Tham, David. (2004, Nov) "A would-be nanopreneur’s Thinkerings on Knowledge". In David Gurteen (ed.), Global Knowledge Review. London: BizMedia; pp. 6-7.
The Global Knowledge Review offered subscribers "unrivalled access to thought leaders in the fields of knowledge, learning, creativity, innovation and personal development". Each issue was designed to bring "leading edge thinking from top knowledge professionals around the world together with the latest news from the knowledge industry".Subscription to Global Knowledge Review cost £135/€140/US $170 for 10 issues per year. The Global Knowledge Review is no longer being published and this item is an archived version.
We are proud to announce our 37th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Michael Edson: Ten Patterns for Organizational ChangeMichael Edson
The document summarizes Michael Edson's presentation on ten patterns for organizational change. The presentation draws from Edson's experience over 15 years working to facilitate organizational change. Some of the key patterns discussed include the idea that the internet changes everything, the importance of having a sense of urgency around change initiatives, dealing with disruptive innovations, the role of strategy in prioritizing opportunities, issues that can arise between management and practitioners, and the concept of process maturity for evolving an organization's capabilities over time. The presentation provides frameworks and examples to help organizations navigate organizational change in the current digital environment.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Prolific is the world's first PCM (Personal Creativity Management) software platform. Founded by writer, artist and entrepreneur Scott Ginsberg, this slide deck takes you through the origin story of this revolutionary new business discipline. Try any of the 300+ tools for free at getprolific.io
The document discusses collaboration as both a process and outcome focused on people working together to create solutions. Effective collaboration requires clear vision, commitment over time, and recognizing that outcomes are driven by empowering people. New technologies are enabling transformational collaborative environments beyond cooperation as collaborative networks of people drive societies and economies.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
We are proud to announce our 37th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Michael Edson: Ten Patterns for Organizational ChangeMichael Edson
The document summarizes Michael Edson's presentation on ten patterns for organizational change. The presentation draws from Edson's experience over 15 years working to facilitate organizational change. Some of the key patterns discussed include the idea that the internet changes everything, the importance of having a sense of urgency around change initiatives, dealing with disruptive innovations, the role of strategy in prioritizing opportunities, issues that can arise between management and practitioners, and the concept of process maturity for evolving an organization's capabilities over time. The presentation provides frameworks and examples to help organizations navigate organizational change in the current digital environment.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Prolific is the world's first PCM (Personal Creativity Management) software platform. Founded by writer, artist and entrepreneur Scott Ginsberg, this slide deck takes you through the origin story of this revolutionary new business discipline. Try any of the 300+ tools for free at getprolific.io
The document discusses collaboration as both a process and outcome focused on people working together to create solutions. Effective collaboration requires clear vision, commitment over time, and recognizing that outcomes are driven by empowering people. New technologies are enabling transformational collaborative environments beyond cooperation as collaborative networks of people drive societies and economies.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
Mobile Mastery ebook - Nokia - #SmarterEverydayNokia
Mobile - being connected everywhere to everything and everyone - is the fact of modern life. It defines how we live, how we work, how we communicate and how the world runs. It is the tool we reach for first when we are faced with challenges big and small in our everyday lives.
But despite the rapid pace with which we’ve adopted it, we’re still learning the best and most effective ways to use mobile technology, how to make the most of the opportunities and how to avoid the pitfalls.
That is what mobile mastery is about – gaining the skills and knowledge we need to work with technology in a productive, efficient and beneficial way.
For more #SmarterEveryday content follow us @NokiaAtWork
Emerging Skills for L&D to Enable the Future of Workarun pradhan
Presented at DevLearn 2018, this preso examines key themes in the Future of Work, what it means for learning and augmentation, the key activities for L&D in that context and emerging skills as a result. Along the way, there are a few detours including mammoths, centaurs to kitchen sinks...
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
Collaborative Innovation: The State of EngagementDan Keldsen
The ultimate benefits of Collaborative Innovation are when Collaborative Innovation is applied at a strategic level - but are you using the tactics to make the most of Collaborative Innovation?
Last quarter the Collaborative Innovation Team surveyed over 200 thought leaders in multiple functional roles from large and small organizations distributed worldwide. The results offer some fascinating insights into the ways that collaborative innovation is and isn’t being implemented in businesses today.
With only 15% of respondents stating their organization is "very effective" at Collaborative Innovation, and a mere 35% who believe Collaborative Innovation ranks up with the core capabilities of business such as R&D, Operations, Marketing and more - we’re certainly not all masters of this space just yet.
Call it Collaborative Innovation, Enterprise 2.0, Open Innovation, Innovation Management, Hyper-Social Innovation or Social Business... are you doing it? Doing it well? Find out what we've uncovered in this sneak preview of the upcoming ebook on our research results from late 2011 to early 2012.
