Bombardier implemented a knowledge management program to address issues around lost time searching for information and repeated design mistakes. The program included launching knowledge domains to connect engineers, a heritage project to capture retiring employees' knowledge, and developing a collaboration platform. Bombardier's vision is to use knowledge management to drive innovation by improving access to technical information, expertise locators, communities of practice, and other initiatives. The presentation provided an overview of Bombardier's knowledge management journey and initiatives.
Unicef Innovation Unit Annual Report July 2012-July 2013 Christopher Fabian
The report summarizes UNICEF's innovation initiatives from July 2012 to July 2013. It focuses on three main areas: models for accelerating innovation which includes guides, frameworks and partnerships; systems and tools to address needs of vulnerable communities; and research on key issues. Some highlights include the Community Health Worker Backpack, 1000 Days project, UNICEF Ventures and the Innovation Fund under models. Initiatives under systems and tools are RapidSMS for health services in Rwanda, Results160 for patient tracing, and RemindMi and Anthrowatch for health information and nutrition monitoring.
The document discusses redefining relationships in the supply chain and adapting supply chain management to changing business environments. It outlines trends toward partnerships over contracts between best-in-class firms and evaluates how these trends may impact strategies. It also discusses how industry leadership will require relentless innovation and how new competitiveness will be driven by satisfying unique customer demands from global resources. Adaptive supply chain management is presented as a learning environment to develop staff competencies needed to meet these new challenges.
Bombardier is a manufacturer of both planes and trains that aims to evolve mobility worldwide. The company sought to increase the longevity of pantographs used on trains as replacing them is expensive, difficult and dangerous for customers. Through two innovations combined, Bombardier was able to increase the lifespan of the carbon strips on pantographs by 10 times, while also extending the lifetime of the overhead power lines the pantographs draw electricity from.
Bombardier is a Canadian engineering company that manufactures planes and trains, employing 75,000 people worldwide. It has two main departments, Bombardier Aerospace and Bombardier Transportation, which generated $16.4 billion and $18.2 billion in revenues respectively. Bombardier has a location in Bruges, Belgium with around 1,000 employees, where the future depends on an order from Belgium's national railway company. While Bombardier saw revenues increase to $18.2 billion by 2012, earnings per share remained modest at $0.33 per share that year.
The document outlines an agenda for a two-day knowledge management strategy and program workshop covering topics such as knowledge management fundamentals, tools, mapping, and developing a KM strategy and roadmap. It also provides details on knowledge mapping, including definitions, why organizations map knowledge, and tools that can be used to develop knowledge maps such as flow diagrams, entity relationship diagrams, and mind mapping.
knowledge management in ford motors by amitesh singh yadav.Amitesh Singh Yadav
Ford has developed a robust best practices replication (BPR) process to share knowledge across its global operations. The BPR process involves identifying and approving proven best practices, communicating them to relevant teams, and tracking adoptions and value. Over 10,000 practices have been replicated annually, creating over $1.5 billion in identified savings. Key aspects of Ford's knowledge management include communities of practice, expertise locators, and content management with a central repository. Senior leadership support and a culture of knowledge sharing have been important to the success of Ford's knowledge management activities.
Unicef Innovation Unit Annual Report July 2012-July 2013 Christopher Fabian
The report summarizes UNICEF's innovation initiatives from July 2012 to July 2013. It focuses on three main areas: models for accelerating innovation which includes guides, frameworks and partnerships; systems and tools to address needs of vulnerable communities; and research on key issues. Some highlights include the Community Health Worker Backpack, 1000 Days project, UNICEF Ventures and the Innovation Fund under models. Initiatives under systems and tools are RapidSMS for health services in Rwanda, Results160 for patient tracing, and RemindMi and Anthrowatch for health information and nutrition monitoring.
The document discusses redefining relationships in the supply chain and adapting supply chain management to changing business environments. It outlines trends toward partnerships over contracts between best-in-class firms and evaluates how these trends may impact strategies. It also discusses how industry leadership will require relentless innovation and how new competitiveness will be driven by satisfying unique customer demands from global resources. Adaptive supply chain management is presented as a learning environment to develop staff competencies needed to meet these new challenges.
