PCM - Knowledge Management


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PCM - Knowledge Management

  1. 1. EUROPEAN COMMISSION Directorate-General Inlonnolion Society lntorrnafl Society Technologies: New Methods 01 Work and Eloclrori ornlnoroo Programme Consultation Meeting 7 Future of Organisations and Knowledge Management Brussels, 23”‘ & 24"‘ May 2000
  2. 2. TABLE OF CONTENTS PROGRAMME CONSULTATION MEI. ‘I'lNG “RITURE OF ORGANISATIONS AND KNOWLEDGE MANAGEMENT’ (BRUSSELS. 23 AND 24 MAY 2000) EXECUTIVE SUMMARY lNl'li0DlK'l’lON THE VISICN Riacoimsmunms FDR wmm Us: of Suggested topic: for Research work on ‘the Future oj'0rganI'san'on.1" Ur! qt Suggested tnpirxfrnr Renard: wriri on Knowledge rnanagcmcnr PRESENTATIONS AND DlSCU$lONS: Kiamrrria PRBSISNTATIONS Suuumuns 5 " The future (5! work in distributed e-company nenvorlu - exploring the real in! ofe-business through mllaharurim and knowledge nlunagamnr“ 5 . lom‘ln'nI Doering. Sicniens 5 "Knmvlnvrlgr -> Irm'Ilr'grnr: r -> lVi: drun. ' the‘ New Ermtmnii‘ Valu in a nabling Trrnnrilngia-.1" 6 George For Sun-mi-zms I : 1115 Fl_l‘l1l‘I£ or Onoamsnmms Pmrentarion: Emstos I-‘ilos. CEC Pmrenurlian Pmrentation: . 1' ' PI! -.wnra: irm. ' . ‘ . . Presentation: ' Sun-1'III: MIz 2: KNuwLm(1 Presentation: Prrrrnralirm: Prrsentatian: Prru-nution: Pmrentation: Gregori: Menlzas. NTUA Prrremulion from Brrnhard Knclnuel. FZI Disrussion for sub-theme 2: knowlndge management I) KM ME1'l| ()lXlU)(ilES Visionary scenarios. and challenges for the RTD to address: Spa-rifle ru‘! iviIie. i‘ for 200} . - Longer term (5 I 10 years): Benefits Crmununity Wide: Vision 0fSllC(‘f5.l'. ' Build an Eumpcan sin-ngIIt. i-: Relation to other work: 2 i PL. m=oIu-is Open Platfomrs Middlewnrrr / MarIu': u!-m-Mar-Iiinrr Knowledge and language Engineering 3) Pram-u= . ANNEX 1: us: of PrJm'cr'pwI. !s / mmzx 2: AGENDA rem: 23'” a 24'" my zooo RI Cg’-u‘-4-lb-I'.0 In ‘at U 90 — s — —-. u.~. -»-~. ~a. ~.~. ~—-. u.~. n. O U» kl &H¢‘wNIJ|4|0NNN-H—"-§Q°VD~C*VOOM3olll-JO~
  3. 3. DRAFT REPORT Programme Consultation Meeting “Future of Organisations and Knowledge Management” (Brussels, 23 and 24 May 2000) Executive Summary Introduction The Programme Consultation Meeting was an intense, and productive workshop. in which many crucial issues to the European economy and social well-being were discussed. The way the New Iiconomy is developing, the importance of the topic area cannot be overstated. Based on the strong vision of the “living” company with its "collective intelligence". and the shin from hierarchical stmctures to distributed "e-company networks“. the meeting produced some major recommendations related to methodologies, platfams. and people. These vision and recommendations are summarised below. and are presented In more dfllil throughout this report. The Vision Future dynamic networked mjanisatiom will be ‘flied am] driven by e-lancers. An e-lancer is a one person company whose ruin asset and invelmt is its own intellectual capital. This worker is mobile and flexible to work intematiotlally. To manage the transfontflion from ttlitional stmcturcs to the future organisations. organisational development and knowledfl management are key enablers that are far more than simple n. -engineering and IT» lmllgement. Organisational development and knowledge management assemble to support the ability to face changes in complex working environments. Recommendations for WP2001 List of Suggested toplcs for Research work on “the Future ot Organisations“ 1) Long-term perspective: 5 10 years from now 0 Remove the "bottleneck" from the learning (c. g. by moving beyond traditional corporate training schemes. into empowering e-Lancers to build their own capital continually). 