Snapchat, the problem with Google Books and the rise of the Curator (Unicorn)

Indulge me a little. Earlier last week while prepping for a forthcoming trip to Asia I read a post The problem with snapchat from a US student Allie Link who described why she’d abandoned it. This phrase stood out:

Snapchat was not meant to take the place of picking up the phone and calling somebody when you want to have a deep conversation.

My research was prompted by a comment from a friend who following lunch with her grandchildren observed:

Facebook was invented by college students for college students, but today’s students don’t use FB.

She could have said, instead they use Instagram, Snapchat & WhatsApp. I would have added (as a result of experiences studying / researching in a University library) that they also have lost much of the art of human interaction of the sort needed for conversation.

I fear we are creating a Soundbite Society, one that is attracted by the headline but unwilling to read the article beneath. We take things at face value rather than ask the awkward supplementary question. Everything is reduced to concise phrases (or 140 characters in the case of Twitter), where celebrity is acquired from social media activity not earned thru expertise or deed.

the lure of technology

Which brings me to my core theme here: are we being seduced by the lure of technology to act as the guardian of our organisational knowledge and as a result oblivious to what’s happening behind the firewall?

I see the workforce struggling to keep pace with the array of gadgets and apps being thrown at them as we rush to provide a fully integrated Digital Workplace. Tags and taxonomies have never been sexy but are still vital to find ‘stuff’. Too often people are asking:

where did I have that conversation?

and unable to locate what was said.

From conversations I’ve had recently with Darron Chapman, David Gurteen and Martin White I am increasingly coming to the view that the shift to ape applications used in a social environment in the office is not going to meet the high expectation levels being set. While organisations try to give their workers access to organisational knowledge and information, ‘anytime, any place, any device’, I am still to be convinced that conversations captured on the likes of Workplace, Yammer, Slack, WhatsApp will end up assembled in a navigable and useful manner.

If organisations, with a policy of filling vacancies from within, have the talent they need in house and are able to find it via intelligent expertise systems then why retain external placement organisations? That they do suggests reality does not reflect the hype.

the challenge of asking the right question right!

Another area where the cracks are appearing is through the widespread use of the Virtual Assistant (VA). We are at a crossroads: to be really effective the VA needs to be able to interpret the question being asked (often not in the native language of the enquirer). But the enquirer does not know how to ask the question in a way that helps the machine to learn.

I see this when I use Google Translate (which with an improved algorithm in place is very good). It does not yet recognise the style I use when asking a question which I want translated into another language.

Here’s what I mean. Earlier this month I was in Lisbon. My Mother in Law offered to cook me dinner but as I was out for the evening with clients and left very early that morning I wrote her a note (imperfect as it turned out). I typed in “I am out for the day. No dinner tonight thank you.” The translation ended up as ‘sem jantar a noite obrigada” which in fact was interpreted as the reverse so a sumptuous meal of Carne de porco a alentejana was served. Imagine my shock at turning up at 11.15 to find a table of food and guests!

the problem with Google Books and CRM ‘lite’ operations

Back in Q1 I ran a survey and awarded prizes (of my co-authored book when available) to 3 lucky winners. One asked if I might send it electronically which I was happy to do.  So in July I bought a copy on Google Play Books. The recipient’s email was a Google one so a redemption code was sent to him.

Unfortunately after 3 attempts (in different countries)  he was unable to redeem the code and access the book. I use the chat facility and discover after an hour that an electronic book can only be downloaded in the country in which it was bought and moreover the purchaser cannot download it themselves. Here’s the issue: I had to go back and forth and each time I had to explain the situation again; the information I was originally given proved wrong.  If the most sophisticated search organisation can’t get it right with it’s CRM system what hope for the rest?

the rise of the organisational Curator in fragmented workplaces

Which leads me onto one of the disciplines I believe will grown in importance.

In a previous post I referred to the deluge of “Fake News” we are all subjected to in personal and professional situations. It’s not about the volume it’s more about the veracity of what people see that’s the issue now.

People in organisations want trusted content on their desk top. At issue is whether that can be provided automatically devoid of human intervention. I continue to argue that the curation of critical knowledge is an art form requiring an understanding of the DNA and way of working / rituals of an organisation. These are the nuances that I’ve yet to see any technology master.

So if my assumptions are right then far from becoming defunct the Knowledge & Information Professional’s role will become more important. To recap this is what I suggested #7 Curate of the 8 ‘ates would be:

Curate: So much of what passes for Knowledge Management is about creating and storing content and making it available for reuse. It’s more than the role formerly undertaken by Information Professionals and Librarians, here we are talking about being a custodian of organisational knowledge and organisational knowledge bases.

Am I right? I met Darron Chapman who runs a successful placement and recruitment business that focuses on this market. I asked him, “what skills and talents clients are looking for?” “Clients want Unicorns” he said. “They are increasingly looking to place them in global locations close to operational units. He cited places as diverse as Hong Kong, Lisbon, Madrid and Warsaw.  The skills have to be both technological as well as soft and there are very few people who meet those critieria. And if you want more on this it is a topic I will be discussing in much more detail during my trip to Asia next month and Martin White will be focusing on the challenges of expertise systems in Aarhus at Janus Boye’s event.

and finally

3 cities; 3 Masterclasses; 3 presentations and a closing facilitation session at KM Asia to look forward to from November 13th to 24th..

I’ve been experimenting with an interesting technology Biteable which proved really effective in creating a brief 1 minute video to advertise the 3 Masterclasses. Check out the results and let me know what you think.  Its a case of recognising that pictures with few words seem to get the interest of people overwhelmed by a deluge of offers.

