Evolving synergy

by Madanmohan Rao
Monday, October 06, 2003
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The disciplines of bsiness intelligence !focsed on strctred data" and #no$ledge management !focsed on nstrctred
data as $ell as hman teams and commnities" can po$erflly leverage mtal synergies%
&siness intelligence !&'" has addressed the processes, technologies and strategies for cleaning p transactional and
operational data, analysing patterns in this data, discovering and e(tracting performance-oriented nggets, reporting this
information to a $ide range of managers, and ta#ing appropriate bsiness action% )no$ledge management !)M"
addresses the cltres, tools and capacities for creating and harnessing #no$ledge stoc#s and flo$s in employee
commnities and their often *nstrctred* commnication !eg% emails" and docmentation !eg% presentations"%
The t$o fields complement each other $ell, and at higher strategy levels they can actally be planned and rolled ot in
tandem, particlarly in larger organisations $ith high transactive flo$ and pace of evoltion% &' tools can be deployed
$ithot )M practices -- as in many ban#s, and )M initiatives can be lanched in organisations $ithot &'
implementations -- as in pblic relations firms, of corse%
)M and &' practitioners from arond +sia and +stralia gathered for a series of seminars on organisational intelligence,
hosted by the Marcs Evans grop in Mmbai, 'ndia and )ala ,mpr, Malaysia%
&' tends to focs largely on e(plicit data, $hile )M focses a lot on tacit #no$ledge, observed Evan -heah, principal
consltant for )M soltions at .ingapore/s 0ational -ompter .ervices% *)M is more of a socio-technical process than
&',* according to -heah%
1hile #no$ledge e(ternal to the organisation is fast being commoditised, bsinesses mst capitalise on the ni2e assets
of their o$n proprietary strctred and nstrctred intangible assets in an environment of increasing information glt, he
rged% This applies to prodcts, processes, cstomers, bsiness partners and even competitors%
*+ synergy of )M and &' can help companies maintain consistent performance, improve cstomer responses and innovate
ne$ prodcts and services,* -heah recommended% This calls for hman net$or#s, an appreciation for the role of cstomer
intelligence, #no$ledge process spport, and choosing the best bsiness partners%
.ch #no$ledge net$or#ing is becoming increasingly important as the pace of mergers, ac2isitions and alliances
increases across the globe% *Organisations have a long 3orney ahead to$ards fll and complete information integration,*
observed 4ilas 53ari, -TO at Tata 'nternational in Mmbai%
*The challenge is to change the corporate mental model% This change can be incremental, sbstantial or transformational,*
said +lo# .hende of 6rost 7 .llivan/s 'T conslting practice in 'ndia%
8omain e(perts and veterans in local mar#et trends have helped companies li#e 'ndia/s leading cellphone operator +irtel
e(ploit trends in local consmer behavior patterns along $ith the e(tended &' e(pertise of its overseas partner .ingtel in
.ingapore, according to Ra3eev &atra, enterprise architectre manager at &harti Tele-4entres, $hich manages the +irtel
brand%
'n terms of implementation, there are parallels bet$een the )M roadmap !eg% )M adit, )M capacity bilding, )M tas#
force, #no$ledge validation processes" and &' roadmap !eg% bsiness re2irements discovery, dedicated &' team,
tech9bsiness metrics"%
4endors li#e :mmingbird offer a range of compatible &' and )M platforms $ith featres li#e ta(onomies, discovery,
collaboration, data integration and nified vie$s% 'ts tools po$er 'ndian pharmaceticals leader Ranba(y/s data$arehose
as $ell as ,; Electronics/ #no$ledge portal called ,;-0et, according to )% &ala, :mmingbird general manager for
sotheast +sia and 'ndia%
,;-0et has helped increase #no$ledge sharing particlarly in departments li#e cstomer service and sales% The )orean
electronics giant no$ has over 3<0 active commnities of practice, and 63 per cent of its employees report satisfaction $ith
access to valable and fre2ently pdated #no$ledge%
't is important for organisations not 3st to overcome the gap bet$een *#no$ing and doing,* bt bet$een *doing and doing
$ell,* rged .resh .han#ar, director of Red 5ill .oltions, a consltancy for cstomer management% Many companies
sffer, nfortnately, from a lac# of common langage bet$een 'T and bsiness, lac# of a cltre of analysis, and lac# of
actionability%
*'t is important to have people $ith cross-over s#ills% 'nsights, common sense and #no$ledge all have a role to play in
improving transaction efficiency and channel adoption better than the competitor,* advised .han#ar%
'n addition to &', )M has sefl synergies $ith competitive intelligence !-'" as $ell% )M approaches can be sed to
reinforce -' methods and tools% 6or instance, Open Te(t/s )M practice incldes three #ey commnities of practice=
-ompetitive 'ntelligence 6orm !-'6", -stomer 8ashboard, and )no$ledge -entre% -'6 incorporates a portal interface
to indstry analyst research !eg% reports from 6orrester Research", a competitor directory !by application, tier and
segment", and a competitive intelligence commnity%
-ompanies li#e 0e(,abs in .ingapore offer competitive intelligence services sch as 'nternet resorce mining !branded as
*Trendicators*"% 8elivered to corporate 'ntranets, it allo$s organisations to challenge their thin#ing and lanch pre-
emptive strategic moves, said -hong >o#e .im, -EO of 0e(,abs%
Other typical -' activities inclde scenario planning based on game theory, benchmar#ing, vale chain analysis and
competitor prodct9strctre profiling% -' can help a company discover and #no$ more abot its *organisational
blindspot,* according to )oh :oc# Tee, director of conslting firm .te$ardship 5artners%
-ompetitive positioning can also be aided by intellectal capital management !'-M", $hich in trn constittes the
ongoing reslt of a sophisticated )M practice -- bt more on that in my ne(t colmn%
?8estination)M editor-at-large Madanmohan Rao $as also a spea#er at these events% :e is also editor of t$o boo# series=
*The +sia-5acific 'nternet :andboo#* and *The )M -hronicles* !$$$%tatamcgra$hill%com9digital@soltions9madan"%A
6aster )no$ledge
The Medim is the Message= .peedier commnication paths $ill ma#e s smarter
by .to$e &oyd
1ednesday, .eptember 03, 2003
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.omeone once said that the only consistent proof of high intelligence is discovering 2ic#ly $hen yo ma#e mista#es%
.mart people ma#e mista#es, too, bt they learn from them more 2ic#ly%
' am driven by the belief that speeding p commnication allo$s companies, or other social net$or#s, to learn more
2ic#ly, and ltimately, to react more 2ic#ly% Or, $hen considered from the vie$point of an economist, to increase the
vale of the net$or# for those participating in it%
:o$ does this $or#B Metcalfe/s ,a$ sggests that the vale of a net$or# increases as an e(ponential of nmber of
participants, based on the nmber of possible commnication paths% &t commnication is not simply a point-to-point
phenomenon, it involves grops%
Reed/s ,a$
8avid Reed $rote an important paper, called *That .nea#y E(ponential* in $hich he rethin#s the vale of the net$or#
ta#ing into accont the po$er of grops, and sbsmes Metcalfe/s ,a$, $hich has formed the conventional $isdom for the
past decade abot net$or# vale=
+ccording to it/s entry in the 1i#ipedia, Reed/s la$ claims that the tility of large net$or#s, especially social net$or#s,
scales e(ponentially $ith net$or# siCe%
This is becase of the nmber of possible sb-grops of participants is 20 !0 is the nmber of participants"% Metcalfe/s la$
only allo$s for the nmber of possible pair connections= 0!0DE"92%
*.o that even if the tility of grops being available to be 3oined is very small on a per-grop basis, eventally the net$or#