0 Enable organisations to develop a “wisdom" mindset in thinking long-term te. g. organisational models that facilitate adaptability. anticipation and sensitivity to fast- changing environments). 0 Investigate 1ero—corporation scenarios (involving e-Lancers, visionary value creation concepts and novel business models: intangible values: disappearing organisations? ) 0 Encourage visionary scenarios for future market and organisational paradigms. 0 lnvestigations into human aspects of supporting e-lancers. enabling companies to move from traditional structures to organisations which are collections of one person companies. safely. with trust. and so companies do not go bust. and that organisations operate to maximise the benefits of e-organisations. 2) Technologies. Tools and Methodologies for the Organisation o Technologies and drivers of decision-making processes. 3
  4. 4. Ust ol Suggested topics tor Research work on 0 Technologies and methodologies to support infonnal communication processes 0 Knowledge representation 0 Dynamic. adaptive workflow systems (configuration management and traceability) 0 [CT-supported (interdisciplinary) approaches to enable networking dialog 0 Planning and negotiation tools to support dynamic business processes through all organisational phases. 0 HR management in flexible and dynamic organisational contexts (e. g. assessment methodologies for skills. knowledge and capabilities) 0 Relationships I partnerships management (customers and collaborators) 0 Systemised stmctures to enable organisations to move to e-organisations using knowledge working and dissolution strategies. Programme operational issues (c. g. Standards. WGs. open source. other accompanying and support measures) 0 Certification of knowledge management capabilities (including ' icators and metrics) gernent and tools to support the anisations in temporary sing. storing. managing). to q kly integrate their unlikc cntcrprisc To help research and development of common Europe knowledge life-cycle (for example. ad-hoc w ows partnerships. product design. quality ass s including mcthodologi ' ani models in terms of inter To support research middlcwarc (contcx tion 5 for middleware. RTD actions for semantic itivc) - Dynamic services (universal plug and play. Jini "Intelligent Agents". Set-up testbed. pilot projects. RTD for ile. palmtop etc) KM. RTD actions for “liteware". thin. adaptable KM architectures for ile platforms. including: time and context sensitive KM technological platforms. Improved user-interfaces, speech and adaptive-user-profile based. To support research and development in r:0llab0m! i)'¢' but also personalised knowledge platforms (personal knowledge management. personalised knowledge portals I profiles . personal accounting and skills certification) To support RTD for the organisation of the unstructured infonnalion: semantics based and cross lingual search tools. semantic assessment and exuaction of informationlknowledge in non- homogeneous environments. Ontology is a very important area. Support is required for an integrating effort I toolsct to make the tochnologics usable on the market. To support research and development of business models for knowledge products and clear and common indicators for knowledge mlue; for assessing the value of organisations, individuals. as well as KM activities and successes. i. e. metrics and measurements for business and process perspective. As an accompanying measure. to support IOH in small and medium organisations, c. g. with repositories of common methodologies. processes and practices in knowledge exchange. security mechanisnu. etc. Indeed. it is felt that the current KM activities are clearly dominated by large organisations and that more specific approaches in terms of e. g. scalability and implementation cfi'ort are needed for small and medium organisations.
