This is the presentation given by Stephanie Barnes at Knowledge Workers Toronto (KWT) on Aug 2, 2011. It is based on her Ark Group report, "Aligning People, Process, and Technology in Knowledge Management" published in May 2011.
Aligning people process and technology in km sikm presentationStephanie Barnes
This document provides an overview of aligning people, process, and technology in knowledge management. It discusses the consultant's approach to knowledge management, which focuses on connecting people to the knowledge they need. It outlines a roadmap for developing a knowledge management program including analyzing needs, selecting technologies, implementation, and evolution. The document then reviews categories of knowledge management technologies and provides case studies on implementing different technologies.
Knowledge Management framework in ITES/BPO IndustryVishal Singh
Infosys BPO, a business process outsourcing subsidiary of Infosys, has established a knowledge management framework to reduce costs and improve processes. The framework focuses on organizational culture and leadership, infrastructure and technology, and measuring outcomes. Infosys BPO employs over 33,000 people across multiple countries and encourages knowledge sharing through communities, training, and linking performance to participation in the knowledge management program. The framework utilizes knowledge objects like spreadsheets and customer recordings stored in repositories to document resolutions and improve future customer service.
Push Pull KMS - Knowledge Management SystemsEPPIC Inc.
This document discusses a presentation on performance-based knowledge management systems (KMS) using a push-pull approach. The presentation will describe how instructional systems design (ISD) methods are used to populate a KMS with knowledge products that are pushed to high-impact processes and audiences or stored for users to pull. It will also outline a four-stage implementation plan and business case for a performance-based KMS.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
The document discusses knowledge management and its types, processes, and challenges. It describes two types of knowledge - explicit knowledge which is visible and available formally, and tacit knowledge which is invisible and confined to people's minds. Knowledge management involves capturing expertise, sharing knowledge, and applying it to help organizations. Some key challenges are changing culture to promote sharing, assessing knowledge value, and implementing knowledge strategies.
The document discusses various methods for measuring knowledge management (KM), including benchmarking, the balanced scorecard, and the house of quality. It describes benchmarking as comparing an organization's KM processes to those of industry leaders to identify best practices. The balanced scorecard is presented as a framework that translates an organization's strategy into performance indicators across four dimensions: financial, customer, internal processes, and learning and growth. The house of quality is described as a tool to show connections between customer requirements, product/service quality characteristics, and internal business processes.
Aligning people process and technology in km sikm presentationStephanie Barnes
This document provides an overview of aligning people, process, and technology in knowledge management. It discusses the consultant's approach to knowledge management, which focuses on connecting people to the knowledge they need. It outlines a roadmap for developing a knowledge management program including analyzing needs, selecting technologies, implementation, and evolution. The document then reviews categories of knowledge management technologies and provides case studies on implementing different technologies.
Knowledge Management framework in ITES/BPO IndustryVishal Singh
Infosys BPO, a business process outsourcing subsidiary of Infosys, has established a knowledge management framework to reduce costs and improve processes. The framework focuses on organizational culture and leadership, infrastructure and technology, and measuring outcomes. Infosys BPO employs over 33,000 people across multiple countries and encourages knowledge sharing through communities, training, and linking performance to participation in the knowledge management program. The framework utilizes knowledge objects like spreadsheets and customer recordings stored in repositories to document resolutions and improve future customer service.
Push Pull KMS - Knowledge Management SystemsEPPIC Inc.
This document discusses a presentation on performance-based knowledge management systems (KMS) using a push-pull approach. The presentation will describe how instructional systems design (ISD) methods are used to populate a KMS with knowledge products that are pushed to high-impact processes and audiences or stored for users to pull. It will also outline a four-stage implementation plan and business case for a performance-based KMS.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
The document discusses knowledge management and its types, processes, and challenges. It describes two types of knowledge - explicit knowledge which is visible and available formally, and tacit knowledge which is invisible and confined to people's minds. Knowledge management involves capturing expertise, sharing knowledge, and applying it to help organizations. Some key challenges are changing culture to promote sharing, assessing knowledge value, and implementing knowledge strategies.
