SMR International:

1
The Real-Time Enterprise

• Specialist Librarians
• Getting the Best From the
• IT - Knowledge Services Connection

Guy St. Clair Pamela C. Rollo Special Libraries
Association Hot Topics Session Wednesday 12 June
2002 200 - 330 PM Los Angeles California
2
SLAs Hot Topic SessionHeres What Well Do

• Talk about The Real-Time Enterprise
• Talk about Knowledge Services
• Identify connections between these two management
  approaches
• Discuss the role of the specialized
  library/information center/knowledge center as
  the enterprise moves to real-time information
  delivery
• Discuss how specialist librarians (and similar
  information professionals) lead the way

3
The Real-Time Enterprisereacting
instantaneously to changes in its business.
highly complex enterprise software, often based
on serious mathematics, that can yield real
savings if deployed and used correctly. Ludwig
Siegele The Economist 2nd February 2002
4
The Real-Time Enterprise

• As companies and organizations digitize as much
  of their data as possible, the real-time
  enterprise becomes a reality. Combining the
  enabling benefits of information technology with
  the productivity benefits of knowledge services
  opens up a whole new world of organizational
  management. And thats what happens in the
  real-time enterprise. Its a new work environment
  that offers specialist librarians, information
  managers, knowledge managers, and strategic
  learning professionals splendid opportunities for
  putting their expertise to work.

5
The Real-Time Enterprisethe goal is to drive
the lags and latencies out of the economy and
make it much more efficient.

• Integration and flexibility are now possible In
  the past, firms have faced a trade-off between
  being integrated and being flexible. New software
  technology promises to ease that trade-off, or
  even do away with it altogether.
• New software is being developed that analyzed
  data
• Growing need for integration/overarching
  spreadsheet that connects everything that
  company employees do with data
• Merge data silos and stovepipes (creating a
  unified, linked, relational database to ensure
  that different programs work with the same
  information)

6
Theres Nothing Like theRush of the Real-Time
Enterprise

• Customer Relationship Management
• Supply Chain Management
• Financial Management
• Human Resources Management
• Application Infrastructure
• Business Information Management and Delivery

7
Real-Time Information Delivery andKnowledge
Services

• The successful organization in todays business
  and research environment is a knowledge-centric
  organization. Real-time information delivery
  permits knowledge to be used where its needed.
• Knowledge services is the basic management tool
  for the knowledge-centric organization, providing
  tangible and measurable benefits for all
  organizational stakeholders.
• Real-time Information Delivery is a way of
  describing how new information can be processed
  into a giant spreadsheet that processes it
  automatically through systems where people need
  to access it.

8
Knowledge ServicesThe Convergence
ofInformation ManagementKnowledge Management
Strategic (Performance-Centered) Learning
Knowledge services is an enterprise-wide
management methodology that enables companies and
organizations to achieve excellence, both in the
performance of internal staff and in interactions
with external customers.
9
Knowledge ServicesOpportunity-Focused and
Results-Focused

• Knowledge Services
• establishes a proactive environment within the
  organization
• ensures that KD/KS (knowledge development/knowledg
  e sharing) is practiced throughout the
  enterprise
• ensures that the organizations intellectual
  capital is captured organized, analyzed,
  interpreted, and customized for maximum return to
  the organization

10
My Grand Design forInformation Delivery in the
21st Century

• Information customer expectations are met and
  exceeded
• Management satisfaction is assured
• Enterprise-wide performance excellence in
  information delivery is a given
• The organizations specialized library/information
  center/knowledge center becomes the
  organizations Knowledge Services Center
• Specialist librarians (and similar information
  professionals) lead the way by becoming Certified
  Knowledge Services Professionals

11
Whats So Special AboutKnowledge Services?

• Knowledge Services as a Management Practice
  is Founded on KD/KS
• (Knowledge Development/Knowledge Sharing)
• a framework for management that embodies the
  highest objectives of knowledge management and
  combines them with the basic principles of the
  learning organization and the teaching
  organization.
• Guy St. Clair
• Beyond Degrees
• Professional Learning for Knowledge Services

12
KD/KS(Knowledge Development / Knowledge Sharing)

• builds on the assumption that all stakeholders
  accept their responsibility to develop, to learn,
  and to share tacit, explicit, and cultural
  knowledge within the enterprise.
• exists for the benefit of the organizational
  enterprise with which the learning stakeholders
  are affiliated and which provides support for
  their learning endeavors, and for the growth and
  development of these stakeholders as lifelong
  learners.
• Guy St. Clair
• Beyond Degrees
• Professional Learning for Knowledge Services

