The Xplor View - July 2008 - (Page 24)

Some basic requirements for an e-policy are that it needs to be in writing and be clearly communicated to all employees. It must have an acceptable-use policy indicating what is appropriate online behaviour, acceptable use of electronic communications tools, and the Internet. It must also highlight inappropriate and prohibited use of these tools, listing unauthorised access areas. Furthermore, it must set out the rules concerning the privacy of others. The overall policy must include a transparent monitoring policy, stipulating the extent of the employer’s right to monitor employees. Finally and most importantly, the policy must clearly state what disciplinary actions will be taken for a breach of these rules. The example below explains IBM’s unorthodox approach to creating an e-policy. IBM: The computer giant, US-based IBM, managed to create its internal IBM: The computer giant, US-based days by using to create its internal e-policy on corporate blogging in tenIBM, managed a wiki. Employees were e-policy on to voice their opinions by editing using a wiki. Employees encouraged corporate blogging in ten days byand inputting information. were encouraged to voice their opinions by editing and inputting information. This positive approach was highly successful, as by the time the policy was finalised, most blogging employees were already on-board with the initiatives This positive being taken. approach was highly successful, as by the time the policy was finalised, most blogging employees were already on-board with the initiatives being taken. the industrial age, emphasis has now shifted to providing services within industry and as such, people and their tacit skills have become more valuable in roles such as customer services, sales, and marketing. The less tangible qualities of the individual, such as their knowledge and personal skills, have begun to be the differentiators between competitors in industry and this is a trend that is set to keep growing. The knowledge-centric approach that many large organisations are taking is, therefore, a reflection of the age we live in. Measurement of an employee’s performance is now shifting from units of production to their knowledge-based resources and how they manipulate this. The proof lies with the emergence of such techniques as Social Network Analysis (SNA). Knowledge-centric organisations are those that are now starting to build on intangibles such as collaboration, trust, integrity, and are turning these into tangible qualities that all stakeholders can benefit from. Although this is an initiative that first started in the private sector, government organisations have recently started to follow suit. The push towards becoming knowledge-centric has required organisations to rethink the structure of their business processes and procedures, review their working culture, and reorganise the way they deal with data via their information systems. As a result, most forward-thinking organisations have incorporated the philosophy of the learning organisation. A ‘learning organisation’ promotes continuous learning and encourages innovation throughout the business, at all levels. It encourages the exchange of information between employees, creating a more knowledgeable workforce. This results in a flexible work culture where people accept and adapt to new ideas, changing through shared vision. In practice, learning organisations are associated with flat management structures, effective team building, creating a no-blame environment, and engendering quality management and a customer focus. Information systems are fusing to create new KM platforms This is because: • Business Intelligence systems are beginning to merge and integrate with KM applications • Unstructured data is converging with structured application and transactional data despite multiple formats for exchanging messages • Information Life Cycle Management is emerging as an intelligent storage platform • Document, content, records, and web management systems are now converging to create the Enterprise Content Management System Business intelligence systems are beginning to merge and integrate with KM applications This is because: • Organisations are becoming increasingly knowledge-centric in their approach • The convergence of the business intelligence (BI) and KM spaces is enhancing corporate synergies • There is strategic value in the convergence of BI and KM Organisations are becoming increasingly knowledge-centric in their approach The 1999 World Development Report concluded that the balance between knowledge and resources in developed countries had shifted so heavily towards knowledge, that it had become the most important factor, over such resources as land and labour, in determining a country’s standard of living. In comparison to Part three on knowledge management to be continued in the October 2008 issue of The VIEW Journal Xplor Edition. Mark has 23 years experience in technology, providing expert advice to the European Commission, several European publications and forums, and strategic advice on emerging technologies. Mark Crocker mark@statumen.com “Organisations need to establish a way of turning their employee bloggers into their corporate ambassadors as this new form of communication slowly begins to encroach on public relations.” 24 The VIEW Journal Xplor European Edition Issue 5 July 2008

Table of Contents Feed for the Digital Edition of The Xplor View - July 2008

The Xplor View - July 2008 Contents Cover Story: Drupa 2008: The Highlights Review New Technology: Inkjet Technologies Moving Forward New Technology: QR Codes: Leading Edge but not Bleeding Edge A Fresh Look at Electronic Document Delivery Management: Growing Your Business Through Tendering The Experts Versus the Amateurs News: Xplor UK & Ireland Supports Total Print! Expo� Part Two: The Latest Developments in Knowledge Management Xplor Europe News: Short News Items for the Xplor UK Programme and Europe News

The Xplor View - July 2008

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