The document discusses various methods for measuring knowledge management (KM), including benchmarking, the balanced scorecard, and the house of quality. It describes benchmarking as comparing an organization's KM processes to those of industry leaders to identify best practices. The balanced scorecard is presented as a framework that translates an organization's strategy into performance indicators across four dimensions: financial, customer, internal processes, and learning and growth. The house of quality is described as a tool to show connections between customer requirements, product/service quality characteristics, and internal business processes.
This document discusses knowledge management concepts including organizational knowledge types (social, axiomatic, organizational knowledge capital), Nonaka's model of knowledge creation and transformation (socialization, externalization, combination, internalization), and knowledge mapping techniques. It describes organizational network analysis as a methodology to map knowledge networks and uncover interactions within and across organizational boundaries. Core issues in knowledge management implementations and benefits of knowledge mapping for organizations are also summarized.
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
This document summarizes the results of a quantitative study on knowledge management practices in large Finnish companies carried out in 2014. It finds that strategy-based knowledge and competence development to reach targets was the most important function of knowledge management. While knowledge management systems have stabilized in some functions, internal knowledge utilization remains inefficient. The document also compares the results to a similar 2002 survey, noting both improvements like increased productivity, as well as ongoing challenges like underutilization of technology and knowledge loss when employees leave.
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
This document discusses knowledge management (KM). It defines KM as efforts to increase useful knowledge within an organization, such as by encouraging communication and knowledge sharing. The document outlines different types of knowledge, KM processes, tools and technologies used by Ford, advantages of KM, and barriers to effective KM like lack of top management commitment, technological infrastructure, and organizational culture that supports knowledge sharing. It presents an interpretive structural modeling analysis of the relationships between various KM barriers.
The document discusses the role of human resources and training teams in institutionalizing knowledge management in organizations. It defines knowledge management as capturing, distributing, and using knowledge effectively. The central theme is leveraging existing knowledge resources so people reuse best practices rather than reinventing processes. HR can help by focusing on collaborative teams, corporate education, developing a knowledge sharing culture, and making knowledge management part of training programs.
The document discusses knowledge management and its importance for organizational success. It describes how knowledge management can help organizations bridge various gaps between data, information, knowledge, actions, and results. Specifically, it addresses how knowledge management deals with the entire cycle from acquiring data to achieving results, whereas information management only addresses part of that cycle. Finally, it emphasizes that knowledge management should be managed from a results perspective to fully leverage its benefits.
Knowledge Management, Business Intelligence & Business Analytics - Managemen...FaHaD .H. NooR
This document discusses knowledge management, business intelligence, and business analytics. It defines each term and explains their relationships. Knowledge management involves processes to generate, capture, codify, and transfer knowledge across an organization. Business intelligence uses data to understand and analyze business performance using technologies like reporting and dashboards. Business analytics refers specifically to using quantitative models and fact-based management to drive decisions, and is considered a subset of business intelligence. The document also discusses the differences between tacit and explicit knowledge, and how knowledge management can provide value to organizations in areas like sharing best practices, managing globalization, rapid change, downsizing, and gaining competitive advantage.
The document provides an overview of knowledge management (KM), including its definition, history, key concepts, and current state. It defines KM as the process through which organizations generate value from intellectual and knowledge-based assets. These assets include both explicit assets like reports and publications, as well as tacit assets rooted in human experience. The value of KM is that organizations can compete based on knowledge, which some see as the only sustainable competitive advantage. While KM has its roots in the 1980s, it draws from many disciplines today and aims to make knowledge sharing part of an organization's culture and processes. However, fully realizing KM's potential remains a challenge.
Identifying & Harnessing the Power of Networking Part OneElijah Ezendu
The document discusses the power of networking. Effective networking involves building mutual bridges and connections between like-minded individuals that become supportive advocates for one another. Networking provides opportunities for belief in a person's capabilities, enhances their reputation, and provides recommendations and referrals that generate new business relationships. Well-developed networks provide extended access to other contacts, recognition, legitimacy, and acceptance as advocates within the network promote an individual.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
1) The document discusses definitions of data, information, knowledge, and knowledge management. It defines knowledge management as capturing a company's expertise and distributing it to maximize value.
2) It describes two approaches to knowledge management systems - codification and personalization. Codification identifies and stores knowledge while personalization focuses on connecting experts.
