Wikis ...

I had run a poll, on twtpoll, posted on this blog, about the way wikis are used in organizations. The results, i think, havent been too unexpected. What i see from the results is what i have seen with the organizations that i interact with. So, what are the results? Lets first look at the question:

What are wikis primarily used for in your organization?

There were three options to choose from: Team Wiki, Corporate Wiki, and Others. What comes from the poll is that 67% of the people who polled, say that wikis are used as team wikis in their organization, while 11% say that their organization has deployed wikis both as a corporate tool, as well as a team collaboration tool. This means that 77% of the people say that wikis are used as team wikis, while 11% say that they are used as a corporate wiki. What wasnt asked here was what the wikis were used for. Maybe that could go on another poll?

The answers, as i said, are not unexpected. More organizations i see today either have, or are deploying wikis as a team collaboration tool. Even some of the organizations which have deployed wikis as a corporate-wide tool, tend to find that usage of wikis within teams is far more. One of the reasons could be that within the team, people are more free to write what they feel like, and interactions tend to be more open. This makes this somewhat on the lines of a knol. As i have written before, this is a tool i believe could be the way forward. I dont believe i know why knol hasnt really taken off the way i had expected it to (i dont use it too much, nor do i see too many people using it, either), but having said that, what i am writing is within the organizational context, so maybe we are talking apples and oranges here. As i have written before here, and here, the completely open form of wikis may not be the option best meeting the requriements of organizations, and a model with limited authoring of wikis widely read, commented and discussed across the organization is probably the way wikis are going to be more and more deployed.

This also goes with the way i think E 2.0 could go forward ... as a blend of community and hierarchy ... as i have written before here, and here, since this model is one where there is the form of community, with some level of control over specific aspects of the community being built up in the organization hierarchy. Whether this hierarchy is in terms of reporting structures, or in terms of technical expertise is not really relevant, probably.

Big KM ...

There is a rather interesting post by Patti Anklam about three forms of KM ... i am looking forward to the post about little KM, but at the moment, thought i would blog about this post. For a few reasons. First, this post is a wonderful way of introducing the subject of KM to someone who maybe has not interacted with the formal structures of KM as a practitioner. In addition, it describes well the possibilities which are available to us with a KM toolkit. Which is why i would recommend this post.

In addition to that, one aspect that Patti brings out:

Set of services provided by or through a central KM organization to business units.

This describes the scenario quite well. At the same time, one thing to see from here is that in most organizations (the ones i have interacted with), KM is seen as an external entity. This is something which someone from corporate has decided must be "done", so they ask folks to fill out some templates and upload them on portals. Are they useful? How does that matter? Does anyone use them? Again, how does that matter? While a consultative approach may be helpful (something Patti mentions), i feel that the important challenge we as a community of Knowledge Managers face is to understand that KM is a wonderful thing, but that KM is a tool which is part of the managers toolkit for solving business problems, and for meeting some requirements. Once we look at this, its easy to derive that the positioning of KM must as a solution to meet specific requirements, not as an additional activity which needs to be done. Rather, you may find that not using the term KM, but rather, terming and positioning it in terms the business users understand, and can relate to, is an important aspect of selling the ideas of KM, leading to larger adoption.

Another aspect that needs to be looked at ... what is the impact of having KM as an external entity, vis a vis having KM as a part of the business units themselves. While i dont have much experience of the latter, one way to look at this could be to position KM as a part of the business unit, for operational perspective, while at the strategy/planning level, this could be something which could be centralized (with inputs from business units), because while a KM strategy must be synchronized with corporate requirements, the implementation of this strategy must be aligned to the business requirements of business units, because at the business units is where KM is actually going to find engagement, and create value. And since in different business scenarios KM could deliver value in different ways, the implementation of the strategy could be something which could be worked out by a KM team within the business units. If you would like to share a thought, or an experience you have come across, please do comment.

Are We On The Right Track?

