Knowledge Worker

2.0

By Aicha ESSMAALI the girl you know

The key to unlock Corporate

Performance

Aicha ESSMAALI - The girl you know

FREELANCE CONSULTANT & CONTRACTOR knowledge management/development, effectiveness at work, Social Media Strategy.

SPEAKERAicha Essmaali is the perfect speaker to reach your target audience in conferences dealing with such topics as knowledge management/development, effectiveness at work, social media:◦ Media savvy and bilingual English/French◦ Articulate◦ Energetic , charismatic with sense of

humour

ON SITE TRAINER

Contact me: aichaessmaali@gmail.comTwitter:@aicha_26LinkedIn.com/aichaessmaali

ContentIntroductionRevolutions of the last decadeThe New Knowledge WorkerKnowledge Worker Species Evolution: 3

erasFocus on Knowledge Worker 1.0 workstyleFocus on Knowledge Worker 2.0 workstyleWeb 2.0 and PerformanceOpportunities to be consideredIssues to be addressedConclusionSources & References

IntroductionThe number of knowledge workers – professionals

whose jobs primarily involve complex interactions (ie tacit knowledge) - is growing at a phenomenal rate in developed countries.

In the US in 2010, knowledge workers represent more than 40% of the workforce

Knowledge workers spend on average 50% of their time on knowledge-related interactions

Companies need to make this part of employees more productive just as they have raised the productivity of transactional and manufacturing labour in the past

Adoption of web 2.0 to use knowledge workers at best is directly linked to market share gains, distributed decision-making work and increased profitability

FREE enduring LOVE

…the feminine response to

testosterone excesses:

why women mean business

The financial crisis…

60% of university graduates in EU & North America are women

80% of consumer goods purchase decisions by women

Consumers interactive and public feedback impact sales real time

Consumers Networks multiply effects

Companies go public to create and lead the trends that increase sales

Hyperlocal – Still

made HERE!

Made FOR China

Revolution for Consumers Web 2.0

“Telepresence””

Pullman “CO Meeting”

Revolution in the workplace

Decision-making is a collaborative process

My job is named

“NETWORK!”

The new knowledge worker

We have entered a new era of corporate performance

The number of knowledge workers – ie employees whose job involve the most complex interactions, the tacit ones – is growing faster than any type of job in the developed nations.

Knowledge Workers are networked decision-makers who need integrated information at their fingertips, to focus on achieving business objectives, and rather than on the distraction of gathering information

Raising the productivity of these highly paid employees is the next great challenge to unlock performance

Knowledge Worker Species Evolution

Transformational & Controlled

1.0 2.0

Transactional & Managed

Tacit & Social

GreenFeminine ResponseLEAN & BPRThis is a man’s world

Initial

Evolution from “production workers” era - when productivity was increased by automating explicit knowledge - to an era where tacit interactions dominate and drive performance

Knowledge Worker initial Era

“Individual worker”Textual static documentsTaxonomy, DirectoriesFocus on tools: emails,

static storage repositoriesFocus on explicit

KnowledgeSilos within enterpriseKnowledge is

controlled

Transformational & controlledKnowledge is PowerInformation retention

This is a man’s world

Knowledge Worker 1.0 Era

Static DMS, doctypes and standard metadata

Portals, Profiles, Roles Internally networked

communities, Team rooms, Forums,

SME, Instant messagingFocus on explicit

knowledge /transactions (ERP)

“Connect TO”Knowledge is

managed

1.0 Transactional & Managed

- “Well-oiled machine” where knowledge organization pre-defined by the designers of the systems- Companies are internally

networked

Knowledge Worker 2.0 Era Collaborative Platform

beyond Enterprise Web 2.0 spread usage:

Blogs, LinkedIn, Twitter… User-generated Metadata:

folksonomy, “Like” Live videocasts,

Visioconferences Fully-networked organization Focus on decision-making Public contribution “Connect WITH” Inclusive workplace Knowledge is Social Influence

2.0Social

• Knowledge integrates information on Users’ behaviours, experience, emotions

• Companies fully-networked• High competitive

advantage captured

Focus on KW 1.0 work style

E-mails - an avalanche of information

Information overload No structure or control Lock-in of key information Work organization issues

DMS Predefined parameters &

Specifications Passive repository Storage is dominant usage Important amount of

documents not updated: new information loses its value

Lack of flexibility, Workflows don’t fit all Users

Portals - transaction focused and not personal

Transaction and Role-based: One way communication One “truth” on how to organize

information Focus on tools and explicit content

Intranets /Team Rooms/sharepoints Beginning of “sharing” mindset Interactive and collaborative Ordinary surfing (constant checking)

time & energy consuming Spend big amount of time searching for

information Lack of flexibility Internal focus or limited reach

Company

Office

Team

Providers

Customers

Networks ofs of

Practice

Networks o of

Interest

Friends & Family

MY PROFIL

E

(control)

