The document discusses implementing knowledge management strategies for organizations. It provides two examples of success: the Olympic Museum in sharing knowledge between host cities, and Syngenta's knowledge management initiatives that helped them win awards. The document outlines Syngenta's approach, which included defining KM, assessing capabilities, identifying barriers, building communities of practice, and lessons learned. The goal is to connect people and information to maximize learning and improve performance.
KM Middle East 2012 - Abed PresentationKMMiddleEast
1) The IDSC is an independent Egyptian think tank founded in 1985 that employs over 350 researchers. It aims to support public policy through high-quality research and disseminating findings to create societal debate.
2) IDSC launched a knowledge management department in 2009 to instill a knowledge sharing culture, maintain knowledge assets, and foster innovation. However, it faces challenges like IT issues, staff turnover, and silos between departments.
3) IDSC's knowledge management strategy includes reshaping tools, fostering an organizational culture where knowledge is shared, and creating awareness to better link research with societal needs. The goal is to improve policymaking and build public trust in evidence.
AIESEC Jordan Communications Plan - 2010-11Akos Szakaly
This document outlines AIESEC Jordan's yearly communication plan. It discusses conducting a brand audit and simplifying AIESEC's brand message. Key communication objectives include simplifying the brand, setting up basic communication channels, improving members' ability to act as ambassadors, and gaining better market knowledge. Important audiences are identified as students, corporations, NGOs, government, and alumni. Key communication channels include the website, Facebook, blogs, magazines, newspapers, and offline materials. Major projects include the brand audit and reviewing sales materials. The plan provides a strategic direction for AIESEC Jordan's communication activities over the coming year.
This document discusses knowledge management and leadership in knowledge domains. It covers developing a knowledge strategy, assessing an organization's knowledge culture, and implementing knowledge management practices. The key points are:
- A knowledge strategy helps staff adopt best practices and lessons learned to achieve organizational goals.
- Conducting a knowledge audit establishes the need for change and identifies gaps in an organization's knowledge development and sharing.
- Developing and communicating a knowledge strategy can help move an organization toward a collaborative knowledge culture.
Ron Young - Workshop - KM Middle East 2011 workshopKMMiddleEast
The document outlines an agenda for a workshop on understanding the four dimensions of knowledge management. The workshop will provide an overview of personal, team, organizational, and inter-organizational knowledge management. It will discuss strategies, methods and tools for each dimension. The workshop will also address principles-led, ordinary/extraordinary, and operational/strategic approaches to knowledge management. Participants will engage in group discussions on each dimension and be provided with a knowledge management assessment tool.
Originally presented at the Boston KM Forum meeting at Bentley, Wednesday, April 9, 2008.
At the time, our first-quarter 2008 “Market IQ” on Enterprise 2.0 had just been completed, and a survey of 441 people revealed a subset who are having more success with Enterprise 2.0 than the general survey population. Does Enterprise 2.0 signify the birth of KM 2.0? We’ll examine some of the findings, and discuss the implications for new and old KM implementations.
The document summarizes the YES Fund, a global fund for youth entrepreneurship. It discusses two pressing issues facing developing countries: sector development needs and high youth unemployment. The YES Fund and YES Campaign aim to address both issues by providing funding and training to support youth entrepreneurship. It has established partnerships in over 80 countries and has implemented projects focused on sectors like renewable energy, rural development, water and sanitation, and ICT.
What are communities of practice? How can they help drive productivity and improve organizational performance? What are the key success factors?
In this guide I will examine what CoPs are and how they have come about, as well as their role in learning and development today, and in driving organizational success. Furthermore, drawing on my experience at Cegos I will provide guidance on some of the key factors for setting up successful and sustainable CoPs in Asia.
KM Middle East 2012 - Abed PresentationKMMiddleEast
1) The IDSC is an independent Egyptian think tank founded in 1985 that employs over 350 researchers. It aims to support public policy through high-quality research and disseminating findings to create societal debate.
2) IDSC launched a knowledge management department in 2009 to instill a knowledge sharing culture, maintain knowledge assets, and foster innovation. However, it faces challenges like IT issues, staff turnover, and silos between departments.
3) IDSC's knowledge management strategy includes reshaping tools, fostering an organizational culture where knowledge is shared, and creating awareness to better link research with societal needs. The goal is to improve policymaking and build public trust in evidence.