There is a post written by Luis Suarez about whether the way we are describing Social Computing, and Enterprise 2.0 is the right way, and if it is, whether it is surprising that results are not as quick in coming as one would like them to be. So this post is a little late, and i had thought of writing this last week, but knowing me, you wouldnt be surprised. The question Luis is raising is whether change would be happening anytime soon:

Maybe we are just planting the seed for that change to take place in 20, 30 or 50 years from now!

Or maybe it just wont? Maybe the change that we are talking about would be in a form quite different from the change that we are working towards. More about that, though ...

The way i look at the idea of change being too slow, i dont think this is surprising. The way i look at this change, its quite similar, in terms of magnitude, to the change from the individual mode of production to the industrial mode of production, and this didnt happen in a day. Sure, it probably took much less time than we would expect similar change to take now (after all, we are living in a world where the speed of change is increasing with every passing day). The change that we are talking about is not so much about the technology, or about people for that matter, as it is about the form, or structure of mode of production, both in terms of the processes which are required to create value, as well as the nature of the work, and the interrelations between different participants in these processes, whether individuals, or organizations. In other words, this change is about the way people interact with each other, both as individuals, as well as participants in the value-creation process, though i believe, its much more the former than the latter, unless you believe that human beings are a logical species, which, being a logical person yourself, you wouldnt subscribe to. This change is about the changing roles of participants in the value-creation process, which brings along with it changes in the decision-making structures of the organization. If you look at it carefully, the earlier transformation, to the organizational mode of production, saw movement of decision-making from the many to the few, and the change we are talking about today, is about movement the other way round.

Coming back to the question of why the change we are looking for, may not exactly be the way we are thinking it would be. As i have written before, looking at a community-based model of the organization replacing the model of the organization we have today may not be a bright idea. This is simply because an organization needs to drive in a particular direction, and for the organization to do so, the parts of the organization must be synchronized with each other, rather than pulling in different directions. Which is why, to bring coherence in the direction that communities take (assuming that at some point in the future, communities are a normal occurence in organizations), hierarchies would play a role. This may mean that the change that we could see may be somewhere between the community and hierarchy way of looking at the organization. Any thoughts on this, please leave a comment.

Education Changes ...

The HRD ministry is trying to change the way children are educated in India. And they seem to be well up to the task. One of the changes is the movement from marks-based evaluation to a system of grading. Like most initiatives which Government of India runs, this one too finds some who believe this is not the right thing to do. Then, of course, there are those who think this was long due. If you have a child with a little less than a decade to go for this stage of education, you really aren't a stakeholder in this debate for reasons other than academic.


And thats why what i am writing is from the perspective of someone who, while not being a teacher, has been working within the realm of training for some time. And this is where my thoughts about this topics come from. Though, another perspective which so many of us could have is that of ex-students.

So, what am i writing? Not much new, really, for finer minds have dwelt on the subject on a number of television channels and newspapers, except that, without going into the debate of which board is better (i know of only CBSE, so wont be able to comment on ICSE or IB), i would like to look at the question of where this would take the competetiveness of children. There is fear expressed that examinations like the Xth and XIIth boards generate the spirit of competition among children, which enables them to compete. While to an extent i agree, i also believe that this spirit of competition probably doesnt have much to do with board examinations. Do we find children facing the pressure of competition only when it comes to the board examinations? Look around and you wont think so. Class tests in junior school can do that, too. Whats worse is that these examinations raise the spirit of competition among parents much more than in children.

