10 Important Elements of an Organizational Knowledge Ecosystem

Posted by Lucidea on 3/1/2018

In their interesting blog post, 10 Tips for Creating a Knowledge Ecosystem in your Organization, a group of Wiley publication editors share their insights on effective KM practices. As a result of seeking a “better understanding of how knowledge is constructed and how it is connected to prior learning”, they compiled a list of ten knowledge ecosystem elements.

Knowledge management is not an activity that exists in a vacuum. In order to be successful, any KM program needs to fit tightly with your organization’s culture, workflows and strategic priorities—and must always incorporate a “people” element. Wiley editors from their various journals, including Journal of Organizational Behavior, Knowledge and Process Management, and the Human Resource Management Journal identified the elements of a “Knowledge Ecosystem” listed below.

1. Allow for Flexibility
2. Embed Learning in Everything
3. Set Clear Open Innovation Objectives
4. Overcome Selfishness by Using Selfishness
5. Actively Identify Critical Knowledge
6. Foster Authentic Leadership
7. Balance Your Open and Closed Activities
8. Create a Competitive, Free Market-like Environment
9. Review the Quality of the Knowledge
10. Create a Psychologically Safe Environment

You can read the details of these tenets here: 10 Tips for Creating a Knowledge Ecosystem in your Organization. It’s worth noting that KM technology can support many of these tactics, especially if you think beyond the traditional ways of using a KM application. Check out the post and tell us what you think.

Elevator Speeches: No Magic Beans

Posted by Stephen Abram on 19 Dec 2017, Lucidea

Over the past few years we have heard a lot about the special role of elevator speeches—those sound bites you practice in case you have the ear of a key decision maker or influencer in your organization for a few floors. I love this tactic, but let’s remember that it’s just a micro-skill and we can’t leave our communication strategies up to chance encounters. Let’s learn how to make our own magical moments.

We’re told to craft a few engaging, short stories or facts and install them in the heads of decision makers during a quick elevator ride. Then, magically, good things could happen. There are even many examples of where this strategy worked.

But what are the next steps after you’ve baited the hook with your elevator speech—making sure to be interesting, intriguing, and to include a call to action? I like to think about the below as steps in developing a new relationship. Not quite speed-dating but definitely getting to know each other better.

The Starbucks Latté Chat
Nearly everyone likes one of the ubiquitous Starbucks™ beverages. Slyly insert, into casual conversations, a query about what someone’s favorite Starbucks is. Is it different in summer? Do they change their choice from morning through evening? Do they actually prefer Seattle’s Best or Tim Horton’s? Then, later, call them when you know they’ll be jonesing for a fix, ask them out for 15 minutes, and say you’ll treat them to their favorite Starbucks. What do you get? 15+ minutes instead of an elevator ride. It’ll be the best five bucks you ever spent. Be prepared to be social and listen and have your ideas ready too. Pick them up at their desk so you have the walking time as well. And don’t put all your eggs in one basket; make sure you repeat this with many key influencers and decision makers.

The Hot Dog
Graduate to the Hot Dog Stand. This is perhaps an urban trick where quick lunches of NY cut fries and kosher hot dogs on the street are part of the downtown and business district cultural fabric. Maybe there’s something similar on campus or in your town. Anyway, this gives you half an hour to chat and plan together. You also get to know each other better. Your goal might be transferring ideas, excitement and information—or planning a future larger meeting. Either way, you now have a deeper relationship with a person who matters. You might even make a friend, but in any event you’ll have a closer colleague. You’re entering the inner circle’s orbit. And you get 30 minutes!

Lunch, Dinner and Social Events
As you earn the right to be part of the networked team, you’ll have more opportunities. Just remember not to be all business, all the time. People want professional relationships with other people, not fellow employees. And these events give you the opportunity for longer interactions and multiple targeted conversations.