  5. 5. Presentations and Discussions: Keynote Presentations Summaries "The future of work in distributed o-company networks - exploring the real value of o-business through oollaboration and knowledge management" Joachim Doerlng, Siemens The World is changing. and it is predicted that in ll) years‘ time only 10% of people will have the same jobs ( from Tom Peters). Decisions will become decentralised. with the people who know the area making the decisions. not those at corporate level. whollc renim. The iiiforiiiation society is changing the World. and it is becoming an ‘Open’ society. ‘Es offer! Iiknown economies of scale. and promotes the sharing of knowledge across borders. This brinp risks including becoming knowledge robots, email overload. cultural sifltititm (loss of aluiral identity). scmirity of information. and unemployment. There are actions to be talus. which include In: selection of new leaders for the information society. the replacement d‘ obsollk indullzifl structures. the use of ['1' multimedia. the establishment of meta-culilla (sharing knowledge and acting locally). replace with capital markets. and allow the local adapahn of ulutions (reducing the risk of unemployment). in the New Economy. roles will be dhlhoted. and knowledge will be shared with all. Key players in the New Economy will be knowluke workers. or e-Lancers. These are companies the size of one. They invest in organisations. and these organisations invest in them as human capital. New corporate strategies are needed. People have to be allowed to contribute. and knowledge networks can greatly increase profits. Organisational stnietures will change to be less stmetured. Business will be performed in projects. Learning and the development of capabilities will result in communities of excellence. The right knowledge is needed at the right time. The knowledge rush has begun! Siemens have developed ‘Share-net‘ (free access at http: //www. arsdigita. eoni) which is a global service network for knowledge sharing. and which is based on a global organisation, with no hierarchical structure. There I at need to get over the ‘knowledge is power‘ zittitutlc and to share knowledge. by rewards and incentives to encourage sharing of knowledge. There is at need to set up knowledge portals for e-Lancers. A global network collaboration is needed. with the application of broadband network access. and free lSPs for e-Lancers. Knowledge management and c-Business will go mobile.
  6. 6. “Knowledge -> Intelligence -> Wisdom: the New Economic Value Chain and Its Enabling Technologies" George Per Intelligence is needed for making decisions. and it is necessary to know how to use this intelligence. Work needs to be re-organised to share knowledge. and to promote self-learning. The mindset needs to change from ‘knowledge is power‘ to sharing knowledge. The key drivers of the new economy will be autonomy and knowledge. Managers in the USA say that everything is getting "better and better. worse and worse. fa. rr¢-r and faster". Intelligent organisations are needed. and the collective intelligence in companies has to be suengthened to be able to thrive on chaos. This requires agility. responsiveness. flexibility. sustainable workplace with balance. Human factors need to be investigated to cope with the challenges of the New Economy. to avoid a high human toll. Adaptive complex systems have a ‘nervous system‘. which is the part of the organisation with the intelligence. All organisations are living enti ' s, with a nervous system. A higher order perspective is needed to increase organisatio ' telli . and guide organisations through turbulent times. A nervous system performs the following functions f gani ns: sensing and learning. '0 e communications — intemal and extemal. co- ‘nat ores ledge (i. e. a memory). Technologies and infrastructure are needed to p check how the nervous sy fun ' s in th m areas. and what improvements are areas. audit system is needed to required. Investment decisions n to improve the value org ns. and there are 2 possibilities: either invests in organisation. or evolve and re-invest in the organisation. Relatively little invest ards evolving the organisation. and this Ls increasingly important. It is neces know what are the conditions needed to be created to enable organisations to evolve. ct to the market changes of the New Economy. and modem business. Knowledge eco~systems are needed to allow organisations to benefit from the wide variety of ideas. and are needed to be developed into robust eco-systems. Organisations need to be able to look at the long-term vision (to know where they are going. and to keep this vision), but must keep a balance with the need to look immediately ahead to avoid immediate problems.
