Guruscan @ ru km 2011

GuruScan
— know the expert —

user friendly expert management

Bart Verheijen – 19 december 2011

GuruScan
• Dion Slijp
– informatics
– e-marketing
– 8,5 years Océ
• Bart Verheijen
– chemistry
– management
– 5 years Océ

 info@guruscan.nl Copyright © GuruScan2011
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GuruScan people 2011

?
 info@guruscan.nl
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GuruScan products

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Customers

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How do you solve a problem?

• Search the Internet

• Read book/document

• Follow a course

• Ask a colleague

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Documentation
• Documentation follows
activity

• Do you report on every
thing you do? During work
or in off-time?

• 100% knowledge  70%
tell  30% write

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Knowledge or information
• Did you find what you are looking
for?

• What is the answer / question?

• Knowledge = information x person
– Person = Experience, Skills, Attitude

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Ask a colleague
• Do you know everyone?

• Profile sites
• CV database

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Pain before the Gain
• Profile systems 3 – 10% active
users  make profile
• Update profiles 1 – 3%

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Knowledge Networks
• A knowledge network captures
who is aware of whose knowledge
and skills

“[employees] are roughly five times as
likely to turn to a person for information
as to an impersonal source”
Tom Allen (MIT)

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Knowledge Networks
• Everybody knows somebody with
more knowledge on topic X
German?
Anna
Henri
nothing

Melanie

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Knowledge Networks
• Combine Personal Knowledge
Networks
German?
Anna
Henri
expert Pete
nothing
little
Sophie
Melanie little
French
much

Pete
expert

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Workshop example

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Transactive Memory
• Knowledge is in people
• Knowledge sharing is interaction
• Succesfull teams know where to
find necessary knowledge
• Share your meta-memory

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Case NOC*NSF

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NOC*NSF
• Organized sports Netherlands
• 90 sport unions (e.g. KNVB)
• 27.000 associations (e.g. NEC)
• 170 employees
• 5000 direct contacts
• 4,7 million people (indirect)

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Sport union goals
• Create and uphold rules
• Organize competitions
• Educate and certify professionals
• Talent scouting and development
• Organizing events
• Fundraising with sponsors

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Sport unions
• Sports minded
• Non competitive
• Same activities
• No shared learning

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Challenge NOC*NSF
• Empower shared learning

• Reach active volunteers in sports

• Towards 2028 Olympics!

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Intranet result

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Case TMC

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Case: TMC Technology

Consulting & Engineering company
TMC Group deploys over 460 highly
educated employeneurs, specialists
and consultants with various clients
on a project basis.

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TMC Structure
11 independent business cells

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TMC Structure (2)
• Business cell
– 1 director
– 2 account managers
– 1 office manager
– 30 employeneurs

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Developments

• Strong growth (100% in 2008)

• Strategic choice for projects

• Results: larger and looser company

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Strategic challenges
• Help eachother with problems
• Cross selling

• Sell the company not the expert
• Acquire full projects

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GuruScan actions
• GuruScan pilot (100 participants)
• Generating awareness

• Export to knowledge matrix
• Knowledge network visualisation

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GuruScan results
• 150 topics and active usage
• Clear examples of added value

• TMC’s customers are impressed

• Pilot prolonged and extended

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Case Lindenholt

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Situation

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Challenge
• Strenghten eachothers efforts

• Maximize the effect for Lindenholt

• Share projects and ideas

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Solution
• Team accelerator with
representatives

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Result
• 13 participants
• 250 knowledge areas
• 120 external experts

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Resulting network

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Background
• Huijsen et al (2008), ExpertFinder:
Collaborative Expertise Localization, I-KNOW
‘08.

• Cross & Parker (2004), The Hidden Power of
Social Networks: Understanding How Work
Really Gets Done in Organizations.

• Weggeman (2007), Leidinggeven aan
professionals? Niet doen!

 024-3603442 Copyright © GuruScan 2010

Questions
• www.guruscan.nl

• info@guruscan.nl

• 06 19 342 603
(Bart Verheijen)

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Thanks for your
attention

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Guruscan @ ru km 2011

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