Km masterclass part1 knowledge&km ha20140530sls

KM 1 – Knowledge and KM
Introduction: Knowledge and KM
Why is KM increasingly important?
Knowledge: practical insights, descriptions and models
Masterclass KM – SlideShare contribution, June 2014
http://de.slideshare.net/HoferAlfeisJ/presentations
Dr.-Ing. Josef Hofer-Alfeis
Consulting on Knowledge & Innovation Management
josef.hofer-alfeis@amontis.com
Design: Ron Hofer

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2
KM Masterclass – Preface
The Masterclass Knowledge Management (KM) is
a set of six presentations describing and
explaining KM via definitions, concepts,
instruments and many practical examples, insights,
stories and exercises as well as links and
references.
The material is the result of 25 years of research,
consulting of challenging clients, discussions with
appreciated peers and communities as well as ten
years of lecturing on KM at various universities in
Germany and Austria including discussions with
many inspiring students, e.g.:
 Zeppelin University, Friedrichshafen
 University of the German Army, Munich
 University of Applied Science, Munich
 University of Applied Sciences for Economics
and Management, Munich
 Donau University Krems, Austria
 University Augsburg
Contents:
 KM 1 – Knowledge and KM
 KM 2 – KM Processes 1
 KM 3 – Soc.-t. KM Systems 1 / Processes 2
 KM 4 – Socio-technical KM-Systems 2
 KM 5 – Plan & Control Knowledge & KM
 KM 6 – KM and Idea / Innovation Mngt.
Any questions, remarks and ideas for
modification or improvement are appreciated –
please contact me, see slide „contact“ at the end
of the presentations.
Munich, May 2014, Josef Hofer-Alfeis

 Consultancy clients, e.g.
kubus IT, Continental, ThyssenKrupp, MunichRe,
USEEDS, Roche, o2, Siemens, RHI, Erste Bank
 Moderator of the WIMIP Community –
170 KM practitioners in industry / service
organizations
 Lecturer on KM at University Augsburg
and University Tehran (MAKE award program)
 Program board member for the Journal of KM
and the annual BITKOM KnowTech conference
 Leading author of the BITKOM guideline for
KM processes
Author‘s introduction – since 1990 consultant,
researcher and lecturer in KM and Innovation Management

245
2014: >260 MM members
de.linkedin.com/in/jhaconsult/
22

photo is important
visitors in total
since 2004: >16k

activity stream
KM … social networking …?
Using social networks?
for business?
Germany 2013: 30% of all
companies with >10 employees

Introduction: Knowledge, KM – and why?
Focus: Knowledge - practical insights, descriptions and models
Agenda

Knowledge is the capability for effective action
Peter Senge,
President, Society for Organizational Learning
The basic definitions in KM are still an ongoing discussion – some forum discussions to this topic:
 One Sentence Definition of Knowledge (30 comments, May 2012)
http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=100991985&gid=154868&commentID=73362991&trk=view_disc&ut=2snoMIInCpPl81
 Knowledge vs. Information (43 comments, Aug. 2012)
http://www.linkedin.com/groupItem?view=&srchtype=discussedNews&gid=89493&item=99140520&type=member&trk=eml-anet_dig-b_pd-ttl-cn&ut=3Qi0paofuyPl81
u“Knowledge“ in KM: a short definition for the practice
important groundwork slide

 We only know what we know when we need to know it.
example: engineer’s approach
 We always know more than we can say, and
we always say more than we can write down.
example: consultant’s expertise … consulting discussion …
documented consulting results
 Everything is fragmented.
example: the Wikipedia experience  intelligence to find work-arounds
uSome elementary characteristics of “knowledge”
source, e.g. http://www.gurteen.com/gurteen/gurteen.nsf/id/newsletter104?open#L004191

 As we know, there are known
knowns. These are things we know
we know
 We also know that there are known
unknowns. That is to say, we know
there are some things we do not
know.
 But there are also unknown
unknowns, ones we do not know we
do not know.
 And finally there are things, we do not
know (at the moment), that we know
them
 tacit knowledge
uKnowledge or Not-Knowledge
source partly:The KNOW Network Alert, No. 186 - January 15, 2008
situative /
appearing
when needed
tacit
known
knowns
the unknown
known
unknowns
nknowledge n knowledge
existent not existent
(momentarily)
awarenotaware
today we only know about 1% of the animate beings
on our earth, e.g. in 2011 >20k new biologic
species have been discovered, examples 
in fact not to be
named / described
?