3) The document outlines challenges to implementing knowledge management initiatives, including behavioral resistance to sharing and lack of management support. It provides some strategies to address these challenges.
The document discusses knowledge management systems (KMS). It defines key terms like data, information, and knowledge. It describes the benefits of KMS for businesses like increased efficiency and reduced uncertainty. It also discusses challenges of managing knowledge like knowledge hoarding. The document provides examples of how companies like Xerox have successfully implemented KMS to share solutions and expertise globally. It concludes that developing new knowledge is only one challenge and that acquiring, diffusing, and embodying knowledge in products are also important for effective knowledge management.
Selling knowledge management services in your organizationSIKM
Deloitte is the largest private professional services firm in the world, with over 200,000 professionals generating $32 billion annually. The document discusses Deloitte's approach to knowledge management, which aims to capture both explicit and tacit knowledge to improve efficiency. It outlines key lessons learned, including establishing clear governance, defining knowledge management goals, continually justifying the business case, and recognizing that changing culture and behaviors is the greatest challenge. Ultimately, knowledge management seeks to get the right information to the right people at the right time to support business goals.
This document provides an overview of knowledge management concepts through a lecture given at Fatima Jinnah Women University. It discusses how the modern workplace has shifted to a knowledge economy, the different types of organizations, and factors that influence strategic management. Knowledge is defined as translating information into meaningful relationships that can be applied. Knowledge management aims to identify, manage, and share both explicit and tacit knowledge across an organization. A strategic focus on knowledge assists long-term organizational viability.
The document discusses several major knowledge management models:
- The Nonaka and Takeuchi Knowledge Spiral Model describes how tacit and explicit knowledge can be transformed within an organization through four modes of knowledge conversion.
- The von Krogh and Roos Model distinguishes between individual and social knowledge and analyzes how knowledge is acquired and shared in organizations.
- The Choo Sense-Making KM Model focuses on sense making, knowledge creation, and decision making to help organizations adapt strategically.
- The Wiig Model emphasizes organizing knowledge for usefulness and outlines types and degrees of internalization of knowledge.
- The Boisot KM model conceptualizes knowledge as an "information good" that spreads differently depending on its
The document discusses key aspects of developing a knowledge management (KM) strategy, including identifying an organization's current state and desired business objectives to determine gaps, and using this analysis to create a KM roadmap. It emphasizes that a good KM strategy should clearly link proposed KM initiatives and priorities to the achievement of organizational goals. The strategy development process requires assessing the organization through information gathering and stakeholder interviews to understand these objectives and current KM practices.
Putting the “People” Back in People, Process and Technology - an ITSM Academy...ITSM Academy, Inc.
This document discusses putting people at the center of organizations by focusing on human capital. It covers who people are in organizations and their various talents, skills, personalities and cultures. It discusses how people can solve problems, drive innovation and find the best fit for their talents. It also addresses when to closely mentor or give more flexibility to people. Finally, it covers how to motivate people by focusing on mastery, autonomy and purpose, and developing their talents. The overall message is that people create value for organizations and are the key to success, so their human capital should be viewed as an important asset.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
This document discusses knowledge management concepts including organizational knowledge types (social, axiomatic, organizational knowledge capital), Nonaka's model of knowledge creation and transformation (socialization, externalization, combination, internalization), and knowledge mapping techniques. It describes organizational network analysis as a methodology to map knowledge networks and uncover interactions within and across organizational boundaries. Core issues in knowledge management implementations and benefits of knowledge mapping for organizations are also summarized.
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
This document summarizes the results of a quantitative study on knowledge management practices in large Finnish companies carried out in 2014. It finds that strategy-based knowledge and competence development to reach targets was the most important function of knowledge management. While knowledge management systems have stabilized in some functions, internal knowledge utilization remains inefficient. The document also compares the results to a similar 2002 survey, noting both improvements like increased productivity, as well as ongoing challenges like underutilization of technology and knowledge loss when employees leave.
Knowledge management has to be seen within the context of business strategy and business need. It is not an end itself, but a tool to deliver better business performance, and this view is crucial to developing and crafting an effective KM strategy.