  7. 7. Sub-theme 1: The Future of Organisations The description below briefly summarises the main points of the many presentations and inputs to this topic. Presentation: Erastus Fllos, CEO The B2B Internet Report (Morgan Stanley Dean Witter. April 2000). points out that business has moved on from EDI networks in I996. to brochure-ware and basic e~Commerce in I998. to B2B e- Commerce in 2000 where suppliers and buyers are being brought together in great numbers, and where centralised B2B markets are being formed. and e-hubs are being developed In this fast changing, unpredictable environment. the key issues are: modelling distributed organisations. modelling change. cross-organisational workflow. There is an information explosion. which brings major issues of technologies and tools to handle large atnounts of data. information overload and mobile communications. The management of organisations in the future will tl1 lowing key issues to be addressed: performance measurement in networked organi ' s, ement methods and tools for distributed organisations, human resources. e-Lan part-t and other flexible work schemes. Preeentetlon: Feblen Ge P . Knowledge must be ca d ta into unt it's value, for a potential user, and for the whole organisation. The men I‘ metrics to value knowledge is a key issue. Knowledge must be n collaboration with the human resource function of organisations. Business to Employee , ) is an important issue. with the development of virtual human resources and knowledge management geared towards organisations and employees - bringing the knowledge and services to employees (which they require). Knowledge must be shared. and knowledge gaps must be filled with adequate training. Analysis made by META 4 shows that the knowledge market is still poorly defined. Industrial knowledge management systems has to be robust. scalable and portable. with good usability and easy to maintain. The exchange of knowledge between organisations is achievable in the near future. However, issues of technology. security. confidentiality, and IPR have to be addressed First. Central administrations have to foster collaboration in order to create a European Knowledge market. where organisations will be able to exchange knowledge, look for and find experts. collaborate in projects and build and share innovation. Preeentetlon: Lute In. carnerlnhe-Melee, New University of Lisbon There is a lot of repetition and unused work in RTD projects. There is a need to integrate the best results from projects in terms of infrastructures to support virtual organisations. There is the need for platforms. which are independent of geography and other barriers. We need to know how to value and sell a virtual organisation. Technology is allowing a faster speed of change than human organisations can cope with. There is the need to conciliate the Old and New Economics. TooLs and methods are needed to support clusters of companies to come together and co-operate. An emphasis is needed on the multiplicity of relationships and organisations with the development 7
  8. 8. of ‘fuzzy’ bordersflherc is the need to monitor emerging organisations. There is the need for flexible BP ("Business Process) planning and management. There is the need for remote/ distributed supervision of processes. Support for the dissolution phase of organisations is needed in terms of liability, and IPR. Federation management is needed, as is a multidisciplinary approach. Future organisations must combine virtuality with reality. There is a strong need for an enterprise layer (tools and techniques) to extend to networked organisations. 'lherc is the need for stronger integration between support measures and RTD (for example. the automatic awarding of a suppon measure to successful RTD projects). Standards are very important for this area, and should be developed Presentatlonz Jan De winter, ICIIS Group The Commission needs to support pilot implementations. We need to structure infomtation to be able to find it quickly and manage it. Knowledge management (KM) needs finn IT foundations and technologies to make KM possible. KM needs to be integrated or linked to human resource processes in the eompan as humans are the critical factor in KM. Knowledge sharing is an unnatural proeess l' opl ich is a problem. Without proper guidance KM will fail It is important to teach people how to work with ltnowled sugg is to use CEC funding to support companies to begin working with know] usrn tsting (pilot projects). Presentation: Grogoris A Future organisations sho ivin ganisa aptive, organic. dynamic, sell‘-organising. Such "e-Work-Nets" n and aptive interfaces for the knowledge workers to interact with dynamic webflow prac adaptable and customisable business processes. Support is needed to provide ltnowledge- ntelligent experiences to customers (applying the AMAZONCOM approach to other sectors) and knowledge management tools and methods. RTD for e-Work-Nets needs to address the issues of trust, attention. power-shifts. culture. co- operating. communities. change of mindset. intellectual property. Technologies need to be developed. such as the organisation of infomtation and technologies which are existing. by better use of technology. better standards and better organisation of information, data. and technology.