effect of potential grop membership can dominate the overall economics of the system,* e(plains 1i#ipedia%
Reed/s most important contention is that the nmber of grops created among the participants in a large social net$or# --
li#e the meta-enterprise that is inherent $ithin the concept of real time bsiness -- is the final measre of net$or# vale, at
least once net$or#s get very large, li#e the 'nternet has%
Reed also contends that as the siCe of net$or#s shift to very large, the natre of commnication and applications to spport
commnication change%
0o srprise that $e are moving into the era of instant messaging%
&oyd/s ,a$
'n a paper ' recently $rote for the -tter -onsortim, ' proposed a corollary to Reed/s ,a$ that ' !hmbly" call &oyd/s
,a$, or the ,a$ of .ynchroniCation +mplification=
+s companies see# to increase their individal responsiveness and decrease the impacts of volatility in their mar#ets they
$ill increase their synchronos commnications $ith partners, bt the net effect $ill be an increase in asynchronos
operations of the meta-enterprise%
This seeming parado( is simply e(plained% + real time enterprise $ill have more fre2ent commnication $ith its partners
-- passing information from application to application, or condcting real time commnication bet$een members of real
time commnities -- and as a reslt, the latency in information transfer decreases%
This means that companies in the meta-enterprise are free to ta#e action on this lo$er latency information earlier,
increasing overall performance across the meta-enterprise% Or pt another $ay, decreasing latency in the individal
commnication events translates to higher probabilities of increased parallelism in the overall net$or#% This emergent
property of increased real time commnication in net$or#s is e(actly the vale creation that 8avid Reed $as getting at%
'n hman terms, and leaving the 2eing theory aside, this vale increase gro$s from the po$er of social grops% 'ts not
2asi mystical chaos theory -- it/s 3st practical
6aster is &etter
.o, moving to real-time information is better, $hich is to say it increases the overall vale of the net$or#, not 3st becase
yo are able to act on that information more 2ic#ly, or to learn from yor mista#es more 2ic#ly% .2eeCing latency ot
of spply chains and other $ell-defined bsiness processes has been the mantra for bsiness for decades% 0o$, $ith real-
time commnication -- li#e that provided by ne(t generation instant messaging applications -- $e $ill be able to ct ot
the $aste and delay in nstrctred, person-to-person commnication chains, as $ell%
Fst li#e a stimlant acting on the firing of nerons in the brain speeds p overall cognitive performance, speeding p the
basic commnication paths of bsiness $ill ma#e s smarter as $ell as faster%
?d)m colmnist .to$e &oyd is an avid stdent of collaboration technologies and their impacts on bsiness and society% :e
is magaging director of + 1or#ing Model, a conslting and research firm% :e has pblished and spo#en $idely, and he
comments reglarly at his blog, Timing !timing%blogspot%com"%A
Ma#ing the 1rong 8ecisions
Three cles that egos are getting in the $ay


by 8ave Marcm and .teve .mith
Monday, October 06, 2003
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&y the time yo finish reading this article, forty-si( bsinesses $ill sht do$n and three $ill have filed for ban#rptcy% &y
the end of the day, over 2,E00 bsinesses $ill call it 2its, $hich leads to the longest nemployment lines in years--2
years, 2%6 million 3obs !sorces= cnnfn%com, 8n and &radstreet, .mall &siness +dministration"%
1hyB
'f yo thin# ego and politics hrt government, yo shold see $hat it does to companies% 5olitical pressre, or the intensity
of a decision, often prevent people from facing the facts that are crcial to the company% Or research sho$s the damaging
effects of ego, facades, laCy thin#ing, and politics on the bsinesses top and bottom lines%
&ecase of pressre, decisions get needlessly rshed and 2ic#ly pshed throgh $ithot mch thin#ing, $hich often leads
to the first option being ta#en instead of the best option% The best option for the company is often missed becase people
don/t leave their egos at the door $hen they $al# into a meeting, casing the best ideas to be $atered do$n for the sa#e of
#eeping everyone/s ego satisfied% The real isses don/t get pt on the table or get e(plored honestly and openly%
+ccording to or research, nearly one-third of all decisions are driven by ego% +s people $or# together, there are three
signs that great ideas and ne$ insights are being sacrificed at the e(pense of personal agendas%
E% .ho$casing brilliance% Rather than staying focsed on the real isses at hand, people are more interested in arrogantly
getting their o$n point of vie$ accepted and fnded% This is often driven by personal insecrity and not $hat/s in the best
interest of the bsiness%
2% &eing defensive% 1hen opposition to an idea is voiced, rather than really e(ploring the opposing point of vie$, people
dig in to prove they are right, and more importantly that the other person is $rong%
3% .ee#ing approval% The 2ietest, smoothest meetings are often the most dangeros% 't/s often a sign that $hile things are
2iet, a storm is bre$ing and $ill hit the ceiling the minte the meeting is over% Or to gain approval people often 3st cave
in, at the e(pense of the company/s gro$th and profit%
T:E &'; : 1OR8
The cre for ego is hmility= the big : $ord% Rather than being me-centric, those $ith hmility are $e-centric% They don/t
see# approval, aren/t defensive, and don/t sho$case brilliance becase, ltimately, that doesn/t serve the greater good, only
private gain, $hich deprives everyone of better thin#ing% One $ay to chec# against ego and to in3ect a steady stream of
hmility is as#ing 2estions%
1hy as# 2estionsB +ns$er= as#ing 2estions forces s to loo# otside orselves and to$ard others !me-centric to $e-
centric"% To facilitate this change, $e propose one staffing change--a chief criosity officer !--O", $hose primary role is
to in3ect criosity and insightfl 2estions into the corporate bloodstream% 0ot 3st a devil/s advocate, bt one $ho ta#es an
opposite point of vie$ $ith the intent of brea#ing people ot of intellectal rts and old paradigms% >o don/t have to
appoint 3st one --O, appoint one for each meeting, each department, or give everyone the honorary title of --OG
1ith the hmble spirit of --O, the cltre of ego, politics, and fnctional-thin#ing $ill give $ay nder the pressre of
criosity and employees, $ho feel this intellectal freedom, might start !heaven forbidG" bsiness thin#ing more%
?.teve .mith and 8ave Marcm are athors of the bestselling boo#, bsinessThin#, sold in E3 langages in 2H contries%A
+bot )no$ledge Management 1hat is )MB )no$ledge management refers to strategies and strctres for ma(imiCing
the retrn on intellectal and information resorces% &ecase intellectal capital resides both in tacit form !hman
edcation, e(perience and e(pertise" and e(plicit form !docments and data", )M depends on both cltral and
technological processes of creation, collection, sharing, recombination and rese% The goal is to create ne$ vale by
improving the efficiency and effectiveness of individal and collaborative #no$ledge $or# $hile increasing innovation
and sharpening decision-ma#ing% 6or a more irreverent e(ploration of all the meanings of the phrase, see this poplar
2000 colmn Ihttp=99info%lineJ6%com9redir%aspB'8KE0EHJL by 8estination)M editor and pblisher .teve &arth !originally
pblished in -RM magaCine"% 0o single definition of )M fits every organiCation or every sitation% 5ost yor favorite
definitions of #no$ledge management% -lic# :ere Ihttp=99hamlet%lineJ6%com=MJ9articles9defalt%aspB+rticle'8KMJ2L for a
discssion of )no$ledge Management% +bot )M MagaCine )no$ledge management refers to strategies and strctres
