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.