EUROPEAN COMMISSION
Directorate-General Information Society
Information Society Technologies: New Methods of Work and
Electronic Commerce
Programme Consultation Meeting 7
Future of Organisations and Knowledge
Management
Brussels, 23rd & 24th May 2000

TABLE OF CONTENTS
PROGRAMME CONSULTATION MEETING 3
“FUTURE OF ORGANISATIONS AND KNOWLEDGE MANAGEMENT” 3
(BRUSSELS, 23 AND 24 MAY 2000) 3
EXECUTIVE SUMMARY 3
INTRODUCTION 3
THE VISION 3
RECOMMENDATIONS FOR WP2001 3
List of Suggested topics for Research work on “the Future of Organisations” 3
List of Suggested topics for Research work on Knowledge management 4
PRESENTATIONS AND DISCUSSIONS: 5
KEYNOTE PRESENTATIONS SUMMARIES 5
“The future of work in distributed e-company networks – exploring the real value of e-business through
collaboration and knowledge management” 5
Joachim Doering, Siemens 5
“Knowledge -> Intelligence -> Wisdom: the New Economic Value Chain and Its Enabling Technologies” 6
George Por 6
SUB-THEME 1: THE FUTURE OF ORGANISATIONS 7
Presentation: Erastos Filos, CEC 7
Presentation: Fabian Garcia Pastor, META 4 7
Presentation: Luis M. Camarinha-Matos, New University of Lisbon 7
Presentation: Jan De Winter, ICMS Group 8
Presentation: Gregoris Mentzas, NTUA 8
SUB-THEME 2: KNOWLEDGE MANAGEMENT WORKSHOP 9
Presentation: Marc Auckland, BT 9
Presentation: Andy Larkin, Coventry University, 9
Presentation: Michele Missikoff, LEKS 9
Presentation: Fabian Garcia Pastor, META 4 10
Presentation: Gregoris Mentzas, NTUA 10
Presentation from Bernhard Koelmel, FZI 10
Discussion for sub-theme 2: knowledge management 11
1) KM METHODOLOGIES 11
Visionary scenarios, and challenges for the RTD to address: 11
Specific activities for 2001: 11
Longer term (5 / 10 years): 12
Benefits Community Wide: 12
Vision of success: 12
Build on European strengths: 12
Relation to other work: 12
2) PLATFORMS 12
Open Platforms 12
Middleware / Machine-to-Machine 13
Knowledge and Language Engineering 13
3) PEOPLE 14
ANNEX 1: 15
List of Participants 15
RD TH
ANNEX 2: AGENDA PCM7: 23 & 24 MAY 2000 16
2

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
Economy 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 shift
from hierarchical structures to distributed “e-company networks”, the meeting produced some
major recommendations related to methodologies, platforms, and people. These vision and
recommendations are summarised below, and are presented in more detail throughout this report.
The Vision
Future dynamic networked organisations will be staffed and driven by e-lancers. An e-lancer is a
one person company whose main asset and investment is its own intellectual capital. This worker is
mobile and flexible to work internationally.
To manage the transformation from traditional structures to the future organisations, organisational
development and knowledge management are key enablers that are far more than simple
reengineering and IT- management. Organisational development and knowledge management
assemble to support the ability to face changes in complex working environments.
Recommendations for WP2001
List of Suggested topics for Research work on “the Future of Organisations”
1) Long-term perspective: 5 – 10 years from now
• Remove the “bottleneck” from the learning (e.g. by moving beyond traditional corporate
training schemes, into empowering e-Lancers to build their own capital continually).
• Enable organisations to develop a “wisdom” mindset in thinking long-term (e.g.
organisational models that facilitate adaptability, anticipation and sensitivity to fast-
changing environments).
• Investigate zero-corporation scenarios (involving e-Lancers, visionary value creation
concepts and novel business models; intangible values; disappearing organisations?)
• Encourage visionary scenarios for future market and organisational paradigms.
• Investigations 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
• Technologies and drivers of decision-making processes.
3

• Technologies and methodologies to support informal communication processes
• Knowledge representation
• Dynamic, adaptive workflow systems (configuration management and traceability)
• ICT-supported (interdisciplinary) approaches to enable networking dialog
• Planning and negotiation tools to support dynamic business processes through all
organisational phases.
• HR management in flexible and dynamic organisational contexts (e.g. assessment
methodologies for skills, knowledge and capabilities)
• Relationships / partnerships management (customers and collaborators)
• Systemised structures to enable organisations to move to e-organisations using knowledge
working and dissolution strategies.