for ma(imiCing the retrn on intellectal and information resorces% &ecase intellectal capital resides both in tacit form
!hman edcation, e(perience and e(pertise" and e(plicit form !docments and data", )M depends on both cltral and
technological processes of creation, collection, sharing, recombination and rese% The goal is to create ne$ vale by
improving the efficiency and effectiveness of individal and collaborative #no$ledge $or# $hile increasing innovation
and sharpening decision-ma#ing% 6rom EMMN throgh 200E )no$ledge Management magaCine $as the premier print
pblication abot the bsiness of managing #no$ledge, $ith ctting edge-featres on cltre, process and technology to
e(tensive case stdies, conversations and practical reports on state-of-the art tools and techni2es% +lthogh the magaCine
changed to electronic format at the end of 200E, the fll te(t archives of each monthly edition are still available-more than
one thosand articles in all% 0o$ broght to yo by ,ineJ6 Media, 8estination)M and the )M -ommnicator carry on
the tradition $ith information and insights from the leading e(perts in the field% +$ard-$inning 3ornalist .teve &arth the
editor and pblisher of )no$ledge Management and its 1ebsite and ne$sletters% + member of )no$ledge ManagementOs
fonding editorial team and ltimately the magaCineOs editor-at-large, .teve is no$ a visiting scholar at :arvard
PniversityOs ,earning 'nnovations ,abs, focsing on isses of organiCational intelligence% ,ineJ6 Media is fast becoming
a leading sorce of global ne$s and analysis on e-bsiness technology and strategy% Throgh its integrated media
platforms--magaCines, $ebsites, $eb events, live events, research 7 cstom pblishing, and byers gides 7 directories--
the company delivers information on e-bsiness and enterprise technology to corporate e(ectives from all indstry
sectors% ,ineJ6 Media has head2arters in ,os +ngeles, and a pblishing office in 0e$ >or#% destination)M%com and
)no$ledge Management magaCine are properties of ,ineJ6 Media Ihttp=99$$$%lineJ6%com9abot9L%
The &enefits of E-,earning
-ase .tdy= E-learning nets 6ifth Third &an# a 30 percent increase in sales performance
by 8emir &arlas, ,ineJ6
1ednesday, .eptember 03, 2003
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Today, 6ifth Third &an# designs learning modles for its employees $hile .aba trac#s and measres employee
performance and relays those metrics bac# to 6ifth Third throgh cstomiCable reports and dashboard displays% .aba/s
soft$are also allo$s employees to enroll in classes, and gives managers the po$er to ma#e employees enroll% These and
other online efficiencies have redced 6ifth Third/s training administration time by J0 percent%
5a6ifth Third &an# has faced a nmber of pheavals in the past fe$ years% Rapid ac2isitions have seen the ban# gro$
from N,000 to 2E,000 employees in the past five years and processes have changed across the board as the ban# moves to a
more decentraliCed strctre%
Rapid gro$th challenges organiCations in many $ays, and one of the $ays in $hich 6ifth Third &an# has responded is in
the realm of edcation% 8avid 5alm, the company/s 45 for edcation and career development, e(plains% *1e started in
-incinnati bt have rippled ot$ard,* he says% *1e have EH affiliate ban#s and $e need to ma#e sre employees have
access to edcation%*
1ith that decentraliCed model, it/s even more of a challenge to ma#e sre employees have #no$ledge abot the prodcts
they/re crrently selling, cross-selling opportnities, and ho$ best to handle different cstomer scenarios% &t, $hen 5alm
came to 6ifth Third t$o years ago, he fond no reglar processes in place to ensre sch a high standard of edcation% *'t
$as fragmented, decentraliCed -- there $as no delivery media otside classrooms and sending people memos%*
lm is pleased by the dollar measrability of e-learning benefits% :e gives a pertinent e(ample% *1e lanched a comple(
prodct a year ago, and $e fond that sales fol#s $ho/d completed all for e-learning modles had sold 2J nits in a 30
day period $hile those $ho hadn/t averaged EH nits in the same period of time%* Ths, 5alm cold present a clear case in
$hich e-learning cold be correlated to a 30 percent greater reslt in sales performance% 't proves a lot, he concldes%
*Training isn/t flff, it/s a bottom line-driven initiative that gets e(ective spport%*
The problems $ith that approach $ere straightfor$ard% 't $as impractical and e(pensive to send employees to classrooms
to learnQ and it $as impossible to ensre that memos and brochres $ere having their intended edcational effect%
5alm decided it $old be best to bring in and instittionaliCe an e-learning soltion% The choice fell on e-learning soft$are
vendor .aba, $hich had already proved itself in another -incinnati company -- 5rocter 7 ;amble%
+ Forney of E000 Miles
-ase= 0alco ta#es its first fe$ )M steps
by &y 8aniel 6lynn
Monday, October 06, 2003
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1e didn/t realiCe it at the time, bt EMMH $old trn ot to be a monmental year for 0alco% That $as the year $e
committed orselves to #no$ledge management%
1e are a $orld$ide leader in $ater treatment and process chemicals% 1ith global head2arters in 0aperville, 'llinois,
0alco/s E0,000 employees $or# $ith more than 60,000 cstomers in E30 contries in indstry, government and
instittions% 'ndstries $e serve inclde electronics, food and beverage, atomotive, aerospace, medim and light
manfactring, mining and mineral processing, plp and paper, chemicals, petrolem, steel, po$er generation,
metal$or#ing, refining, commercial real estate, healthcare, personal care, mnicipal and edcation%
'n late EMM6, an assessment of or bsiness gro$th opportnities and or ability to spport or cstomer base validated
$hat $e already #ne$% The 0orth +merican mar#etplace $as matring along or bsiness 0lines and significant gro$th
opportnities $ere else$here in the $orld% 1e did not have systems or processes capable of spporting or $orld class
prodct and application technical e(perts% +lthogh the overall nmber of technical spport e(perts $as sfficient, their
distribtion, accessibility and availability $ere not aligned $ith or gro$th opportnities% Or technical spport e(perts
$ere not easily identifiable or easy to commnicate $ith% 1e $ere not captring or sharing or #no$ledge efficiently%
Efforts in #no$ledge captre $ere regionally focsed and addressed regional needs only%
't $as clear to s that in order to properly spport or cstomers and enhance or gro$th opportnities $e needed to
address these isses%
+s part of the e(ercise, $e benchmar#ed several companies and discovered that #no$ledge management systems $ere
common% These )M systems enabled the companies to manage the body of information they had developed% Their
#no$ledge management systems $ere easily accessible by all of their e(perts, reslting in $idespread dissemination of
technical e(pertise and better cstomer spport%
.o $e set t$o goals for orselves% The first $as formation of a ;lobal Technical .pport grop% The second $as to design
and bild a )M system that $e cold deploy globally to provide access to or $hite papers and e(perts% The ;lobal
Technical .pport grop comprised or high-end e(perts, $ho $ere tas#ed $ith spporting or field sales and service
engineers and their cstomers on a global basis% This grop of e(perts $old also be or )no$ledge .te$ards and spport
the )M system $e $old bild% Or )M system $old have t$o components, a site of libraries that became or
/)no$ledge +ccess/ areas and a small nmber of discssion forms that became or /)no$ledge E(change/ areas%
.o $e had a plan for a )M system that $old address or isses, $e had approval for or plan, and $e had a global team
of e(perts% &t $e $ere soon to became very familiar $ith the phrase *The devil is in the details%*