AIESEC Jordan Communications Plan - 2010-11Akos Szakaly
This document outlines AIESEC Jordan's yearly communication plan. It discusses conducting a brand audit and simplifying AIESEC's brand message. Key communication objectives include simplifying the brand, setting up basic communication channels, improving members' ability to act as ambassadors, and gaining better market knowledge. Important audiences are identified as students, corporations, NGOs, government, and alumni. Key communication channels include the website, Facebook, blogs, magazines, newspapers, and offline materials. Major projects include the brand audit and reviewing sales materials. The plan provides a strategic direction for AIESEC Jordan's communication activities over the coming year.
This document discusses knowledge management and leadership in knowledge domains. It covers developing a knowledge strategy, assessing an organization's knowledge culture, and implementing knowledge management practices. The key points are:
- A knowledge strategy helps staff adopt best practices and lessons learned to achieve organizational goals.
- Conducting a knowledge audit establishes the need for change and identifies gaps in an organization's knowledge development and sharing.
- Developing and communicating a knowledge strategy can help move an organization toward a collaborative knowledge culture.
Ron Young - Workshop - KM Middle East 2011 workshopKMMiddleEast
The document outlines an agenda for a workshop on understanding the four dimensions of knowledge management. The workshop will provide an overview of personal, team, organizational, and inter-organizational knowledge management. It will discuss strategies, methods and tools for each dimension. The workshop will also address principles-led, ordinary/extraordinary, and operational/strategic approaches to knowledge management. Participants will engage in group discussions on each dimension and be provided with a knowledge management assessment tool.
Originally presented at the Boston KM Forum meeting at Bentley, Wednesday, April 9, 2008.
At the time, our first-quarter 2008 “Market IQ” on Enterprise 2.0 had just been completed, and a survey of 441 people revealed a subset who are having more success with Enterprise 2.0 than the general survey population. Does Enterprise 2.0 signify the birth of KM 2.0? We’ll examine some of the findings, and discuss the implications for new and old KM implementations.
The document summarizes the YES Fund, a global fund for youth entrepreneurship. It discusses two pressing issues facing developing countries: sector development needs and high youth unemployment. The YES Fund and YES Campaign aim to address both issues by providing funding and training to support youth entrepreneurship. It has established partnerships in over 80 countries and has implemented projects focused on sectors like renewable energy, rural development, water and sanitation, and ICT.
What are communities of practice? How can they help drive productivity and improve organizational performance? What are the key success factors?
In this guide I will examine what CoPs are and how they have come about, as well as their role in learning and development today, and in driving organizational success. Furthermore, drawing on my experience at Cegos I will provide guidance on some of the key factors for setting up successful and sustainable CoPs in Asia.
Here are 3 simple ideas for creating and transferring knowledge:
1. Storytelling - Sharing experiences through stories makes knowledge more relatable and memorable. Stories help transfer tacit knowledge.
2. Communities of practice - Bringing people together in informal groups around common interests or tasks facilitates knowledge exchange.
3. Mentoring - Pairing less experienced individuals with more experienced mentors promotes one-on-one knowledge transfer.
In summary, focusing on people-centric and social approaches like storytelling, communities, and mentoring can help make knowledge creation and sharing more approachable.
The document discusses leveraging behavioral foundations to stimulate knowledge flow. It discusses how behavior is important to business outcomes but often difficult to effectively manage. It then provides examples of leadership styles represented by different animals ("zoo leadership styles") and encourages choosing styles appropriately. The overall message is that understanding behavior and being versatile in leadership approach can help relationships, culture and business success.
This document discusses the importance of knowledge sharing in decision-making and implementation. It covers several key topics:
1) Knowledge is the human capacity to take effective action in uncertain situations. Sharing knowledge, which can include feelings, insights, and past experiences, is more difficult than sharing information.
2) Effective knowledge sharing requires trust, respect, honesty, open dialogue, and social bonding between individuals. The brain is designed to learn through social interactions and affective attunement with others.
3) Knowledge comes from processes like awareness, understanding, creativity, and intuition. Learning occurs through the knowledge cycle of social interaction, experience, thinking, and feedback. Knowledge creation supports better decisions, problem solving, and
KM Middle East 2012 - Gurteen PresentationKMMiddleEast
The document discusses the Gurteen Knowledge Café process, which is a structured conversation method for knowledge sharing. It involves a short presentation to introduce a topic, followed by small group discussions at tables in response to a posed question. The groups then reconvene to share insights in a whole group conversation. The goal is to have an open dialogue that allows participants to emerge with new understanding and perspectives on the issue.