Bombardier is a manufacturer of both planes and trains that aims to evolve mobility worldwide. The company sought to increase the longevity of pantographs used on trains as replacing them is expensive, difficult and dangerous for customers. Through two innovations combined, Bombardier was able to increase the lifespan of the carbon strips on pantographs by 10 times, while also extending the lifetime of the overhead power lines the pantographs draw electricity from.
Bombardier is a Canadian engineering company that manufactures planes and trains, employing 75,000 people worldwide. It has two main departments, Bombardier Aerospace and Bombardier Transportation, which generated $16.4 billion and $18.2 billion in revenues respectively. Bombardier has a location in Bruges, Belgium with around 1,000 employees, where the future depends on an order from Belgium's national railway company. While Bombardier saw revenues increase to $18.2 billion by 2012, earnings per share remained modest at $0.33 per share that year.
The document outlines an agenda for a two-day knowledge management strategy and program workshop covering topics such as knowledge management fundamentals, tools, mapping, and developing a KM strategy and roadmap. It also provides details on knowledge mapping, including definitions, why organizations map knowledge, and tools that can be used to develop knowledge maps such as flow diagrams, entity relationship diagrams, and mind mapping.
knowledge management in ford motors by amitesh singh yadav.Amitesh Singh Yadav
Ford has developed a robust best practices replication (BPR) process to share knowledge across its global operations. The BPR process involves identifying and approving proven best practices, communicating them to relevant teams, and tracking adoptions and value. Over 10,000 practices have been replicated annually, creating over $1.5 billion in identified savings. Key aspects of Ford's knowledge management include communities of practice, expertise locators, and content management with a central repository. Senior leadership support and a culture of knowledge sharing have been important to the success of Ford's knowledge management activities.
Projektværktøjsdagen 2013 - Peter Weihe Wolfsberg, Managing Consultant, PA Consulting group.
PA Consulting Group har udviklet et nyt koncept for programledelse, som kaldes Visual Program Leadership. Konceptet ændrer radikalt vores måde at kommunikere og giver et langt bedre beslutningsgrundlag. Vores koncept er baseret på et programstyringssoftware fra Marstrand Innovation, kaldet Marstrand Planning Intelligence (MPI). Softwaret understøtter bl.a. produktbaseret planlægning. Det er et krav i Visual Program Leadership, at risici og problemer relateres direkte til leverancer eller produkter, dette krav understøttes af MPI. MPI er et meget effektivt værktøj i både planlægnings- og eksekveringsfaserne.
Få inspiration af denne video:
http://youtu.be/tm6SbLodofI
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE C...PMI-Montréal
« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
Devlin m menarid-knowledge-sharing-menaridgroundwatercop
This document discusses Menarid's knowledge sharing initiatives and next steps. It highlights the challenges of capturing, validating, and sharing innovations across projects and countries. Menarid knowledge management aims to add value to investments, improve effectiveness, and leave behind platforms like the Menarid Gateway for knowledge sharing. While many approaches exist, long-term learning will not happen unless it is built into the project cycle and daily work. The document asks for ideas on expanding the Menarid platform's use and ensuring innovations are available to policymakers.
Devlin m knowledge-sharing_achievments_next_stepsgroundwatercop
This document discusses Menarid's knowledge sharing initiatives and next steps. It highlights the challenges of capturing, validating, and sharing innovations across projects and countries. Menarid knowledge management aims to add value to investments, improve effectiveness, and leave behind platforms like the Menarid Gateway for knowledge sharing. While many approaches exist, long-term learning will not happen unless it is built into the project cycle and daily work. The document asks for ideas on expanding the Menarid platform's use and ensuring innovations are available to policymakers.
This document discusses Menarid's knowledge sharing initiatives and next steps. It highlights the challenges of capturing, validating, and sharing innovations across projects and countries. Menarid knowledge management aims to add value to investments, improve effectiveness, and leave behind platforms and processes for long-term learning. The initiative has developed a knowledge management platform, learning and technology transfer process, and monitoring and evaluation tools. The document asks for ideas on expanding the platform's use, linking it to other resources, and making innovations accessible to policymakers.
The document discusses the 5W1H (six questions) framework for project management: what, why, who, when, where, and how.
