How to Create a Knowledge Networking Culture

How to Create a Knowledge Networking Culture? Univ.-Doz. Dr. Michael Heiss Vice President for Knowledge, Innovation, Technology Siemens IT Solutions and Services, System Development and Engineering (SDE) Photo: looking fascinated at the emerging structure and identifying yourself as part of it

Knowledge Networking Is wanted Is compatible with business model and incentive system Is supported by management Is integrated into business Is communicated (viral?) Needs task/tool-fit (use-case analyses) Needs high usability & „fun“ of use Needs killer-application Needs expectation management Needs success stories Creates appreciation and trust Conclusion Agenda: Key-issues for creating a knowledge networking culture

Photo: you cannot force others to jump Be sure that every employee knows that knowledge networking is wanted by the organization and the proper use of social media is appreciated You cannot force employees to use social media. Do not forget to involve the worker’s council early.

Photo: incentive contra networking Be sure that your business model (incl. internal accounting rules) and your incentive system do not contradict to support another department An incentive on the personal utilization rate is poison for knowledge networking

Photo: management recommendation The best support by the management is if they repeatedly ask: “have you tried to ask…” A mail-to-all, web portal news, event presentations are all helpful, but not sufficient. A metric (breakable down to all levels of the organization) is very helpful, but still not sufficient.

Photo: integrated bubbles Integrate knowledge networking into the daily working process Social media will be integrated into the workplace of the future . Today: use customizable push mechanisms without spamming

Source: Social Network Analyzes at Siemens IT Solution and Services SDE „ Who has helped you in your professional work during the last 12 month?“ Do not underestimate the communication effort. Try to initiate viral marketing components. Use multi-channel communication. Do not believe that facts and figures are sufficient, you also need some emotional vision .

Internal communication channels: Print media & web portal Mail-to-all Use events organized by others (poster, presentation, flyer) Management team meetings Hands-on demonstration, flyer, give-away in front of canteen. Make virtual knowledge networks touchable (real meetings, talks...) Success-story award Usability-contest for employees children (digital natives) Include in training of new employees Video interview of board-members Video interview of users Videos with viral effect Monthly or weekly news to users Knowledge trees as appreciation of key-users and for meeting rooms (attract non-user) Leadership 2.0 workshops with management Initiate special communities in your internal social media tool (e.g. feedback, success-stories, “funny ways to communicate knowledge networking”) Support sales activities External press activities and publication Photo: knowledge tree Examples for multi-channel communication

Example of facts and figures supporting the emotional vision (“we support each other”) 121 316 369 398 248 250 228 206 CT 192 Industry 161 Health Number of networks with common participation Computational Fluid Dynamics (E,H,I,CT,SIS) eCAR (E,H,I,CT,SIS) Factory Planning (E,H,I,CT) Innovation Strategy (E,I,H,CT,SIS) Nondestructive Evaluation (E,H,I,CT) Requirements Engineering (E,H,I,CT,SIS) Usability (E,H,I,CT,SIS) 277 SIS Energy Source: 672 networks from https:// technoweb.siemens.com 12.4.2010 Examples: 112 145 160 134 121 One month after the official launch of TechnoWeb

Use-case workshops Use-case monitoring Task/tool-fit awareness Implement a central knowledge networking coach Schedule tutorial live-meetings Involve trainee-program members as change agents (job enrichment) Photo: the right tool for the task? Focus an a task/tool fit . Analyze the use-cases of the operative units during a pilot phase of your social networking tool and tailor the tool to what is needed. It does not help you to have a social networking tool with all possible features. Be sure that you are flexible for future needs and integration of other tools.

Example: TechnoWeb 2.0 at Siemens Everybody may initiate or join a network Personalized dashboard (incl. activity stream of joined networks) Network pages, with member list, partner network list, activity stream Public profile pages of each user (incl. activity steam ) with news and RSS-feeds Urgent request + Tag /Technology page + Search page + integration of Sharepoints,wikis, blogs... Open to all Siemens employees

TechnoWeb is used for a large variety of different use-cases Result of use-case study during the pilot phase. The size represents the frequency*. technology decision support (evaluation finder) expert finder personal career management awareness promotion for new technologies/methods I know about a technology which might be important for Siemens integration of countries share practices internal promotion of offerings (incl. long tail) Urgent Request tender support trend monitoring innovation idea maturing integration of new acquisitions share customer experience share supplier experience has anybody experience with…? forward relevant white paper forward event invitation just-in-time re-use of code or concepts review technology transfer risk minimization fire brigade training on the job cross selling technology breeding checking business relevance avoiding double-work one offer to the customer improved search results (emerging structure) training alumni groups driving cross-sector initiatives * estimated

Photo: networking can be fun Social networking tools need an extremely high usability , optimized to support the business use-cases. Using it should be “fun”: understand “fun” properly “ Fun of use” does in the enterprise context not mean to entertain but to have done your work quickly (and come home earlier).

Photo: “killer” application You need one killer-application in order to make people talk about knowledge networking: Example: reach all (relevant) employees with an Urgent Request Employees neither can be forced to receive urgent requests, nor to read or answer them – but many do it .