What am i referring to? Its quite simple, actually. Most of us parents tend to forget that children are individuals, in addition to being our children. And this leads us to a scenario where we either try ot live our dreams through our children, or we believe ''baap ka naam raushan karega'' ... The child will illuminate the name of the father (in other words, make Papa proud). This, though, raises the question that if father wasnt able to illuminate his name, how will the child do so? Here, i am not being sexist, and using the male gender only for the sake of brevity, so please feel free to make adjustments for gender, because this kind of parental pressure is not restricted only to fathers. This is not to say that i dont indulge from time to time, but the point is, i would rather try to check this indulgence, rather than trying to get my son to relive my childhood. He cant ... We played kanche, gulli danda, pitthoo, smoked Phantom cigarettes (for the uninitiated, these are sticks made of sugar, made to look like cigarettes). So i think i am ok with the childhood i had, and am content with the childhood my son is having. Dont you think the childhood we had was different from that of our parents?

But i am digressing, even though this took you down memory lane (including the two cashewnuts with the rasgulla between them ... No, you dont get anything for guessing this). So whats the point i am writing about? If by now, after a walk down memory lane at Darya Ganj, and nearby parts of Delhi, i remember correct what i was planning to write about is the reason why i agree with the idea of grades.

If we look at it objectively, the idea behind educating children is to make sure they learn to understand and appreciate the world around them (not necessarily teach them everything about it ... That would be impossible, as undesirable, too), to help them grow into well-rounded adults (round is not geometrically), and to enable them to embark on a journey of acquiring skills (if not acquiring the skills themselves) which can enable them to lead productive lives. Rather a lengthy one, but thought would be nice to look into the different lines that occured to me. But if we work backwards from there, the reasoning that we can take can be that the idea of education is to enable children to acquire skills, maybe to acquire skills in a better way than other children, but definitely not to remember some data which they neither understand, nor appreciate. Brings to mind an old Hindi song ...

Sikandar ne Porus se ki thi ladaai,
Jo ki thi ladaai, to main kya karoon?

Translated, if King Porus fought Alexander what should i do about it? This obviously means that children are not learning the lessons from history. But coming back to the main point, the idea of the educational systemis to teach children the things they are to learn, not just to figure out which child has learnt more than which other child. Sure, thats one of the things, too, but that cant be the cornerstone of the system, and this is something which can be achieved with grades, and a system of qualitative evaluation, because one number cannot determine how well the child has learnt (learning is far more comprehensive than can be imprinted in one number), and the emphasis on this number is, at times, at the cost of learning.

However, this change along wont help take the educational system in the country to the next level of understanding. Whats the other component, you may ask. And that, i believe, is the inclusion of parents in this change. This change could degenerate into a clamour for grades instead of marks, and this defeats the entire purpose of the change. Rather, parents need to understand that the system we were educated in (quite good, actually, but a shade outdated ... How many of my contemporaries actually remember Bernoulli's Principle, and some applications to real life, or how many of us can actually remember the formula for integrating any trigonometric function, and why one would do that. Lets please exclude those who actually do this professionally ... They would remember. Now, the point is, if we dont even remember some basic things, then what was the point of having our vocation in life based on how well we could remember these formulae? Would it not have been more productive to have focused on understanding these concepts well? This is the point we as parents need to understand, though believe, coming from the background that we do, it wont be an easy transition, and this is where schools need to play an important role.

Getting Web 2.0 To Work

Before you get any ideas, let me tell you that the title of this post has nothing to do with any kind of magic potion which can get you to get web 2.0 to work. Though, if there was such a potion, i am not sure how many folks would queue up to get-a-fix! this post is titled around a McKinsey article which looks at the reasons which executives say are the major hindrances to adoption of web 2.0, and six ways they think could get web 2.0 to work.

The six ways they have come up with to get web 2.0 to work, you can read for yourself (you will need to register), what i am writing about here is what the report has come up with, about the impediments to web 2.0 adoption. There are three reasons which executives think impede adoption:

• Organization structure
• Inability of managers to understand the levers of change
• Lack of understanding of how value is created

If the organization structure is an impediment to adoption of web 2.0, thats probably to be expected. This could be because web 2.0 tools are not compatible with the organization structures as we see them today. In other words, web 2.0 tools are a way to driving the move towards Enterpriser 2.0 (i still believe Enterprise 2.0 is about organization structure and the nature of interactions that generate value in organizations).