It defines what as applying knowledge, skills, tools and techniques to meet project requirements through initiation, planning, execution, monitoring and control, and closing. It discusses why as realizing ideas and driving improvement. It lists top technology certifications and their salaries as an example for who and when questions. It discusses where as being applicable anywhere. It outlines both formal and informal methods for how, noting communication challenges.
Learn with the Flow: Mission Critical: Leveraging Learning Engineering to Dr...Aggregage
Digital is disrupting every part of an organization's value chain at a record pace, creating a critical need to transform operations and employees' ways of working. Formal training alone can't keep up; it's often too slow, too generic, inconvenient, inefficient, unduly expensive and lacks or lags methods for measuring business-related effectiveness. Trish Uhl show you how to start leveraging Learning Engineering, a multidisciplinary approach that combines modern technology, data analytics, decision science, learning sciences and change management with human-centered engineering design methodologies to ultimately deliver targeted learning outcomes and business results that keep pace with the business and merge learning into the flow of work and lead Digital Adoption.
The document describes a 5-day Project Management Fast Track program offered by Dcolearning-Accoladia Group. The program provides a comprehensive overview of project management fundamentals based on the PMBOK Guide. It covers predictive, adaptive and hybrid project management approaches and prepares participants for project management certifications. Upon completing the program, participants will understand key project management frameworks, processes, tools and techniques to better manage their projects.
Babele - accelerators for greater impactEmanuele Musa
A network and a digital tool to manage accelerator programs, engage stakeholders in business modeling, online mentoring, co-creation and peer-collaboration.
This document provides information about TFPL Learning, a training and development company that offers over 100 courses across various disciplines including IT, personal development, records management, and knowledge management. It details their course offerings such as scheduled public courses, virtual classrooms, in-house training, and e-learning. It also provides an overview of their trainers' expertise and outlines their process for ensuring training maximizes impact through their use of the ADDIE model. The document acts as a course directory and marketing material for TFPL Learning.
The document discusses Industry Advisory Boards (IABs) and introduces IABPro as a service that helps companies establish and manage effective IABs. IABPro works with companies to identify business objectives, source qualified advisors, and drive delivery of business value through structured IAB engagements. One example client pivoted from hardware to software with IABPro's help, raised funding, and was later acquired. IABPro's methodology provides an end-to-end process for setting objectives and meeting agendas, onboarding advisors, managing meetings, and ensuring IABs meet business deliverables.
This document provides a proven blueprint for a successful employee advocacy program. It discusses common challenges such as getting started, measuring success, and driving participation. It offers tips on communication, technology tools to support advocacy goals within or without a budget. These include content creation, social sharing, and recognition options. The overall message is that a successful program starts by defining the impact and metrics, communicates benefits clearly, and celebrates advocates.
Introduction
A recent study of experienced product managers from different companies and industries showed that there are common challenges impacting their effectiveness and productivity.
This discussion will help you understand key tips to differentiate yourself and accelerate you career. It will help you understand how to position yourself to find a new opportunity or get promoted. We will identify how you can increase your skills to enhance your worth. We will also discuss ways to define and sharpen your value proposition.
This discussion is for those of you who want to accelerate your career, obtain a promotion, or find your next job opportunity.
Objectives
• Understand how to answer the question: Why should I hire or promote you over others?
• What's your value proposition as a product manager or marketing manager?
• What can you do to accelerate your career in product management or product marketing?
Description
This discussion will help you understand key tips to differentiate yourself and accelerate you career. Learn how to convince a prospective employer why they should hire you or why they should promote you over others.
We will identify how you can enhance your worth by increasing your transferable skills. We will also discuss ways to identify your unique selling propositions.
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
Group Partners is a consulting firm that helps clients resolve business issues through structured collaboration and visual frameworks. They use a 4-stage methodology called 4DTM to discover issues, develop solutions, decide on actions, and deploy outcomes. Their approach engages stakeholders through impartial dialog, logical frameworks, and multi-media visualization to stimulate new ideas and create sustainable solutions for clients' strategic, change management, and transformation needs.
Babele - a virtual incubator to engage stakeholders in innovationEmanuele Musa
This document describes a virtual incubator platform called Babele that aims to foster innovation within organizations. It allows teams to work collaboratively on innovation projects online. Key features include customizable innovation processes, online tutorials and templates, ways to engage stakeholders to provide feedback, and tools to organize projects, documents, and network members. The platform provides a centralized place for innovation work that aims to replace difficult email chains and open communication across silos. It also discusses how the company helps organizations structure collaborative processes and engagement strategies to effectively launch and run innovation programs using the Babele platform.
