Category Archives: Collaboration

Day 1 KM Australia

Yesterday I was in Sydney for the first day of the KM Australia Conference. The conference is a two day event at Milson’s Point.

David Gurteen opened proceedings with an introduction extolling the benefits of conversation. David made references from Theodore Zeldin – “The kind of conversation I like is one in which you are prepared to emerge a slightly different person” and David Weinberger (Cluetrain Manifesto) – “better to understand the knowledge we already have”. The basic message is to engage, listen and learn.

The two stand out presentations today were from Nicolas Gorjestani (ex World Bank) and Pete Williams from Deloitte in Sydney.

Gorjestani focused on obstacles to change from existing mindsets, noting that cultural change at the World Bank started  in the mid-1990s with the ideal of a “knowledge bank” but that the ideal is still to be realised. That’s not to say that nothing has changed; however, change takes time and continuous encouragement.

Moreover, sometimes “unlearning” something is just as important as learning something new. Human mindsets see only some things; something that has been reinforced with me over the years with readings and presentations from people such as Dave Snowden from Cognitive Edge. Gorjestani emphasised the need to ask “what could be?” rather than “what can be?”  I imagine a few mindsets in some organisations that need a jackhammer of gargantuan proportions to shift….but that’s another story.

Pete Williams from Deloitte emphasised how existing communication tools can be used for good business outcomes. He was specifically focusing on social tools that allow connection and collaboration between individuals and teams. He informed us how Deloitte uses Yammer to share information and experiences within Deloitte. He gave many examples as to how the system was used to ask and solve problems; problems that might otherwise take much longer to solve or deal with. In a telling point about Sharepoint, Williams said this about the Microsoft product: “if I want to get a glass of water, Sharepoint wants to dig a well. Why not go to the tap that’s already there?”.

And the meaning here is that there are fabulous tools out there already to use.  So why spend time and resources building new things when it already exists, especially at such low cost? He continued by commenting that in many cases the customisation of Sharepoint from previously requested work still hasn’t been finished so how could new work be taken on board and completed in a timely manner? Indeed.

Williams also highlighted new ways to present information through mashups and through minor adjustments to existing software apps. Bamboo was a product that he mentioned that I need to investigare further. Again, Williams advocated a culture of “can do” rather than “won’t do”.

Deloitte actively encourages good ideas in many ways. They provide time and financial resources for new ideas to be tested and developed. Microfunding is available to anyone with an idea that has potential, approved by the innovation team.  In addition, Yammer is used across Deloitte to not only solve problems and respond to questions but to comment and improve upon decisions. Williams gave the example of the change from a per diem rate for expenses to actual cost recovery by individual receipts. When it was pointed out by many people that this procedure would take forever for those in consulting jobs at sites for months at a time, the CEO took this on board and changed the policy back.

All of these ideas and experiences work because of a culture of can do and of encouraging ideas for improvement. Unfortunately, many organisations prefer a command and control model where innovation is unlikely to get very far.

I look forward to hearing what speakers bring to the table on day 2.

Three information projects about to start at AusAID

It’s quite an interesting time in my workplace at the moment. I have three big projects about to commence.

The first is the information seeking behaviour project. I will be working with Optimice to investigate the information seeking behaviour of selected areas of staff within the organisation. I am looking to discover how people use knowledge objects and people to find information and knowledge using their everyday information seeking behaviour.  I hope to understand how people currently get the information they need to do their jobs and be informed as to what is going on. I can then determine how the library and information service needs to respond – what services can be improved, what services could be dropped, and what knowledge gaps there are that my team could try to fill. The project is of interest to other areas of AusAID as well – records management, internal communications, and the online team to name but three. I have the first meeting with Optimice in Sydney on Friday.

The second project I am working on with my team is the library management system upgrade. We use SirsiDynix and will migrate from the Horizon system to the new Symphony system. It’s taken longer than I anticipated to get all the approvals in place just for this system upgrade. Hopefully we will have everything ready to go shortly. In the meantime, we are looking at the positive and negative aspects of library catalogues and GUI’s. We are also hoping to establish country and subject-based portals within Symphony to better reflect our wide ranging content sources.