The document discusses competitive collaboration in the global knowledge economy. It notes that neither free trade nor protectionism alone will work and that a balance is needed. It also discusses moving from a knowledge-based to a knowledge-driven economy and the need for both protecting competitive knowledge and collaboratively sharing knowledge. Managing and leveraging knowledge, skills, learning, creativity and innovation will be key to success in this new economic environment.
KM Middle East 2012 - Bisanz Presentation KMMiddleEast
O documento lista o endereço de site www.km-me.com e o email info@km-me.com em três linhas separadas, sugerindo que estas são as informações de contato principais para a empresa ou organização.
KM Middle East 2012 - Shelley PresentationKMMiddleEast
This document discusses creating engaging participation by empowering knowledge workers. It suggests that relationships and knowledge transfer are important, as are conversations that matter and getting the knowledge management message right from the stakeholder perspective. Various exercises are presented, including using behavioral language in metaphor, keeping a reflective impact diary, and considering behavioral perspectives and their impact on collaboration. The document emphasizes starting with desired outcomes and considering why, who, what, how, when, process, tools, and people.
KM MIddle East 2012 - Collison SeminarKMMiddleEast
The seminar agenda covers assessing organizational KM capability, understanding KM tools, and developing a KM strategy. The afternoon sessions will discuss organizational learning tools like peer assists and after action reviews, capturing knowledge through assets and communities of practice, and embedding KM in organizational strategy. The document provides examples of BP's original KM framework and lessons learned process, and discusses tools for capturing and sharing knowledge within communities.
Transformational Leadership is one of the indisputable “Hot Topics” in the area of Leadership. Although the concept has been around since the early 80’s, it has really begun to catch fire in recent years. What’s all the hype about transformational leadership and how does it differ from other prominent leadership styles? Join us for our January 17 webinar and bring your “HR Speak” up-to-date. You’ll hear a clear description of the concept and how it is differentiated from other leadership styles. You’ll be able to evaluate the relevance of this leadership style for your organization, isolate leader characteristics that map to this style, and provide suggestions to your organization for developing this leadership style in your organization. You don’t want to miss this exciting discussion.
1. Traditional leadership development models are less effective in today's complex world and future models need to focus more on collaboration, emotional intelligence, and dealing with ambiguity.
2. Emerging leadership requires dealing with interdependencies, creativity, and complexity through shared and concurrent leadership instead of individual control.
3. Future leadership development will focus on social learning, mentoring, and simulations to develop skills like simplifying problems, building relationships, and challenging assumptions.
The document appears to be a presentation about scholarly publishing on the web. It discusses the current situation of publishers and libraries having websites that are not very user-friendly. It then talks about new ambitions for publishers to create websites that provide a better "Disneyland experience" for users. The presentation provides some perspectives on standards and technologies in scholarly publishing.
Rod Miller presented on best practices for institutional advancement. He emphasized that success requires having a compelling mission, focusing on older and generous constituents, and securing commitment from aligned leaders. Miller also stressed the importance of having a strong strategy, measuring processes like follow up and asks, and focusing communications on shared values and listening.
This is a presentation on the role of knowledge management in clusters' success. This presentation was hold by Tibor Gyulay, executive manager of POZITEAM, on a workshop organized at INNOSKART, one of the Hungarian innovation clusters.
ATMTL23 - Unleashing the Power of Connection to Increase People Engagement. b...Agile Montréal
People want to be part of something that is making a difference, delivering on a vision, fulfilling a social purpose, and having a positive impact on their customers. Agile invites us to innovate, experiment, explore, and learn. Through all this often we can miss the true impact we are making. I will share the top success factors I have discovered in Agile transformations around the globe that are connecting people to the goals they are striving to achieve.
The document summarizes Lyn Murnane's career journey to becoming a Knowledge Manager. It discusses her past roles at companies like Telstra and Medibank where she helped redesign intranets and knowledge management systems. Currently, Lyn works as a Knowledge Manager at IDP Education, managing a global knowledge system with over 130,000 pieces of information that supports 700 staff across 27 countries. The document also provides an overview of concepts in knowledge management and Lyn's knowledge management framework.
