Knowledge management and social business
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This document discusses KM and social business at Faithful+Gould, a multinational cost and project management consultancy. It describes Faithful+Gould's journey from static internal content to connecting internally and externally through social media. It defines different types of network connections like strong ties within organizations and weak ties between organizations. It notes how social technologies now allow connections beyond immediate networks and organizations through latent ties. It discusses implications like organizations needing to recognize social media's productivity and support employees' external connections with good social media policies.
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Knowledge management and social business
- 1. KM and social business Adrian Malone 12 March 2013
- 2. About us Faithful+Gould is a multinational cost and project management consultancy, providing expertise for construction and engineering projects in transport, property and industry. • We have: • 2,000 experienced professionals • Turnover in excess of £200m • An international network of offices in the United Kingdom and Europe, North America, Asia Pacific and the Middle East and India • A network that enables our teams to share knowledge and experience to serve our global clients. • We are proud to be part of the Atkins Group, which has a turnover of £1.5bn and employs 18,000 professionals.
- 3. Our Journey Static Content Digital Discussions Content connecting people Social Business Mostly Internal Focus Both Internal and External We are here(-ish)
- 4. Static Content – 10 years ago Before • Information resources organised around business categories rather than project • Trial and error to find which folder desired content was stored in • Easy to get lost in the sub-folders • People often stored a local copy which was then not updated when new version released
- 5. Static Content - Today After • Information structure mapped to service delivery structures • Views tailored to needs of end user • Everything on one page
- 7. Content Connecting People - Internal
- 8. Content Connecting People - Internal
- 9. Networks Category Illustration Characteristics Strong Ties ‘A’ knows ‘B’ directly High trust Shared context First port of call Weak Ties ‘A’ and ‘B’ are introduced to each other by ‘C’ who previously knew both separately Weaker trust (based on recommendation) Little or no shared context 2nd port of call Latent Ties Persons ‘A’ to ‘G’ work for same company but are dotted across BU’s and global regions. None know the others directly, but are able to seek out the others based on skills and experience and then make contact ‘X’ Low trust (relationship must be built from scratch) A wide variety of differing contexts likely Vast breadth of knowledge beyond personal domain Types of connection • Social technology creates opportunity for connections beyond immediate peer group • Latent ties can be creative, disruptive, and immensely valuable • Before new media similar networks were created by yellow pages and communities Based on Caroline Haythornthwaite, 2002.
- 10. Connecting to the outside
- 12. Beyond the Organisational Firewall
- 13. Small world.... • In this interaction two of the individuals work for the same company • Using LinkedIn they were able to connect and share ideas with others from anywhere in the world and any organisation. EdinburghGlasgow
- 14. Implications Encouraging connections • Organisation must recognise that social is productive • Employees may need support to have confidence to express themselves externally • A good social media policy is important "Your employees already have a ‘social media policy’. If you're lucky, they included you." - Jane Bozarth