3) Programme operational issues (e.g. Standards, WGs, open source, other accompanying and
support measures)
• Certification of knowledge management capabilities (including indicators and metrics)
List of Suggested topics for Research work on Knowledge management
• To help research and development of common European methodologies and tools to support the
knowledge life-cycle (for example, ad-hoc workflows for dynamic organisations in temporary
partnerships, product design, quality assurance, standards, categorising, storing, managing),
including methodologies enabling organisations to quickly integrate their unlike enterprise
models in terms of interoperability.
• To support research and standardisation activities for middleware. RTD actions for semantic
middleware (context-and-content-sensitive) - Dynamic services (universal plug and play, Jini
etc.). Support Interacting/intelligent “Intelligent Agents”. Set-up testbed, pilot projects. RTD for
platform independent (mobile, palmtop etc) KM. RTD actions for “liteware”, thin, adaptable
KM architectures for mobile platforms, including: time and context sensitive KM technological
platforms. Improved user-interfaces, speech and adaptive-user-profile based.
• To support research and development in collaborative but also personalised knowledge
platforms (personal knowledge management, personalised knowledge portals / profiles ,
personal accounting and skills certification)
• To support RTD for the organisation of the unstructured information: semantics based and cross
lingual search tools, semantic assessment and extraction of information/knowledge in non-
homogeneous environments. Ontology is a very important area. Support is required for an
integrating effort / toolset to make the technologies usable on the market.
• To support research and development of business models for knowledge products and clear and
common indicators for knowledge value; 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 KM in small and medium organisations, e.g. with
repositories of common methodologies, processes and practices in knowledge exchange,
security mechanisms, 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 effort are needed for small and medium organisations.
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Presentations and Discussions:
Keynote Presentations Summaries
“The future of work in distributed e-company networks – exploring the real value of
e-business through collaboration and knowledge management”
Joachim Doering, Siemens
The World is changing, and it is predicted that in 10 years’ time only 10% of people will have the
same jobs (from Tom Peters). Decisions will become de-centralised, with the people who know the
area making the decisions, not those at corporate level, who are remote. The information society is
changing the World, and it is becoming an ‘Open’ society. This offers unknown economies of scale,
and promotes the sharing of knowledge across borders. This brings risks including becoming
knowledge robots, email overload, cultural simulation (loss of cultural identity), security of
information, and unemployment.
There are actions to be taken, which include the selection of new leaders for the information
society, the replacement of obsolete industrial structures, the use of IT multimedia, the
establishment of meta-culture (sharing knowledge and acting locally), replace with capital markets,
and allow the local adaptation of solutions (reducing the risk of unemployment). In the New
Economy, roles will be eliminated, and knowledge will be shared with all. Key players in the New
Economy will be knowledge 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 structures will change to be less structured. 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.com) which is a global
service network for knowledge sharing, and which is based on a global organisation, with no
hierarchical structure. There I a need to get over the ‘knowledge is power’ attitude and to share
knowledge, by rewards and incentives to encourage sharing of knowledge.
There is a need to set up knowledge portals for e-Lancers. A global network collaboration is
needed, with the application of broadband network access, and free ISPs for e-Lancers. Knowledge
management and e-Business will go mobile.
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“Knowledge -> Intelligence -> Wisdom: the New Economic Value Chain and Its
Enabling Technologies”
George Por
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, faster and faster”. Intelligent
organisations are needed, and the collective intelligence in companies has to be strengthened 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 entities, with a nervous system. A
higher order perspective is needed to increase organisational intelligence, and guide organisations
through turbulent times.
A nervous system performs the following functions for organisations: sensing and learning,
communications – internal and external, co-ordination, stores knowledge (i.e. a memory).
Technologies and infrastructure are needed to develop these 4 areas. An audit system is needed to
check how the nervous system functions in all of these 4 areas, and what improvements are
required.
Investment decisions need to be made by organisations, and there are 2 possibilities: either invests
to improve the value creation in the organisation, or evolve and re-invest in the organisation.
Relatively little investment goes towards evolving the organisation, and this is increasingly
important. It is necessary to know what are the conditions needed to be created to enable
organisations to evolve, react to the market changes of the New Economy, and modern 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.
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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: Erastos Filos, CEC
The B2B Internet Report (Morgan Stanley Dean Witter, April 2000), points out that business has
moved on from EDI networks in 1996, to brochure-ware and basic e-Commerce in 1998, 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 amounts of data, information
overload and mobile communications.