Looking at the other two points ... one is that managers dont understand the levers of change. The question this raises is, what are these levers? Maybe theres only one lever ... that is that of distributed decision-making. In other words, greater role for people across the organization in the decision-making process. What is important to understand here is that the important aspect about web 2.0 is that value cannot be defined for them. Its very difficult for anyone to attach a monetary figure to their adoption, and say that with a particular level of adoption, this is the level of value which is delivered. While its intuitive that web 2.0 tools bring value, this is not too easy to demonstrate.

The point about there being only one lever is something i have (almost) written about before, here and here. Till a few years back, there was an implicit relation people built between expertsie and grey hair. This no longer happens. This is something i talk about when i am making a presentation about Knowledge Management. Since i look at Expertise Location as an important part of Knowledge Management, i try to tell people that you can be an expert even if you dont have a single white hair (or have all the hair on your head intact). This is the lever which i feel is important for managers to understand. When looking at the lack of understanding of how value is created, as i mentioned, this is something which is quite difficult to demonstrate, but as i have written before, if we try to bring this into the context of a specific business process, rather than a context which is generic, this is something which can be understood.

More Enterprise 2.0 ...

There have been quite a few blogs written around what Enterprise 2.0 is over the last few days. One of the blogs which brings together thoughts from a number of blogs has been posted by Paula Thornton. There is quite a wide view of Enterprise 2.0 which you get from here. Though, more people think that theres something to look at with Enterprise 2.0, there are people who also believe that this is nothing much more than the flavour of the week/month/year ... or thoughts on similar lines.

What comes from here is that Enterprise 2.0 seems to be connected to the technology, to larger or lesser extents by different people. Which probably misses the point. One important thing about Enterprise 2.0, the way i see it, is that this is about the form of the organization in a scenario which has more participation and collaboration from across the organization than we see today. What is important to see is the implication this could have for the organization (at least in theory, because probably this would not be something which would come around, or not anytime soon, but more about that later). The implication is the inclusivity of decision-making within the organization. Again, there have been discussions about how this will impact hierarchies in organizations, and while some believe that hierarchies will disappear, i dont think so, as i have written before. This is the aspect of Enterprise 2.0 (or, the interaction between communities and hierarchy that would probably occur in organizations, and the resultant form the organizational structure would take) that doesnt come out of the discussion.

One of the interesting reactions which Paula mentions is from this post:

Enterprise 2.0’s true potential is to facilitate a paradigm shift that fundamentally changes operating models and leverages the existing reality of work.

Probably the change wont be as huge as had been anticipated earlier, what we can be reasonable certain of is that change is there, and this would be seen going forward, too, though the exact shape is something which we cant be sure of now, not just because this would depend on the interactions between communities and hierarchies, but also because the extent of change would also vary from organization to organziation.

Another interesting idea that comes out is that of emergence, which comes from this post. The idea being that as people discuss things as part of a community, through this conversation, things emerge. Whether these are new products, new markets, strategies, etc., these arise from the minds of people, and emerge through conversations. And this process is enabled by Web 2.0 tools (though these tools are not the organization, which is where the difference between Web 2.0 and Enterprise 2.0 comes).

From here, it can be seen that Enterprise 2.0 is about the form and functioning of organizations. To what measure this will come through is something we will need to see, as we have already discussed. Any thoughts, please do post comments.

Listening ...

As i wrote earlier, i am these days reading Innovation and Entrepreneurship by Peter Drucker. Again, as i was reading yesterday, something from the book just came out, something i had to blog about. The point i am writing about is listening.

One of the sources of innovation, he says, is the unexpected. The unexpected failure (thats obvious), the unexpected success (here is a possibility that some of the assumptions that the organization had about the environment are not valid), or the unexpected external event (something external to the organization, or to its sphere, which could represent an opportunity for the organization). OK, i am not an expert at innovation (or anything else, for that matter, but lets just pretend you didnt hear that), so i am not going to dwell on this, except to start this conversation.