  9. 9. Sub-theme 2: Knowledge Management The description below briefly summarises the main points of the many presentations and inputs to this topic. Presentation: Marc Auckland. BT At a recent meeting of the European Round Table (a forum of 47 invited C. E.. O.s from leading European companies). the topic of discussion was the New Economy. and what the European position should be. They had a 2 day workshop. in which they investigated the key success issues for EU companies regarding the New Economy. and what EU companies should he doing — “the way forward". They produced an important paper “Achieving Eumpcan Competitiveness in a Knowledge Based Economy”. in which the findings are presented (please refer to the paper. which is contained in this report). A major issue was the New Economy. people and comp Em ent practices will change towards employees being responsible for their own oyab . and companies towards providing the infrastructure for these individual employee Presentation: Andy La co U , One major issue to be f that not ow to value knowledge (in temts of what it is worth). Another is he 'e icntly ure. store and re-use knowledge? How much c knowledge is required spe c job? How do we transfer knowledge between different software systems? Cu uag are not ‘rich’ enough to support knowledge requirtxl by the engineering sector. Th business incentive for vendors to provide the ability to be able to swap knowledge between systems. and this is a problem {as it used to be for CAD systems). Each software vendor and management consultancy have their own KM methodology. But what does the public domain have? Even good books on the subject do not provide any solution — they mainly present ‘cases‘. Presentation: Michele Illsslkoll, LEKS To get the wide-use of systems it is necessary for them to be open systems. and to be provided free- of-charge. Systems and methods need to provide speed, flexibility, connectivity, and the management of knowledge capital. Continuous education is essential to the development of knowledge workers. It is necessary to educate people and organisations to be able to use knowledge. There needs to be new ways of using, acquiring. managing knowledge. and using the ‘knowledge factory‘ to structure the use of knowledge.
  10. 10. Presentation: Fabian Garcia Pastor, META 4 We need to know the value of knowledge. We need to know if KM is knowledge-centred. or people-centred. We need to overcome the cultural barriers to “sharing your knowledge“. Problems of ‘Information pollution’ need to be overcome - too much information with the new ways of working. The automation of the creation of knowledge is important. Creating the knowledge. and then providing the meta infonnation so it can be used (stored. and retrieved ctc. ). takes a lot of time. This time needs to be reduced. META 4 KM vision tomorrow is a mobile KM which is time and context sensitive. using UMTS - to transfer 2Mbytes per second to the mobile hand-held unit (anywhere in Europe), based in a European knowledge market where technological and socio-political issues are resolved. Presentation: Gregorio Mentzos, NTUA We need an holistic ICT approach for the RTD to lead to value-c ing KM. We need support measures for pilots to support the KM work. We need to s t s of large companies and SMEs (with equal priority). We must work better. faster. :1 or n . We need solutions for capturing. organising. storing. an turi knowledge. Need methods. models and tools for enterprise-wide knowlcd 0 that he filter knowledge nccds. Need to exploit multiple kno ge sou s. We need to encourage eolla tion s hari e need methods and tools for virtual communities. We need to enrich inter ation siness processes by integrating knowledge and knowledge management processes h stc e need to support knowledge chains in the dynamic inter- networked enterprises. Levels to consider for KM related action lines: 0 k-worker (e. g. knowledge portals for mobile workers) 0 k-team (e. g. assistance for dynamic distributed teams) 0 k- organisation (e. g. embedding context sensitive knowledge within business processes) 0 k-network (e. g. knowledge sharing value chains) 0 k-product (’e. g. B2B exchanges of knowledge products) Presentation from Bernhard Koolmel. FZI As a result of at survey carried out by Flt, work is needed on inter-operability. organisation processes and standards. Work is needed for an organisational paradigm shift. It could be possible to make use of configuration management work. as a lot of methods and tools are available. which are appropriate to KM. Please refer to the presentation by B Keolmel. for an extended list of suggested topics for the workprogramme. Discussion after the presentation was on: intelligent agents. able to understand user ontologics. user needs and profiles; machine to machine interaction in a useful intelligent way: speech recognition: mobile upplicutiorus; c-leuming applications and security (c. g. including hiding user profiles). 10