This session covers: creating a strategy to give direction to a KM program, recognizing business drivers, clarifying strategic knowledge areas for the organization, and finding and defining key stakeholders who need to be involved.
This document discusses knowledge management (KM). It defines KM as efforts to increase useful knowledge within an organization, such as by encouraging communication and knowledge sharing. The document outlines different types of knowledge, KM processes, tools and technologies used by Ford, advantages of KM, and barriers to effective KM like lack of top management commitment, technological infrastructure, and organizational culture that supports knowledge sharing. It presents an interpretive structural modeling analysis of the relationships between various KM barriers.
The document discusses the role of human resources and training teams in institutionalizing knowledge management in organizations. It defines knowledge management as capturing, distributing, and using knowledge effectively. The central theme is leveraging existing knowledge resources so people reuse best practices rather than reinventing processes. HR can help by focusing on collaborative teams, corporate education, developing a knowledge sharing culture, and making knowledge management part of training programs.
The document discusses knowledge management and its importance for organizational success. It describes how knowledge management can help organizations bridge various gaps between data, information, knowledge, actions, and results. Specifically, it addresses how knowledge management deals with the entire cycle from acquiring data to achieving results, whereas information management only addresses part of that cycle. Finally, it emphasizes that knowledge management should be managed from a results perspective to fully leverage its benefits.
Knowledge Management, Business Intelligence & Business Analytics - Managemen...FaHaD .H. NooR
This document discusses knowledge management, business intelligence, and business analytics. It defines each term and explains their relationships. Knowledge management involves processes to generate, capture, codify, and transfer knowledge across an organization. Business intelligence uses data to understand and analyze business performance using technologies like reporting and dashboards. Business analytics refers specifically to using quantitative models and fact-based management to drive decisions, and is considered a subset of business intelligence. The document also discusses the differences between tacit and explicit knowledge, and how knowledge management can provide value to organizations in areas like sharing best practices, managing globalization, rapid change, downsizing, and gaining competitive advantage.
The document provides an overview of knowledge management (KM), including its definition, history, key concepts, and current state. It defines KM as the process through which organizations generate value from intellectual and knowledge-based assets. These assets include both explicit assets like reports and publications, as well as tacit assets rooted in human experience. The value of KM is that organizations can compete based on knowledge, which some see as the only sustainable competitive advantage. While KM has its roots in the 1980s, it draws from many disciplines today and aims to make knowledge sharing part of an organization's culture and processes. However, fully realizing KM's potential remains a challenge.
Identifying & Harnessing the Power of Networking Part OneElijah Ezendu
The document discusses the power of networking. Effective networking involves building mutual bridges and connections between like-minded individuals that become supportive advocates for one another. Networking provides opportunities for belief in a person's capabilities, enhances their reputation, and provides recommendations and referrals that generate new business relationships. Well-developed networks provide extended access to other contacts, recognition, legitimacy, and acceptance as advocates within the network promote an individual.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
1) The document discusses definitions of data, information, knowledge, and knowledge management. It defines knowledge management as capturing a company's expertise and distributing it to maximize value.
2) It describes two approaches to knowledge management systems - codification and personalization. Codification identifies and stores knowledge while personalization focuses on connecting experts.
3) The document outlines challenges to implementing knowledge management initiatives, including behavioral resistance to sharing and lack of management support. It provides some strategies to address these challenges.
The document discusses knowledge management systems (KMS). It defines key terms like data, information, and knowledge. It describes the benefits of KMS for businesses like increased efficiency and reduced uncertainty. It also discusses challenges of managing knowledge like knowledge hoarding. The document provides examples of how companies like Xerox have successfully implemented KMS to share solutions and expertise globally. It concludes that developing new knowledge is only one challenge and that acquiring, diffusing, and embodying knowledge in products are also important for effective knowledge management.
Selling knowledge management services in your organizationSIKM
Deloitte is the largest private professional services firm in the world, with over 200,000 professionals generating $32 billion annually. The document discusses Deloitte's approach to knowledge management, which aims to capture both explicit and tacit knowledge to improve efficiency. It outlines key lessons learned, including establishing clear governance, defining knowledge management goals, continually justifying the business case, and recognizing that changing culture and behaviors is the greatest challenge. Ultimately, knowledge management seeks to get the right information to the right people at the right time to support business goals.