In the business ecosystem in which an organization operates, there are a number of unexpected things which happen from time to time. Have interacted with organizations, which have been able to create a new line of business from some experiments (usually done by a small group of folks as something they enjoy doing) which suddenly brought up something which had immense potential for the organization. The story about how Penicillin's medicinal properties were discovered are legendary. For those of us who havent read this, here it is. The idea is that there are a number of things happening in the organization, which, more often than not, the organization doesnt know about. And, since managers dont know about them, they dont know about the potential of some of these ideas to the organization. And this is where the idea of listening comes in.

This brings up the question of how. And this is where the tools of web 2.0 can play a role. By giving the control over creation of content and publishing it, web 2.0 tools can bring about a scenario where anyone anywhere in the organization can publish the things they are doing, what they are working on, and anybody anywhere else in the organization can pick up this idea, refine it, collaborate to take this idea further, and the organization has the tools available to be able to listen to all of this conversation. Doesnt matter if its about listening to employees, suppliers, customers, or any stakeholders. Point is, listening the way web 2.0 tools can enable it can enable the organization to build upon ideas which could germinate anywhere, within or outside the organization. There is one thing, though, which needs to be emphasized. And this is that the organization also has a role to play. People dont necessarily speak when they have an idea. The managers need to create a scenario where people are encouraged to speak, which is more like a scenario where the organization is seen as a facilitator for the ideas which people come up with, being receptive to them, and being open to the possibility of taking them further.

Technology And People ...

I am reading an interesting book ... One named Innovation and Entrepreneurship by Peter Drucker. OK, so i am a little later, but even so, i think some of the ideas put in the book are still relevant almost 25 years after the book was first published. This post that I am writing is about a statement in the book:

Technology can be imported at low cost an with a minimum of cultural risk. Institutions, by contrast, need cultural roots to grow and to prosper.

Now, while this is being written in the context of Japan, and how Japan, in the 19th century, consciously took the route of importing technology, while creating the social institutions locally, this concept can be looked at further, to see whether this is relevant to organizations, and if it is, how it can impact organizations.

To begin with, this idea seems to be as though it is relevant in the context of organizations, too. Technology is straight-forward. Technology works the same way, gives the same output independant of the scenario around it (well, some of us who work as consultants, or with customer support may not agree, but more or less ...). On the other hand, people dont necessarily. Which means that technology, being culture neutral, can be brought into the organization easily, while adapting the culture of the organziation to the cultural framework that is inherent to quite a few new technologies, is a different thing altogether. For example, ERP brought the paradigm of business processes cutting across departments (breaking down silos, that was the idea), while Web 2.0 tools are bringing in the next wave of bringing down silos (which only means that silos didnt really go away, they just metamorphosed to a point where they werent looking like silos).

The question this raises, then, is whether the technology tools which the organization adopts should be compatible with the predominant cultural scenario of the organization, or whether the point of introduction of new technology is leveraged to try and drive the cultural context of the organization to a different direction (remember package-enabled reengineering?).

I dont think there is an answer which would answer this question for all. But the point is, the compatibility must be there. And this is something we looking at this from the KM perspective must also bring to the equation, especially with Web 2.0 technologies, because the paradigm of these tools is quite different from the earlier paradigms of organization structure. True, ERPs also created a different paradigm, which has changed the way organziations work over the last decade or so, but this was around business processes, not about people. Web 2.0 tools, on the other hand, are bringing a change which is oriented towards people, and the interactions between people, which impacts dynamics of interactions between people at the organizational level, with the blending of communities and hierarchy, as i have written before, here and here, which means that the compatibility between technology and culture is more important with these tools.