  11. 11. Discussion tor sub-theme 2: knowtedge management As a result of the Sub-theme 2 work. and the lintitcd time available. it was decided to split the workshop into 3 topic areas : Methodologies (Procesmcs. Measurements. Business Models, K value chain. Quality Management). Platform: (Open. machine to machine. software (free). mobile KM. security. language engineering. multi-modality. knowledge representation) and People and Communications / Markets (e-lancers. education. awareness. support. ontologies. IPR. trust. communities of l. employment vs. entitlement. legal. unions. portals. awareness. intcmct organisations. networked organisations) The resulte of the individual discussions provided the following suggestions to the Commiotion. I) KM Methodologies Visionary scenarios. and challenges for the R11) to address: The group shares the vision that within 5 years there are common. standardised knowledge pron-. r.re. r in Europe. Organisations will apply similar methods. techniques. metrics. tools. infrastructures. etc. for sharing knowledge within and between organisations ("knowledge integration"). Extrapolating from the high atte ‘on which KM receives today. the vision is that common KM processes will recciv 'gh acceptance and up-take throughout all sectors in the futurc'. Being the ucts of Europe. knowledge and infonnation will be traded. processed. and ilar levels of standartlisation as c. g. today's material logistics. However. ' on different business models (new economy). For the RTD challen we 0 majo ks: 0 Common KM methodologies ‘ . ing c. g. workflows for dynamic ' ' ' ' y ips. adequate. pragmatic approaches and ends organ ations‘ knowl products and clear and common indicators for sessing organisations. individuals. as well as KM activities and d measurements for business and process perspective Both lruc vtously directly linked to IT tools and tnfrastmctures (cf correspomltng sub-theme). Specific activities for 2(I)l: Resulting from this vision. the group sees a need for three activities: 0 To develop methodologies for supporting the knowledge life-cycle (ad-hue workflows. categorising. product design. quality assurance. sttmdttrds. etc. ) I To develop business models. value models and conesponding metrics for the knowledge economy 0 To support the uptake of KM in small and medium organisations. e. g. with repositories of best practice’ ' In terms of momentum. this may be compared to c. g. the widespread uptake of Quality Manngcrncnt I 150 9000 in industry and the excellence model of the EFQM (European Foundation for Quality Management) 3 It is inportant to note that this does not ask for the ‘holistic enterprise model’ in the sense of ‘one-fits-all‘. but instead on methodologies enabling orgnnisatirtrtx to quickly integrate their unlike enterprise models in terms of interoperability. " This is not seen as a research activity. but more as an accompanying ntcasure. However. it is also felt that the current KM activities are clearly dominated by large rtrganisatitms and that more specific approacltcs in tcmus of c. g. scalability and intplcrncntation effort are needed for small and medium organisations. ‘ll
  12. 12. 2) Platfonns Longer term (5 I 10 years): The activities suggested above need to be continued for the next 2-3 years. In parallel. standardisation activities need to he started. We have difficulties in making predictions for more than 5 years. Benefits Community Wide: Organisations will be enabled to set up cooperation: in very short time frames as the transfer of knowledge can be based on common processes (in the sense of ‘plug and play‘). This is regarded as basic requimneots for future dynamic organisations. Common European criteria for massing organisations and people in the knowledge economy Vision of soccuii: Availability of methods which ensure KM with well defined performance criteria for implementation and operation and their broad up-take by organisations 0 Accepted common ‘standard’ for European KM 0 Accepted European value models of knowled 0 KM uptake in small and medium orgiuiisati Build on European strengths: Relevant European strengths are tw Cultural div ' an n sig cant synergies due to diltcrcnt and complement K flue by different working habits. focal points. communi . g. Sc n vs. Mediterranean). However. the diversity is app towards KM and thus needs to he rnodctiited. in Buropain societies than e. g. US. Consequently. Europe must mpetitive advantage in KM which is per definition about sharing and which needs as baseline the individuals‘ willingness to co-operate with llclntion to other work: The group is aware that various RTD projects are working on methodological issues. Still it is felt that the level of proprietaiyness is too high. as e. g. the KM methods could have more ‘open source’ characteristics. Our recommendations on these i; x~; ucs: Open Platforms 0 Identify standards. activities and methodologies for open platforms 0 Take-up measures. Support measures 0 Standards for Knowledge exchange 0 (in conjuction with standards in Knowledge Representation) 0 Including §ggt_i1j_ty mechanisms. Sgflmuy Platfomis.