+s $e began to fill in the details of or plan for the )M system, for e(ample, $e $ere soon faced $ith the challenges of
$or#ing ot or ta(onomy, content and docment management models% 1e had to contend $ith inade2ate servers, N0
different ma#es and models of laptops of varying degrees of capability arond the $orld% +nd $e had to figre ot ho$ to
get a poplation of docments into the libraries, ho$ to condct #no$ledge gap analyses--to mention 3st a fe$%
.horing p or 'T infrastrctre $as the first tas#% ;lobally $e pgraded or server hbs and clsters% 1e implemented a
laptop refresh program and started the long process of redcing or N0 ma#es and models to a more reasonable nmber
across the globe% 1e also got bsy on ta(onomy and bilding a pblishing environment to deal $ith or content and
docment needs% Once that $as in place, it $as no small tas# to poplate or libraries% 1e had lots of /paper/ docments
that had to be selectively digitiCed% Mean$hile, $e $or#ed on constrcting a set of discssion forms, organiCed by target
indstry%
&y the end of EMMH $e $ere ready for initial pilot testing% The follo$ing year $as an eye-opening lesson% Or fledgling
)M system $as not on the same platform as or e-mail system% 1e hadn/t thoght abot it before, bt or end sers told
s very clearly that they $anted to be able to access e-mail and the )no$ledge .ystem in the same place% 0ot only that, bt
only or 0orth +merican operations sed e-mail $idely, as did a fe$ small poc#ets else$here% Or only global means of
commnication $as by telephone% This sent s bac# to the dra$ing board to actally have to define a commnication
platform for the $hole company%
1e realiCed that $e needed to find the lo$est common denominator in or global bsiness needs to define the limits of or
platform search% This trned ot to be the ability to connect at lo$ band$idth and the ability to ta#e selected portions of
the )M system off line% Matching the platform to the bsiness needs $as critical for s% .o no$ $e $ere not 3st bringing
on a )M system globally bt also an entire commnication platform% !6ortnately $e $ere naive abot the difficlty of
this, or $e $old have called it 2its right then and thereG"
The ne(t pilot $as more sccessfl, bt or biggest tas# still lay ahead% 1e had to globally deploy to J000 individal
remote sers in E30 contries, train or end sers and start to measre the activity that $as occrring in or ne$ )M
system% Rollot meetings $ere schedled throghot EMMM on a global basis, as $e proceeded to systematically accomplish
getting the )M system into the hands of or sales and service force%
1e assmed that after dealing $ith the needs of sers in the field, providing )M for the remaining J000 office-based
employees $old be a snap% Or ;lobal Technical .pport grop $as facilitating discssion strings in or form
environments along $ith their reglar 3ob fnctions of cstomer spport% 1e soon learned that facilitating a discssion
environment, captring the #no$ledge nggets that $ere srfacing and converting them into #no$ledge assets for
pblication in or libraries $as not a part-time 3ob% 1e became very good at ans$ering 2estions bt the conversion of the
appropriate discssion strings into $hite papers didn/t go as $ell as $e had hoped%
1e $ere starting to learn the difference bet$een a .b3ect Matter E(pert, )no$ledge 1or#er and a )no$ledge .trategist%
1e $ere also discovering that 3st becase yo bild a #no$ledge system it doesn/t mean that anyone $ill actally $ant to
se it% There seemed to be a cltral barrier and old habits in place that $e $old have to overcome in order to be
sccessfl% To accomplish this $e focsed on the $hite papers re2ired by or field sales and service force% The #no$ledge
system started to become the first place to loo# for crrent material and latest information%
't felt li#e $e $ere off and rnning--thogh $e $ere only cra$ling% Psage of the )M system gre$ consistently% 1e added
additional libraries as the need arose and $e facilitated many discssions over the hot technical topics of the day% +s $e
progressed, ho$ever, a nmber of things became clear% ,oo#ing bac#, a lot of these *lessons learned* seem to have been
learned the hard $ay%
1hite papers don/t $rite and pblish themselves% 't seems so obvios no$Q ' don/t #no$ $hy $e didn/t thin# of this one
beforehand,%
1ithot a gro$ing grop of reference $hite papers, the same discssions occr again and again%
'f or facilitators and e(perts in the forms are slo$ to ans$er 2estions, the 2estion finds alternate means of getting
ans$ered%
5apers that get pblished shold have a revie$ or retirement date or they can otlive their seflness%
End sers need )no$ledge +ccess bt they crave )no$ledge E(change%
Psing the )M system to resolve 2estions or problems has to be easier and more reliable than other methods sers might
choose to e(plore%
Or end sers don/t al$ays *3st #no$* ho$ to get the most from or )M system%
Ongoing training has a place in this environment%
>o can/t remove the fe$ #ey people from the spport system $ithot something npleasant happening%
;overnance is a $ord that shold have been in or vocablary early in the 3orney%
+ strong driver at the corporate officer level as yor sponsor is very important, thogh yo don/t find this ot ntil yo no
longer have oneG
These lessons helped s define and straighten or )M roadmap% &esides the lessons learned ho$ever, there is another
component that needs significant consideration% &siness needs change, so or road map has to become a strategy that $e
implement in increments to #eep s moving along or 3orney% +s or bsiness needs are refined and change, or )M
strategy needs to #eep pace% 't/s easier to piece the )M strategy together in a $ay that bilds or strengthens the fondation,
$hile also bilding ftre capabilities% Of corse, e(ecting the strategy $hile facing the reality of cash constraints is
another sb3ect entirely%
1e institted a measrement system for or )M environment that allo$ed s to measre the activity and health of or
varios repositories% 1e $ere able to determine the most active regions of the $orld for any particlar repository% 1e $ere
able to measre the generation of 2estions, discssion, $hite paper pblication and the overall *hits* in the varios
libraries and discssion forms% Or measrement system has provided great insight into $hen, $here and $hy people
tiliCe varios portions of the #no$ledge system% 6rom these measrements $e learned t$o #ey things% The first $as that
if or content $ere not fresh and p to date, the ser $ill go else$here for the information% The second $as that discssion
forms that no longer have discssions in them coldn/t be considered a viable )no$ledge E(change area% This sonds
very straightfor$ard bt to s it $as inconceivable at the otset that any particlar discssion form $old die ot% 'n
loo#ing bac# at this no$ $e realiCe that or discssion forms $ere actally commnities% -ommnities $ithot the
implementation of a clear set of roles and responsibilities on the o$ner/s side of the fence proved to be an isse for s%
1e have come a long $ay from or hmble beginnings in EMMH $hen $e made the commitment to changing ho$ $e
disseminate or #no$ledge% 1e are a fe$ years do$n the )M road no$ and $e have made some additions and
improvements to or system along the $ay% 1e no$ have global tiliCation of $ell over one million hits a year into or
varios repositories and discssion forms% Or system is evolving to a balanced approach bet$een libraries and
commnities% ;overnance is $or#ing its $ay into or processes% 1e are recogniCing the different and necessary roles of a
#no$ledge $or#er, #no$ledge strategist, sb3ect matter e(pert, commnity facilitator, etc% Or )M strategy is consistent
$ith and spportive of or bsiness strategy% 1e are $ell along on or )M 3orney at 0alco, bt $e clearly nderstand