13
KD/KS(Knowledge Development / Knowledge Sharing)

• is holistic, integrated, and top-level
• reflects an understanding of complex business
  issues and the enterprise-wide need for real-time
  information delivery
• reflects a broader, more inclusive relationship
  throughout the larger enterprise
• enables enterprise-wide service delivery that
  reflects the competitive global environment

14
KD/KS(Knowledge Development/Knowledge Sharing)

• The Foundation of the Real-Time Enterprise
• I T makes it possible KD/KS makes it happen

15
Its All About Knowledge as aCompetitive Asset

• In todays business and research environment, the
  management of information as a stand-alone
  activity is insufficient.
• For an enterprise to succeed in achieving its
  operational objectives, and to function as a
  knowledge-centric organization, enterprise
  management must include the management of
  intellectual capital as a competitive asset.
• Intellectual capital is the sum of everything
  everybody in a company knows that gives it a
  competitive edge.
• -Thomas A. Stewart

16
What TodaysInformation Customers Want

• Locate, access information in real time
• Transform information into knowledge in real time
• Share knowledge with someone else in real time

17
The Knowledge Services Solution inThe Real-Time
Enterprise

• Convergence
• Applications
• Infrastructure

18
The Shape of Things to Come inThe Real-Time
Enterprise (1)

• Not there yet (or, as Vivek Ranadivé puts it in
  The Power of Now, At this point, it is anybodys
  guess what a typical real-time enterprise will
  look like.) But the real-time enterprise will
  probably look something like this
• Business strategy moves from strategic planning
  to medium- to long-term intent, but with a
  short-term planning horizon
• Management style moves from consensus-oriented
  management to entrepreneurial leadership, star
  system, but built on collaboration
• Recruiting moves beyond hiring team players to
  recognizing that prima donnas bring the greatest
  value

19
The Shape of Things to Come inThe Real-Time
Enterprise (2)

• Information technology moves from
  database-centric, passive, demand-driven to
  information/knowledge centric, active,
  event-driven, knowledge development/knowledge
  sharing
• Operational focus moves from continuous
  monitoring to achieve quality to one in which
  quality is assumed, and the focus is on
  exceptional tends and events
• Monitoring/measuring is much cheaper (Good
  monitoring makes good contracts.) Hal
  Varian, UC Berkeley SMIS
• Corporate culture moves from egalitarian to
  meritocratic

20
Perhaps Even Drastic Re-Shaping.
in the long run, real-time technology will do
away with all the features of the firm that were
needed to assure information flow in an offline
world hierarchies, departmental boundaries,
paper-shuffling employees. Real-time
technology will empower top executives they
will no longer be isolated from their business by
layers of bureaucracy. Ray Lane, Kleiner
Perkins Caufield Byers
21
Knowledge Services in the Real-Time
EnterpriseStrategic Purpose and Value
Five factors lead to building the business case
for establishing a formal knowledge services
function within the real-time enterprise (e.g.,
using real-time technology to converge
information management, knowledge management, and
strategic learning)

• Competitive marketplace
• Global information services environment
• MA
• Mobile work force
• Changing employment contract

22
Big Picture Considerations (1)

• The issue is growth (if ideas are the new capital
  of growth, where do the ideas come from?)
• Knowledge services is (or should be) part of a
  companys business strategy
• Knowledge services professionals lead the way,
  but creating a culture of innovation, knowledge
  development and knowledge sharing, and learning
  across the real-time enterprise is the
  responsibility of senior management. Ultimately,
  the buy-in of senior management is critical
• The successful incorporation of knowledge
  services into the corporate mission creates a
  KD/KS culture (knowledge development/knowledge
  sharing)

23
Big Picture Considerations (2)

• Knowledge services is about establishing social
  communities Creating the social infrastructure,
  foundation of trust, etc.
• Knowledge services is not about technology -
  technology enables (tools change -
  the quest for organizational success doesnt
  change)
• Knowledge services must be institutional and
  forever (the biggest challenge is the continued
  evolution of the knowledge sharing environment)
• Services, products, and consultations provided by
  the organizations Knowledge Services Center must
  be packaged with end users in mind