The document discusses knowledge mapping and its development. It defines knowledge mapping as a process of surveying, assessing and linking the information, knowledge, competencies and proficiencies within an organization. Knowledge mapping helps discover knowledge locations, ownership, value and use. It illustrates how knowledge flows throughout an organization. Organizations use knowledge mapping to identify knowledge sharing opportunities, locate expertise, and identify barriers to knowledge flow. The document discusses different types of knowledge maps including enterprise, cross-functional and process knowledge maps.
The real danger is not in failure but mediocrity. What separates the best firms from the average firms? What are the critical success factors used in the largest CPA firms that can make even the small firm thrive in this chaotic environment? You will learn about the five R's ROA (return on attention), ROL (learning), ROC (culture) and ROI, ROP (Return on People) and how you can apply them to your firm.
This is preso on High Performance CPA Firms presented on Nov 5 & 6, 2012 at the CCH User Conference
The topic includes a comparative examination of the theories espoused by acknowledged management scientist, Peter Drucker, author of Management Challenges for the 21st Century and concepts posited by Profiles International, Inc. founders, Bud Haney and Jim Sirbasku, authors of Leadership Charisma: Step by Step to Being a More Successful Charismatic Leader.
Join us for a lively discussion of theories and practical applications for enhancing leader readiness for this century. You may be surprised and challenged by this approach to examining leader effectiveness. Come join in the sharing. Bring your favorite theory or theorist and let’s talk about L-E-A-D-E-R-S-H-I-P.
Topics will include:
Old versus New Leadership Assumptions (Signs of the Times)
Leaders of Change versus Sustainability (Organized Abandonment)
Fidelity in Feedback (Are we asking the right questions?)
Are You a 21st Century Leader? If. . .then. . .what? (Moving toward greater effectiveness)
Here are 3 simple ideas for creating and transferring knowledge:
1. Storytelling - Sharing experiences through stories makes knowledge more relatable and memorable. Stories help transfer tacit knowledge.
2. Communities of practice - Bringing people together in informal groups around common interests or tasks facilitates knowledge exchange.
3. Mentoring - Pairing less experienced individuals with more experienced mentors promotes one-on-one knowledge transfer.
In summary, focusing on people-centric and social approaches like storytelling, communities, and mentoring can help make knowledge creation and sharing more approachable.
The document discusses leveraging behavioral foundations to stimulate knowledge flow. It discusses how behavior is important to business outcomes but often difficult to effectively manage. It then provides examples of leadership styles represented by different animals ("zoo leadership styles") and encourages choosing styles appropriately. The overall message is that understanding behavior and being versatile in leadership approach can help relationships, culture and business success.
This document discusses the importance of knowledge sharing in decision-making and implementation. It covers several key topics:
1) Knowledge is the human capacity to take effective action in uncertain situations. Sharing knowledge, which can include feelings, insights, and past experiences, is more difficult than sharing information.
2) Effective knowledge sharing requires trust, respect, honesty, open dialogue, and social bonding between individuals. The brain is designed to learn through social interactions and affective attunement with others.
3) Knowledge comes from processes like awareness, understanding, creativity, and intuition. Learning occurs through the knowledge cycle of social interaction, experience, thinking, and feedback. Knowledge creation supports better decisions, problem solving, and
KM Middle East 2012 - Gurteen PresentationKMMiddleEast
The document discusses the Gurteen Knowledge Café process, which is a structured conversation method for knowledge sharing. It involves a short presentation to introduce a topic, followed by small group discussions at tables in response to a posed question. The groups then reconvene to share insights in a whole group conversation. The goal is to have an open dialogue that allows participants to emerge with new understanding and perspectives on the issue.
The document discusses competitive collaboration in the global knowledge economy. It notes that neither free trade nor protectionism alone will work and that a balance is needed. It also discusses moving from a knowledge-based to a knowledge-driven economy and the need for both protecting competitive knowledge and collaboratively sharing knowledge. Managing and leveraging knowledge, skills, learning, creativity and innovation will be key to success in this new economic environment.
KM Middle East 2012 - Bisanz Presentation KMMiddleEast
O documento lista o endereço de site www.km-me.com e o email info@km-me.com em três linhas separadas, sugerindo que estas são as informações de contato principais para a empresa ou organização.