The management of organisations in the future will require the following key issues to be
addressed: performance measurement in networked organisations, management methods and tools
for distributed organisations, human resources, e-Lancing, part-time and other flexible work
schemes.
Presentation: Fabian Garcia Pastor, META 4
Knowledge must be categorised taking into account it’s value, for a potential user, and for the
whole organisation. The development of metrics to value knowledge is a key issue.
Knowledge must be managed in collaboration with the human resource function of organisations.
Business to Employee (B2E) 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.
Presentation: Luis M. Camarinha-Matos, 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
Economies.
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
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of ‘fuzzy’ borders.There 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.
There is the need for stronger integration between support measures and RTD (for example, the
automatic awarding of a support measure to successful RTD projects). Standards are very important
for this area, and should be developed.
Presentation: Jan De Winter, ICMS Group
The Commission needs to support pilot implementations.
We need to structure information to be able to find it quickly and manage it. Knowledge
management (KM) needs firm IT foundations and technologies to make KM possible. KM needs to
be integrated or linked to human resource processes in the company, as humans are the critical
factor in KM. Knowledge sharing is an unnatural process for people, which is a problem. Without
proper guidance KM will fail
It is important to teach people how to work with knowledge. A suggestion is to use CEC funding to
support companies to begin working with knowledge, using existing tools (pilot projects).
Presentation: Gregoris Mentzas, NTUA
Future organisations should be living organisations, adaptive, organic, dynamic, self-organising.
Such “e-Work-Nets” need smart and adaptive interfaces for the knowledge workers to interact with
dynamic webflow practices and adaptable and customisable business processes. Support is needed
to provide knowledge-based intelligent experiences to customers (applying the AMAZON.COM
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 information and technologies which are existing, by better
use of technology, better standards and better organisation of information, data, and technology.
8

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 be doing – “the
way forward”.
They produced an important paper “Achieving European 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 companies. Employment practices will change
towards employees being responsible for their own employability, and companies towards
providing the infrastructure for these individual employees.
Presentation: Andy Larkin, Coventry University,
One major issue to be faced is that we do not know how to value knowledge (in terms of what it is
worth). Another is how do we efficiently capture, store and re-use knowledge? How much
knowledge is required to do a specific job? How do we transfer knowledge between different
software systems? Current languages are not ‘rich’ enough to support knowledge required by the
engineering sector. There is no 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 Missikoff, 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.
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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 information so it can be used (stored, and retrieved etc.), 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: Gregoris Mentzas, NTUA
We need an holistic ICT approach for the RTD to lead to value-creating KM. We need support
measures for pilots to support the KM work. We need to address the needs of large companies and
SMEs (with equal priority).We must work better, faster, and smarter.
We need solutions for capturing, organising, storing, and structuring knowledge. Need methods,
models and tools for enterprise-wide knowledge taxonomies that help and filter knowledge needs.
Need to exploit multiple knowledge sources.
We need to encourage collaboration and knowledge sharing. We need methods and tools for virtual
communities.
We need to enrich inter-organisational business processes by integrating knowledge and knowledge
management processes into each step. We need to support knowledge chains in the dynamic inter-
networked enterprises.
Levels to consider for KM related action lines:
• k-worker (e.g. knowledge portals for mobile workers)
• k-team (e.g. assistance for dynamic distributed teams)
• k- organisation (e.g. embedding context sensitive knowledge within business processes)
• k-network (e.g. knowledge sharing value chains)
• k-product (e.g. B2B exchanges of knowledge products)
Presentation from Bernhard Koelmel, FZI
As a result of a survey carried out by FZI, 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 ontologies, user
needs and profiles; machine to machine interaction in a useful intelligent way; speech recognition;
mobile applications; e-learning applications and security (e.g. including hiding user profiles).
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Discussion for sub-theme 2: knowledge management
As a result of the Sub-theme 2 work, and the limited time available, it was decided to split the
workshop into 3 topic areas : Methodologies (Processes, Measurements, Business Models, K value
chain, Quality Management), Platforms (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 I, employment vs. entitlement, legal, unions, portals, awareness, internet
organisations, networked organisations)
The results of the individual discussions provided the following suggestions to the Commission.