that there is also a long $ay to gro$%
?8aniel 6lynn is )no$ledge Management Manager at 0alco% :is crrent focs is e(panding 0alco/s )no$ledge E(change
environment%A
)M at Microsoft
'0 8E5T:= Pnloc#ing )no$ledge +ssets= )M .oltions from Microsoft by .san -on$ay and -har .ligar
by Madanmohan Rao
Tesday, +pril 0E, 2003
--------------------------------------------------------------------------------
'0 8E5T:= Pnloc#ing )no$ledge +ssets= )M .oltions from Microsoft by .san -on$ay and -har .ligar% 5rentice
:all9Microsoft 5ress !2002, 233 pages"
Microsoft is a *second generation* )M practitioner% Thogh it $as not one of the earliest companies to adopt )M or bild
)M prodcts, it is no$ a leading ser and performer in )M, according to Thomas 8avenport in the fore$ord to this
practical case stdy of )M in action at Microsoft%
The athors are .san -on$ay and -har .ligar, grop program managers for )M at Microsoft -onslting .ervices%
-on$ay specialiCes in )M metrics, and .ligar in commnity mentoring% The material is based on the e(periences of the
)M team at Microsoft -onslting .ervices, $hich lanched its o$n )M initiative in EMMM% The program gre$ from a fe$
hndred tech consltants sharing bits and pieces of implementation docments to over 3,000 participants in conslting
and spport sharing thosands of #no$ledge assets%
)no$ledge by itself does not prodce vale, nless it is mapped to collaborative #no$ledge-based $or# behaviors% 'n
areas li#e soft$are development, sccessfl )M can allo$ an organiCation to prodce estimates for ne$ $or# or designing
ne$ prodcts, ths freeing $or#ers to devote their attention to innovation instead of reinvention%
The E0 $ell-$ritten chapters are divided into three sections= )M strategy, processes and technology% The material is
profsely illstrated $ith 1eb screenshots, #no$ledge tool interfaces, and charts of #no$ledge asset creation and se by
2arter and region across M-. offices $orld$ide% Topics covered inclde commnity roles and time commitments,
#no$ledge valation, librarianship of #no$ledge assets, organiCational #no$ledge inde(es, and the #no$ledge cycle
frame$or#%
The strengths of the boo# are its practical focs, implementation details, discssion on #no$ledge ta(onomy, and
technology fondations% *8espite the fact that many people minimiCe the importance of technology to )M, it is the most
tangible $ay to approach a #no$ledge initiative,* according to 8avenport%
)M is a *core company vale and management philosophy,* the athors begin% The goal of a )M program shold be to
relate its performance indicators to prodctivity, efficiency and #no$ledge asset gro$th% The #ey driver of )M is creation
of vale throgh collaborating and connecting #no$ledge sorces%
)M .trategy
&ased on the natre of #no$ledge sorces and $or# behaviors, the athors divide the )M environment into for spaces=
personal #no$ledge space !eg% docments stored on 5-s", commnity #no$ledge space !eg% $or#grops", corporate
#no$ledge space !eg% corporate portals", and pblic #no$ledge space !eg% pblic portal, boo#s"%
+cross these spaces, #no$ledge is created in evoltionary stages= personal discovery, shared nderstanding,
combination9re-se, and pblic research, respectively% 1ithin each space, #no$ledge assets are created in an established
path= #no$ledge development !eg% $riting do$n of a tech spport soltion", content management !eg% cataloging and
inde(ing of the #no$ledge asset", and #no$ledge e(posre !eg% pblication and assessment of the #no$ledge asset"%
Microsoft ses a )M 4ale +ssessment !)4+" frame$or# based on balanced scorecard, activity-based acconting, and
information economics% 't measres #no$ledge assets, 2ality and matrity in the conte(t of performance goals !eg%
gro$th in patents", activity measres !eg% $hite papers prodced by a researcher", and behavior measres !from )M
system sage records and personnel records, eg% attending seminars, searching archives"%
This frame$or# helps Microsoft verify the vale derived from the )M investment, improve the ability to gide employee
behavior based on historical trends, and identify activities that do not prodce the desired reslts%
)M strategy needs to be intert$ined $ith an organisation/s cltre and sb-cltres= its shared history, n$ritten rles,
e(pectations, shared beliefs and assmptions% 'n case resistance emerges, cltre change $old need to be implemented --
or the )M strategy changed !eg% in the case of *hero-based* cltres"% This $old entail aligning organiCational
infrastrctre, people infrastrctre, performance metrics, and )M edcation9evangelisation% +nnal *cltre chec#s* can
be condcted via employee polls, periodic revie$s and focs grops%
)M 5rocesses
0meros approaches can be sed to promote creation, captring, organiCing, distribtion and re-se of #no$ledge assets=
encoraging athorship of #no$ledge assets !eg% allotting time for $riting, assigning editors and 3ornalists to assist
sb3ect matter e(perts", bilding ta(onomies, and measring delays9improvements in locating information and e(perts%
-ontinos monitoring and improvement are necessaryQ for instance, Microsoft -onslting .ervices changed its
accontability program from mere collection of #no$ledge assets to collection as $ell as sage of #no$ledge assets, based
on asset merit feedbac# provided by sb3ect matter e(perts%
Microsoft has several #inds of commnities of practice= prodct9technology, role9fnction, indstry9mar#et segment, and
special interest grop% -ommnity focs areas range from data $arehosing and distribted applications to messaging and
service delivery%
+ sefl chart compares responsibilities and time commitment for eight commnity roles% 6or instance, commnity leader
is a fll-time positionQ a sb3ect matter e(pert has to commit at least three days per month% 'n the case of Microsoft
-onslting .ervices, a ratio of one sb3ect matter e(pert for every 2J0 commnity members $as fond to be essential for
good spport%
Role activities inclde vie$ing, commnicating, resing, presenting, mentoring,and revie$, $hich can be coordinated via
a commnity 1eb site or digital dashboard% +ctivities to monitor via a *commnity mirror* inclde spi#es in
sbmission9do$nload, length of sbmission 2ees, changes in conference call participation, regional variations, changes
in membership, and contribtion9sage profiles%
8ata management vocablary, descriptive ta(onomies and navigational ta(onomies of an interactive and evolving natre
are crcial components of #no$ledge ta(onomy% This encompasses metadata and schemes for strctred and nstrctred
information% *Maintaining a ta(onomy is an oft-overloo#ed re2irement and an nderestimated cost,* the athors cation%
.orces of ta(onomy can range from indstry ta(onomies and clstering technologies to search engine 2ery logs and
sb3ect matter e(perts% -hange control measres are needed to #eep the vocablaries *in sync* and in step $ith domain
changes -- for instance, via a ta(onomy committee or advisory board% + mi( of centraliCed and decentraliCed approaches
ensres speed, interoperability and elimination of redndancy%
Ta(onomies can also improve search engine recall% 6or instance, Microsoft ran#s most appropriate ans$ers to ser
2estions as *&est :its%* Microsoft in-hose staff manage the bl# of ta(onomy development and maintenanceQ some
tagging is otsorced%
Microsoft classifies its #no$ledge assets !)+s" into for #inds= ra$ )+s, validated )+s !revie$ed by a sb3ect matter
e(pert", validated and spportable )+s !revie$ed by a problem-solving grop as $ell", and best practices !declared as the
best soltion"%
)M ris#s can arise, the athors cation, in areas li#e cltre change, soltion costs, organiCational competencies, proving
sccess, legal complications and soltion delivery%
)M Technology
*+ sccessfl )M system shold fit seamlessly into the sers/ crrent or proposed $or#flo$ processes, and it shold be