KM Middle East 2012 - Shelley PresentationKMMiddleEast
This document discusses creating engaging participation by empowering knowledge workers. It suggests that relationships and knowledge transfer are important, as are conversations that matter and getting the knowledge management message right from the stakeholder perspective. Various exercises are presented, including using behavioral language in metaphor, keeping a reflective impact diary, and considering behavioral perspectives and their impact on collaboration. The document emphasizes starting with desired outcomes and considering why, who, what, how, when, process, tools, and people.
KM MIddle East 2012 - Collison SeminarKMMiddleEast
The seminar agenda covers assessing organizational KM capability, understanding KM tools, and developing a KM strategy. The afternoon sessions will discuss organizational learning tools like peer assists and after action reviews, capturing knowledge through assets and communities of practice, and embedding KM in organizational strategy. The document provides examples of BP's original KM framework and lessons learned process, and discusses tools for capturing and sharing knowledge within communities.
Transformational Leadership is one of the indisputable “Hot Topics” in the area of Leadership. Although the concept has been around since the early 80’s, it has really begun to catch fire in recent years. What’s all the hype about transformational leadership and how does it differ from other prominent leadership styles? Join us for our January 17 webinar and bring your “HR Speak” up-to-date. You’ll hear a clear description of the concept and how it is differentiated from other leadership styles. You’ll be able to evaluate the relevance of this leadership style for your organization, isolate leader characteristics that map to this style, and provide suggestions to your organization for developing this leadership style in your organization. You don’t want to miss this exciting discussion.
1. Traditional leadership development models are less effective in today's complex world and future models need to focus more on collaboration, emotional intelligence, and dealing with ambiguity.
2. Emerging leadership requires dealing with interdependencies, creativity, and complexity through shared and concurrent leadership instead of individual control.
3. Future leadership development will focus on social learning, mentoring, and simulations to develop skills like simplifying problems, building relationships, and challenging assumptions.
The document appears to be a presentation about scholarly publishing on the web. It discusses the current situation of publishers and libraries having websites that are not very user-friendly. It then talks about new ambitions for publishers to create websites that provide a better "Disneyland experience" for users. The presentation provides some perspectives on standards and technologies in scholarly publishing.
Rod Miller presented on best practices for institutional advancement. He emphasized that success requires having a compelling mission, focusing on older and generous constituents, and securing commitment from aligned leaders. Miller also stressed the importance of having a strong strategy, measuring processes like follow up and asks, and focusing communications on shared values and listening.
This is a presentation on the role of knowledge management in clusters' success. This presentation was hold by Tibor Gyulay, executive manager of POZITEAM, on a workshop organized at INNOSKART, one of the Hungarian innovation clusters.
ATMTL23 - Unleashing the Power of Connection to Increase People Engagement. b...Agile Montréal
People want to be part of something that is making a difference, delivering on a vision, fulfilling a social purpose, and having a positive impact on their customers. Agile invites us to innovate, experiment, explore, and learn. Through all this often we can miss the true impact we are making. I will share the top success factors I have discovered in Agile transformations around the globe that are connecting people to the goals they are striving to achieve.
The document summarizes Lyn Murnane's career journey to becoming a Knowledge Manager. It discusses her past roles at companies like Telstra and Medibank where she helped redesign intranets and knowledge management systems. Currently, Lyn works as a Knowledge Manager at IDP Education, managing a global knowledge system with over 130,000 pieces of information that supports 700 staff across 27 countries. The document also provides an overview of concepts in knowledge management and Lyn's knowledge management framework.
The document discusses knowledge mapping and its development. It defines knowledge mapping as a process of surveying, assessing and linking the information, knowledge, competencies and proficiencies within an organization. Knowledge mapping helps discover knowledge locations, ownership, value and use. It illustrates how knowledge flows throughout an organization. Organizations use knowledge mapping to identify knowledge sharing opportunities, locate expertise, and identify barriers to knowledge flow. The document discusses different types of knowledge maps including enterprise, cross-functional and process knowledge maps.
The real danger is not in failure but mediocrity. What separates the best firms from the average firms? What are the critical success factors used in the largest CPA firms that can make even the small firm thrive in this chaotic environment? You will learn about the five R's ROA (return on attention), ROL (learning), ROC (culture) and ROI, ROP (Return on People) and how you can apply them to your firm.
This is preso on High Performance CPA Firms presented on Nov 5 & 6, 2012 at the CCH User Conference
The topic includes a comparative examination of the theories espoused by acknowledged management scientist, Peter Drucker, author of Management Challenges for the 21st Century and concepts posited by Profiles International, Inc. founders, Bud Haney and Jim Sirbasku, authors of Leadership Charisma: Step by Step to Being a More Successful Charismatic Leader.