1) KM Methodologies
Visionary scenarios, and challenges for the RTD to address:
The group shares the vision that within 5 years there are common, standardised knowledge
processes in Europe. Organisations will apply similar processes, methods, techniques,
metrics, tools, infrastructures, etc. for sharing knowledge within and between organisations
(“knowledge integration”). Extrapolating from the high attention which KM receives today,
the vision is that common KM processes will receive high acceptance and up-take
throughout all sectors in the future1. Being the major future products of Europe, knowledge
and information will be traded, processed, and valued with similar levels of standardisation
as e.g. today’s material logistics. However, this will be based on different business models
(new economy). For the RTD challenges, we see two major tracks:
• Common KM methodologies in Europe, including e.g. ad-hoc workflows for dynamic
organisations in temporary partnerships, or adequate, pragmatic approaches and
methodologies for KM needs of small organisations2
• Business models for knowledge products and clear and common indicators for
knowledge value; for assessing organisations, individuals, as well as KM activities and
successes, i.e. metrics and measurements for business and process perspective
Both tracks are obviously directly linked to IT tools and infrastructures (cf. corresponding
sub-theme).
Specific activities for 2001:
Resulting from this vision, the group sees a need for three activities:
• To develop methodologies for supporting the knowledge life-cycle (ad-hoc workflows,
categorising, product design, quality assurance, standards, etc.)
• To develop business models, value models and corresponding metrics for the knowledge
economy
• To support the uptake of KM in small and medium organisations, e.g. with repositories
of best practice3
1
In terms of momentum, this may be compared to e.g. the widespread uptake of Quality Management / ISO 9000 in
industry and the excellence model of the EFQM (European Foundation for Quality Management)
2
It is important to note that this does not ask for the ‘holistic enterprise model’ in the sense of ‘one-fits-all’, but instead
on methodologies enabling organisations to quickly integrate their unlike enterprise models in terms of interoperability.
3
This is not seen as a research activity, but more as an accompanying measure. However, it is also 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 effort are needed for small and medium organisations.
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Longer term (5 / 10 years):
The activities suggested above need to be continued for the next 2-3 years. In parallel,
standardisation activities need to be started.
We have difficulties in making predictions for more than 5 years.
Benefits Community Wide:
Organisations will be enabled to set up co-operations 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 requirements for future dynamic organisations.
Common European criteria for assessing organisations and people in the knowledge
economy
Vision of success:
Availability of methods which ensure KM with well defined performance criteria for
implementation and operation and their broad up-take by organisations
• Accepted common ‘standard’ for European KM
• Accepted European value models of knowledge
• KM uptake in small and medium organisations
Build on European strengths:
Relevant European strengths are twofold:
Cultural diversity which can result in significant synergies due to different and
complementary approaches to KM, e.g. influenced by different working habits, focal points,
communication practices (e.g. Scandinavian vs. Mediterranean). However, the diversity is
also complicating common approaches towards KM and thus needs to be moderated.
Stronger social dimension in European societies than e.g. US. Consequently, Europe must
have a strong competitive advantage in KM which is per definition about sharing and
‘socialising’ and which needs as baseline the individuals’ willingness to co-operate with
others.
Relation to other work:
The group is aware that various RTD projects are working on methodological issues. Still it
is felt that the level of proprietaryness is too high, as e.g. the KM methods could have more
‘open source’ characteristics.
2) Platforms
Our recommendations on these issues:
Open Platforms
• Identify standards, activities and methodologies for open platforms
• Take-up measures, Support measures
• Standards for Knowledge exchange
• (in conjuction with standards in Knowledge Representation)
• Including Security mechanisms, Sell/Buy Platforms.
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• Establish European wide institution (perhaps a network of institutions distributed
across Europe might be better) We would like to encourage the provision of
“open” 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 methodologies and
processes which assist these SMEs.
• Foster a European Knowledge Market; empower these kind of initiatives
Middleware / Machine-to-Machine
• Standardisation in middleware
• RTD actions for Semantic middleware (context-and-content-sensitive) - Dynamic
services (universal plug and play, Jini etc.)
• Interacting/intelligent “Intelligent Agents”
• Testbed, pilot projects
• Platform independent (mobile, palmtop etc) KM (RTD)
• RTD actions for “liteware”, thin, adaptable KM architectures for mobile platforms,
including: time and context sensitive KM technological platforms.
• Improved user-interface, speech and adaptive-user-profile based
Knowledge and Language Engineering
• Semantics (RTD)
• Terminology
• Search Tools
• Semantics based and Cross Lingual Search tools
• Unstructured information/knowledge
• Semantic assessment and extraction of information/knowledge in non-
homogeneous environments.