This document provides an overview of knowledge management concepts through a lecture given at Fatima Jinnah Women University. It discusses how the modern workplace has shifted to a knowledge economy, the different types of organizations, and factors that influence strategic management. Knowledge is defined as translating information into meaningful relationships that can be applied. Knowledge management aims to identify, manage, and share both explicit and tacit knowledge across an organization. A strategic focus on knowledge assists long-term organizational viability.
The document discusses several major knowledge management models:
- The Nonaka and Takeuchi Knowledge Spiral Model describes how tacit and explicit knowledge can be transformed within an organization through four modes of knowledge conversion.
- The von Krogh and Roos Model distinguishes between individual and social knowledge and analyzes how knowledge is acquired and shared in organizations.
- The Choo Sense-Making KM Model focuses on sense making, knowledge creation, and decision making to help organizations adapt strategically.
- The Wiig Model emphasizes organizing knowledge for usefulness and outlines types and degrees of internalization of knowledge.
- The Boisot KM model conceptualizes knowledge as an "information good" that spreads differently depending on its
The document discusses key aspects of developing a knowledge management (KM) strategy, including identifying an organization's current state and desired business objectives to determine gaps, and using this analysis to create a KM roadmap. It emphasizes that a good KM strategy should clearly link proposed KM initiatives and priorities to the achievement of organizational goals. The strategy development process requires assessing the organization through information gathering and stakeholder interviews to understand these objectives and current KM practices.
Putting the “People” Back in People, Process and Technology - an ITSM Academy...ITSM Academy, Inc.
This document discusses putting people at the center of organizations by focusing on human capital. It covers who people are in organizations and their various talents, skills, personalities and cultures. It discusses how people can solve problems, drive innovation and find the best fit for their talents. It also addresses when to closely mentor or give more flexibility to people. Finally, it covers how to motivate people by focusing on mastery, autonomy and purpose, and developing their talents. The overall message is that people create value for organizations and are the key to success, so their human capital should be viewed as an important asset.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
This document outlines an agenda for a Knowledge Management conference. It includes an introduction by Stephanie Barnes, who is a KM consultant. Several key definitions are provided, such as knowledge management, creativity, innovation, and "ba." Methods for encouraging innovation are discussed, drawing from examples of Vincent Van Gogh and Leonardo Da Vinci. Key KM activities that can foster innovation and competitive advantage are listed. A case study of Xerox's artist in residence program is presented. The document concludes with a call for questions.
SpiCE for Knowledge Management - PDF versionTimothy Maciag
Timothy Maciag presented his doctoral defense on his work developing SpiCE (Spime + Culture of Participation + Ethical Decision-making) for knowledge management. SpiCE aims to provide a more sustainable blueprint for knowledge management by focusing on people, technology, and process. Maciag demonstrated SpiCE through an Egg SpiCE case study on food sustainability which engaged local participants using narratives, surveys and a technology platform. Future work will include further analysis of SpiCE implementations and its potential for life-long learning.
The document is a reflection by Shaye Howell on a screencast tutorial they created to teach fellow teachers how to use basic features of Microsoft PowerPoint 2007. The tutorial covered inserting text, manipulating font styles and colors, inserting clipart and pictures, adding and duplicating slides, and presenting a slideshow. Howell provided the tutorial online and planned to share it with teachers and students through their school's file sharing system to help others learn PowerPoint. Though their voice was still scratchy after an illness, they were able to complete the tutorial and were glad to create a resource for fellow teachers.
The document outlines different knowledge management processes including communication methods like chat, discussion forums, blogs, and group work. It also includes summarizing discussions, consolidating replies, and creating collaborative documents, reports, guidelines and budgets. Knowledge assets and resources such as documents, websites and organizations are organized into archives.
Knowledge management explained by Enamul HaqueEnamul Haque
Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Very early on in the KM movement, Davenport (1994) offered the still widely quoted definition:
"Knowledge management is the process of capturing, distributing, and effectively using knowledge."