based on a sond nderstanding of the organisation/s cltre and technology infrastrctre,* the athors advise% )eep it
simple, especially in the beginningQ recogniCe the content life-cycleQ and plan for change, the athors recommend%
)M tools shold allo$ for sbmission templates, collaboration activity, feedbac# mechanisms, rating schemes of
#no$ledge assets by #no$ledge consmers, secred access, version control, messaging and ni2e ta(onomy%
Tier E of the system represents the ser interface and navigation systems, Tier 3 the data store, and Tier 2 connects the
above tiers via bsiness logic% -ompanies can implement the technology soltion themselves, or se off-the-shelf prodcts%
0ot srprisingly, Microsoft ses its o$n E(change .erver, 'nternet 'nformation .erver, -ontent Management .erver,
.hare5oint 5ortal .erver and .R, .erver%
+n important fnction is programmatic, nobtrsive discovery of e(perts, based on data mining of athor sbmissions and
commnication% Microsoft ses the 0etscan tool to display *sociograms* $hich relates sers to those they reply to and
those $ho reply to them% 0e$er approaches are based on 1eb services technology%
*Pntil recently, )M too# a bac# seat to other management efforts, sch as 2ality or performance management% :o$ever,
as connectivity has improved and the economic leverage of #no$ledge has become valed, $e have seen an increase in
interest as management trns its attention to the vale created by #no$ledge $or#ers,* according to the athors%
+t its best, )M challenges managers, challenges the bsiness, and challenges the company% To ensre sccess, it is critical
to design both the corporate cltre and the technology to scale as the bsiness gro$s%
*)no$ledge has an nlimited capacity for rene$alQ it is e(pandable, self-generating, transportable, and shareable% )M
means good bsiness% The capacity to trn #no$ing into #no$ledge and #no$ledge into prodctivity and innovation $ill
be the hallmar# of the sccessfl enterprise in the 2Est centry,* the athors conclde%
?destination)M/s editor-at-large, Madanmohan Rao is a )M consltant at R+' 'ndia !$$$%2aiindia%com" and the editor
of ,eading $ith )no$ledge= ,earnings from )no$ledge Management in ;lobal

The 6tre of )no$ledge
'0 8E5T:= The 6tre of )no$ledge= 'ncreasing 5rosperity throgh 4ale 0et$or#s by 4erna +llee
by Madanmohan Rao
Tesday, +pril 0E, 2003
--------------------------------------------------------------------------------
'0 8E5T:= The 6tre of )no$ledge= 'ncreasing 5rosperity throgh 4ale 0et$or#s by 4erna +llee% &tter$orth-
:einemann !2003, 2M<pp"
'n addition to #no$ledge, organiCations of the ftre need to tap vale from interrelated net$or#s of employees, partners
and society at large for creating prosperity% .o says 4erna +llee, athor of The )no$ledge Evoltion and fonder of
4erna +llee +ssociates !$$$%alleetool#it%com"%
:er latest boo#, The 6tre of )no$ledge covers a $ide range of material inclding intangible assets, enterprise net$or#s,
e(change dynamics, generative learning, conscios conversation, net$or# principles and comple(ity theory% The EJ
chapters are divided into five sections, $ith interesting illstrations provided by 8igital<.ight and :emera Technologies%
*)no$ledge is evolving to an entirely ne$ level% 1e are focsing on #no$ledge and intangibles as creative 2estions to
prepare orselves for a very different $orld of enterprise -- one that is flid, comple( and more interdependent than ever
before e(perienced in hman history,* +llee begins%
The .hape of Things to -ome
The larger story that is nfolding revolves arond not 3st traditional corporations bt also distribted $ebs of bsiness
relationships, increasing trends to$ards otsorcing, digital infostrctre, and ne$ ethical nderpinnings of sccess% The
enterprise $ebs of -isco, 8ell and 0i#e and the referral net$or#s of +maCon are good e(amples on this front% 8ifferent
societies have varying perceptions of $ealth and vale ecosystems% 6or instance, close family connections tend to be priCed
more than individal independence in cltres li#e 'ndia%
'n management theory, the focs is moving to$ard a more participative than controlling stance, incorporating elements of
sstainability, global citiCenship, governance, modeling of living systems, and creation of vale throgh democratic,
adaptive and emergent means%
*1e mst treat people $ith respect and dignity to foster their highest creative efforts,* +llee advises% +t the same time, $e
need to integrate, not carelessly discard, strctres, processes and systems that are $or#ing $ell%
Organisations mst learn to deal not 3st $ith complicated bt comple( systems, $hich re2ires thin#ing $ith mltiple
lenses and mltiple minds and resorting to the se of simple(ities !or fondational elements of comple( systems"% Three
levels of practice emerge= operational !eg% sing the 'nternet, portals and databases of best practices", tactical !eg%
#no$ledge net$or#ing via commnities of practice" and strategic !eg% via bsiness modeling, intangibles, scorecards"%
Operational Enterprise )no$ledge
*The 'nternet is the bac#bone of the )no$ledge Economy% 't is a vast $eb of conversations and e(changes,* says +lleeQ it
is changing bsiness in dramatic $ays, and collects as $ell as connects information and people% +t the same time, the best
technology infrastrctre in the $orld cannot overcome other cltral and strctral barriers to vale creation%
+llee debn#s several myths abot organiCational #no$ledge, sch as *people do not $ant to share* !they $ill, $ith
appropriate cltral settings and re$ard systems", *$e need to codify tacit #no$ledge* !it can be commnicated throgh
other means li#e storytelling", and *technology replaces the need for face-to-face meeting* !databases can coe(ist $ith
meetings and share fairs"%
Tactical +pproaches for .ense Ma#ing
)no$ledge net$or#s and learning commnities help people find ans$ers and meta-#no$ledge, as $ell as
affirmation9validation and prestige% They benefit the bsiness organiCation !eg% better innovation", commnities
themselves !eg% #no$ledge retention", and the individal !eg% as an a$areness mechanism"% -ommnities of practice
shold be nrtred throghot their evoltionary phases= potential vale !coaching is needed here", coalescing !#no$ledge
flo$s shold be mapped", matring !#no$ledge captre and docmentation systems shold be designed", ste$ardship
!career development goals need to be identified", and transformation !storytelling, memorabilia and convening renions
are important here"%
The overall environment shold be creative and en3oyable, and nrtre emotional intelligence% Techni2es li#e storytelling
are sed creatively by organiCations li#e .oth$est +irlines, for areas li#e cstomer serviceQ other approaches inclde
large-scale collaboration, graphical illstrations !to captre systemic patterns", reflective learning, open-ended e(ploration,
and generative learning%
-ompanies li#e :5 have discovered that conversation is a core bsiness process, becase it is throgh conversations that
decisions get made and real $or# gets done% *)no$ledge is a conversation% 't is not a static thing, bt a continal process
in motion, emerging in the shared commnal learning space that arises bet$een people,* says +llee% -ross-pollination
bet$een commnities can arise via the efforts and activities of *ambassadors of meaning* and *theme $eavers%*
0e$ .trategic 5erspectives and Tools
'ntangible assets, #no$ledge assets and intellectal capital are terms sed to refer to the $ealth of #no$ledge,
relationships and ideas% This incldes e(ternal strctre !cstomers, partners, investors", hman competence !collective
problem-solving abilities, learning, gro$th" and internal strctre !processes and infostrctre"%
't is important not to overloo# the role the enterprise plays in larger society as a global citiCen, cations +llee, dra$ing on