We are proud to announce our twentieth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Teams That Flow ebook - Nokia #SmarterEverydayNokia
Flow is the psychological description of those really satisfying occasions
at work: you’re productive, engaged, confident and operating at your full potential. When a team is in flow, it’s innovative, harmonious and productive. Being part of it improves the performance of each member. Communication is purposeful and clear. Friction is seen as an opportunity, not a personal threat. Location and time zones pose no barriers. The balance is just right, and everything flows.
This book is a guide to building a team that flows. We’re going to begin with the theory, explaining the concepts and elements you need to create flow, before moving onto the practicalities of harnessing the power of collaboration,
working alongside technology, and leading a more productive working life within any team.
The role of technology in innovation & transitionTola Odugbesan
This document discusses the role of technology in driving innovation through creativity. It defines key terms like technology, information technology, and innovation. It examines how the rise of computers and the internet fueled a rise in innovation and a love affair with innovation among the public. It discusses how businesses that embrace innovation principles tend to plan better, market better, and manage better. It also provides examples of how companies like Uber, Netflix, and Disney transitioned from creativity to innovation through strategic uses of technology. The document advocates that technology alone does not equal innovation, and the key driver of innovation is using technology to provide value to customers based on insights into their needs and problems.
A presentation for the Managing Partners’ Forum. Separating the needs of the individual and those of then organisation has always been an issue for KM and Learning. At times these needs align, sometimes they need to be reconciled and at other times they diverge, particularly when an individual moves to another organisation. The presentation looks specifically at the changing nature of organisations and the emergent power of networks and networking. Personal Knowledge Management (PKM) is a competence we must all learn in order to remain relevant to our organisation. But who ultimately “owns” the ‘corporate’ knowledge that we gather through the workplace networks we nurture and sustain, and do the organisations we work for even recognise the importance of these networks as places for continual learning, knowledge sharing and incubators for innovation?
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
We are proud to announce our twelfth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The document discusses several trends related to the changing global landscape including the rise of hyper-connectivity, increasing amounts of information, democratization of content creation, growth of self-publishing, need for connectivity, skills gaps, development of abilities, importance of creativity and stories, failure and habits. Key themes are the need to constantly learn and adapt skills, think differently, develop a competitive advantage and stand out as average is over in today's world.
We are proud to announce our 35th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
We are proud to announce our twenty-sixth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our eighteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-second Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Leadership & Technology presenation to the Baltimore County Pubic Schools - Office of Fiscal Services Featuring Insights to Action, Social Media, Mindmanager, XBRL.
(Collaboration) Stop Pushing, Get Your Team to Pull!Dan Keldsen
This document summarizes a webinar on strategies for increasing user engagement and adoption of collaboration platforms. It discusses establishing a strategy involving pre-engagement, rollout, and re-engagement phases. It also covers understanding the 3Cs of content, context, and community and using techniques from marketing, gaming, and design to build engagement loops. The webinar provided war stories of failed collaborations and success stories of highly engaged users. It emphasized focusing on engagement after launch rather than just during rollout.
Este documento discute a origem e evolução da contabilidade desde os primeiros registros na Antiguidade até o sistema de partidas dobradas. Apresenta os objetivos da contabilidade, quais seus principais usuários e características qualitativas das demonstrações contábeis. Explica conceitos como ativo, passivo, patrimônio líquido, receitas, despesas, perdas e ganhos.
This document provides an overview of project management fundamentals and how VCU has established a Project Management Office (PMO) and methodology to meet requirements under the Restructured Higher Education Financial and Administrative Operations Act Tier 3. Key points covered include:
- The phases of project management including initiation, planning, execution, control, and closeout.
- VCU's PMO was created to ensure best practices are followed and provide governance over project submission, selection, and prioritization.
- A task force developed VCU's project management methodology by researching best practices and requirements for managing projects and IT.
- Projects are classified based on complexity, budget, time, and resources to determine management approach.
Mobile Mastery ebook - Nokia - #SmarterEverydayNokia
Mobile - being connected everywhere to everything and everyone - is the fact of modern life. It defines how we live, how we work, how we communicate and how the world runs. It is the tool we reach for first when we are faced with challenges big and small in our everyday lives.
But despite the rapid pace with which we’ve adopted it, we’re still learning the best and most effective ways to use mobile technology, how to make the most of the opportunities and how to avoid the pitfalls.
That is what mobile mastery is about – gaining the skills and knowledge we need to work with technology in a productive, efficient and beneficial way.
For more #SmarterEveryday content follow us @NokiaAtWork
Emerging Skills for L&D to Enable the Future of Workarun pradhan
Presented at DevLearn 2018, this preso examines key themes in the Future of Work, what it means for learning and augmentation, the key activities for L&D in that context and emerging skills as a result. Along the way, there are a few detours including mammoths, centaurs to kitchen sinks...