Actions, Reactions

Something happened this morning ... nothing unusual, but it got me thinking on quite unusual lines. Unusual lines for me, would probably be usual lines for quite a few. If you drive in this part of the world, you are quite used to people driving all over the road, basically treating the entire road as one large lane (actually, these are few, but not unusual). This becomes more so when it rains (and its been raining heavily, which is a relief given the absence of the rains for the last few months) because under the water, nobody knows where the old potholes are, and where the newly created ones would be. Which means that driving can be a guessing game. Now, add to this someone cutting you off on the road, and it can be quite irritating. Yes, i know ... you know the feeling, dont you?

Well, this morning someone did that. And it affected me. But then, i got thinking ... what is impacting me. What is the nature of his action and my reaction. Or, for that matter, my action, and someone's reaction? And i found myself reacting in a way which is quite unusual for me. I was no longer irritated. I was thinking (yes, somewhat unusual for me, but even so ...). So, what was i thinking? Simple ... Was what he did inherently irritating by nature? Is anything anyone does carrying a particular human emotion attached to it? I believe it carries the vibrations of the person who is doing it, but apart from that, things we do are emotion-neutral. Emotions are caused by the way we see those things, and are the cause for how we react.

Take this example. Someone is driving and cuts someone off. No inherent emotions associated with this. Where emotions do come in is the way i reacted to what he did. I could have just shrugged it off, or i could have been irritated, or angry. Which means, that by attaching our emotions to the things someone else does, we are creating we are bringing feelings to the action-reaction equation. The colour of the action (irritating colour superimposed on what he did) is something which i brought, not he. Which means that the light of things being nice, nasty, funny, sweet, or anything else, is brought to the scenario by the perception of the receiver. Which has implications for us humans. By not associating negative colours with things which we see, we can actually change the impact those things have on us. In other words, we can choose the way we react to something, and this choice is something which decides the impact that action has on us, which we express in the form of reaction.

Wikis ...

One of the blogs i follow is Grow Your Wiki, by Stewart Mader. Stewart has some wonderful ideas about wikis, the role they play in organizations, and the way they could deliver value in organizations. In his latest post, Stewart talks about specific problems which can be solved with wikis. Here, he refers to the post by Andrew McAfee where he discusses Enterprise 2.0, looking at specific scenarios where social computing tools can be used to meet specific business requirements.

One of the things Andrew talks about is:

Problem: How can we bring new hires up to speed as quickly as possible so that they become effective employees and stop bugging people with all their questions?

Use a wiki. Office supply company VistaPrint initiated a wiki in an attempt to capture what a new engineering hire needed to know. Because this knowledge base changed so quickly, the company felt that any peper-based solution would quickly become obsolete. Within 18 months the wiki grew to contain over 11,000 pages placed into 600 categories, all of them generated by employees themselves rather than a professional knowledge management staff. It became a dynamic and up-to-date repository of the company's engineering knowledge.

A question which comes up from here, though, is whether the company is letting all employees write on the wiki. Or whether only people with a specific level of experience, and coming from a specific technical background are allowed to write on this wiki. One would probably think latter. Few of the organizations i interact with have a scenario where wikis are written by a set of people, for use by all. From this, one can see that the benefit of a wiki is that it is dynamic, that unlike a document, it doesnt become obsolete (thats assuming participation levels are appropriate).

What this means is that maybe a true wiki is not the appropriate solution, for a large number of scenarios. Something i have blogged about before. The idea is that authorship for these wikis may not necessarily be with all. A specific set of people write, and anyone can read. This seems to be the model which finds more acceptance within the organization. Somewhat like the knol. So where does the participation come from? Usually, team wikis could have everyone from the team participating, but not so corporate wikis. Collaboration, here, could follow the path of the discussion forum, which is why, i guess, some software providers give functionality for discussion forums attached to wiki pages.

This brings to the question of which are finding greater acceptance ... corporate wikis, or team wikis? Could you please participate on the poll you see?