24
Relationship Management inThe Real-Time
Enterprise

• which is, by the way, the particular expertise
  of the Knowledge Services Professional
• Collaboration is basic, part of the culture of
  specialist librarianship/information
  management/knowledge management
• Clever software is used to sift through data to
  find patterns in stakeholders behavior
• Strategic (performance-centered) learning is used
  to introduce and strengthen collaboration
• Key, high-visibility RD assignments demonstrate
  the strengths of the organizations Knowledge
  Services Center

25
Knowledge Services in the Real-Time
EnterpriseCritical Factors in Establishing the
Environment

• Trust
• Collaboration (and no disincentives for
  collaboration)
• Collegiality
• Concentration on relationship building
• Part of everyday worklife / not something extra
  to regular work (Its part of your desktop.)

26
Knowledge Services in the Real-Time
EnterpriseCollaboration is Critical

• Collaboration is a principle-based process of
  working together, which produces trust,
  integrity, and breakthrough results by building
  true consensus, ownership, and alignment in all
  aspects of the organization
• Put another way, collaboration is the way people
  naturally want to work
• Collaboration is the premier candidate to
  replace hierarchy as the organizing principle for
  leading and managing the 21st-century workplace
• --Marshall, Edward M. Transforming the way we
  work the power of the collaborative workplace
  (New York American Management Association, 1995)

27
Value of Collaborative Work

• the sharing and archiving of organizational
  information... what is often called leveraging
  knowledge. This means the extent to which
  knowledge is shared among people.
• Abigail J. Sellen and Richard H.R. Harper
• The Myth of the Paperless Office

28
CreatingCommunities of Practice / Centers of
Expertise

• Individual experts identified for their
  expertise
• Use success stories (people want to be part of
  something that provides tangible benefits)
• The goal is to create a KD/KS (knowledge
  development/knowledge sharing) culture
• Natural for specialist librarians, who know
  whats going on in the larger organization

29
Knowledge Analysts / ManagersLead the Way

• My job is to help an extended organization,
  including its customers, partners, and suppliers,
  manage or leverage their collective intellect in
  order to produce a change in its profitability
  and growthand to renew themselves as a business
  by better organizing its knowledge assets to
  create new knowledge, new products and services,
  and to change the entire competitive playing
  field.
• -Kent
  Greenes Chief Knowledge Officer Senior Vice
  President
• Science Applications International Corporation

30
How Specialist Librarians Do It

• Establish the knowledge objective
• Conduct a knowledge audit
• Determine goals and expectations for knowledge
  services
• Decide on a management approach

31
Knowledge Services in the Real-Time
EnterpriseStrategic Purpose and Value

• Build the business case
• Identify the bottom-line impact
• Focus on projects with short-term payoff
• Establish meaningful measures of progress and
  demonstrate results
• Talk about future opportunities in a knowledge
  services environment

32
Knowledge Services in the Real-Time
EnterpriseHow Do You Measure Success?

• Create metrics locally and establish ROI within
  the enterprise at large
• Formalize links between the companys economics,
  strategy, and knowledge assets
• Reward and recognition people must be willing to
  identify opportunities for knowledge development
  knowledge sharing, and be rewarded when they do
  so
• Reward and recognition reward those who use
  knowledge as well as those who develop it and
  share it

33
Your Knowledge Objective inThe Real-Time
Enterprise

• Identify and Analyze
• current information management situation
• current knowledge management situation
• current strategic (performance-centered)
  learning situation
• (what is)
• Identify What is Available
• (what can be)
• Develop Guidelines/Establish Implementation
  Procedures/Train
• (what is realistic)

34
Wrap-up. Did we

• introduce The Real-Time Enterprise?
• Knowledge Services?
• describe how Knowledge Services can help to
  create the cognitive links for The Real-Time
  Enterprise?
• demonstrate the role of Knowledge Services as
  your organization moves to real-time information
  delivery?

35
Questions?Discussion?What Do You Think?
36
Contact Information

• Guy St. Clair
• President / Consulting Specialist for Knowledge
  Management and Learning
• SMR International
• 527 Third Avenue ( 105)
• New York NY 10016 USA
• Tel [phone]
• Fax [phone]
• E-Mail GuyStClair_at_cs.com

37
Contact Information

• Pamela C. Rollo
• 1675 York Avenue ( 17 L)
• New York NY 10128 USA
• Tel [phone]
• Fax [phone]
• E-Mail pcrollo_at_att.net