This definition has the virtue of being simple, stark, and to the point. A few years later, the Gartner Group created another second definition of KM, which is perhaps the most frequently cited one (Duhon, 1998):
"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."
Knowledge Management And The Technical Writermdanda
The document discusses knowledge management (KM) and the role technical writers can play in KM initiatives. It provides definitions of KM, outlines its history and challenges. It describes how technical writers are well-suited to focus on content, organization and workflows when capturing institutional knowledge. The document advocates that technical writers can facilitate knowledge sharing and help tailor knowledge assets to end users.
This document discusses differentiating information from knowledge and provides an overview of knowledge management. It defines information as processed data that provides facts, while knowledge allows predictions and decisions based on experience. It then outlines key knowledge management processes like developing, preserving, applying, and transferring knowledge. Finally, it discusses enablers of knowledge management like organizational culture, roles, leadership, and information technologies.
This document discusses next challenges for semantic technologies in corporate knowledge management. It outlines how semantic applications can help manage knowledge as the most important corporate asset by explicitly representing concepts, properties, and relations in ontologies. Key challenges include using semantics to support open innovation, managing corporate knowledge, and optimizing enterprise processes.
This document outlines Yale University's knowledge management strategy and roadmap. It discusses establishing subject matter experts and a community of practice to develop knowledge management. The strategy aims to integrate knowledge into business processes like incident, change, and problem management. Metrics will track the number of incidents linked to knowledge base articles and time between submissions and article creations. The roadmap focuses on people, process, and technology improvements over three years like automating workflows, creating an ITS knowledge portal, and further integrating the website and knowledgebase.
This document provides information about Beijing BISS International School including its mission, programs offered, facilities, staff, extracurricular activities, university acceptances, and policies. Specifically, it introduces the secondary school parent and student handbook, highlights that BISS is an IB World School offering the PYP, MYP and DP programs, and provides contact details for the school. It also summarizes the school's philosophy of educating students to attain personal excellence and positively impact the world.
Info Sec Opportunity – Embracing Big Data with People, Process, & Technology
Increased awareness for participants to begin and/or expand upon channels for utilizing Big Data to enhance their respective programs via People, Process & Technology.
Succeeding with Analytics: Mastering People, Process, and Technologyibi
Wayne Eckerson and Dr. Rado Kotorov take a journey through the behind-the-scenes characteristics of a great analytics program in this Information Builders Innovation Session presentation.
The document discusses project management concepts including the Project Management Institute (PMI), the Project Management Body of Knowledge (PMBOK), project lifecycles, and factors that influence project success and failure. It describes PMI as the body that developed best practices in project management and published the PMBOK guide. The PMBOK guide contains standard processes, tools, and techniques used in managing projects. Project management involves applying knowledge, skills, and techniques to meet requirements through activities like planning, executing, monitoring and controlling projects.
In this Chapter learn…
Types of Information System
Tech for data warehouse
Data mart.
Data mining technology
Artificial intelligence(AI)
Tech for non-database model of KM.
1) Knowledge management systems and air conditioning systems both require complete solutions with all necessary components installed and working together. Both also require an assessment of existing conditions and needs before implementation.
2) It is important to survey existing systems, knowledge, and needs before designing and installing new KM or air conditioning systems. The solutions need to fit the specific organizational context, including structure, culture, and work practices.
3) All parts of both systems need to work together and be tested in the actual environment to ensure they achieve the desired results before full adoption. Pilot programs can test if KM solutions deliver value to the organization.
Aligning people process and technology in km arma metro ny presentationStephanie Barnes
This document provides an agenda and overview for an educational event on aligning people, process, and technology for knowledge management success. The presentation introduces the speaker and their background in knowledge management consulting. It then covers key topics like the relationship between people, process and technology in KM, developing a KM roadmap, selecting appropriate KM technologies, and requirements for successful KM implementations like having a clear strategy, governance structure, change management process, and measuring return on investment. The presentation concludes with case studies of successful and unsuccessful KM projects at various organizations.
Law firm knowledge management, an introduction: LawTech Camp 2012Stephanie Barnes
This presentation was delivered at LawTech Camp 2012 in Toronto, ON. It provides a high-level overview of knowledge management activities for law firms.