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
Collaborative Innovation: The State of EngagementDan Keldsen
The ultimate benefits of Collaborative Innovation are when Collaborative Innovation is applied at a strategic level - but are you using the tactics to make the most of Collaborative Innovation?
Last quarter the Collaborative Innovation Team surveyed over 200 thought leaders in multiple functional roles from large and small organizations distributed worldwide. The results offer some fascinating insights into the ways that collaborative innovation is and isn’t being implemented in businesses today.
With only 15% of respondents stating their organization is "very effective" at Collaborative Innovation, and a mere 35% who believe Collaborative Innovation ranks up with the core capabilities of business such as R&D, Operations, Marketing and more - we’re certainly not all masters of this space just yet.
Call it Collaborative Innovation, Enterprise 2.0, Open Innovation, Innovation Management, Hyper-Social Innovation or Social Business... are you doing it? Doing it well? Find out what we've uncovered in this sneak preview of the upcoming ebook on our research results from late 2011 to early 2012.
We are proud to announce our twentieth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Teams That Flow ebook - Nokia #SmarterEverydayNokia
Flow is the psychological description of those really satisfying occasions
at work: you’re productive, engaged, confident and operating at your full potential. When a team is in flow, it’s innovative, harmonious and productive. Being part of it improves the performance of each member. Communication is purposeful and clear. Friction is seen as an opportunity, not a personal threat. Location and time zones pose no barriers. The balance is just right, and everything flows.
This book is a guide to building a team that flows. We’re going to begin with the theory, explaining the concepts and elements you need to create flow, before moving onto the practicalities of harnessing the power of collaboration,
working alongside technology, and leading a more productive working life within any team.
The role of technology in innovation & transitionTola Odugbesan
This document discusses the role of technology in driving innovation through creativity. It defines key terms like technology, information technology, and innovation. It examines how the rise of computers and the internet fueled a rise in innovation and a love affair with innovation among the public. It discusses how businesses that embrace innovation principles tend to plan better, market better, and manage better. It also provides examples of how companies like Uber, Netflix, and Disney transitioned from creativity to innovation through strategic uses of technology. The document advocates that technology alone does not equal innovation, and the key driver of innovation is using technology to provide value to customers based on insights into their needs and problems.
A presentation for the Managing Partners’ Forum. Separating the needs of the individual and those of then organisation has always been an issue for KM and Learning. At times these needs align, sometimes they need to be reconciled and at other times they diverge, particularly when an individual moves to another organisation. The presentation looks specifically at the changing nature of organisations and the emergent power of networks and networking. Personal Knowledge Management (PKM) is a competence we must all learn in order to remain relevant to our organisation. But who ultimately “owns” the ‘corporate’ knowledge that we gather through the workplace networks we nurture and sustain, and do the organisations we work for even recognise the importance of these networks as places for continual learning, knowledge sharing and incubators for innovation?
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
We are proud to announce our twelfth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The document discusses several trends related to the changing global landscape including the rise of hyper-connectivity, increasing amounts of information, democratization of content creation, growth of self-publishing, need for connectivity, skills gaps, development of abilities, importance of creativity and stories, failure and habits. Key themes are the need to constantly learn and adapt skills, think differently, develop a competitive advantage and stand out as average is over in today's world.
We are proud to announce our 35th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
We are proud to announce our twenty-sixth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our eighteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-second Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Leadership & Technology presenation to the Baltimore County Pubic Schools - Office of Fiscal Services Featuring Insights to Action, Social Media, Mindmanager, XBRL.
(Collaboration) Stop Pushing, Get Your Team to Pull!Dan Keldsen
This document summarizes a webinar on strategies for increasing user engagement and adoption of collaboration platforms. It discusses establishing a strategy involving pre-engagement, rollout, and re-engagement phases. It also covers understanding the 3Cs of content, context, and community and using techniques from marketing, gaming, and design to build engagement loops. The webinar provided war stories of failed collaborations and success stories of highly engaged users. It emphasized focusing on engagement after launch rather than just during rollout.
Este documento discute a origem e evolução da contabilidade desde os primeiros registros na Antiguidade até o sistema de partidas dobradas. Apresenta os objetivos da contabilidade, quais seus principais usuários e características qualitativas das demonstrações contábeis. Explica conceitos como ativo, passivo, patrimônio líquido, receitas, despesas, perdas e ganhos.
This document provides an overview of project management fundamentals and how VCU has established a Project Management Office (PMO) and methodology to meet requirements under the Restructured Higher Education Financial and Administrative Operations Act Tier 3. Key points covered include:
- The phases of project management including initiation, planning, execution, control, and closeout.
- VCU's PMO was created to ensure best practices are followed and provide governance over project submission, selection, and prioritization.
- A task force developed VCU's project management methodology by researching best practices and requirements for managing projects and IT.
- Projects are classified based on complexity, budget, time, and resources to determine management approach.