Join us for a lively discussion of theories and practical applications for enhancing leader readiness for this century. You may be surprised and challenged by this approach to examining leader effectiveness. Come join in the sharing. Bring your favorite theory or theorist and let’s talk about L-E-A-D-E-R-S-H-I-P.
Topics will include:
Old versus New Leadership Assumptions (Signs of the Times)
Leaders of Change versus Sustainability (Organized Abandonment)
Fidelity in Feedback (Are we asking the right questions?)
Are You a 21st Century Leader? If. . .then. . .what? (Moving toward greater effectiveness)
The document discusses knowledge management (KM) and strategies for effective KM. It addresses different perspectives on KM, such as KM as an ecosystem, enabling action, or integrated support system. The document also notes that KM requires change management and discusses tools for managing known and unknown information. Finally, it promotes establishing a KM community in the UAE and Middle East to continue learning and problem solving around KM issues.
This document provides an overview of Susilo Baskoro's career path and principles for success in a dynamic world. It summarizes his career moving from field engineer to HR director across various countries. It outlines five principles to understand for success: (1) change is constant, (2) encourage the heart, (3) focus on the journey, (4) learning is ongoing, and (5) build relationships. The document emphasizes adapting to changes, pursuing one's vision and interests, setting goals, ongoing learning, and networking.
This document discusses a presentation on knowledge management (KM) and its contribution to sustainable economic development in the Middle East. The presentation covers topics such as strategic and operational KM, knowledge-based and knowledge-driven economies, sustainable economic development, and moving toward a knowledge economic theory. It also references frameworks such as knowledge asset management and the four dimensions of knowledge and innovation according to the Asian Productivity Organization.
Berk is a hardworking and independent person focused on achieving long-term goals through practical solutions. He strives for efficiency and perfectionism in his work. While logical and able to solve problems creatively, he may need to improve follow-through and delegation. Berk aims to live by his own rules and ensure others are productive, which could be seen as one-sided by some. He prefers direct communication focused on truth and accuracy.
366pi Consulting provides entrepreneurship programs and consulting services. They work with educational institutions to close the gap between industry expectations and what schools deliver by bringing practical industry knowledge to students. Their programs include networking events, seminars, mentorship and business planning assistance to help build students' entrepreneurial skills and connect them with real-world opportunities.
“Your Job Search Strategy—How Can You Stand Out From the Crowd?”hcalumni
The document summarizes Mike Jeans' presentation at a Holy Cross Career Night on developing an effective job search strategy. The presentation outlines key points about maintaining a positive attitude, crafting an clear personal brand, networking effectively both online and offline, being creative in developing opportunities, getting organized through relationship tracking and time management, and having fun during the job search process. The overall message is that an active job search requires effort across multiple areas to stand out and be successful.
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The document discusses innovation hubs and strategies for getting value from R&D investments. It begins by providing context about Australia's declining commodities industry and the government's push for innovation in other sectors. It then discusses different types of innovation hubs like incubators and accelerators, providing case studies. It also addresses criticisms of innovation programs and strategies for organizational success, including the need for ambidexterity. Throughout, it emphasizes the importance of social networks, diversity, and tolerating risk and mistakes in fostering innovation.
This document discusses different perspectives on the purpose of school. It lists three potential purposes: 1) developing reading, writing and arithmetic skills for university entrance; 2) forming a network of friends and contacts; and 3) providing a safe and happy environment. It also includes charts about school climate index and academic performance. Finally, it discusses concepts like quantum knowledge physics, the A-frame of trust, and an happiness at work survey for KHDA.
The document discusses sustainable knowledge management and open innovation. It presents on global megatrends that will impact future organizations and the workforce. Knowledge management initiatives need to enable innovation to be sustainable for Industry 4.0 and future organizations. Incorporating knowledge management within an open innovation strategy is a possible solution to address these changes. The presentation provides an overview of knowledge processes, reasons for past knowledge management failures, benefits of open innovation, and a framework for implementation.
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The document discusses managing knowledge and the "why" behind decisions and processes. It addresses how knowledge management can help capture strategic rationales and tacit knowledge across multiple projects over time. Specifically, it discusses how knowledge management was used to capture customer needs and requirements at various levels of detail to help digital transformation efforts.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
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As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.