Law Firm Knowledge Management, An IntroductionConnie Crosby
An introduction to law firm knowledge management by Connie Crosby and Stephanie Barnes, presented at lawTechCamp 2012 in Toronto on May 12, 2012.
Slide 14 (the Knowledge Management Technology graph) is further discussed here: http://www.slaw.ca/2012/06/11/km-101-more-on-technology-complexity/
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
Toronto SharePoint Business User Group--Harnessing chaos to drive innovationStephanie Barnes
The document discusses harnessing chaos to drive innovation. It provides an agenda for a presentation on encouraging innovation through knowledge management. The presentation covers defining innovation, ways to encourage it such as through knowledge sharing and risk-taking. It also discusses using knowledge management processes like communities of practice, lessons learned and peer assists to drive innovation. Finally, it presents a case study of a FMCG company that saw sales and profits increase significantly by connecting people through a social application to share experiences in emerging markets.
The document proposes a workplace learning hub to (1) accelerate skills development, (2) link practice and research, and (3) share best practices. It would (1) build a skills community, (2) systematically connect practice and research, and (3) collect research and practices. The hub's business model would involve knowledge mapping, collecting local research, and establishing communities of practice. It outlines challenges, opportunities for collaboration between academia, development institutions, and the workplace, and next steps to develop the business model in more detail.
This document provides an overview of knowledge management concepts and approaches. It begins by defining knowledge management and outlining its key processes. These include content gathering, document management, collaboration, and discovery. The document then discusses assessing the value of knowledge management from improving business process efficiency, empowering organizations with knowledge, and addressing loss of corporate memory. Finally, it presents a conceptual architecture for a knowledge management system, positioning relevant technologies to support knowledge sharing, retrieval, and classification across information sources and knowledge repositories.
Collaborative Knowledge Platform Ckp Some Key SlidesJoep Wijman
The document describes a collaborative knowledge platform (CKP) initiative to facilitate structured knowledge creation, dissemination, and exploitation in network innovation projects. The CKP is based on a knowledge map using an object model with defined knowledge objects. It provides a collaborative workspace to securely store, share, and collaborate on knowledge and documents between partners. The key features include roles and responsibilities defined by governance and competencies to add value to knowledge objects and achieve project objectives.
Wi-Fi access is provided with the SSID "Guest". The username is the user's last name in lowercase followed by their initial. The password is "Password1".
Voting via text only requires standard texting rates of $0.20 at most. Capitalization does not matter but spacing and spelling do.
Knowledge management is the process of creating, gathering, organizing, and sharing intellectual capital to improve an organization. It requires strategy, supportive corporate culture, collecting relevant inputs, using appropriate technology, and measuring outputs to continually review and improve the system.
Knowledge management the ability of an organization to create, share and use the collective
knowledge of its products, processes and people to increase workplace productivity and reduce
activities that reinvent the wheel is being moved to the forefront of many corporate agendas.
As firms seek to build competitive advantage in increasingly competitive markets, they are
turning to a previously untapped resource: their employees’ knowledge.
How to Fast Track Your Social Business CapabilitiesPerficient, Inc.
Social networking and collaboration solutions allow businesses to increase employee productivity and innovation by providing users access to the resources they need to do their jobs. They find people faster. They collaborate better and more intuitively. They increase productivity.
Your social business cannot follow a "build it and they will come" model to be successful. While social business projects require far less investment than traditional projects, they still need a base set of tasks to achieve business goals.
Perficient hosted this social business webinar and learn how to increase productivity by giving users access to necessary resources and allowing them to collaborate more intuitively. Learn how to fast track your social business capabilities, understand social business value, and strategize and design a robust and effective social and collaboration solution.
Topics we cover include:
• Understand the value social software provides
• Define collaborative solutions
• Create a roadmap that identifies the people and the steps necessary for success
• Explore social governance foundational practices that ensures you and your employees are using the tools correctly
As information evolvesin time into knowledge, so your organization needs with it. We offer a suitable and effective solution for each phase of your growthpath.
The document provides a learning strategy framework that aligns learning with business strategy and talent development. It shows how a learning strategy consists of three key areas: strategic alignment with business objectives, effectiveness of learning solutions, and efficiency of learning solutions. It also outlines different learning modalities like formal classroom learning, informal learning through social and digital channels, and blended solutions. Metrics are suggested to measure how well the learning strategy has been implemented.