Zero Visibility: Critcality of Centralized Log Management - v1asherad
This document discusses the criticality of centralized logging for IT security. It outlines how attacks have evolved from nuisances targeting technical issues to targeting businesses and individuals for money. Compliance regulations now require extensive logging and retention of logs for proof of security and auditing. However, most current IT infrastructures lack centralized logging, making it difficult to meet compliance requirements or perform forensic investigations of security incidents. Potential solutions involve implementing centralized log management to address business objectives around compliance, security operations, and IT operations.
Catherine Durgin graduated from Appalachian State University with a Bachelor of Arts in Communication and a minor in Religion. She has experience as an after school mentor and site director for elementary schools. She is certified in CPR/First Aid and other childcare trainings. Durgin wants to teach to inspire and care for students, helping them realize their potential. She believes children have imagination and goodness that can inspire others. As a teacher, she promises to care about students, lift them up, and be their cheerleader.
The document discusses the definition and purpose of human resource development (HRD). It explores different perspectives on what HRD is and how it relates to areas like training, education, and development. The document also examines common approaches to defining HRD, such as viewing it as a process of developing human expertise or as activities that improve individual, group, and organizational effectiveness.
The document provides an overview of the Saguenay-St. Lawrence Marine Park in Canada. It discusses the park's objectives to conserve biodiversity and ecosystems while allowing sustainable human uses. The park covers 1,245 square kilometers and protects three main ecosystems. It also discusses the history of the park's creation and management challenges related to human activities and climate change on the beluga whale populations in the park.
BusinessXpress CRM is a full-featured customer relationship management suite that helps businesses of all sizes manage marketing, sales, and customer service. It provides tools to generate marketing leads, close sales faster, and deliver responsive customer support. BusinessXpress CRM can be deployed both on-premise or in the cloud, giving customers flexibility to choose the option that best fits their needs. It works seamlessly with other Cultivate Solutions products and is designed to streamline business processes.
The document discusses dictionaries and different data structures used to implement them efficiently, including hashing. Dictionaries store key-value pairs and support fast retrieval of elements using keys. Hashing is described as an efficient solution to implement dictionaries, where keys are mapped to table slots using a hash function. Hashing provides expected O(1) time for search, insert and delete operations when the load factor is a constant. Collision resolution using chaining is explained, where elements hash to the same slot are stored in a linked list.
This document contains congratulatory messages and advice for the class of 2010. It lists the names of class members and quotes encouraging them to work hard toward their goals, cherish memories, and enjoy life. The teacher signs off by wishing the students a wonderful future and offering continued support.
This document does not contain any meaningful information to summarize. It consists only of blank lines and the word "FIN" at the end, which provides no context. Therefore, no accurate 3 sentence summary can be generated from the given text.
This document discusses how social media has transformed the public sphere and empowered citizens during times of political upheaval. It argues that the right questions to ask are how connectivity infrastructure and the public sphere have changed, not whether social media or offline actions were responsible for revolutions. When online and offline integrate through an "augmented world", death videos and crowd-sourced logistics can spread information and overcome censorship. Still, lasting change depends on integrating online and offline participation into a resilient ecology. Governments relying on information control may face challenges from more accountable and participatory networks.
Disk-based data structures are needed to store large datasets that exceed main memory capacity. Hard disks allow large storage but have slow random access. B-trees address this by storing data in pages that can be read sequentially, keeping the tree shallow. Keys in B-tree nodes separate the ranges of keys in subtrees, and nodes have between t-1 and 2t-1 keys. Operations on B-trees like search, insert, and delete involve reading and writing nodes to disk and splitting or merging nodes as needed to maintain the B-tree properties.
The document discusses topics related to surveying terrain for microwave transmissions, including:
1. It describes map representations and how to determine geographic coordinates and altitude from maps.
2. It explains concepts of line-of-sight propagation and how terrain profiles are used to determine signal propagation and clearance between points.
3. Factors that influence microwave signals traversing the atmosphere like refraction, reflection, and diffraction are outlined.
4. Guidelines for ensuring sufficient clearance of transmission paths based on the Fresnel zone are provided.
Charter of demands -From the Resident's of Dwarka,Delhi Sub cityMadhukar Varshney
This document outlines a charter of demands from residents of Dwarka Sub-City in Delhi. It requests action on key issues including water supply, building a hospital, improving sanitation and toilets, establishing vegetable markets, better garbage disposal, reducing pollution, improving transportation and traffic management, developing arts/culture centers, and strengthening liaisons with the Delhi Development Authority and other bodies. The 18 items in the charter cover priorities such as providing adequate water supply, expediting construction of a planned super specialty hospital, building more toilets and trash bins, creating vegetable/fruit markets, and enhancing public transportation within Dwarka Sub-City.
