client external law firm guidelines contain a huge number of restrictions on the way data about them can be stored and used.
    • Law firms have to change their behavior to comply with these guidelines.
  • Perfect Storm Approaching
    • The hardware, software and data handling tools are reaching the point where enormous and dangerous security breaches will be regular events.
      • By 2025, you will be able to buy the computing power of a human brain for approximately $1000.
      • By 2045, you will be able to buy the computing power of all human brains for approximately $1000.
  • How can KM help Security?
    • Help information services people manage the client data security contracts they are required to sign.
    • Focus on how to protect information even as we are trying to share it.
    • Purging information once you have finished using it.
      • The less you have, the less you have to protect
    • Put super-sensitive information in an “Enclave” — offline repository that requires the user to go a physical place to retrieve it in person (an updated version of using microfiche)
  • Thinking about using Security to improve precision AND recall.
    • There is a mathematical way to calculate how to achieve precision and recall. For example, removing unnecessary data makes it easier to find the useful data
    • This is a nice way of switching perspective: don’t see information security concerns as a handicap for KM, see them as enablers/opportunities.
  • How can KM and AI work together?
    • Profiling content
    • Profiling users — e.g., what’s the ratio of send to receive? Has that behavior changed? What could that change indicate?
    • Automating taxonomy creation
    • Automating knowledge workflows
  • How do Information Security and AI work together?
    • Anomaly detection programs watch the traffic over the system. Is there a spike in traffic that correlates to the work day in Russia or China? Could it indicate possible infiltration?
  • “Too big to know”
    • What happens when you join data sets that have never before been joined? This can turn up valuable insights. It can also expose information that was considered hidden/secure.
  • How should you converge KM, AI and Info Security?
    • Entity extraction can be helpful to understand your content. Can you also automatically delete those entities to achieve quick document sanitation?
    • Can you use auto-classification so that fewer people need to handle sensitive materials?
    • Can you use auto-purging processes to strengthen security?
    • If you are watching activity anyway, can you create behavioral analytics and then use those insights?
    • Can you use these three areas of expertise to improve access to justice?

 

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Rebooting KM with Purposeful Collaboration #ArkKM

Title: Rebooting KM with Purposeful Collaboration, Silo-Busters, and Ambient Knowledge

Speaker: Stuart Barr, Chief Strategy Office, HighQ

Session Description: Traditional KM has focused on accumulating and organizing knowledge that you know people need and trying to make sure it’s available when they need it. But what about what is known but not documented? Or the knowledge trapped in silos that are completely unstructured and inaccessible? In this session, Stuart Barr will explore how to break down traditional barriers to knowledge sharing, capture knowledge as people get their work done and automate knowledge extraction to drive new insight from your historical data.

[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:

  • Traditional Approaches to KM
    • Collecting knowledge
    • Connecting that knowledge to people
    • Tying that knowledge to the organization’s productivity systems
    • Automating knowledge systems
  • Challenges to Traditional Approaches to KM
    • They usually are manual processes
    • They are siloed — both the repositories are siloed and the processes are siloed
    • They often are concentrated on “known knowns” — mainly the obvious knowledge is “hunted down and captured.”
    • People are not always motivated to contribute
    • You need to connect the knowledge to people more effectively
      • connect with experts
      • enable people so they can ask their questions in the open — this openness spreads knowledge and emboldens people to ask the questions they might have been afraid of asking.
    • We are stuck in very old ways of work = Ineffective Collaboration
      • Email is a massive “Black Hole” of knowledge. It is where knowledge goes to die.
      • Most firms have not found a way to collaborate. They do not realize that email was not designed for true collaboration.
  • Why is Social Collaboration Useful?
    • Assuming it is implemented correctly, it can provide a “peripheral vision” or “ambient awareness” of what is happening within an organization. This makes a knowledge worker much more plugged in and effective.
    • It provides passive access to information (e.g., the activity stream, group conversations, etc.)
    • It also enables active collaboration (e.g., shared workspaces)
    • It helps people share information actively, for example, by @ mentioning someone to draw their attention to an issue or to specific content.
  • Digital Transformation can drive KM. That said, KM should be at the heart of your digital transformation strategy. When done properly, digital transformation changes the way people connect, communicate and work.
  • What comes next?
    • Analyzing the data that are captured through your knowledge tools and social collaboration tools.
    • Coupled with machine learning, you can understand what content is important. In fact, you could provide digital assistants that can help knowledge workers find the content they need.
  • Conclusion
    • We need to keep doing traditional KM
    • But we also need to use more social ways of
    • We need to connect our systems of record to our systems of engagement
    • Collect and analyze the data about our work behaviors so we can make our systems and processes better
    • Use machine learning & AI to take these insights and enable digital assistance at the point of need
  • Audience Discussion:
    • How social collaboration helps strengthen law firm information security:
      • Meredith Williams (CKO, Baker Donnelson) noted that phishing is one of the biggest information security vulnerabilities for law firms. Often the dangerous emails masquerade as internal emails. (She estimated that 20% of emails are purely internal.) If you move those internal conversations into a social platform, you reduce the number of emails that can be used for phishing schemes.
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Law Firms — The Final Frontier

leonard_nimoy_william_shatner_star_trek_1968We interrupt our ILTACON blogging to mark a significant occasion in the history of humankind: The 50th anniversary of Star Trek.

This iconic television show premiered on September 8, 1966, and since then has changed the way several generations think about technology and space. In fact, it has changed our lives. According to Elizabeth Howell, several Star Trek technologies that seemed far-fetched when first seen on TV are now an indispensable part of modern life:

  • communicators >> cellphones
  • tricorders >> MRIs
  • tablets
  • global positioning systems

While I am an enthusiastic fan of the franchise, I cannot claim to match Marshall Honorof in his devotion. He has watched every single Star Trek movie and television show. In his account of his personal space odyssey, he makes the following observation about Star Trek:

Something about the show’s optimistic message stuck with me. Technology can improve our lives. We can conquer our deeply held prejudices. There is other life out there, and it is willing to cooperate with us. And, importantly, no matter how far we come as a society, there will always be room for adventurers.

[…]

While it’s not a novel observation, the reason ‘Star Trek’ feels unique, even in a world of more ambitious sci-fi properties like ‘Battlestar Galactica’ and ‘Black Mirror,’ is because it alone asserts that technology will make our lives better, not worse.

So it seems that others have figured out something that eludes too many inhabitants of law firms: technology can make our lives better, not worse. The challenge is whether we can “conquer our deeply held prejudices” and use our Vulcan, Bajoran, and Betazoid abilities to leverage technology to make something better of a woefully underperforming industry. We have underserved clients, unhappy lawyers, and unappreciated allied professionals. Isn’t it time for a change?

Go boldly!

[To learn more, see the great infographic on The Evolution of Star Trek.]

[Photo Credit: Wikipedia]

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