This document outlines topics and learning objectives for different levels of AIESEC's Global Citizen Development Program (GCDP) including beginner, intermediate, advanced, and mature levels. The levels progress from basic exchange processes and product knowledge to more advanced topics like business modeling, product development, sales strategies, and long-term customer relationship building. The document provides guidance for leaders and members on key content to understand at each level to effectively manage exchanges and support customers' leadership development through AIESEC's programs.
Present the Strategic Plan of the Chapter for 2017-2019 in order to advance project management profession in Cameroon , positively influence the economic environment in Cameroon.
SEAL offers in-depth expertise and a full spectrum of capabilities to help IT leaders tackle their toughest challenges - from strategies to ensure that their IT delivers real value, to new approaches for achieving meaningful IT transformation, while reducing total cost of ownership.
Efficient Courses for your Staff, Volunteers and Donor ManagementTechSoup
The document summarizes TechSoup's Courses program which aims to train nonprofit staff and volunteers through online courses. It discusses:
1) The goals of providing accessible, relevant skills training to address sector-wide needs and help nonprofits with digital transformation. Over 75,000 learners in 180 countries have enrolled in 128 courses.
2) How courses are developed in-house using instructional design experts and focus on behavior change. A variety of self-paced, live, and cohort-based trainings are offered.
3) Evaluation methods to measure engagement, effectiveness, and long-term impact on individuals and organizations using the Kirkpatrick framework with surveys and interviews. The goal is to provide engaging
Projektværktøjsdagen 2013 - Peter Weihe Wolfsberg, Managing Consultant, PA Consulting group.
PA Consulting Group har udviklet et nyt koncept for programledelse, som kaldes Visual Program Leadership. Konceptet ændrer radikalt vores måde at kommunikere og giver et langt bedre beslutningsgrundlag. Vores koncept er baseret på et programstyringssoftware fra Marstrand Innovation, kaldet Marstrand Planning Intelligence (MPI). Softwaret understøtter bl.a. produktbaseret planlægning. Det er et krav i Visual Program Leadership, at risici og problemer relateres direkte til leverancer eller produkter, dette krav understøttes af MPI. MPI er et meget effektivt værktøj i både planlægnings- og eksekveringsfaserne.
Få inspiration af denne video:
http://youtu.be/tm6SbLodofI
Symposium 2016 : Workshop 704 SYNERGY BETWEEN PROJECT MANAGEMENT AND PEOPLE C...PMI-Montréal
« Déployer et faire adopter des projets de nouvelles technologies, qui occasionnent des changements humains et culturels, sont des défis de taille!!! Pendant cette session, nous allons partager l’importance de la synergie entre les pratiques de Gestion de projets et de Gestion du changement pour optimiser le partage et la gestion des connaissances de même que la collaboration interne. Nous vous invitons à assister à notre session pour apprendre de « notre histoire et parcours », vécus à travers différentes unités d’affaires chez Bombardier, de la conception du projet en passant par le projet pilote, le retour d’expérience et le déploiement complet de l’outil de collaboration. »
BIOGRAPHIE
Mme Sapene détient un baccalauréat en Administration des affaires et une maîtrise en Système
d’intervention humaine de l’Université Concordia, un certificat en Responsabilité sociale corporative de l’Université de Toronto ainsi qu’un diplôme comme APMG CM Global Facilitateur. Durant les 25 dernières années, elle a cumulé de l’expérience en Gestion de projets et en Gestion du changement, particulièrement en analyse stratégique, en réorganisation, en processus et en déploiement de système. À titre de directrice du département de Gestion du changement – Gestion du cycle de vie du produit – Ingénierie chez Bombardier, Mme Sapene dirige une équipe à l’avant-garde de l’innovation dans un environnement d’affaires internationale, complexe et multiculturelle en perpétuel transformation. En partenariat avec Aéro Montréal, elle était aussi à la tête de la conceptualisation, du prototypage et du déploiement du programme « Passion pour l’aviation » destiné à inspirer les jeunes dans leur choix de carrière vers les sciences et les technologies. Ce programme est maintenant déployé dans plusieurs pays. En ce moment, elle est à la tête d’un projet majeur de gestion de changement en Gestion des connaissances – le déploiement de SharePoint chez Bombardier. Elle donne aussi fréquemment des conférences à des événements tant locaux qu’internationaux, incluant PMI, HEC, McGill, IT Chapter Montreal, Alia et autres. Merling enseigne la Gestion du changement au programme de Gestion de projet à l’Université McGill, et membre du conseil d’administration HPIC, sante et espoir, et IScoa.