Twitter is the second largest social network with more than 200,000,000 registered members, but many business owners don't know how to use it as marketing tool for their business. Twitter has many practical business applications and the potential to bring a solid return on investment. Join us for this webinar to discover how companies of all sizes and industries are incorporating Twitter into their overall marketing plan to achieve their business goals.
Technology as a Cultural Practice - UX AustraliaRachel Hinman
How do you design a mobile money service for people in rural Uganda who’ve never had a bank account? How do you test the usability of a mobile phone’s address book for users in rural India who’ve never had an address… yet alone an analog address book?
As cheap PCs and inexpensive mobile phones flood the global market, usability and user experience professionals will encounter more and more questions like these – questions that challenge not only our research tools and methodologies, but our fundamental assumptions about how people engage with technology. In this talk, Rachel will share insights she’s gained through creating experiences that must scale across vastly different cultures. She’ll share her thoughts on the challenges and opportunities designing for global markets will present to the user experience industry in the years to come.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
20210727-Technoprenuership-EntreprenuershipDev.ppsxSuman Garai
This PowerPoint presentation explores technopreneurship, its importance in today's society, and the steps to becoming a successful technopreneur. It showcases successful technopreneurs, examines the key characteristics that make them successful, and covers the process of developing a technology-based business idea. The presentation also discusses the potential of technopreneurship to drive economic growth and innovation. This presentation is aimed at entrepreneurs, business students, and technology enthusiasts seeking to learn about technopreneurship and the opportunities it presents for those interested in using technology to create and grow new businesses.
Smart Use of Social Media in RecruitmentGareth Jones
This document discusses the importance and benefits of using social media for recruitment. It makes three key points:
1) Social media is not a fad and will continue growing in importance, so companies need to embrace it fully. Conversation is becoming the new currency.
2) Social media should be used internally as well as externally. Failing to do so will limit its effectiveness for recruitment and brand.
3) Big changes are coming to recruitment as it integrates more with social media and communities. Recruiters will need to shift focus from driving applicants to community growth and management.
This document discusses what creative organizations do to foster innovation and creativity within their culture. It provides examples of the most innovative companies according to Forbes and looks at factors like how much money companies spend on R&D. The key aspects that creative organizations encourage are experimentation, failure tolerance, autonomy for employees, flat hierarchies, and trust in creative processes. Case studies of companies like Pixar, IDEO and Anthem illustrate how they have created environments where new ideas can flourish. Managers must protect new ideas, engage staff in contributing, and make it safe to take risks in order to cultivate a culture of creativity.
Opportunity formation, stakeholder management and the role of personal and bu...Mario Morello
An exploration into the notions of opportunity formation, networks and stakeholder management in moderate and extreme digital entrepreneurship.
Share this presentation if you liked it and get in touch with any suggestions to continue, expand and evolve the research exploringdigital@gmail.com
Full presentation can be found here http://bit.ly/digitalentrepreneurship-full
The document discusses knowledge workers and their retention in organizations. It notes that knowledge workers are valuable assets for companies due to their skills and experience. However, retaining knowledgeable employees is a major challenge for organizations. The summary suggests that management needs to develop new strategies to keep experienced and talented knowledge workers from leaving their jobs. Effective retention of knowledge workers is important for organizational success.
Are your social media efforts delivering real, tangible results while paying for themselves? Social media judo is born out of the philosophy of successes we have had creating programs using minimal client effort and achieving maximum results. This is exactly why social media works for marketing and why it drives ROI and is hyper-effective when done correctly. Social media and the resulting effect on all of us are driven by the momentum of real influencers working to inform and educate other buyers. Your job is to find a way to tap into this momentum and help propel your company to be greater than the sum of its parts. Social media judo will show how to do just that as well as how to create your own "judo moves" that will increase sales
The document discusses open innovation and the use of social media to connect partners and generate more ideas. It argues that social media can drive virtual interaction and involvement to help innovation efforts. Some key points made include that social media allows companies to identify and interact with innovation partners, generate more ideas faster, and get market and competitor insights. The document also provides advice on developing a social media strategy for innovation, including identifying a focus area, setting up platforms and channels, becoming a curator to share content, and iterating based on tracking and improving efforts over time.
The document discusses a study conducted by Jack Morton Worldwide on creativity in business. Some key findings from the study include:
- While most employees believe creativity is important for business success, there is a gap between this belief and leadership support for creative thinking in companies.
- Creative thinking benefits businesses through innovation, growth, and attracting and retaining talent, yet many companies do not actively create environments to support it.
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A would-be nanopreneur's Thinkerings on Knowledge
1. I was once asked at a conference to define a knowledge
worker.Istartedbydrawingthedistinctionbetweenmanual
work,informationworkandknowledgework.Manualwork
was done mainly with the hands. It could be highly skilled
but it was often repetitious and gave little scope for the
manual worker to take the initiative and work differently.
