2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
September 2015 - Magazine No. 192
September 2015 - Magazine No. 192
Edition:

In my previous articles which dealt with the world of video, I described the combination between video and Knowledge Management (for full article, click here), I presented tips for writing a script for a short clip (for full article, click here) and tips for shooting a video (for full article, click here). In this article, I wish to focus on management platforms for video clips in organizations- why are they needed? What is the right way to do this? Finally, I will suggest some examples for the market's leading platforms.

 

So, why does an organization need a video platform?

A video is a direct modern communication channel between workers and an organization. This communication channel enables thousands of workers to watch and share organizational video segments or videos relevant to their specific position. A video provides a rich viewing experience which connects the workers to the organization. This is an experience that cannot be achieved via a different medium. Using video improves productivity and efficiency in the organization. For example, the use of videos as a tool for transferring knowledge to the workers scattered around the country. This way is quicker and easier for the worker to perform compared to reading a new procedure or frontal instruction (conserves effort, saves money and increases the chances the information will indeed be implemented). Many platforms enable downloading a matching application for the workers smart devices and in turn enable to watch these videos from anywhere, anytime.

An organization that decides to purchase a video management platform will most probably do this via its telecommunication department. The first option (which is suitable for large/medium-sized organizations) is to purchase a video portal, one that can support smart Knowledge Management of the video clips in the organization. There are many possibilities in most platforms; it is therefore important to remain focused on the organization's needs.

Hereby are essential criteria when checking a video management platform:

  • A smart search engine which enables a quick and efficient search (searches according to tagging and words which appear in the video by searching either the subtitles or 'speech searching' words said in the video).
  • Channel Management (according to departments/business units/management/workers).
  • Data Security- strict security standards in order to prevent leaking of video content outside of the organization.
  • Enable tagging or establishing meta data for video clips
  • Allow playing the videos both inside the organization and outside of it (smart devices) at any given time.
  • Manage the content locally (servers) or managing the content in a cloud.
  • Downloading videos from the server.
  • A users and authorization management system.
  • A video editing tool (according to the organization's needs on all levels, from basic to professional)
  • Supporting many video formats.
  • Analytics- for analyzing the workers in the organization's viewing data.

The second option is to manage the video clips in the organization's existing portal in order to save on expenses, certainly during the first stages of video management in the organization (this option mainly suits small/medium sized organizations). Choosing this option will not enable the organization to enjoy the functions the aforementioned functions, and therefore the most important point to check is management support an playing the video files in the portal. Organizations that possess a license for SharePoint 2013 can establish a video portal since this version focuses greatly on everything related to managing a video portal. The video experience has greatly improved, the user interface is clean and simple yet can be customized, the search engine has improved immensely, a new video player which enables sharing, commenting and 'liking' has been installed, a quick and comfortable video uploading interface.

 

There are several leading companies in the field of video management platforms:

QUMU, Panopto, Kaltura, Kontoki- each company has its advantages and disadvantages. As I've already mentioned, there are many possibilities and it is therefore extremely important to map the organization's video needs and begin with this platform's purpose in the organization and define objectives according to it. Only then should we enter the stage of checking a number of platforms and choose one which will address most of the needs and objectives set by the organization.

 

References:

http://www.cmswire.com/cms/customer-experience/chaos-in-the-video-content-management-market-026950.php

http://www.streamingmedia.com/Articles/Editorial/Featured-Articles/A-Buyers-Guide-to-Enterprise-Video-Platforms-87932.aspx

https://blogs.office.com/2013/03/08/enhanced-video-experience-in-sharepoint-2013/

During this past august, I've had the chance to participate in a fascinating meeting initiated by the head of the Israeli Police Forces' Training and Doctrine Department with US Military representatives in charge of learning lessons in the American Army.

The main subjects raised in conversation were:

  1. The most critical and substantial factor affecting success is organizational culture. In order to succeed in the lesson learning process, the organizational culture must:
    1. Encourage self-criticism.
    2. Enable an honest and open debrief.

First enabling steps: a change of leadership. Leadership is a MUST for successful learning.