I would like to give thanks to the following people who made the Asian “Adventure” happen:

Les Hales, President HKKMS

Zabeda Abdul Hamid, Asst. Prof. Deputy Director Graduate School of Management IIUM-CRESCENT International Islamic University Malaysia

Patrick Lambe, Author & Founder, Straits Knowledge, Singapore

Murni Shariff, Head Corporate Services, Malaysian Gas Association

Chung Yin Min, Knowledge Management Consultant, Innovation and Service Excellence PETRONAS, Malaysia

Janice Record, Head of International Knowledge & Insight DLA Piper, Hong Kong

 

 

Great illustrations: valuing Knowledge, Orchestrated Serendipity & Immunity Management

I’ve been in Iran and Dubai. And as often happens when working collaboratively great ideas emerge.

Valuing Knowledge

Firstly to Tehran and an issue which so many organisations struggle with: how to describe the true value of Knowledge to an organisation?  We are good at valuing fixed assets but poor at applying similar criteria to intangible Knowledge Assets or Intellectual Capital.

bluetooth-keyboard-for-htc-evo-4g-lte

This story, the keyboard and the patent, might change perceptions:

A few weeks back a new keyboard costing $20 was delivered to the Director. After a couple of days a lady from premises appeared to place a sticker on it to denote it was an asset of the company and henceforth will appear on the company’s register of assets. The asset is managed!

Coincidentally the same day as the premises lady appears the Director gets notification of the award of a US patent which costs in excess of $20,000 to acquire.

US Patent

US Patent Certificate

The patent will need to be protected and if necessary enforced yet in most organisations that patent is not shown as an asset of the company on its balance sheet even though its value (in terms of future revenues) is very significant.

By way of a further example, if I lose my Macbook I can replace the hardware (at a cost) but the value of the intangible ‘Knowledge’ stored on it (documents, emails, presentations, videos, contacts) can’t be replaced instantly unless I’ve taken steps to back it up on an external hard drive or in the cloud in which case I have managed my Knowledge!

Orchestrated Serendipity -creating a physical Knowledge Sharing environment

On my way back from Tehran I stopped in Dubai to catch up with a number of old friends which is why on Wednesday I spent a couple of hours at the Knowledge and Human Development Authority (KHDA) located in Dubai Academic City who:

… is responsible for the growth and quality of private education in Dubai. We support schools, universities, parents, students, educators, investors and government partners to create a high quality education sector focused on happiness and wellbeing.

Having arrived at my hotel in the early hours I was not at my best when some 5 hours later the cab dropped me outside KHDA’s offices.  I was early for my meeting with Luke Naismith Director of Research so thought I might see if I could find a coffee shop.

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KHDA’s Reception

I was warmly greeted by two very affable Emirati who ushered me to a seat whereupon coffee was served. Over the next 15 minutes my whole demeanour changed.

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Luke demonstrating the presentation ‘lectern’ in the boardroom.

‘Abdullah’ one of the Excellence Team responsible for ensuring adherence to the  Dubai Government’s Excellence Program showed me around as Luke was in a meeting.

I saw senior people conducting meetings in very transparent meeting areas; the Head’s PA was arranging appointments from the lobby. There was a relaxed yet professional atmosphere despite the presence of budgerigars flying around.

What caught my eye (apart from the boardroom) was the merging of the old and the new.

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The Clipping Service

Each day KHDA compiles a clipping service of relevant news that it sends to all employees.

In addition it houses them in its downstairs work area so that all visitors and employees who choose to work in the communal area can keep up to speed.

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Boardroom

Luke emerged and showed me around. I noted the layout promoted an environment of transparency so that people share and can find others.

The boardroom was an eye opener. Everyone can see what’s going on and the strategy appears as a set of diagrams as the picture shows.

PowerPoint presentations do take place and Video Conferencing but the emphasis is on brevity, agile working and rapid empowered decision making.

Paper is absent from most areas, people are treated like adults and act like them.  And staff turnover is low though if people leave the collaborative team working nature of KHDA means their loss is covered.

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Upper floor: Collaboration and Training Area

Interestingly Enterprise Social Networking Tools such as Yammer have not yet had the impact I thought they might even though the whole physical environment is geared up for collaboration.

Immunity (Risk) Management

The most visible illustration of KHDA’s positive approach shows in how the board manages risk (often the driver for KM initiatives).  One of the team coined the term Immunity Management as a way of anticipating future ‘bumps in the road’. So they have an Immunity Register not a Risk Register that is reviewed regularly by the board. The simple act of taking a positive view has resulted in very innovative ideas.

And finally

In Dubai the imposition of quality standards permeates organisational thinking and sets a blueprint for organisations to follow. At its best (Emirates Airline) service is exceptional; at its worst strict adherence to standards can stifle creativity. KHDA is an illustration of how the pursuit of customer service excellence can change the way an organisation delivers it.

Where the above examples meet is in the need for identification and maintenance of Knowledge Assets or Intellectual Capital. More on that in future postings.

future of work: ‘cooperation not collaboration…’: takeaways from SocialNow Lisboa 2013

Ana Neves

Ana Neves

I’ve been in Lisboa at SocialNow 2013.

It’s a unique format event, the brainchild of Ana Neves, wherein social tool vendors present their products to a to the senior management (expert panel) of a fictitious company (CableInc) in the presence of an interested audience.

Expert Panel

Expert Panel

 

Here are my favourite tweets:

And a few tweets from me:

  • @stoweboyd idea of future archetypes compelling. World of tomorrow: Freelancers, Generalist, Followers and Cooperators

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    Archetypes of Future Workers

 

 

 

 

 

 

 

It being Portugal where food and wine are essential for networking it had to be first class and it was – this is the Day Two lunch menu!

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Day Two lunch menu

If you’d like to see the #socialnow twitter streams I consolidated them into a Storify account which you can find here.