e(amples li#e E((on 4aldeC and Fohnson 7 Fohnson% &sinesses mst pay attention to corporate ethics $ith regard to
environmental health and social citiCenship%
'ntangibles are not 3st negotiable goods, bt deliverables, says +llee% :er *holo-mapping* techni2e is sefl in this
regard in illminating benefits of intangible #no$ledge and vale e(changes sch as sense of commnity, cstomer
loyalty, and mar#et savviness% *4ale net$or# modeling* dra$s ot the $eb of relationships that generates both tangible
and intangible vale throgh comple( dynamic e(changes bet$een t$o or more individals, grops or organiCations
This modeling can be sed for e(change analysis !nearthing coherent patterns, imbalances, and optimal flo$s", impact
analysis !creation of benefit" and vale creation analysis !creation and e(tension of vale"% E(amples are illstrated of this
modeling techni2e at $or# in companies li#e e-&ay, >or# :ospital, .%+% +rmstrong and even 6riendly6avors%org%
5rinciples for 5rosperity
*The great challenge of organiCational life is ho$ to have stability $hile being fle(ible enogh to adapt and change% 1e
need to learn ho$ $e can better self-organise to live on that creative edge of chaos,* says +llee% 't is important to avoid
rigidity on one hand and disintegration on the other, to balance the disorder of free energy $ith the order of bond energy%
*)no$ledge cannot be separated from the conversations, relationships and emotional fields from $hence it emerges or
transforms into ne$ #no$ledge% Ma#ing intangible e(changes visible helps s nderstand the emotive dynamics at $or#
in a bsiness or economic net$or#,* she says%
'n a sccessfl vale net$or#, everybody spports the sccess of others as $ell as themselves% Reciprocal relationships,
trst and negotiated self-interest need to be nrtred and accommodated% 'n sm, integrity needs to be respected and
preserved at three levels= the individal, the leader and the entire organiCation%
?destination)M/s editor-at-large, Madanmohan Rao is a )M consltant at R+' 'ndia !$$$%2aiindia%com" in &angalore,
and the athor of *The +sia-5acific 'nternet :andboo#* !$$$%tatamcgra$hill%com9digital@soltions9madan"A
The 6ive 1/s of )M
'0 8E5T:= + revie$ of )no$ledge Management in the 8igital 0e$sroom by .tephen Rinn
by Madanmohan Rao
.nday, Fanary E2, 2003
--------------------------------------------------------------------------------
)no$ledge Management in the 8igital 0e$sroom by .tephen Rinn% 6ocal 5ress, 2002 !EM6 pages"
Fornalists, editors and ne$sroom managers in print, broadcast and online media are facing nmeros pressres=
$idespread diffsion of ne$ technologies, convergence of media channels, information overload in the ne$sroom,
necessity of a 2<-hor ne$s cycle, and rising consmer e(pectations of ne$s on any device and at any time%
*)no$ledge Management in the 8igital 0e$sroom* is a practical introdction to )M approaches for meeting the
information and collaboration challenges in media organiCations of the 2Est centry% There is a very strong *information
management* focs in the boo#, and classic )M topics li#e commnities of practice, change management and case stdies
are not dealt $ith as thoroghly as in other )M te(ts%
.tephen Rinn is an associate professor in 3ornalism at Sayed Pniversity in the Pnited +rab Emirates% :e $as previosly
at 8ea#in Pniversity, +stralia, and is the athor of *8igital .b-editing and 8esign* and *0e$sgathering on the 0et%*
The material is $ell referenced, and divided into seven chapters covering topics li#e ne$sroom cltre, technologies for
reporters, $ireless access, capacity bilding, and e(amples from +stralia, P., :ong )ong, .ingapore, .oth )orea and
Malaysia%
0meros sefl resorces, 1eb sites and organiCations are listed= '6R+ !$$$%ifra%com", +merican .ociety of 0e$spaper
Editors !$$$%asne%org", 1orld +ssociation of 0e$spapers, 5oynter 'nstitte, 1orld Editors/ 6orm, $$$%profnet%com,
$$$%e(perts%com, $$$%informationadvisor%com, $$$%seyboldreport%com, 5+05+ &lletin, 0ational 'nstitte for
-ompter +ssisted Reporting !$$$%nicar%org", 'nnovation 'nternational Media -onslting ;rop, 0e$spaper Research
Fornal, -olmbia Fornalism Revie$, +merican Fornalism Revie$, and +stralian Fornalism Revie$%
Fornalists mst not 3st srvive, bt learn 2ic#ly and become totally at ease $ith the ne$ technologies that are s$eeping
consmer lifestyles and bsiness $or#places% *5rodctivity and sccess $ill come from intangibles sch as #no$ledge
management rather than from doing the same things over and over again, sch as loo#ing for more $ays to ct costs,*
Rinn begins%
This calls for a $ide variety of approaches sch as better ne$sroom design to facilitate easier commnication bet$een
3ornalists and editors, learning from the habits of librarians and information scientists, a professional cltre of team$or#
and collaboration, soft$are tools for sharing and re-pac#aging of information !sch as intervie$ notes, contact
information, sorce docments, ne$s tips", a $ell maintained 'ntranet and digital library, se of strctring langages
sch as TM, for mlti-prposed content, and familiarity $ith ne$ devices li#e digital cameras and poc#et 5-s%
+ccording to .im4entre -EO 4ince ;iliano, ne$s media mst transform themselves and see themselves as #no$ledge
companies% 't is important for ne$s organiCations to formally develop $ays of *#no$ing $hat they #no$,* according to
'6R+ analyst )erry 0orthrp%
*The net$or# becomes the ne$sroom,* says 0orthrp in an articled titled *The Re-defined 0e$sroom%* Pnfortnately,
ne$spapers are generally conservative and have typically not been at the forefront of most technologies or of management
approaches li#e )M% Many 3ornalists tend to $or# individally rather than collectively% Managers of ne$s companies
have often fond it difficlt to engage in *coopetition* $ith rivals%
The convergence of media channels and devices is also leading to the emergence of *convergence* or *mltiple*
3ornalism% This calls for focsed leadership, mlti-s#illing of 3ornalists, fle(ible cltre, and co-location of 3ornalists
from different bac#gronds% ;ood e(amples of collaboration bet$een different streams !print9T49'nternet" inclde the
Tribne grop and the &oston ;lobe in the P., and Ming 5ao in :ong )ong% -ross-media reglatory bloc#s can hinder
sch synergistic effects in ne$s media of other mar#ets sch as +stralia, according to Rinn%
1or#flo$ can be coordinated either via a special mlti-media des# !$hich acts as a go-bet$een for the separate
departments", or by pro(imity-based collaboration bet$een the separate departments%
'ntranets can play an important role in archival management and collaborative activities for )M in ne$srooms, says
Rinn% 't can assist in organiCation of research material, help reporters in the field feel more connected to the ne$sroom,
ct commnication costs for distribted $or#forces, and share sefl soft$are tools% Many ne$spapers already leverage
'ntranets to access their archives or feeds from partner ne$s organiCations, parliamentary transcripts, yello$ pages, maps,
ne$s bac#gronders, editorial gidelines and even contact information for translators%
The sal cltral obstacles to )M can arise in 3ornalism= hoarding mentality, information overload, $or#ing
environment and n$illingness to change to ne$ systems%
One chapter revie$s ne$ tools and techni2es li#e Tybernat $earable compter gear !$hich allo$s reporters to plg into
$or#flo$s at all times", 0e$sgear mltimedia tool#its for 3ornalists, 0e$sEngin/s .orceTrac#er !to enable reporters to
organiCe and inde( intervie$ notes, email messages, docments, reports", compter-assisted reporting, ;'.-based analysis
!to nearth regional trends via datamining and mapping", and '6R+/s +dvanced Fornalist Technology 5ro3ect !to
research digital mltimedia tools"% The 0e$sple( at the Pniversity of .othern -arolina is a prototype ne$s centre
sho$casing the latest ne$s tools and information management platforms%