Here are some key questions that could be explored further:
- How can a design thinking approach help address complex, interconnected institutional challenges in a holistic way versus isolated point solutions?
- In what ways might design thinking foster collaborative cross-functional teams and processes versus traditional top-down, executive-led approaches?
- Could adopting human-centered research and visualization techniques lead to more sustainable long-term cultural and strategic change compared to transactional consulting models?
- What evidence exists that design thinking can effectively transfer practices and capabilities to institutions in a replicable way versus one-off engagements?
- How might ongoing design, shaping and iteration help institutions continually meet evolving learner needs versus static solutions?
- What
The document discusses knowledge management concepts and frameworks. It provides an overview of current and emerging topics in knowledge management, including corporate universities, e-learning, communities of practice, and intellectual capital measurement. It also describes knowledge management work conducted in Brazil, addressing strategic, tactical, and operational levels. Finally, it discusses skills useful for knowledge management work and objectives from both organizational and employee perspectives.
Focus is on understanding Information Professionals and how they connect with solution providers.
This was presented at the Document Management Solution Providers Executive Forum (http://www.aiim.org/dmspef).
1) Knowledge management is the systematic process of finding, organizing, and sharing information to improve employees' understanding in a specific area.
2) It turns knowledge into an organizational asset that can be used by more individuals to help with problem solving, learning, planning, and decision making.
3) Effective knowledge management helps deliver better services, build capacity through activities like training and skill development, and strengthen communication and community networks.
Penn State EA Center and FEAPO Overview - Brian CameronMike Walker
The document discusses the College of Information Sciences and Technology (IST) at Penn State:
- IST is the newest college at Penn State, opened in 1999 with a mission to change the world through technology and informed people. It has around 2,000 undergraduates and a 95% job placement rate.
- IST's central focus is on information sciences, seeking solutions to complex problems at the intersection of people, information, and technology. Information is now central to all fields.
- The college provides education on topics like enterprise architecture, business strategies, risk management, and leadership to prepare students for careers in the growing information technology field.
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Artists are able to reconcile contradictory objectives to find holistic solutions. They know how to manage both physical and mental resources carefully. Artists also understand the importance of transparency - they share their creative process and stories as part of their artwork. The document provides information about online courses and coaching on applying creativity to business from the perspective of learning from artists. It also includes contact information for more details.
Artists thrive in uncertain and ambiguous environments as it allows for new discoveries and original work. Leaders can learn from artists by challenging assumptions, taking time for reflection, observing and listening with an open perspective driven by curiosity and courage to execute new ideas. The document provides online courses and coaching on applying creativity to business challenges through leadership skills exemplified by artists.
Artists are comfortable with uncertainty and ambiguity, which allows them to make decisions and solve complex issues. They seize opportunities to act instead of hesitating. For organizations to engage employees, they must grant decision-making authority to those working. Reflecting on issues openly and creatively can help address uncertainties.
Artists bring creativity and passion to their work, blurring the lines between their work and personal lives. They know that experimentation, curiosity, and collaboration can lead to new learning, ideas, and insights. When people with different backgrounds and perspectives come together and exchange ideas freely, it can result in new understandings for all involved. Artistic reflection is a process of drawing conclusions to make judgments and commitments based on self-knowledge and accountability.
Artists exemplify agile characteristics like dealing with uncertainty, autonomy and collaboration. They are flexible and resilient when trying new approaches through courage and creativity. The document recommends online courses and coaching on applying creativity to business challenges, with contact information provided for Stephanie Barnes.
LawTech Camp 2012 Demo of law firm KM assessment toolStephanie Barnes
These are the slides that were presented at LawTech Camp 2012 in Toronto, ON to demonstrate a technology which will allow small law firms to assess their knowledge management needs and priorities. It results in a high-level task list for law firm KM managers to work from to implement KM in their firms.
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.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
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.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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buy old yahoo accounts buy yahoo accountsSusan Laney
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.
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.
Understanding User Needs and Satisfying ThemAggregage
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.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.