I argued something similar for the information worker –
the manual element had gone but many information
orientedjobs,althoughskilledwereprocessdriven.People
tended to be limited in their creativity by the demands of
the process. And then knowledge workers, it seemed to
me, had the most freedom – they got to decide to some
extent what they actually did and to a larger degree how
they did it.
At KM Asia last year, Tom Stewart gave his definition of
a knowledge worker that was pretty close to my own of
a few years before – “Someone who gets to chose what
he or she does in his or her job each morning”
But for me, today, this is still not sufficient. Another
person who has influenced my views on knowledge work
is Michael Schrage – a few years go he said this in an
interview with CIO Magazine:
“I think “knowledge management” is a bullshit issue. Let
me tell you why. I can give you perfect information, I can
give you perfect knowledge and it won’t change your
behaviour one iota. People choose not to change their
behaviour because the culture and the imperatives of the
organizationmakeittoodifficulttoactupontheknowledge.
Knowledge is not the power. Power is power. The ability
to act on knowledge is power. Most people in most
organizationsdonothavetheabilitytoactontheknowledge
they possess. End of story.”
The point here is that ‘the ability to act on knowledge
is power’ which leads to my own definition of a
knowledge worker:
“Knowledge workers are those people who have taken
responsibility for their work lives. They continually strive
to understand the world about them and modify their
work practices and behaviors to better meet their
personal and organizational objectives. No one tells them
what to do. They do not take “No” for an answer. They are
self motivated.”
Thekeyisabouttakingresponsibility.Tomymindknowledge
workerscannotbecoerced,bribed,manipulatedorrewarded
andnoamountofmoneyorfancytechnologywill‘incentivize’
themtodoabetterjob.Knowledgeworkersseethebenefits
of working differently for themselves. They are not ‘wage
slaves’ – they take responsibility for their work including
the whole and drive improvement.
What I like about this definition is that it is independent
of your type of work – you can do predominately manual,
information or knowledge work in my original sense and
still be a ‘knowledge worker’.
So a question for you – to what extent do you think
you are a knowledge worker by this definition?
David Gurteen
REVIEWKGLOBALKNOWLEDGE
G
Taking responsibility for your work
IN THIS ISSUE
GLOBAL KNOWLEDGE REVIEW November 2004
Appreciating the invisible 2
A puzzling question 3
Stop selling the
100% solution to experts 4
Transparency rules, OK? 5
A would-be nanopreneur’s
Thinkerings on Knowledge 6
Why creative thinking
shouldn’t be left to chance 8
Making learning as
effective as possible 10
Who is hiring KM
professionals in Asia? 11
Tapping into the wisdom
of crowds 12
Briefing 14
The MORE WITH MORE
imperative 15
TFPL page 14
Businesses fail to
share information 17
Dealing with an
unhelpful culture
This issue sees the return of some contributors
and the introduction of some others, who we
hope and trust will soon become familiar.
We are sure that you will enjoy all the
articles and doubtless some will resonate with
you more than others. Perhaps if I had one
article which really struck a chord with me it
was Victor Newman’s not invented here (NIH).
Victor is an old friend and one of the most
innovativethinkersonknowledgemanagement
over the last decade.
I am sure we have all been victims of a NIH
culture–sometimesfromanindividual,maybe
even from a whole department or culture. You
suggest something and you know you can
forget any chance of the notion being taken
on board.
So do do you overcome NIH? According to
Newman timing is everything. Anyone who
wants to break down a NIH culture should not
demolish the delicate relationship capital
built up by making a frontal assault. You have
to bide your time, introduce ideas slowly and
give people space to get use to new ideas.
Peter Williams
KG
2. 6 • Global Knowledge Review November 2004 www.globalknowledgereview.com
As a young seeker of knowledge, I began my career more
than a decade ago as a radio producer’s assistant who
quickly learnt that the most malleable thing on earth was
the human imagination.
Combiningwords,musicandothersoundbites,radiohas
an endearing quality that has enabled it to withstand
competition for audiences from other mass media greats
such as television and the internet, and co-exist in
symbiosiswiththem.Thisendearingqualityisradio’sability
tocreatelimitlessvisualisationsinthemindsofitsaudience
throughnarrativesanddescriptions–toimaginepossibilities
of what might have been; what is taking place right now;
and what could happen in the future. Often, one word is
all that is needed to signify an idea or vision.
NanoKnowledge is just such a word. NanoKnowledge is
notaboutnanotechnologyalone.Nanotechnologymaybe
asprawlingideathatcutsacrosssomanydisciplines,including
engineering,physics,chemistry,biology,andmaterialsscience.
The concept is that by manipulating matter at the
molecularlevel,literallyre-arrangingatomsandmolecules,
youcancreatenewmaterialsandproductswithextraordinary
properties e.g. fibres stronger than steel yet at a fraction of
itsweight,chemicaldetectorsthatcansenseatracemolecule
of a toxic gas, precision-guided “smart” drugs, and
computer memory chips 1,000 times more powerful than
any in existence today.
