بسیاری شروع عصر پرداخت الکترونیک را دهه 50 میلادی و همزمان با صدور اولین کارت های اعتباری می دانند، اما با نگاهی دقیق به صنعت می توان فهمید که اولین پرداخت الکترونیک دنیا 50 سال پیش از آن، از طریق خطوط تلگرام و در خزانه داری آمریکا، انجام شد. در آن زمان که دولت آمریکا مبادلات بین سازمانی را نه با پول نقد و چک، بلکه با خطوط تلگرام انجام می داد، شرکت های خصوصی رؤیای وجود یک کارت به جای تمام حساب بانکی فرد را در سر می پروراندند.
در این اینفوگرافی، تحول پرداخت الکترونیک از ابتدا تا کنون با زبانی ساده به تصویر کشیده شده است.
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
بسیاری شروع عصر پرداخت الکترونیک را دهه 50 میلادی و همزمان با صدور اولین کارت های اعتباری می دانند، اما با نگاهی دقیق به صنعت می توان فهمید که اولین پرداخت الکترونیک دنیا 50 سال پیش از آن، از طریق خطوط تلگرام و در خزانه داری آمریکا، انجام شد. در آن زمان که دولت آمریکا مبادلات بین سازمانی را نه با پول نقد و چک، بلکه با خطوط تلگرام انجام می داد، شرکت های خصوصی رؤیای وجود یک کارت به جای تمام حساب بانکی فرد را در سر می پروراندند.
در این اینفوگرافی، تحول پرداخت الکترونیک از ابتدا تا کنون با زبانی ساده به تصویر کشیده شده است.
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.
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.
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 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 - 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.
KM Middle East 2012 - Collison PresentationKMMiddleEast
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 - 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.
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.
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.
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
The document discusses the KMAgile approach to developing a knowledge management (KM) framework. KMAgile focuses on rapidly delivering measurable results through carefully selected pilot projects to build KM strategy and capability. It involves three sprints over 12 weeks to plan, develop, execute and continuously refine a context-relevant KM strategy through practical application and evaluation of KM concepts. The goal is to satisfy clients with early delivery of a sustainable KM framework that can adapt to changing needs and requirements.
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.
Suliman Hawamdeh, Professor and Department Chair in the College of Information, University of North Texas, USA
KM Technologies and the Integration of Theory into Practice
KM Middle East 2015 Dr. Mohamed Abdul Aziz Al-DegheshamKMMiddleEast
Dr. Mohamed Abdul Aziz Al-Deghesham, Dean, Institute for Development and Consultation Services, Council Members of Princess Nourah bint Abdulrahman University, Kingdom of Saudi Arabia
Employing Knowledge Management Basics to build Educated System Knowledge management Practically : best practices , new ideas and proven techniques
This document provides an overview of the Information and Knowledge Management Society (iKMS) in Singapore. It discusses iKMS's mission to increase awareness and application of knowledge management practices. It also outlines iKMS's activities and initiatives over time, including an annual conference, masterclasses, and knowledge sharing events. The document advocates that knowledge management requires changes in leadership, learning, and knowledge behaviors to be fully effective at the individual, team, and organizational levels.
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.
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.
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 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 - 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.
KM Middle East 2012 - Collison PresentationKMMiddleEast
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 - 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.
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.
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.
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
The document discusses the KMAgile approach to developing a knowledge management (KM) framework. KMAgile focuses on rapidly delivering measurable results through carefully selected pilot projects to build KM strategy and capability. It involves three sprints over 12 weeks to plan, develop, execute and continuously refine a context-relevant KM strategy through practical application and evaluation of KM concepts. The goal is to satisfy clients with early delivery of a sustainable KM framework that can adapt to changing needs and requirements.
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.
Suliman Hawamdeh, Professor and Department Chair in the College of Information, University of North Texas, USA
KM Technologies and the Integration of Theory into Practice
KM Middle East 2015 Dr. Mohamed Abdul Aziz Al-DegheshamKMMiddleEast
Dr. Mohamed Abdul Aziz Al-Deghesham, Dean, Institute for Development and Consultation Services, Council Members of Princess Nourah bint Abdulrahman University, Kingdom of Saudi Arabia
Employing Knowledge Management Basics to build Educated System Knowledge management Practically : best practices , new ideas and proven techniques
This document provides an overview of the Information and Knowledge Management Society (iKMS) in Singapore. It discusses iKMS's mission to increase awareness and application of knowledge management practices. It also outlines iKMS's activities and initiatives over time, including an annual conference, masterclasses, and knowledge sharing events. The document advocates that knowledge management requires changes in leadership, learning, and knowledge behaviors to be fully effective at the individual, team, and organizational levels.
Ghada Amer, Vice President the Arab Science and Technology Foundation), Egypt
Fostering Innovation-driven Entrepreneurship in Middle East “Case Study: Arab Science and Technology Foundation”
The document discusses the transformation underway due to disruptive technologies and its implications. It notes that technologies like automation, robotics, and artificial intelligence are automating many jobs and changing the nature of work. This transformation will cause significant disruption in the workplace. However, it also discusses how a focus on "personal knowledge management" can help address this complication during the transition.
This document discusses the use of wargaming as a strategic planning and decision-making tool. It defines wargaming as a disciplined role-playing activity where key decision-makers react to events and test plans against a competitive environment. Wargaming is presented as a way to leverage existing knowledge, promote risk mitigation and organizational learning. It can involve multiple comparable games to determine the most viable options, and include rehearsal games to test plans before execution against adversarial red teams. Companies that use wargaming are said to experience a 40-55% increase in successful plan execution.
This document provides an introduction to aligning knowledge management strategies with people, processes, and technology. It begins with defining knowledge management and describing an approach that considers all three elements. The presenter then provides an overview of various knowledge management technologies and how they can address different types of knowledge and business problems. Specific technologies discussed include business intelligence, customer relationship management, learning management systems, and expertise location tools. Case studies are also mentioned.