  13. 13. Establish European wide institution (perhaps a network of institutions distributed across Europe might be better) We would like to encourage the provision of “opcn" basic methodologies and processes. At the moment first toolsets are available on the market. The big problem is that especially SMEs don't have the “money and time” to hire an experienced knowledge management consultant. Therefore it would be helpful to provide a set of basic methodologim and processes which assist these SMES. Foster a European Knowledge Market; empower these kind of initiatives Mltlrlcwaro I Machine-to-Mnchlne Knowledge Standardisation in middlewarc RTD actions for Semantic middlewure (contexmnd-content-sensitive) - Dynamic services (universal plug and play, Jini etc. ) lnterauinglintclliggnt “Intelligent Agents” Testbed. pilot projects Platform independent (mobile. palmtop etc) RTD RTD actions for "litewarI: ". thin, ndaptnb M lures for mobile plntforrns. including: time and context sensitive KM t ogic tforms. Improved user-interface, speech apti set-pm sed -nit-are iii and Cross Lingual Search tools Semantics Termi Sea Se Unstruc tired information/ knowledge 0 S_§mmnc_§§§§§mgm and extraction of infomiationlltnowledge homogeneous environments. 0 Qgmjgmign of the unstructured information: also semen and 0 Ontology is a very important area. Both RTD and Take-up activities in these areas are very important. 0 Integration efforts - at the moment ll lot of solutions which an: available on the market are rather proprietary -) an integrating effort I toolset would be helpful to make the technologies usable on the market. in non- 0 Knowledge Elicitation Environments 0 Knowledge Creation Environments 0 Automatic Conteatualisation andfor categorization of documents (inputs) 0 Knowledge Distribution Platforms o How we can distribute the knowledge more efficiently? -)Taiste spaces. User Profiling) 0 New possibilities -) R&D projects 0 New environments to help to transform Tacit knowledge to Explicit lcnowledgg 9 Research 0 Assessment methodologies. Metrics. Knowledge Value Models 13
  14. 14. o Methodologies to support the Knowledge Life Cycle. 3) People Recommended areas for research: 0 Methods of sharing collective knowledge in the EU. and the communications technologies to support this. and IT-support. o What the e-Lancer really means to the economy. knowing the challenges to people, SMEs and organisations. as employees will become ‘members’ in companies. 0 Standardisation of the internet for ease of use. and people friendly. 0 Methods of handling the ‘Information Explosion’. technologies that reduce the complexity, and organisational rules. I New co-operative knowledge paradigms to build on collaborative instead of individual knowledge, including how much has to bc codified? 0 Personal knowledge management — personalised knowledge portals I profiles. 0 Skills certification by institute which is independent. needs profi and qualification profiles. 0 Models of collaboration agreements. legal aspects and s seen ecds. 0 Personal accounting. 0 How to trust our collaboration partners. using technol rtifi of people. 0 Co-operation strategies. ‘Community of Pr o Business Models for r 14