Ontheotherhand,nanoKnowledgeisaboutthebuilding
blocks of knowledge that help us visualise and make sense
of ‘the bigger picture’. It’s about learning – where we are
able to take bits of knowledge, form them together and
create amazing things from what began as a single idea.
NanoKnowledge looks beyond the technology, to the
source of the dynamic know-how – people – which gave
birth to new notions, like nanotechnology.
The concept of nanoKnowledge is actually quite simple:
bystimulatingcontinuouslearninganddevelopmentamong
individualsinanorganisation’sworkforcethroughnewand
innovative ways, people create new ideas, products and
services–wecallthis“innovation”–thatbecomethebuilding
blocks for that organisation’s success and future.
ProponentsofR&Dtechnologysaythatnanotechnology
may give rise to the next industrial revolution, but before
that happens, nanoKnowledge will bring about a learning
revolution.
Sounds like a plug? Think again.
DrMihailRoco,SeniorAdvisorforNanotechnologyatthe
National Science Foundation in the US, estimated that by
2015, the global market for nanotech-based products will
reach US$1 trillion and employ some 800,000 workers in
the US and two million worldwide.
Harvard Business Review’s senior editor Gardiner Morse
wrotethatnanotechnologieswilleventually“disrupt,transform,
and create whole industries”. The question isn’t “whether
your industry will be affected”, but “when and how”.
Sowhycan’tnanoKnowledgehaveasimilarimpactbeyond
the technology arena?
Deciding to set up nanoKnowledge as my very own firm
was a big leap forward for me, having worked for the most
part of my career for multi-national corporations, start-up
entrepreneurs and even the Singapore government. In
Singapore, entrepreneurs are a rare breed indeed, not to
mention the ones who make it without any financial help
fromtheSingaporegovernmentorotherrelatedassociation.
I recall my first adventure in knowledge management as
a knowledge manager for a Singapore-based international
hotel and resorts company which at the time managed
some 38 properties in 17 locations around the world.
The company had set up a Knowledge Centre facility,
which was unique given the nature of the company, and
hadhiredmetoimplementaglobalintranet-basedknowledge
management system. Here is an excerpt from my personal
journal one week after I first joined the company. No real
names are used here and I have changed the company’s
name to “Company X” (see Figure on next page):
Three years on (and one CEO later), I decided it was time
toleavemycushyjobatcompanyXtoventureonmyown.
Thus nanoKnowledge – my very own consultancy firm –
was born. But not before I had been tasked with putting in
A would-be nanopreneur’s
Thinkerings on Knowledge
David C Tham
FOUNDER
NANOKNOWLEDGE
David specializes in corporate
communications, human capital
development and knowledge
management consultancy. His diverse
experience in HR and communication
has made him one of Asia's preferred
strategists for implementing human
capital and knowledge management
initiatives using practical, cost-
effective means.
Soft assets matter most today. Ideas. People. Teamwork.
Communities. Passion. Values and knowledge. That is what
Alan Webber, editor, Fast Company reckons. David agrees.
Singapore
3. place a million dollar new intranet system and spent many
longhoursandheadaches(arrgh!)tryingtoconvince(read:
“change manage”) the management of company X that
knowledgemanagementwasthewayforwardandthatKM
is not just about technology but about people and what
impassions them to come together, share and innovate the
ideas they have in their minds.
Peter Drucker in Managing in a Time of Great Change
wrotethat“Knowledgehasbecomethekeyeconomicresource
and dominant – and perhaps even the only – source of
competitive advantage”. Yet, competitive advantage is not
only the sum of the intellectual parts of an enterprise; it is
the speed of summation, which is referred to as “return on
time”. Through nanoKnowledge, I envisage a revolution in
the way we look to knowledge for competitive advantage
that goes beyond technology and products.
In a knowledge-based economy, nanoKnowledge
signifies the critical element of business strategy that will
allow organisations to accelerate the rate at which they
handle new market challenges and opportunities. It does
so by leveraging its most precious resources – collective
know-how, talent and experience.
NanoKnowledge is, however, not altogether a simple
issue. Nanotechnologists will, of course, claim it as their
own.Butitisnotatechnology,althoughtechnologyshould
be positioned to facilitate it. It is not a directive, although
strategic leadership is imperative. It is not a business
strategy,althoughonealignedwiththefundamentalprinciples
of knowledge management must exist. NanoKnowledge is
based on the premise that an organisation is able to take
stock in its greatest, most valuable yet individualistic
organisation asset, namely, its People.
It is within this framework that organisations must first
be able to challenge age-old adages by no longer relying
on core products but on core competencies. That is where
the competition really begins. The organisation that can
harness its nanoKnowledge is the organisation that truly
understands Success in a Time of Great Change.