Fornalists need to strctre content in sch a $ay that it can be re-prposed easily -- by deciding $hat the headline, blrb,
body, related stories, related lin#s and abstracts areQ different versions may be needed for .M. delivery or for 58+s%
0otable developments in the se of langages li#e TM, for ne$s inclde Reters/ 0e$sM, and 0e$s 'ndstry Te(t
6ormat !0'T6"% 1ireless devices are becoming important for consmer delivery of ne$s as $ell as for ne$sroom $or#flo$
!via 1,+0s and handhelds"%
One ne$spaper infsed $ith the #no$ledge cltre is the Maeil &siness 0e$spaper of .oth )orea% 'ts president, 8ae-
1han -hang, describes the organiCation as a *#no$ledge commnity%* .tory ideas are shared reglarly by the editors, and
the #no$ledge mission transcends the organiCation itself% 'n EMM6, -hang initiated the 4ision )orea national campaign to
transform )orea into a #no$ledge-based economy, inclding conferences on topics li#e the learning revoltion, $omen/s
edcation and )M metrics% 'n EMMM, the ne$spaper started an 'nternet )orea campaign to organiCe 'nternet edcation for
hose$ives, senior citiCens and army personnel% 't also has its o$n )M +cademy% -hang is the e(ective chairman of the
1orld )no$ledge 6orm that meets in .eol each October%
8evelopments on the technology and )M front, of corse, thro$ p complicated isses for ne$s media ranging from
speedy fact-chec#ing to retaining a sense of conte(t in the $hirl$ind of ne$sflo$% The athor has several
recommendations on this front% Fornalists and managers mst continosly learn, and learn ho$ to learn% 1ell-strctred
continos training in technology s#illing and #no$ledge-based $or#flo$ are #ey% .pecial #no$ledge managers and )M
professionals may need to be hiredQ ne$ roles li#e digester, sorter and narrative editor shold be addressedQ some staff $ith
5h8 2alifications shold also be hired%
Reporters shold start thin#ing of mltiple media formats simltaneosly% The )M mission needs to be spread via
meetings, $or#shops and ne$sletters on the 'ntranet% *.ymbols of convergence* shold be established and displayed
prominently% -ollaboration is needed bet$een indstry and academia% Over and above all this, the *3ornalistic sol*
!mission, ethics" shold be honored%
*)no$ledge management provides a tool for 3ornalists to $or# smarter in the 2Est centry,* Rinn concldes%
?destination)M editor-at-large Madanmohan Rao is the athor of The +sia-5acific 'nternet :andboo#
!$$$%tatamcgra$hill%com9digital@soltions9madan"A
-olmbia/s ,esson
.pace shttle disaster report sho$s it/s hard to find $hat yo/re not loo#ing forQ fi(ed mindset overloo#ed obvios
$arnings
by Fim Ericson, ,ineJ6
1ednesday, .eptember 03, 2003
--------------------------------------------------------------------------------
+ note from researcher ;artner ;2 points ot that the -olmbia +ccident 'nvestigation &oard final report released this
$ee# offers insights for e(ectives and professionals abot the ris#s of inslar mindsets, stifling organiCational cltres
and la( decision-ma#ing%
'n other $ords, it/s very easy to fall into the mindset that, becase yo/ve been sccessfl in the past yo/ll be sccessfl in
the ftre -- and it/s hard to arge that 0+.+ has not had a tremendosly sccessfl history%
;artner ;2/s brief $as penned by analyst )raft &ell, $ho came to t$o general conclsions= E(ectives often fail to heed
their o$n financial disclaimer that *past performance is not assrance of ftre retrnsQ* and infrastrctre sensors and
indicators are of no vale if e(ectives aren/t prepared to heed them%
*The findings of the commission $ere 2ite clear and symptomatic of $hat happens in organiCations any$ay,* says Forge
,opeC, 45 of cross-indstry research at ;artner;2% +s e(amples, ,opeC points ot organiCations li#e 8o$ -orning and
Tero( -- and '&M before its ma#eover -- companies that in some instances posted decades of consective revene gro$th
only to be blindsided to the point of being ndone by something they shold have seen% More obviosly, consider the
nabated denial of the end of the dotcom boom by a core set of e(ectives $ho shold have #no$n better%
'n the case of the -olmbia disaster, there $as data and there $ere $arnings that problems appeared present, and so there
$as a channel open to collaborate% 't simply $as not heeded%
*There are times $hen the information is right in front of yo and yo can/t comprehend it,* ,opeC says% *There $as a
sense of denial abot $hether the data cold possibly mean $hat it really said%* 't/s a cycle of denial reinforced by
consistent data= Repeated sccess ma#es it difficlt to ma#e the case to find a problem% +nd if yo aren/t loo#ing for a
problem yo $on/t find it%
Many missteps are only avoidable in retrospect, bt &ell did dra$ a fe$ recommendations=
E(ectives= &e hmble% 6ace difficlt sitations $ith candor% .ee# and listen to inpt, test assmptions, ob3ectively assess
sitations and develop scenarios%
Establish a process, cltre and system for #no$ledge management to insre sable and accessible instittional learning
and memory to spport crcial decisions%
Pse proven criteria for systematically involving those $ith the relevant information, e(pertise, and perspective in
decisions, $ith disciplined problem solving%
The $ord sed in the first bllet, *hmble,* $as also sed by the fonder of Matsshita Electric, referring to the fact that
yo need a hmble mind in order to loo# at the ftre, ,opeC says% *Matsshita has $or#ed for 60 years to overcome
personal disasters, bsiness disasters and $orld $ar,* says ,opeC% *Each time they came bac# becase he said he al$ays
too# a hmble mind to the facts as they occrred%*
't/s something li#e $hat Fac# 1elch $old call *facing reality%* &t to face reality yo have to have a mindset that can
accept $hat reality is trying to tell yo% *:mans in general don/t li#e change,* says ,opeC% *'t/s important to #no$ that to
#eep organiCations performing at a high level $e mst accept the possibility that change can occr and have a mindset
that says $e don/t #no$ everything%*
?Fim Ericson is editorial director and senior ne$s editor at ,ineJ6%A
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1hy is )no$ledge Management 8ifficlt
There are many problems associated $ith identifying these #no$ledge assets and being able to se them and manage them
in an efficient and cost-effective manner% Enterprises need=
to have an enterprise-$ide vocablary to ensre that the #no$ledge is correctly nderstoodQ
to be able to identify, model and e(plicitly represent their #no$ledgeQ
to share and re-se their #no$ledge among differing applications for varios types of sersQ this implies being able to
share e(isting #no$ledge sorces and also ftre onesQ
to create a cltre that encorages #no$ledge sharing%
)no$ledge engineering methods and tools have come a long $ay to$ards addressing the se of a company/s #no$ledge
assets% They provide disciplined approaches to designing and bilding #no$ledge-based applications% There are tools to
spport the captre, modelling, validation, verification and maintenance of the #no$ledge in these applications% :o$ever
these tools do not e(tend to spporting the processes for managing #no$ledge at all levels $ithin the organisation%
+t the strategic level the organisation needs to be able to analyse and plan its bsiness in terms of the #no$ledge it
crrently has and the #no$ledge it needs for ftre bsiness processes% +t the tactical level the organisation is concerned
$ith identifying and formalising e(isting #no$ledge, ac2iring ne$ #no$ledge for ftre se, archiving it in
organisational memories and creating systems that enable effective and efficient application of the #no$ledge $ithin the
organisation% +t the operational level #no$ledge is sed in everyday practice by professional personnel $ho need access to
the right #no$ledge, at the right time, in the right location%