The third project we are working on is Yammer. We would like to officially pilot Yammer as a tool for sharing information and knowledge with selected groups within the organisation. Yammer is a useful web-based tool that we see plenty of great opportunities to use for internal collaboration and information sharing beyond group emails. We are currently going through the technical and security procedures to get formal permission to set up official pilot projects. I know Yammer is used by UNICEF. I understand that some Australian government departments may use Yammer and I’d be very interested to hear from their experiences. The oft-preferred Govdex just doesn’t cut it in terms of functionality and ease of use. 

While these projects will take shape in the coming weeks, I also have a nice little detour to take next week when I fly to the US to attend the Electronic Resources and Libraries Conference in Austin, Texas. I am paying for much of the travel but work is chipping in for the actual conference. I am looking forward to hearing some great presentations and talking with other information professionals during the course of the event. If you’ll be there, make sure you try and find me for a chat.

All up, some pretty exciting times coming up in the next couple of months.

Reflections on Web 3.0 social media conference

I have had a few days now to reflect upon what was presented and discussed at the Web 3.0 social media conference that was held in Sydney last Thursday and Friday.

The key point is that social media cannot be ignored by companies and nor can it be ignored by “marketeers”. “Marketeers” is obviously some cutesy professional term used these days to describe marketing executives or marketing departments; a noun that I find strangely childish and stupid.  But I digress.

For the organisation, social media offers scope, range, and reach to potential customers and clients. Using social media tools such as blogs, Facebook, Twitter and LinkedIn allows organisations to communicate using channels that are becoming increasingly popular. 

Mark Higginson from Nielsens reported that growth in the online sector in Australia was strong, even showing a growth in online media use from the 55-plus demographic. Moreover, in the words of Alex Crompton from Aussie (Home Loans), “It’s (social media) where the people are.” In other words, look at where your audience is and work out the best (if not all) the media channels necessary to connect with them. The online space will continue to eat into traditional advertising channel revenue as people spend more time online.

Not surprisingly, the case for social media use was strong. Not only did presenters emphasise the communication and marketing aspects, but many also told us of the importance of “community”, “engagement” and “the social” aspects of the online universe. Online brand reputation and “tribal support” are significant, as both Alex Crompton (Aussie) and Karen Ganschow (Telstra) indicated in their presentations. Products and services can be improved by using social media as a way of listening to customers, and then using the feedback to enhance the customer (and brand) experience – all good commercial sense. Generating online champions who advocate (and even solve problems) on your behalf, is even better!

Nick Love from Fox Interactive Media was confident that the internet in the near future would be totally about “the social”. Nick was so confident , that he forecast that “social” media would become redundant since the social aspects of online use and interaction would become embedded into everything that happens online. Nick referred to the “social web” as a way of explaining how pervasive the shift to social networks was becoming. Mark Higginson from Nielsen wasn’t convinced (and nor was I) that the internet in the future would be totally social, but I think Mark and I would agree that the social aspects of online communication and engagement will continue to grow and become very important.

The three of us would agree, however, that social media has an important “reputation currency” associated with it, something at the heart of authenticity and engagement. It remains to be seen how marketeers will leverage “authenticity” and “engagement” to sell their wares and promote their brands.  Actually, it is already beginning to happen on social media sites such as Youtube where content is becoming monetised (product placement is a classic example).

Karen Stocks from Youtube keenly promoted (financial) success from Youtube celebrity spinoffs and content creators such as Australian Natalie Tran. Youtube offered global reach, attention, and eyeballs for product placement and brand awareness. At the heart of Youtube success was “viral marketing” – some authentic and often accidentally successful Youtube clip that captured “people’s imagination” and took off. One quoted example was the Mentos mints in the bottles of diet coke that literally took off, and with it sales of diet coke to boot! Of course, it’s not all beer and skittles (or mints and coke) for Youtube content creators. Naomi Klein warned us in No Logo that companies prowl for ideas from a range of sources (and these days social media is one of them) for emerging trends and then commercialise without any profit going to the edgy content creators who displayed their ideas first.