Devlin m menarid-knowledge-sharing-menaridgroundwatercop
This document discusses Menarid's knowledge sharing initiatives and next steps. It highlights the challenges of capturing, validating, and sharing innovations across projects and countries. Menarid knowledge management aims to add value to investments, improve effectiveness, and leave behind platforms like the Menarid Gateway for knowledge sharing. While many approaches exist, long-term learning will not happen unless it is built into the project cycle and daily work. The document asks for ideas on expanding the Menarid platform's use and ensuring innovations are available to policymakers.
Devlin m knowledge-sharing_achievments_next_stepsgroundwatercop
This document discusses Menarid's knowledge sharing initiatives and next steps. It highlights the challenges of capturing, validating, and sharing innovations across projects and countries. Menarid knowledge management aims to add value to investments, improve effectiveness, and leave behind platforms like the Menarid Gateway for knowledge sharing. While many approaches exist, long-term learning will not happen unless it is built into the project cycle and daily work. The document asks for ideas on expanding the Menarid platform's use and ensuring innovations are available to policymakers.
This document discusses Menarid's knowledge sharing initiatives and next steps. It highlights the challenges of capturing, validating, and sharing innovations across projects and countries. Menarid knowledge management aims to add value to investments, improve effectiveness, and leave behind platforms and processes for long-term learning. The initiative has developed a knowledge management platform, learning and technology transfer process, and monitoring and evaluation tools. The document asks for ideas on expanding the platform's use, linking it to other resources, and making innovations accessible to policymakers.
The document discusses the 5W1H (six questions) framework for project management: what, why, who, when, where, and how.
It defines what as applying knowledge, skills, tools and techniques to meet project requirements through initiation, planning, execution, monitoring and control, and closing. It discusses why as realizing ideas and driving improvement. It lists top technology certifications and their salaries as an example for who and when questions. It discusses where as being applicable anywhere. It outlines both formal and informal methods for how, noting communication challenges.
Learn with the Flow: Mission Critical: Leveraging Learning Engineering to Dr...Aggregage
Digital is disrupting every part of an organization's value chain at a record pace, creating a critical need to transform operations and employees' ways of working. Formal training alone can't keep up; it's often too slow, too generic, inconvenient, inefficient, unduly expensive and lacks or lags methods for measuring business-related effectiveness. Trish Uhl show you how to start leveraging Learning Engineering, a multidisciplinary approach that combines modern technology, data analytics, decision science, learning sciences and change management with human-centered engineering design methodologies to ultimately deliver targeted learning outcomes and business results that keep pace with the business and merge learning into the flow of work and lead Digital Adoption.
The document describes a 5-day Project Management Fast Track program offered by Dcolearning-Accoladia Group. The program provides a comprehensive overview of project management fundamentals based on the PMBOK Guide. It covers predictive, adaptive and hybrid project management approaches and prepares participants for project management certifications. Upon completing the program, participants will understand key project management frameworks, processes, tools and techniques to better manage their projects.
Babele - accelerators for greater impactEmanuele Musa
A network and a digital tool to manage accelerator programs, engage stakeholders in business modeling, online mentoring, co-creation and peer-collaboration.
This document provides information about TFPL Learning, a training and development company that offers over 100 courses across various disciplines including IT, personal development, records management, and knowledge management. It details their course offerings such as scheduled public courses, virtual classrooms, in-house training, and e-learning. It also provides an overview of their trainers' expertise and outlines their process for ensuring training maximizes impact through their use of the ADDIE model. The document acts as a course directory and marketing material for TFPL Learning.
The document discusses Industry Advisory Boards (IABs) and introduces IABPro as a service that helps companies establish and manage effective IABs. IABPro works with companies to identify business objectives, source qualified advisors, and drive delivery of business value through structured IAB engagements. One example client pivoted from hardware to software with IABPro's help, raised funding, and was later acquired. IABPro's methodology provides an end-to-end process for setting objectives and meeting agendas, onboarding advisors, managing meetings, and ensuring IABs meet business deliverables.
