Rob Castaneda, Founder of CustomWare Asia Pacific, wrote Working the “Wiki” Way for the March 2008 issue of Octane, quarterly magazine of the Entrepreneurs’ Organization (EO).

In the article, he discusses how CustomWare uses a wiki internally to improve information flow between teams working on client projects:

The Pain Point

The biggest snag we experienced was transferring knowledge and context from the sales team to the delivery team. This muddled flow of information threatened our client projects.

Rob and his company decided they needed to improve communication, and decided to use a wiki as their collaboration platform. [Read more]

Sixth in a series by guest author Vincenzo Cammarata.

A common element between Wiki philosophy and innovation successful case histories, is the partial or total absence of structure or, saying better, of hierarchy. The possibility, in fact, to contribute in the same way, indifferently at which level you are involved in the organization, is one of the first steps towards the reduction of barriers to collaboration, participation and involvement in the organizational life.

Peering is to intend in the two ways of organizational commitment: from both the perspective, the access to common information and the possibility to contribute to corporate knowledge.

Related WIOWA Questions:

6.a Supporting people (support to effectiveness)

Is everybody able to update useful information like telephone numbers or scheduled meetings?

6.b Resource Allocation (organizational services)

Is everybody able to book meeting room or, in general, common resources?

6.c Flexibility on process design (knowledge/collaborative support)

Is everybody able to recombine documents and then publish it?

6.d Communication (communication and socialization)

Is everybody free to publish (in the intranet or wiki) information useful for your colleagues?

Larry Cannell writes about a recent CIO Magazine interview in which Ross Mayfield discussed 4 common wiki uses that can reduce email. Here are Ross’ four examples, and my suggested Wiki patterns that can help you with each:

1. Collaborative intelligence – “for example, in marketing and sales operations, you need to communicate to the field organization about an ever changing product line.” The pattern I’d use here is Magnet to establish a wiki as the “go-to” place for people out in the field.
2. Participatory knowledge base – “99 percent of the pages created [on the wiki] and tagged allow the call center to go from 20 clicks to find information to four, substantially decreasing search costs and decreasing the average call time by 10 to 20 percent.” I’d use the FAQ and Seed it with content patterns here.
3. Flexible client collaboration – “a collaborative workspace between [a firm] and the client.” Agenda is a good pattern for using the wiki to organize meetings with clients, and kickstart client collaboration.
4. Business social networks – “with your business partners or customers, where you’re communicating to them, getting feedback from them, and they’re interacting directly.” I’d use the Corporate Directory and MySpace patterns as the building blocks of a social network.

The WikiSym 2008 Call for Papers is available now. WikiSym will be held 8-10 September in Porto, Portugal!

WikiFest – 6:00 talks

WikiFest is a new addition this year. It’s devoted to helping you start and grow a successful wiki, and I’ve structured it Pecha Kucha style which means max 6 minutes and 20 slides – get to the point, do it fast, and hear from as many people as possible! [Read more]

You’ll just have to watch the video to find out! Sam and Dennis Howlett discussed the differences between online communities and internal collaboration, and it’s well worth watching:

Michael Idinopolous suggests 3 ways to build a participatory knowledgebase using a wiki:

1. Structure by Topic

The whole point of the wiki is its ability to bring people together and connect dots across organizational silos. That won’t happen if you structure the wiki around those very silos.

Here, he argues the wiki shouldn’t mimic the existing organizational structure because that won’t help break down information silos.

I agree with the principle of using the wiki to encourage new connections across the organization, but it does need to start with some resemblance of the existing organizational structure. That gives people confidence in using it. [Read more]

Last week I wrote about wiki use at Lee Rosen’s, North Carolina-based law firm. Here’s an article from Fortune Small Business on how he used Incentives & Recognition to spark collaboration on the wiki:

“The biggest reason that we’re switching is that the wiki is easier to use,” says Rosen. “If employees see a better way to organize or present information, they can just go ahead and do it with a wiki.

We don’t know whether the president has ever personally used a wiki, but his staff at the White House Office of Management and Budget uses one.

Washington Post columnist Stephen Barr explores how the OMB is using a wiki to track earmarks in the federal budget. Earmarking is a process by which members of Congress designate money for specific projects, often in their home states or congressional districts.

With the wiki, federal agencies compiled a database of 13,496 earmarks in 10 weeks. In the old days, it would have taken six months to get the information to the OMB.

That’s a great example of the improvement in efficiency that a wiki can bring.

The budget wiki is not as freewheeling as Wikipedia, the sometimes-controversial online encyclopedia. It is the government, after all. For security, federal officials have to ask permission to join; it is not open to the public or Congress.

And a good example of how a wiki fits into the existing landscape of an organization. Security and Permissions are there, and it’s not an open playground for the public. What’s more, it gives people inside OMB a way to work more closely and make better informed decisions that take multiple viewpoints into account:

Karen Evans, who oversees government-wide technology policy at the OMB, views wikis as a way to provide an opportunity “where everybody gets a say” that then leads to “a very informed decision” by officials.

The wiki permits budget officials to work in real time with one another, rather than sort through e-mail chains wending through the government. It allows officials to hold online meetings when time is short or bad weather makes in-person meetings difficult to schedule. It is open around the clock, so federal budget officials may post comments from home at night or on weekends.

This is good for greater communication, handling issues that come up at odd hours faster, and enabling government to work more efficiently.

Then there’s the networking factor. The wiki features a directory of users, with their telephone numbers and e-mail addresses, an important feature in a government where people transfer among agencies or take different jobs every few years.

Just found this excellent paper by Laurence Parry from the 2006 Wikimania conference. It focuses on starting and building a community wiki, and a lot of his ideas, tips, and advice also apply to wiki use in organizations:

…why would you want to build such a wiki in the first place, and why would such wikis be successful? The answers are simple: the wiki provides (in most cases) a persistent storage for community history, while at the same time the community provides a ready pool of eager, knowledgeable contributors for the wiki.

Like the community Parry talks about, your organization has a pool of knowledgeable contributors whose knowledge should be captured on a wiki, both for their collaborative benefit, and for the greater benefit of capturing your organization’s institutional knowledge. Some people may be more eager than others, so it’s a matter of demonstrating the wiki’s value and encouraging them to participate.

Doug Cornelius interviews Lee Rosen, president of North Carolina-based Rosen Law Firm, about the firm’s wiki use:

Over the last year, his firm has created three to four thousand pages in the wiki. Lee estimates that 60% of his employees make at least one change to the wiki each day.