Michael Kordehi proved that Microsoft has informed and entertaining speakers with a great presentation on enhancing a richer and deeper personal experience with the web. Michael showed off some of the IT whizz-bangery that he and his team had done for NineMSN’s Grazia magazine. The image quality of the digital fashion shoot photos were enhanced for much finer image detail (something clients wanted from fashion photos online) AND also to enhance the way readers could share these images with their friends. Using your own navigation around the images, you could then save and send it to friends so that they saw the same sequence of images as you did. I think he referred to it as an “e-journey” but I think he’ll need to do more work on that term to make it part of the popular lexicon.

Other professionally presented talks were from Paul Borrod of Facebook and Cliff Rosenberg from LinkedIn, both of whom promoted the social media benefits of their respective services. I already use LinkedIn but I must say that I am a little more inclined to take Facebook  more seriously than I have in the past, based on some improvements to the interface and an assurance to improve privacy.

Marc Lehmann (Saasu.com) talked about the naturally selected web which pretty much was about getting the web to cut through the mess and give you exactly what you want without relying on search. Because we are all still time-poor, we need a more life-like web that relates to our own needs and our own digital identity. Marc thought that today it is not about the web, it’s all about the data. How can we get the data we need and personalise the information to meet our individual demands and save us time?  And Nicholas Gruen, in his presentation on Government 2.0 and web 3.0, also advocated how the provision of (government) data could be used by people in many different ways – the classic example was the Gov 2.0 mashup late last year at which an inventive bunch of people reframed and rearticulated government data into informative and interesting ways. In other words, put the data out there and let the people work out for themselves how they will use it and what meaning they will derive from it.

One of the best presentations from the conference was from Sandy Carter of IBM. Sandy gave some excellent real-life examples of companies using social media for a variety of strategic purposes. The message was clear: before using social media, an organisation must articulate and understand the problem it is trying to solve and then work out how (or if) social media can make a positive difference. In fact, 80% of your time should be about planning and setting out the objectives and the strategy, while the remaining 20% is about the technology and the tools. Much of what Sandy had to say, and in far greater detail, is in her book The new language of marketing 2.0. The book outlines a set of six steps (ANGELS) that provide a useful guide to utilising traditional marketing techniques with what web 2.0 has to offer. And thanks Sandy for the free copy!

There  were other interesting papers that I summarised in my notes but I need not go into detail here. Suffice to say, the conference encouraged thought and good discussion about how social media can be leveraged to improve communication, enhance marketing and customer engagement, and promote new forms of interaction and community among online participants. The conference was very impressive indeed.

On podcasts, learning, and uni students

When I first went to university I wrote all my essays on a typewriter.  The desktop PC revolution and word processing programs were only just beginning.  In fact, the typewriter held fast in universities throughout much of the 1980s; some universities having specific rooms full of typewriters for students to tap away upon. I had my own typewriter; but even that posed certain problems.  One memorable comment from a lecturer on one of my essays was: “I think a new typewriter ribbon would have been helpful”! 

The change from typewriter to PC and word processing was a massive change for students – a change for the best.

Nowadays, university students have it pretty easy when it comes to doing their university work.  Students have laptops that can go anywhere and word processors that make writing and editing assignments relatively painless.  Thankfully, computers made “white ink” corrections redundant.  Students don’t have to queue for ages at photocopier machines to copy key journal articles anymore – almost all academic journals these days are available online via the university library.

University students today don’t even need to go to classes to listen to lectures since many lectures are now podcast, enabling students to listen to the material at a time most convenient for them.  Moreover, podcasts overcome the multitasking dilemma we “older” students had when trying to listen to lecturers and write down salient points at the same time! Podcasting, like laptop computers, give students greater freedom and flexibility for learning.

Therefore it comes as no surprise that university students are spending less time on campus and more time online, according to this article in the Sydney Morning Herald. “Three out of four students use podcasts of lectures and a third believe online lecture materials can be a replacement for attending classes, according to the nationwide survey of 2422 first-year students by the Centre for the Study of Higher Education at the University of Melbourne”.

While we can say that technology has created the capacity for increasing a student’s online experiences, the other reason is financial.  The cost of education is much greater these days then when I first went to university (in the days when university education was nominally “free”).  Over the past 10-15 years, university students have had to pay expensive fees or take a loan to pay for their studies. For undergraduate students in particular, paying for education means there is a greater need to take part-time jobs to earn money to pay for fees, as well as the usual costs associated with text books and transport.