This document provides a proven blueprint for a successful employee advocacy program. It discusses common challenges such as getting started, measuring success, and driving participation. It offers tips on communication, technology tools to support advocacy goals within or without a budget. These include content creation, social sharing, and recognition options. The overall message is that a successful program starts by defining the impact and metrics, communicates benefits clearly, and celebrates advocates.
Introduction
A recent study of experienced product managers from different companies and industries showed that there are common challenges impacting their effectiveness and productivity.
This discussion will help you understand key tips to differentiate yourself and accelerate you career. It will help you understand how to position yourself to find a new opportunity or get promoted. We will identify how you can increase your skills to enhance your worth. We will also discuss ways to define and sharpen your value proposition.
This discussion is for those of you who want to accelerate your career, obtain a promotion, or find your next job opportunity.
Objectives
• Understand how to answer the question: Why should I hire or promote you over others?
• What's your value proposition as a product manager or marketing manager?
• What can you do to accelerate your career in product management or product marketing?
Description
This discussion will help you understand key tips to differentiate yourself and accelerate you career. Learn how to convince a prospective employer why they should hire you or why they should promote you over others.
We will identify how you can enhance your worth by increasing your transferable skills. We will also discuss ways to identify your unique selling propositions.
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
Group Partners is a consulting firm that helps clients resolve business issues through structured collaboration and visual frameworks. They use a 4-stage methodology called 4DTM to discover issues, develop solutions, decide on actions, and deploy outcomes. Their approach engages stakeholders through impartial dialog, logical frameworks, and multi-media visualization to stimulate new ideas and create sustainable solutions for clients' strategic, change management, and transformation needs.
Babele - a virtual incubator to engage stakeholders in innovationEmanuele Musa
This document describes a virtual incubator platform called Babele that aims to foster innovation within organizations. It allows teams to work collaboratively on innovation projects online. Key features include customizable innovation processes, online tutorials and templates, ways to engage stakeholders to provide feedback, and tools to organize projects, documents, and network members. The platform provides a centralized place for innovation work that aims to replace difficult email chains and open communication across silos. It also discusses how the company helps organizations structure collaborative processes and engagement strategies to effectively launch and run innovation programs using the Babele platform.
This document outlines topics and learning objectives for different levels of AIESEC's Global Citizen Development Program (GCDP) including beginner, intermediate, advanced, and mature levels. The levels progress from basic exchange processes and product knowledge to more advanced topics like business modeling, product development, sales strategies, and long-term customer relationship building. The document provides guidance for leaders and members on key content to understand at each level to effectively manage exchanges and support customers' leadership development through AIESEC's programs.
Present the Strategic Plan of the Chapter for 2017-2019 in order to advance project management profession in Cameroon , positively influence the economic environment in Cameroon.
SEAL offers in-depth expertise and a full spectrum of capabilities to help IT leaders tackle their toughest challenges - from strategies to ensure that their IT delivers real value, to new approaches for achieving meaningful IT transformation, while reducing total cost of ownership.
Efficient Courses for your Staff, Volunteers and Donor ManagementTechSoup
The document summarizes TechSoup's Courses program which aims to train nonprofit staff and volunteers through online courses. It discusses:
1) The goals of providing accessible, relevant skills training to address sector-wide needs and help nonprofits with digital transformation. Over 75,000 learners in 180 countries have enrolled in 128 courses.
2) How courses are developed in-house using instructional design experts and focus on behavior change. A variety of self-paced, live, and cohort-based trainings are offered.
3) Evaluation methods to measure engagement, effectiveness, and long-term impact on individuals and organizations using the Kirkpatrick framework with surveys and interviews. The goal is to provide engaging
Efficient Courses for your Staff, Volunteers and Donor Management
APQC Bombardier May_Webinar_FINAL
1. IMPLEMENTING KNOWLEDGE
MANAGEMENT AT BOMBARDIER
APQC May Knowledge Management Community Call
Presented by:
Marco Beaulieu, Head of Knowledge Management
Practice and Magali Deschênes, Knowledge Management
Specialist