• Organisation of the unstructured information; also Search and Distribution.
• Ontology is a very important area. Both RTD and Take-up activities in these areas
are very important.
• Integration efforts – at the moment a lot of solutions which are available on the
market are rather proprietary an integrating effort / toolset would be helpful to
make the technologies usable on the market.
• Knowledge Elicitation Environments
• Knowledge Creation Environments
• Automatic Contextualisation and/or categorization of documents (inputs)
• Knowledge Distribution Platforms
• How we can distribute the knowledge more efficiently? Taste spaces, User
Profiling)
• New possibilities R&D projects
• New environments to help to transform Tacit knowledge to Explicit knowledge
Research
• Assessment methodologies, Metrics, Knowledge Value Models
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• Methodologies to support the Knowledge Life Cycle.
3) People
Recommended areas for research:
• Methods of sharing collective knowledge in the EU, and the communications technologies to
support this, and IT-support.
• What the e-Lancer really means to the economy, knowing the challenges to people, SMEs and
organisations, as employees will become ‘members’ in companies.
• Standardisation of the internet for ease of use, and people friendly.
• Methods of handling the ‘Information Explosion’, technologies that reduce the complexity, and
organisational rules.
• New co-operative knowledge paradigms to build on collaborative instead of individual
knowledge, including how much has to be codified?
• Personal knowledge management – personalised knowledge portals / profiles.
• Skills certification by institute which is independent, needs profiles, and qualification profiles.
• Models of collaboration agreements, legal aspects and social security needs.
• Personal accounting.
• How to trust our collaboration partners, using technology, certification of people.
• Co-operation strategies, ‘Community of Practice’.
• Business Models for e-Lancers.
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• ANNEX 1:
List of Participants
Title First Name Last Name Company/Institution
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 Jeroen Kemp Fraunhofer Institute
Mr Bernhard Koelmel FZI
Mr Andy Larkin Coventry University
Mr Gregoris Mentzas National Technical University Athens
Ms Michele Missikoff LEKS / IASI-CNR
Mr Michel Morisseau AIT / Renault
Mr George Por Community Intelligence Labs
Mr David Robinson Key Industrial Software Systems
Dr Ioannis Savvidis Archimedia SA
Mr Frithjof Weber BIBA
Mr Joël 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 Agnès Bradier 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 CEC, DG Information Society, Dir C-3
Mr Paul Hearn CEC, DG Information Society, Dir C-2
Mr Brian Holmes CEC, DG Information Society, Dir D-3
Ms Anne Jubert CEC, DG Information Society, Dir C-2
Mr Angelos Ktenas CEC, DG Information Society, Dir C-2
Mr Michael Niebel 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-5
Mr Jesus Villasante CEC, DG Information Society, Dir C-2
Ms Rosalie Zobel CEC, DG Information Society, Dir C
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ANNEX 2: AGENDA PCM7: 23rd & 24th May 2000
Rapporteur: Mr David Robinson
DAY 1 Room 00/C BU5
11:00 – 11:20 Welcome and Introduction (Rosalie Zobel)
11:20 – 11:40 Work Programme 2000 and beyond (Norman Sadeh)
11:40 – 12:40 Keynote presentations
“The future of work in distributed e-company networks – exploring the real
value of e-business through collaboration and knowledge management”
Joachim Doering
“Knowledge -> Intelligence -> Wisdom: the New Economic Value Chain and
Its Enabling Technologies” George Por
12:40 – 13:30 Lunch
13:30 – 16:30 Sub-theme 1: The Future of Organisations
(Chair: Vaggelis Ouzounis)
The meeting aims at discussing scenarios for the future of organisations (both
profit and non-profit including public administrations). This includes discussion of
new organisational paradigms and associated technological and application
requirements.
Key words: technologies, new organisational paradigms, human resource issues
16:30 – 17:00 Conclusions from Sub-theme 1 (Chair and Rapporteur)
DINNER Logistics to be announced.
DAY 2 Room 04/33 BU9
09:00 – 12:00 Sub-theme 2: Knowledge Management
(Chair: Marc Auckland)
The meeting aims at discussing settings for the management of knowledge and
intangible assets in the context of dynamic business environments.
Key words: dynamicity, organisational change, human resource issues
12:00 – 12:30 Conclusions from Sub-theme 2 (Chair and Rapporteur)
12:30 – 13:30 Lunch
13:30 – 14:30 Conclusions of the meeting and wrap-up
(Rapporteur and Rosalie Zobel)
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