The negative side to all of this is the lack of on-campus activity that comes with university life.  If students are learning by themselves via online services, podcasts, and even wikis, where is the social interaction that is also part of the educational experience? 

People in the workforce do not work in social vacuums.  The lecture, with all its ancient history behind it, acted as a focal point for students to meet before and afterwards.  The death of the lecture means new focal points will need to overcome the loss of social interaction.  And I don’t just mean the fun part of social interaction; I mean actually meeting with other students (both by design and serendipity) to discuss what they have learned and what needs to be thought through.

It is interesting to compare the university experiences of students today with what will be their work experiences.  For the most part, employers want staff to be at work in a specific physical location.  Despite all the hype, working from home is still relatively rare.  Working with people at the workplace is still the fundamental organisational architecture that university students today will move into.

In the knowledge management industry, we are very supportive of face-to-face contact to establish trust to enhance workplace (working) relationships.  Trust is integral to many of the knowledge management initiatives that we like to promote, especially in terms of leadership, communication, collaboration, people networks, and operational effectiveness.

Information technology gives us speed and scale that cannot easily be replicated in face-to-face environments.  For example, knowledge management professionals like to promote online communities of practice, wikis, and podcasts too.  We see that there are many different ways to communicate information and knowledge and we try not to rely on only one channel.  We like to consider context and how our KM work best fits within that context.  In many ways, we are like both the university students and university lecturers of today’s world.

Getting the balance right in the context in which we operate is the real challenge.

On network culture

One of the interesting things about humans is their interrelationships with other people.  There are historical reasons for this based on family, tribe, and community.  Such groupings were necessary to survive.  In most human societies today, the family unit is still the foundation of people’s relationships.  Friends and the people we socialise and work are also part of the human interrelationship matrix.  And interestingly, people have relationships with characters in books and on television, they have online relationships, and they have virtual relationships in digital spaces such as Second Life.

It should therefore be self-evident that people relationships are significant in nearly all that we do.  In fact, modern humans are truly part of the networked society as a consequence of the internet and World Wide Web.  We have in fact extended the possible reach of our relationships, widened the scale of intensity of relationships (between very weak to very strong); and increased the scalability of our relationships.  So shouldn’t we now recognise the importance and value of the network culture?

In many organisations, relationships are grounded in an “old style” corporate mentality dealing primarily with direct work-based relationships, often hierarchical in form.  In most cases, the network is based on physical proximity.  However, relying only on work-based physical contacts to get one’s work done is not enough these days.  In order to get the right person with the right information at the right time, we need more than just physical proximity.  We need access and immediacy.  We get access and immediacy through our networks, often facilitated through information technology channels.

In a recent blog post by Stefan Lindegaard, called How to create a networking culture, Stefan outlines some ideas for establishing and recognising a network culture within an organisation.  Not surprisingly, this recognition starts at the top. Stefan says: “Leaders [need to] show a genuine and highly visible commitment to networking. Leaders must walk the walk, not just talk the talk. … Leaders should also share examples of their networking experiences whenever possible”.

At the practical working level, Stefan has identified the following: “People [need to be] given time and means to network. Frequent opportunities are provided to help individuals polish their personal networking skills. Not everyone is a natural networker. But almost everyone can become good at it with proper training and encouragement.   Both virtual and face-to-face networking are encouraged and supported. Web 2.0 tools and facilitated networking events maximize the opportunities people have to initiative and build strong relationships”.

Now this all makes very good sense.  Why wouldn’t organisations want to leverage individual and groups’ people networks to get things done more quickly, more efficiently, and more effectively?  Such networks are at the heart of collective intelligence and knowledge management.

Why not use all the network facilitation services available in our modern world, from coffee shops to internet and Web 2.0?  And why should there be any doubt about the value of people networks when we can see how fundamental interrelationships between people have been over time?  Network culture should no longer be revolutionary – it should be accepted organisational practice.

On Government 2.0 – the presentation

Last Friday afternoon I hosted at AusAID a presentation on “Government 2.0” by James Dellow from Headshift.  James has advised in the comment section of my previous blog post that the presentation is now up on slideshare. 

