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Copyright © pattianklamdotcom 2007 Net Work and KM Leadership Patti Anklam Boston KM Forum June 26, 2007.

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Presentation on theme: "Copyright © pattianklamdotcom 2007 Net Work and KM Leadership Patti Anklam Boston KM Forum June 26, 2007."— Presentation transcript:

1 copyright © pattianklamdotcom 2007 Net Work and KM Leadership Patti Anklam Boston KM Forum June 26, 2007

2 copyright © patti anklam We live in networks, all the time “Net Work” “The Social-Network Toolkit,” Patti Anklam, Ark Group, 2005

3 copyright © patti anklam All networks have discernible properties Purpose Structure Style Value-producing mechanisms If it’s a network you can draw it

4 copyright © patti anklam Network Fundamentals Purpose ValueStyle Structure

5 copyright © patti anklam The network view provides access to managing a network’s context You can design a network  Selecting appropriate elements of purpose and style You can examine it  Looking at its structure, value flow, or relationships You can create or respond to change  By understanding the network’s context and its properties

6 copyright © patti anklam The [KM] leader’s net work 1. Network intentionally 2. Practice network stewardship 3. Embrace technology 4. Create the capacity for net work 5. Use the network lens

7 copyright © patti anklam Network Intentionally Successful KM leadership depends on successful relationships with peers in related functions Position of KM in the organizational structure impacts the ability of the KM leader to build a strong personal network

8 copyright © patti anklam Qualities of a healthy personal network Balance  Internal to one’s own group and outside groups  With respect to hierarchical position Position Reciprocity “Research Report: How Top Talent Uses Networks and Where Rising Stars Get Trapped,” Rob Cross, Robert J. Thomas, and David A. Light, ©2006 Network Roundtable and Rob Cross, LLC

9 copyright © patti anklam Pay attention to networks Create connections  Randomly  Mindfully  Between individuals and across groups Increase the flow of knowledge  Technology, events Discover connections Correct impedances  Overly central people or bottlenecks Increase diversity

10 copyright © patti anklam Practice network stewardship You can design a network  To support client groups and organizational initiatives  To manage a KM program You can examine it  Looking at its structure, value flow, or relationships You can create or respond to change  By understanding the network’s context and its properties The network view provides access to managing a network’s context

11 copyright © patti anklam Use a network organizational form to manage KM initiatives Knowledge Lab at DIA (Defense Intelligence Agency)  Completely virtual  “Embedded but not siloed”

12 copyright © patti anklam Focus KM core team on networking across the organization Knowledge Management Team Global Knowledge Circles

13 copyright © patti anklam Bring network thinking into organizational design MWH Global’s iNet  Manage IT resources for key technology areas centrally  Create expertise groups charged with cultivating and maintaining expertise

14 copyright © patti anklam Embrace technology Leverage technology to discover networks Encourage the use of technology

15 copyright © patti anklam Social Tools: “Network productivity trumps personal productivity*” Co-work is net work *Stowe Boyd, “Flow: A New Consciousness For A Web Of Traffic”,

16 copyright © patti anklam Create capacity Reward good network behaviors Encourage outreach Bring the outside in Establish and transmit norms for networking Enhance skills in using collaborative networking technologies and social tools

17 copyright © patti anklam Use the “network lens” If it’s a network, you can draw it.  Pick up your pencil Think about the relationships that exist  Among individuals  Across roles and entities Target leverage points Look for what’s missing

18 copyright © patti anklam Tools for Net Work Design  Purpose, structure, style, and value Examination  Assessments, surveys, interviews  Organizational network analysis  Value network analysis  Complex sensemaking Transition  Shift purpose, structure, style, value

19 copyright © patti anklam Different types of network may need different structures and styles Team networks  Closely knit, focused on purpose Organizational networks  Sufficient brokering mechanisms for cross-functional and cross-business synergy Communities of practice Innovation networks  Diversity  Links to external resources

20 copyright © patti anklam Tools for Examination: ONA Organizational network analysis (ONA)  Often referred to by more generic term, SNA (social network analysis), an emerging competency among businesses and nonprofits  View of personal interactions among individuals A senior VP, the VPs reporting to him, and their reports understood when they saw this map of their interaction frequency, that they were not as collaborative as they prided themselves on being.

21 copyright © patti anklam Tools for examination: VNA Value Network Analysis (VNA)  Pioneered by Verna Allee, a rich methodology  View of the web of relationships that generates economic or social value A senior VP in the professional services arm of a large telecommunications equipment provider said that it was “scary” that the customer feedback from the delivery of services went only to the operational arm of the company and not the organization charged to innovate in service development.

22 copyright © patti anklam Tools for examination: Complex sensemaking Sensemaking framework – “Cynefin”  Developed by Dave Snowden at IBM, now an open source framework maintained by Cognitive Edge PLC  View of the context of a problem or situation as revealed by anecdotes or stories Distinguishing among the nature and context of specific events, problems, or potential courses of actions makes it possible to select the appropriate method for moving forward.

23 copyright © patti anklam Managing in complexity You can’t manage a network, you can only manage its context Slight alterations in the structure can create significant change over time But you must first look to understand the context All examinations are also interventions

24 copyright © patti anklam Manage the context Pay attention to change triggers Manage the context  Enhance trust  Clarify roles and responsibilities  Watch for imbalances in style Prepare for emergence

25 copyright © patti anklam Thank You!


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