  1. AAR is implemented separately, in addition to an investigation (if one is required) and not as part of it. It is possible and recommended for said investigation to be performed afterwards. It should focus on principal issues and no names or details should be used in order to avoid blaming and shrugging off responsibility.
  2. DOT MPLF is an acronym which teaches a technique which enables directing regarding the lessons which the organization wishes to learn. In later stages it can also be used as a tool for determining an implementation channel. Hereby is an elaboration:
    1. D- Doctrine: updating professional doctrine
    2. O- Organization: organizational change
    3. T- Training: Instruction
    4. M- Materials: Materials & Accessories
    5. P- Policy: Policy and Procedures
    6. L- Leadership
    7. F- Facilities

 

  1. Informing people regarding the lessons learned is performed through commander meetings (especially regarding issues related to leadership, but not exclusively) while using intra-organizational networks.
  2. A lesson learning unit includes a sub-unit of 35 (!!) analyst in charge of analyzing patterns and trends identified in the lessons and of generalization processes. Note: Although I was indeed impressed by this large amount of analysts, I was explained that in an organization which includes 400,000 soldiers, this might not be such a large amount.
  3. The information is kept on two levels:
    1. Raw data- the debrief documents
    2. Recommendations- based on trends learned by the analysts.
  4. An evaluation is performed in regard to specific lessons, while review the improvement resulting from the change. Illustrating the probability is usually performed by describing anecdotes. There is no methodical evaluation.

 

From right to Left: Mark Shriller, Lieutenant Colonel Jason Weiss, Colonel Paul Reece, Dr. Moria Levy, and Commander Coby Sorerro.

 

It sure was an educational and fertile meeting. I wish to thank the head of the Israeli Police Forces' Training & Doctrine Department for the initiative and for allowing me to participate in this important meeting which may be the beginning of a long term relationship of cooperation. Thank you.

 

 

In recent years, we have been exposed to the 'selfie' phenomenon. This phenomenon is a social product which places the individual in the centre and allows him/her to share the social environment and everything around in his/her pictures and indirectly share his/her experiences and feelings. Famous selfie to which we have been exposed include president Obama at President of South Africa Nelson Mandela's wake, or that of Oscar Awards presenter Ellen DeGeneres who uploaded hers during the ceremony (this selfie is famous for breaking the sharing records, due to its famous participators).

Besides the fun and enjoyment of the idea itself, there is a hidden phenomenon behind the selfie, a phenomenon which is important to the world of knowledge sharing in organizations: is taking selfie pictures driving us to share more? Have we become more social? The fact is that people who don't usually like to take pictures and avoid the camera lens are sharing selfie pictures often- signifies that this indeed true.

What has caused the change? What has attracted more and more people to cooperate with this new trend? And the question most relevant to knowledge managers- is there a similar idea which can be implemented in organizations?

 

An innovative tool as a sharing-motivator

The answer is connected to the fact that an innovative idea can make us share more and more information, and therefore a socially-based innovative tool can make the worker share the knowledge he/she holds easily and efficiently compared to other ways and methods. The experience of the selfie phenomenon, in addition to the accumulated experience in the organization, shows that it is comfortable and recommended for workers to share and distribute information via advanced technologies which are more 'interesting' than the customary tools used in organizations (meetings, feedback, roundtables, etc).

Organizations used to use slogans in order to persuade workers to share: "knowledge is an organizational asset and knowledge should be shared in favor of the organization". These slogans hardly sound enticing nowadays. On the other hand, trying out an innovative designed tool which puts the worker's opinions and experiences in the center of attention, can serve a source of substantial and efficient inner motivation.

The flow of motivation from the individual world to the professional

Lately, the social network culture has flowed to the workplaces as well. For organizations who wish their workers to share their knowledge, this is an opportunity to hack into another motivational factor and exploit it in order to promote the organization.

At this point at the workplace, workers are intelligently utilizing the powers of digital media in order to distribute information. If a change has occurred in our personal, private world and we are now more ready to expose ourselves- this will be manifested in the workplace as well. We can explicitly see a sharing and exposure trend including more and more people. It is therefore the organization's responsibility to provide more interesting tools in order to retain and share the organizational knowledge held by the worker, tools that will actually encourage the worker to share information out voluntarily.

How can we exercise this in practice?

  • We can create for the workers a social environment in the organizational portal in which they can independently share and upload professional and a-professional content.
  • We can raise new ideas; upload pictures from social events and outings, social blogs in different subjects and professional blogs.
  • We can implement a social area which incorporates professionalism as well as an aspect controlled by the workers. Of course, knowledge managers possess full control and monitor the published contents. This way, they can retrieve and capture new information than can assist the organization's professional Knowledge Management system.

 

In conclusion, social networks exist and are continuously developing. We are all joining and want in on the experience, then why not exploit its advantages in professional portals in organizations?

Food for thought…

Written by Rom Knowledgeware
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