And then can we appreciate Rudyard Kipling who wrote:
“They copied all that could follow but they couldn’t copy
my mind, and I left ’em sweating and stealing a year and a
half behind.” At the very least, if you haven’t been
thinkering with nanoKnowledge, it may be time for you to
find out how now.
www.globalknowledgereview.com Global Knowledge Review November 2004 • 7
KG
Singapore
Personal Notes on Company X’s organisational knowledge culture (c. Aug 2001)
Day 1:
Wow! It’s my first day. But none of the managerial staff think that orientating new staff, even a fellow manager and
colleague, is important. A junior executive (management support staff) apologises and takes the initiative to show me
around. I don’t even have an idea of what my CEO looks like other than that he isn’t Asian and that he has a pot belly
like Santa. There are so many people to meet in the corporate office alone. All of a sudden I’m so not looking forward to
having to know all the names of the general managers of the properties that are based overseas.
Day 2:
It seems there is a lack of corporate vision among some managerial staff. There is a tendency towards self-importance
among senior (i.e. veteran) staff and this hinders the learning ability of newer staff who would be more effective to the
company if they were able to attain or surpass the knowledge level of the former in a shorter time. There is a lack of an
effective communication network and knowledge resource pool among managers due to the size of the organisation,
and this can create unnecessary delays in inter-departmental information exchanges.
Day 3:
Staff do not appear to be well-trained in effective time management habits and each person appears to have his/her own
compass direction, i.e. pre-occupied with the burden of accomplishing his/her own work rather than working together
asateamtoaccomplishthecompany’sobjectives.Thus,thereisoftenalackofco-ordinationwhenmeetingsarearranged:
e.g.certainstaffmembersmayarrivelateforadepartmentmeetingbecausetheyareattendingtoseeminglymoreurgent
and important matters, even though sufficient notice was given in advance for the meeting. Staff who do turn up early
or on time for meetings end up waiting and valuable work time is lost in small but incremental quantity. This in turn may
adversely affect the morale and enthusiasm of these staff who do make an effort to come early or are punctual. If left
unchecked, such a cycle may leave an undesirable impact on organisational culture. Worse still, if staff come early or on
time only because of the rank or seniority of the meeting’s proposer – this results in attendance to “please and appease”
the boss rather than attendance to obtain/share the information necessary to improving overall work performance. The
lack of co-ordination may be due to the lack of communication of meeting agenda. Hence staff are not able to prioritise
the meeting activity above their other activities.
Day 4:
There is a high level of adherence to administrative “paperwork”. As a result, valuable time can be spent searching for
required information from filing cabinets. Despite the general adherence to documentation, there are signs that certain
departmentsmaylacksystematicdocumentation,e.g.theuseofcompanyX’sintranetsystemispresentlycrippledbecause
not enough staff usernames and passwords have been released to create an online community among the staff and
generate web traffic. There is also no uniform system of indexing between departments and throughout the company.
Furthermore, there is no obvious tagging system for existing and new information incorporated into the intranet.
Day 5:
Presently, most, if not all, of company X’s computer workstations use the Microsoft Windows 95 version 4 Operating
System. Windows 95 is documented to have a high tendency to crash thereby causing the loss of data and incurring
additional cost for data recovery and/or troubleshooting. The impetus to harness information technology has obviously
not been very strong within the company and it is currently vastly under-utilised. I do not have sufficient information at
the current time to identify the reason for the lack of Operating System upgrades since 1995.
KG
4. Businesses fail to share information
Survey highlights the need for more efficient document
management in the workplace.
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REVIEW
K
GLOBALKNOWLEDGE
G
Businesses are failing to share
information because they are not
effectively implementing company-
wide document management
systems, a survey by Ricoh has
revealed.
Endpiece
Of the 503 participants involved in the survey, 59% had
accesstodocumentationonacompany-widelevel,whilst
34% only had access on a branch or departmental level
and 6% had no access at all to information, indicating
that many businesses are not realising the full benefits of
an integrated document management infrastructure.
Ricoh says that by failing to standardise on a single
document management system throughout the business,
companies are effectively limiting information sharing. It
claims that interoperability is essential for organisations
to communicate effectively both within and between
departments, branches and divisions.
Without the means to control information across the
whole business, the sharing and retrieval of documents is
made complicated, and that could ultimately reduce
employee productivity and weaken the company's
competitive advantage.
A quarter of respondents indicated that their primary
source of documentation was electronic. The remaining
three quarters still relied on paper or a combination of
both methods, suggesting that many organisations are
stilldependentoninefficientandtime-consumingmethods
of storing, managing and viewing documents.
The survey analysis concludes: "Changes to working
practices have increased the demand for real-time access
toinformation.Withoutputtinginplacesystemsthatcan
adequately respond to these demands, companies will
find themselves left behind by their more forward
thinking competitors."