Real Example – Urgent Request from SIS Greece Greece, 20.10.09, 16:22 GMT+1 Plz Help! ORACLE BITMAP INDEX CBO I am facing a problem in the customer's PROD database (ORACLE 10g). This problem is not reproduced in our test environment. Any help is highly appreciated. , Susanne Mörl

First answer after 49 min from CT Germany Germany, 20.10.09, 17:11 GMT+1 Hi, When you are not satisfied with the execution plan you could convince oracle to utilize some other index via sql hints. something like … , Susanne Mörl

The answer does not work in my case Hello, thank you very much for your prompt reply! You are right, with oracle hints one can alter the execution plan. Unfortunately, the query is automatically generated from Business Objects, thus have no way to introduce the hint. Greece, 21.10.09, 09:10 GMT+1 , Susanne Mörl

Second answer after 17h from SIS Austria Austria, 21.10.09, 09:41 GMT+1 Workaround: Disable bitmap full index scan using event 10116 . This issue is fixed in 11.2 (Future Release) 10.2.0.4 (Server Patch Set) 11.1.0.7 (Server Patch Set) , Susanne Mörl

18h later the customer problem is solved Greece, 21.10.09, 10:29 GMT+1 Thank you very much for pointing this bug (6694548) out! I already asked the customer to upgrade to oracle 10.2.0.4. When they will be ready, I will check if the issue is resolved and post my results here for future reference. Once again I would like to thank all of you for helping me. My TechnoWeb2 experience is fantastic and to be honest I didn't expect to find a solution so fast ! This is a great tool that was missing from SIS. , Susanne Mörl

Source: http://www.flickr.com/photos/beija-flor/44005569/ Photo: good expectation Take Care of the expectation management : Management and employees should not expect more from knowledge networking than it can do Unrealistic expectations in knowledge networking is one of the main risks

Example for Expectation Management: “Elevator Pitch TechnoWeb” TechnoWeb: find people 1) to get answers Minimal pre-requisite is to join a network once 2) 1) Do not expect to find answers directly in TechnoWeb, but expect to find the experts who know the answer! 2) High activity level is not necessary. Part of the workplace of the future

TechnoWeb has the potential to save a significant amount of money in a single case, but the main value is to save some thousand € in thousands of cases number of cases single thousands high low saving due to a single activity in TechnoWeb Gold Rocks Gold Nuggets Gold Dust The long-tail effect

Identify and communicate success stories

Example: Customer References Rene Zölfl (SIS IEH, Munich Germany) asks for reference in order to complete an offer for a French e-car sharing provider: “ Do we have references/customer success stories for Fleet Management solutions provided/developed by Siemens?” I MO, DE: There are currently 7 Projects running our solution based on IFS… E, USA: we do have several references for fleet-wide monitoring and diagnostics of power plants SIS, DE: Wir haben "Amadeus" gemacht und betreut. (Reservierungssystem). Vielleicht von Interesse E, DE: Carsten Schleking is the IT lead for the recently started "Fleet Management Tool" for Energy Fossil Service… SIS China: We, develop the system of VDRDMS(Vehicle traveling Data Recorder Data Management System ). Our customer is Continental… SIS, DE: I have seen material by SIS Italy - a solution called "Infobus". You might want to ask Mario Busillo … Note: All quotes are taken verbatim from TechnoWeb CT, DE: CT T MSO hat im Bereich Flottenmanagement ausgewiesene Kompetenz und auch schon einiges gemacht. SIS, AR: we implemented a fleet management solution in Transantiago (Chile) and in Salta (ARG). Both projects are based on Bus Transportation Systems. SIS, AT: We developed application "Safari" which is used in Germany to administrate the whole lifecycle of company-cars for Siemens-Germany...

Photo: networking based on trust Do not wait to start with knowledge networking until you have established trust in your organization. Starting knowledge networking will help you to establish trust.

Knowledge Networking Is wanted Is compatible with business model and incentive system Is supported by management Is integrated into business Is communicated (viral?) Needs task/tool-fit (use-case analyses) Needs high usability & „fun“ of use Needs killer-application Needs expectation management Needs success stories Creates appreciation and trust Conclusion: Key-issues for creating a knowledge networking culture

Dr. Michael Heiss Siemens IT Solutions and Services SDE A-1101 Vienna, Gudrunstr. 11 Phone +43-5-1707-46560 TechnoWeb 2.0 is an initiative of the Siemens Chief Technology Office Twitter: http:// twitter.com/heisss Slideshare: http:// www.slideshare.net/heisss Xing: https://www.xing.com/profile/Michael_Heiss2 LinkedIn: http:// www.linkedin.com/in/michaelheiss Flickr: http:// www.flickr.com/photos/michaelheiss / Contact Addresses

How to Create a Knowledge Networking Culture

More Related Content

What's hot (20)

Similar to How to Create a Knowledge Networking Culture (20)

More from Michael Heiss (8)

Recently uploaded (20)

How to Create a Knowledge Networking Culture