The slides are available from here.  In addition, James reminds everyone that the Project 8 materials are available from here and that the slides from the presentation showing the diagrams can be accessed from here

The presentation and discussion among 30-40 people who attended the event was really very good.  There is further to go down the Government 2.0 pathway but perhaps we can safely say that the journey has started and is moving down the lane.

 

On open government

This evening I discovered the text of a speech by UK Prime Minister Gordon Brown on working smarter in government (i.e. the civil service).  Now working smarter, and leveraging what organisation’s already do more effectively,  are at the heart of good knowledge management.  The speech is much broader than simply having the civil service become more efficient – Brown outlines a vision for open government and engagement with the citizenry.  Interestingly, what Brown says about government and public engagement sounds very similar to the sentiments expressed in the Engage Report that I blogged about in my previous blog post.

In particular, Brown says: “We will ensure that people can get access to the information they need to engage in dialogue with public service professionals; and in doing so reduce bureaucratic burdens. This will drive improvements in public services, making them more personal and cost-effective, whilst at the same time strengthening democratic deliberation and giving frontline workers and voluntary organisations the freedom to innovate and respond to new demands in new ways. We are determined to be among the first governments in the world to open up public information in a way that is far more accessible to the general public … In this way people will no longer be passive recipients of services but, through dialogue and engagement, active participants – shaping, controlling and determining what is best for them.”

I applaud the sentiments expressed in this speech by Gordon Brown.  Similarly, the Engage Report in Australia says: “Engagement is the central theme of this report. It deals with the connection of people to information so that knowledge assets can be re-used to create new and often unexpected value. It deals as well with the growing opportunities for more effective collaboration with citizens in different dimensions of government – policy development, regulatory reform, program and service design”.

Yet I still have that nagging concern that public-government engagement is not what it appears.  Sure, I understand the desire to publish government content (in greater volume no doubt, but hopefully in a form that is of most value to the public).  I applaud the use of web 2.0 tools to facilitate some form of public feedback or dialogue.  I certainly understand the view that the public has a right to be informed and that government needs to become more accountable.  These are all good things and are very big steps for government to be actively pursuing.  Yet, how much of all of this is just an enormous content dump, and how much of it will be real engagement – engagement where citizens actively become involved with the workings and decsions of government departments and agencies?

Web 2.0 requires a different way of thinking.  There is more emphasis on distributed intelligence and networks rather than centralised control systems and fixed hierarchies.  Web 2.0 is not about control, but more interested in the dialogue and “the conversation”. Web 2.0 tools and applications are interactive and immediate.  And most importantly, web 2.0 thinking is the thinking of the new world environment of the 21st century so there is no excuse not to partake of the best that web 2.0 can offer.  It’s simply evolutionary organisational dynamics.

Brown in his speech goes on to say: “But if the purpose of our reforms is not only to be more efficient, but to meet future challenges and re-engineer our public services from good to great, Whitehall has to let go – and empower staff and the public to shape provision in meeting local needs and priorities” (my bold and italics).  This cultural change will not be easy.  The same issue was identified in Australia in the Engage Report – that there is a strong cultural and operational tendency within government to withhold information.  There are many reasons, some of which are spurious and others that have some legitimacy. Traditional control-based organisations in government will need to change if open government is to become a reality. But there are realistic concerns around privacy, political risk, and copyright – challenges all of which can be overcome I must say.

The challenge for open government and increasing citizen engagement with government is not the web 2.0 tools which are readily available.  The challenge is how to foster a culture of openness and collaboration in government agencies.  In addition, there may be significant resource issues around content management and web sites, records management systems, information management, and knowledge management.  The classic organisational problem, “we don’t know what we don’t know”, is no longer now just a knowledge management problem; it’s now a government-wide problem that must be overcome before open government can be effective.  However, the fundamental success factor for open government will be people-based – trust and organisational culture being pivotal.

The vision for open government espoused by UK PM Gordon Brown and in the Engage Report for Australia are commendable.  They are optimistic and challenging.  But they also offer opportunities for knowledge management to become a significant and active stakeholder in the way in which open government might unfold.  I certainly hope so.