Capture

Create

SharePublish

(or…

perish)

Update

SubscriptionSyndicationDynamic Search

Social Media Objectives, Success Metrics, culture, architecture, governance

©Aicha ESSMAALIFreelance Consultant

Business objectivesIntegrated KnowledgeDecision-Making

Focus on KW 2.0 work style (1/2)

Focus on KW 2.0 work style (2/2)

Work style is collaborative◦ Collaboration IS growth◦ People are connected with their networks, with content◦ Interactions are visible and social◦ The way you manage your networks reflects your

influence over the world

Control◦ Knowledge comes in a

personalized and consistent way: Profile authentication and saving, Syndication, Tweets…

◦ Content is focused and specialized, Searches results are Dynamic

Value of knowledge is increased◦ Interactions bring value

to the content: Tag, comment, download, favourite, embed, social bookmark, …

◦ Mashups: content and functionality are mixed

2.0 work style and performance

The variability in performance between the least and most performing manufacturing companies is relatively narrow

But the variability of company level performance is more than 50% greater in tacit based-sectors

The use of web2.0 is key in making tacit activities more productive, raise top and bottom lines, and built talent-based competitive advantages that rivals will find hard to match

Web 2.0 is key in addressing Knowledge workers performance variability

Performance Variability Figures

Source: McKinseyCompetitive advantage from better Interactions-2006

Variability of company level performance is more than 50% greater in tacit based sectors

2.0 work style and performance

◦27% of the companies internally-networked (what we call 1.0 or managed) against 50% of the fully networked companies (2.0 or social) report having both market share gains against their competitors and higher profit margins.

◦ ◦That kind of performance clearly makes the

fully-networked companies (or 2.0 Social) profit consolidators in their industries, with earnings growing faster than the rest.

◦The fully-networked enterprise should become the benchmark for more vigorous competition in many industries.

*McKinsey Quaterly – 12/2010Web 2.0 finds its pay day

Opportunities to be consideredThe more a company wants to use Knowledge as a

competitive advantage, the more knowledge workers and knowledge management/development require attention and involvement from top management

Companies will have to manage both employees whose primary tasks are transformational or transactional - to be more efficient - while enabling knowledge workers - to be more effective:◦ Some companies may redeploy talent from transactional to

tacit activities◦ Cisco found it necessary to redeploy some available

knowledge workers with tacit activities to transactional and transformational activities bringing a new level of solving problems

Issues to be addressed Identify and address the barriers workers face in their daily

interactions: technical, space, organizational, time …barriers

Address new effectiveness and performance problems intrinsic to information and collaboration activities: data overload, time consuming meetings , people working longer hours, unbalanced private-professional life, distractions, risks of losing focus…

Develop and leverage new, softer (more feminine) skills:◦ Networking skills – High◦ Mentoring skills and non hierarchical leadership skills – High◦ Communication skills – High◦ Cross-collaboration, ability to work with diversity, gender

bilingualism, multi-level reporting – High◦ Modern personal organization and Time management skills –

High

Recommendations Integrate the use of Web 2.0 into employees’ day-

to-day work activities while constantly driving usage (Manage Change and Risks appropriately)

Basics 1st: ◦ The right decision-makers should access the right

information at the right time◦ Information quality is the leading indicator of business

value: the higher the information quality, the better the decisions

◦ Web 2.0 interactions increase the value of knowledge Implement Governance, Key Performance

Indicators that are sense making for your company: IT ROI, ROA, Staff productivity index, Employee retention, Sales per employee, Employee satisfaction…

Appoint a Knowledge Manager/Developer who will develop and execute your “KM web 2.0” route map

Conclusion“You can’t manage knowledge –

Nobody can. What you can do is manage the environment in which knowledge can be created,

discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.”

Chris Collison and Geoff Parcell

Main sources & references Learning to Fly: Practical Knowledge Management

Chris Collison and Geoff Parcell McKinsey Quaterly

◦ Web 2.0 finds its pay day – 2010◦ Boosting the productivity of Knowledge Workers - 2010◦ Competitive advantage from better interactions – 2006◦ The next revolution in interactions - 2005◦ Managing the Knowledge Manager – 2001 updated

Enterprise 2.0 Andrew McAfeeAssociate Professor, Harvard Business School

The new promise of business intelIigenceIBM Cognos

Why women mean business – Avivah Wittenberg

http://www.20-first.com/ Is it a women’s world? http

://thedx.org/2010/12/a-womans-world/ The Drucker Xchange Trendwatching.com

http://trendwatching.com/trends/innovationavalanche.htm