The Meeting
Now you’re there. Several people who matter are primed to hear your big ideas, delivered in a more fulsome manner than an elevator speech or a budget line item discussion. You’ve already confirmed they’re aware and interested. This is your chance to shine and bring in the big guns—formal PowerPoints and handouts and a request for more consideration and alignment with the organization’s bigger strategies. You can do it. You’ve already worked the room in advance! On the other hand, try to attend a meeting as an attendee first, rather than as a presenter. Get to know the meeting culture and players.

Keeping the Energy Flowing
Lastly, here’s just one more piece of advice. This isn’t a budget strategy—it’s almost always wrong to introduce new ideas in the formal financial side of the budgeting process. That’s usually where cuts happen, not investments. New program investments and priority choices happen throughout the year in thousands of small conversations and strategic planning meetings. Be political and keep your mind on the long term goal. Align yourself with the enterprise’s most exciting goals.

Elevator Speeches: No Magic Beans

The Top Three Social Technologies for Developing Organizational Strategy

Ron Aspe, CEO

In a June 2016 article titled The Evolution of Social Technologies, McKinsey & Company reported that the use of social technologies has evolved to include their use as tools for developing Organizational Strategy. Knowledge management (KM) professionals and librarians need to recognize this represents an opportunity for them to contribute to organizational success at the highest level.

“Since the dawn of the social-technology era, executives have recognized the potential of blogs, wikis, and social networks to strengthen lines of company communication and collaboration, and to invigorate knowledge sharing. Many leaders have understood that by harnessing the creativity and capabilities of internal and external stakeholders, they can boost organizational effectiveness and potentially improve strategic direction setting.“

The Tools of Choice: Social Networks, Wikis and Video Sharing

About ten years ago, organizations experimented with using Facebook and YouTube to interact with target audiences for purposes such as attracting new customers, garnering votes, or influencing societal behavior. Five years later, organizations started adopting tools like Yammer to encourage collaboration, gather insights, or manage knowledge more effectively. McKinsey reports that today, many organizations have appropriated social networks, wikis and videos for developing strategy.

The Opportunity for Knowledge Professionals

By directly delivering content via these social technology platforms, knowledge managers can contribute to the strategic planning process. Admittedly, Yammer, wikis or videos are not true knowledge management platforms. Instead, consider these as destinations to which curated and updated content must be directed.

Take the Initiative

Don’t wait to be asked to join a conversation or provide content. Instead, find out what is trending in your organization and start doing what you do best: sourcing and delivering timely, relevant content to people who need it.

KM and Library professionals often make the mistake of thinking that what they do is either misunderstood or blatantly obvious. The truth is, most people don’t understand our profession. Historically, everyone understood libraries as destinations, as knowledge repositories - so they knew where to go when they needed help. These days, knowledge professionals need to go where end users are.

Save People the Effort of Searching

One of Lucidea’s clients makes a point of delivering, without being prompted, a portfolio of briefing documents to key meetings taking place within the organization. Now, with social technology, we can a) determine what people are interested in before the meeting is called, and b) deliver the information without being asked.

Most people don’t want to do research; they want the result. With social technology, KM professionals can monitor organizational information needs in “real time.” In addition, they’ll know who needs what.

Just-in-Time Knowledge Services

A key component of modern manufacturing processes is the sharing of information between suppliers. The leanest companies don’t place orders to their suppliers. They require their suppliers to anticipate their needs, and facilitate this by allowing them to monitor supply levels.

Using social technology, KM professionals can monitor knowledge demand - and deliver in advance. Senior management is using social networks, wikis and video sharing to develop organizational strategy. They’re doing this because it helps them engage with their employees, disseminate knowledge and communicate ideas. Shouldn’t you do the same? At the very least, the people you work with would begin to understand what you do.

Last But Not Least

Should you embark on a similar strategy, be sure to brand everything you contribute. For example, put your logo on every page and include the equivalent of a “Google Ad” link the reader can click to request more information. Consider using a watermark too, if you find your material is not being given the attribution it deserves. Great content and services deserve good visibility and marketing.