  15. 15. 0 ANNEX 1: List of Parflclpants Dr Unni Astad Cap Gemini Mr Marc Auckland BT Prof Luis M Camarinha-Matos Universidade Nova de Lisboa Mr Jan De Winter ICMS group Mr Joachim Doering Siemens Dr Fabian Garcia Pastor Meta 4 Drs Jcrocn Kemp Fraunhofcr Institute Mr Bernhard Koelmel F21 Mr Andy Larkin Coventry Universi Mr Gregoris Mentzas National Techni 'versi thens Ms Michclc Missikotf LEKS -CN Mr Michel Moris‘ IT I t Mr George Por om ntelli nee Labs Mr David R at Software Systems Dr Ioannis Sa Anchirnedia SA Mr Frithjof W BIBA Mr Joél Baquet CEC. DG Information Society, Dir C-2 Mr Matteo Banti CEC. DG Information Society. Dir C-2 Mr Ragnar Bergstrom CEC. DG Information Society. Dir C-2 Ms Agncs Braidicr CEC. DG Information Society. Dir C-2 Ms Enrica Chiozza CEC. DG Information Society, Dir C-2 Mr Peter Farrugia CEC. DG Information Society, Dir C-2 Mr Erastos Filos CEC. DG Information Society. Dir C-2 Mr Jorge Gasos CE£. DG Information Society. Dir C-3 Mr Paul Hcam CEC. DG Information Society. Dir C-2 Mr Brian Holmes CEC. DG Information Society, Dir D-3 Ms Anne lubert CEC. DG Information Society. Dir C-2 Mr Angelos Ktenas CEC. DG Information Society. Dir C-2 Mr Michael Niebcl CEC. DG Information Society. Dir C Mr Vincent Obozinski CEC. DG Information Society, Dir E-2 Mr Khalil Rouhana CEC. DG Information Society, Dir F—6 Mr Norman Sadeh CEC. DG Information Society, Dir C Mr Nino Varile CEC. DG Information Society. Dir D-S Mr Jesus Villasante CEC. DG Information Society. Dir C-2 Ms Rosalie Zobcl CEC. DG Information Society. DirC ‘I5
  16. 16. ANNEX 2: AGENDA PCM7: 23"‘ a. 24"‘ May 2ooo Rapporteur: Mr David Robinson DAY I l | :(Xl — I I120 ll: ?.0— ll: -‘l0 ll: -10 I2:-‘lfl I2:-10 - l3:30 l3:3U- 16:30 l6:30 |7:00 DINNER DAY 2 09:(X) — 12:00 l2:t)ll- l2:3(l 12:30 — l3:30 13:30 14:30 Room 0|}/ C BlJ5 Welcome and Introduction (Rosalie Znbelj Work Programme 2000 and beyond manna" Sadehl Keynote presentations “The future of work in distributed e-company networks - exploring the real value M «business through collaboration fl knowledge management" Joachim Duering “Knowledge -> Intelligence -> Wisdll: the Now Economic Value Chain and Its Enabling Technologies” George Par Lunch Snh-lllne I: 'l'III-‘uturcU0rgan'mfl'mos ( Clank. ‘ Vaggel'l'. t Ouzounil) IH Inecting aims at discussing scenarios for the f; ;1u_r_t; gf prggnig gigng (both tlllil. -d nonjioftt including public txlministrations). This includes discussion of MI: (lganisational paradigms and associated technological and application requirements. Kay wants: technologies. new organisational paradigms. human resource Issues Conclusions from Sub-theme I (Chair and Ruppnm-ur) lnghstics to be announced. Room 0-U33 BB9 Sub-theme 2: Knowledge Management (Chair: Mart Aucklaorll The meeting aims at discussing settings for the manggemcnt of knowledge and intan ible assets in the contest of d 'namic business environments. Key wants: dynamleity. organisational change, human resource issues Conclusions from Sub-theme 2 (Chair and Rapporteur) Lunch Conclusions of the meeting and wrap-up (Rapporteur and Rosalie 7J)b€H 16