Can E2.0 Crack Through KM Culture?

Carl Frappaulo of Information Architected is an experienced practitioner and wise observer of all things KM.  In this Enterprise 2.0 Conference session, he tackles head-on the underground battle between some knowledge management personnel and emerging E2.0 enthusiasts.


[These are my quick notes, complete with  (what I hope is no more than) the occasional typo and grammatical error.  Please excuse those. Thanks!

From time to time, I’ll insert my own editorial comments – exercising the prerogatives of the blogger.  I’ll show those in brackets. ]


  • One key determinant of E2.0 success is organizational and culture and the way people in the organization interact with each other and with information
    • Island of Me – I live in and love my silo – just give me search so I can find my stuff
    • One Way me – I want the info, but don’t really want to share. I like RSS and mash-ups.
    • Team Me – I understand that I’m a part of a team, but if I have to share, it will be primarily with my team. They like wikis and blogs –but for a limited audience. Social tagging and bookmarking for the benefit of the team is fine.
    • Proactive Me – I consider that a major part of my job is to be a good team player. If I erect walls to sharing, they are transparent.  I like Portals and executive dashboards that help me push info to my team.
    • Two-Way Me – I’m both a team player and pro-active about building communities. I participate in communities of practice and work in a highly social organization. (The employees describe the organization as a “family” whose members cooperate as a matter of routine.)
    • Islands of We – This is cutting edge.  Senior management buys into “socialness” and believe that being social gives their organization a competitive edge. They promote actual and virtual teams. Trying strategic uses of E2.0 tools.
    • Extended Me/Enterprise 2.0 – this is E2.0 nirvana and currently extremely rare today.  The culture promotes and supports full transparency and collaboration, participation/engagement, agile, constantly challenging current assumptions and practices, this organization is perfect for E2.0. This isn’t just about senior engagement – the entire organziation is oriented towards emergence and transparency.
  • Enterprise 2.0 technology or any other technology can’t change culture all by itself.  You need additional change management efforts to move an organization towards a culture that is ready for transparency, emergence and collaboration.
  • How E2.0 makes a difference:
    • It’s easier to implement – it requires little or no training
    • Widely accessible – early adopters have esperience on the Web before they bring it behind the firewall
    • Emergence
    • Lean
    • Low-cost
    • It represents evolution not revolution
  • Resistance is Real – a survey of adopters disclosed
    • 49% found IT resistance
    • 64% management resistance
    • 72% user resistance — this is the hardest form of resistance to overcome
  • User resistance is the hardest part
    • internal enthusiasts learn that users need more training than expected
    • E2.0 tools aren’t automatically viral once introduced, you must support users
  • You need to incentive participation – but this is NOT about offering number
    • You need to help potential knowledge sharers understand what to share and how to share
    • You need to help knowledge seekers find information
  • Consider your strategy carefully
    • Do you need culture change first?
    • To what extent could your chosen E2.0 tool affect culture?
  • Assessing your aptitude for KM & E2.0 on each of these attributes
    • Structure
    • Culture
    • Process
    • Current KM Practices
    • Team Structure
    • Innovation
    • Technology
  • Dos …
    • Create a vision – strategy and goals are key
    • Sell, promote & market
    • Leverage needs & culture
    • Nurture & promote Champions
    • Learn from History/iterate
  • … and Don’ts
    • Ignore resistance
    • Focus on IT
    • Be rigid
    • Pilots = solutions (a successful pilot requires marketing afterward)
    • Boil the ocean

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