Know or die: risk and opportunity of Knowledge 2.0
“And the web stormed the enterprise and disrupted roles,
tasks and jobs: it cast speed, openness, flexibility and efficiency
throughout, sparing no business processes: manufacturing, logistic,
accounting, customer relation management, lead generation…”
The digital mutation is also profoundly disrupting how
knowledge is acquired, organized and shared. Knowledge is an intangible,
yet strategic asset of any enterprise. With businesses becoming more
virtual and dematerialized, its value is patently and rapidly growing.
How does the enterprise adapt its Knowledge management
practice to the digital age? Did the web annihilate the older knowledge
management paradigms? How can the enterprise benefit, and not succumb,
to a web-driven, pervasive and real-time knowledge? We at Scoop.it have
noticed amongst our business clients a growing concern regarding the
evolution of Knowledge sharing; we’ve run a survey (500 respondents) to
better comprehend the challenges, objectives and stakes. Let’s share
some insights.
But first, what exactly is knowledge and why should large enterprises care?
Some languages offer two words to translate knowledge, and
the difference is interesting: for example, the French distinguish
between connaissance and savoir. Connaissance refers to objective data
and information, acquired by means of learning and understanding. Savoir
refers to subjective collections of connaissance, aggregated and
contextualized through a specific experience.
In a sense, connaissance is raw content while savoir is curated content: carefully selected, subjectively enriched.
While no such two substantives exist in English, this
subtleness is nevertheless captured by two adjectives: I’m cognizant of a
fact but I’m savvy in my field.
How is it relevant to the enterprise? Connaissance (raw
data) is of course necessary to the enterprise but it has become almost
trivial, commoditized. What is strategic is savoir: contextualized,
field-specific, actionable knowledge. Being cognisant is table stake;
being savvy is the objective! Knowledge sharing strategies are required.
From Benjamin Franklin (“An investment in knowledge pays
the best interest”) to Bill Gates (“How you gather, manage and use
information will determine whether you win or lose”), there is no
shortage of wise people reminding us the value of knowledge. This is not
web-specific. How we acquire, organize and share it: this is
web-specific. The enterprise knowledge sharing strategies need to adapt
to the new paradigms.
Notably, the web changed (hm… rather pulverized) the following barriers:
-
Time barrier
Knowledge is now real-time; by the time your enterprise
will just think of producing a formal piece of knowledge, the web will
have produced – and made obsolete – hundreds of related pieces.
Organizing yearly training session is good: we all need synchronization
points. But on-going education is way better.
-
Internal vs External barrier
There is more knowledge is the outer web than you will ever
produce – even about you! Of course, the enterprise will always possess
this secret sauce, these patented know-how that will remain unique and
private. But the rest of the world also produces lots content relevant
to you. Open up, listen, use, repurpose!
-
Functional barrier
Everyone is an expert. Everyone has access to social media,
blogs, wikis… and appropriate tools to filter and monitor. Knowledge
dissemination is no longer one-to-many. Leverage your experts where they
are (R&D, support, sales, HR) to capture knowledge. Share knowledge across the functional silos.
What do we do? From cognizant to savvy via social curation
The new knowledge sharing paradigm in the enterprise is real-time information, in an open world, with pervasive expertise.
The enterprise needs to adapt… or die.
It’s a matter of will, procedure and tools. Decision might
be sometime hard to take, but implementation is easier than it seems.
The key is to adapt the mentality and forget the time, space and
functional barriers that collapsed. New organization, procedures and
tools can easily be deployed, that will:
-
Enable employees to monitor relevant content (from inside and also from outside the company) so as to acquire real-time knowledge, on an on-going basis
-
Empower experts to curate (capture, enrich, share) the most relevant content; Expert curators are the enterprise social brain that distill raw data into enterprise-specific, relevant knowledge
-
Make knowledge easy to consume: easy to access, palatable, intuitively organized, visual, contextualized. Your enterprise scarcest resource is your employees time: make them crave for and love knowledge; not struggle to find and digest it
-
While the system must be as open and flexible as possible (passing through the internal-external and functional silos barriers), keep control of the distribution process: some knowledge is public; other has a restricted, controlled audience
-
Gamify. The knowledge sharing process must be easy, engaging and rewarding, so your employees will be involved. To quote Benjamin Franklin again: “Tell me and I forget. Teach me and I may remember. Involve me and I learn”
Recognizing the ever more strategic value of knowledge
sharing; adapting the enterprise to web-compatible paradigm and
deploying a consistent solution that involves (most) employees and
leverages expertise through the time, space and function barriers: this
yields lots of tangible benefits:
-
It increases the performance of each individual, by means of personal education; it is the most effective way to develop the enterprise human capital
-
It increases the performance of each group within the enterprise, by means of collaboration; and also through better understanding of each other, by better synchronization of the various levels of knowledge throughout the enterprise
-
It increases the global business intelligence of the enterprise, by means of better monitoring and better filtering of real-time web content
-
It increases the amount of relevant content available to the enterprise content strategy. Indeed, qualified knowledge is quality content and can be redistributed externally to demonstrate thought leadership, feed a community and an audience. And every enterprise needs lot of it.
-
It helps detect, develop and reward internal thought leaders
-
It helps nurture brand advocates
And it does not cost much resource, since every one in the
enterprise is already an expert who discovers, reads, analyzes, filters
lots of content… it is just a matter of adding this clever, pertinent
little effort to capture and share the best of it!
The survey
we ran recently with Business and Enterprise clients of Scoop.it
clearly confirmed these benefits, with overwhelming statistics:
According to our respondents, sharing of third party content in the
enterprise:
-
Educates employees for 96%
-
Makes organization more efficient for 87%
-
Helps convince teammates for 69%
-
Helps convince clients for 84%
Conclusion: Knowledge Sharing makes you stronger. Adapt. Don’t die!
The benefits of Knowledge Sharing in the enterprise are
numerous; it contributes to the excellence and to the sheer power of the
enterprise, in many functional processes, including Business
Intelligence, Human Resources, R&D, Marketing and Sales.
The enterprise certainly needs to invest some efforts to
adapt to the web-driven knowledge cycle, which made the old barriers
(time, space, function) obsolete; but the opportunity to grow stronger
and faster is proven and the returns are substantial and tangible. And,
given the appropriate procedure, mind-set, and tool, the benefits are
easy to harvest. By entering the enterprise, the web forced it to
evolve… but for the better.
Want to know more about Scoop.it KS solution? Contact us.
No comments:
Post a Comment