Enterprise
u„Knowledge“: raw material, resource and product for the
business – a comprehensive view
Knowledge –
the capability for effective action
• individual competencies
• organizational capabilities
• codifiied knowledge /
information
Ideas / Inno-
vation opportunities
Patents ... (Intellectual
Property)
Standards,
Regulations ...
Customers, suppliers, partner, ... the world
Relationships ... Knowledge

K. Area
Service XX
provision
K. Area
Product
Lifecycle Mngt
K. Area
Customer
Relationship
Mgt
in business-critical knowledge areas
uKnowledge areas – knowledge holders – knowledge quality
...
person
organization information
circulating in specific
knowledge holders
Total knowledge
Knowledge Quality:
• k. depth / proficiency?
• distribution / networking?
• codification?
K. Area
Quality Mngt,
Risk Mngt,
…
K

uKM strategies
...
person
circulating in specific
knowledge holders
Total knowledge
K. Area
Service XX
provision
K. Area
Product
Lifecycle Mngt
K. Area
Customer
Relationship
Mgt
in business-critical knowledge areas
K. Area
Quality mgt.,
Risk Mgt.,
…
K
KM-Strategy:
• Personalization?
• Codification?
• Networking &
Collaboration?
• blended approach
Knowledge
Strategy?
see KM 5

uKM actions and KM key players
K Area
Service XX
bereitstellen
K Area
PLM
K Area
CRM
K Areas
Quality mgt.,
Risk Mgt.,
…
...
person
Knowledge Worker
KM Support Org.
strategic control,
culture, resources,
mngt. energy
Management
KM key player
subject matter actions in
specific knowledge area
general KM measures for
any knowledge area
K
key players‘ needs
and intentions?

uKM is always an inter-disciplinary approach –
KM partner disciplines (examples)
Knowledge
the capability for effective action
• individual competencies
• organizational capabilities
• codifiied knowledge /
information
Enterprise
Customers, suppliers, partner, ... the world
relationships ... knowledge
Ideas / Inno-
vation opportunities
Patents ... (Intellectual
Property)
Standards,
Regulations ...
KM partner:
Personnel Development /
Talent Management,
„Learning/Training“ …
KM partner:
Organizational Development,
Process Mngt., Quality Mngt.,
Community Mngt. …
Social Networking Organization
KM partner:
Information Mngt., Communication,
QM …, Information Services, …
additional KM partners

various partner disciplines of KM are already active to support, e.g. learning and training,
inter-connection by collaboration, information formalizing and distribution,
but they are driving a kind of one-dimensional KM
The value added by the meta-discipline KM:
 provide models and processes for “orchestrated” solutions across all three types of
knowledge carriers: individual, organization and information
 evaluate, involve and integrate contributions of the various KM partner disciplines, i.e.
combine their solutions to more powerful multi-dimensional approaches
Examples:
 Transferring business-critical knowledge to another site of a company
 Maturing company-specific knowledge for performance and innovation
KM is a Meta-Discipline – why is it useful?

Joint KM projects with Personnel Development / Talent Management
 Expert Career System based on a Knowledge Strategy 
 Expert Career System enriched by communities of practice 
 Demography-orientiented KM
Joint KM projects with Innovation Management:
 Network building for innovation managers and drivers (community of practice) 
 Specific KM support for innovation managers 
Collaboration areas for KM and Quality / Process Management:
 Avoiding / learning from failure … Lesson-Learned- / Best-Practice-Sharing …
 Reuse of product / service knowledge, e.g. via helpdesk „knowledge data bases“
 Process modelling / improving … Lesson-Learned- / Best-Practice-Sharing …
Areas of inter-disciplinary collaboration – examples

 KM comprises all management activities, which are concerned with knowledge
systematically, goal-oriented and in most cases independent of the knowledge area, i.e. its
content.
Its objective is to drive for the effective, proficient, networking and learning organization.
my own definiton, for more see D-A-CH-WM-Glossar (in German)
http://wm-wiki.wikispaces.com/file/view/D-A-CH_Wissensmanagement_Glossar_v1-1.pdf 2014-05
 “Managing as if Knowledge were Important”
Nick Milton, Knoco Ltd.
http://www.nickmilton.com/2014/03/managing-as-if-knowledge-is-important.html 2014-05
uKM definition – an approach
old corny joke: you are KMer
– you should know that …

KM definition: still in many discussions – example
http://www.linkedin.com/newsArticle?viewDiscussion=&articleID=136969185&gid=154868&trk=EML_an
et_nws_c_ttle-0Rt79xs2RVr6JBpnsJt7dBpSBA
Oct 2011
>130 „definitions“

“The most important, and indeed truly unique, contribution
of management in the 20th century was the
fifty-fold increase in the productivity
of the manual worker in manufacturing.
The most important contribution management
needs to make in the 21st century is
similarly to increase the productivity
of knowledge work and the knowledge worker”
KM – why is it important now?
Management guru Peter F. Drucker, 1909-2005 stated …
image source:
http://projektmanagement.wordpress
.com/category/projektmanagement/p
age/49/

 Work: knowledge is the major resource in high-income countries …
knowledge-intensive work grows versus manual “mechanical“ work
 People: education and self-responsibility
 Organization: self-organization, networking and collaboration … learning
 Infrastruktur: digitalization and information networking
 Economy: global, open, internet-based …
 Additional trends: Outsourcing … automatization … mobility … complexity …
KM – why is it important now?
an interplay of many factors …

Can KM create value? – MAKE dimension 8: Managing
enterprise knowledge to generate shareholder/stakeholder value
 Develop and deploy an enterprise knowledge-
based strategy for increasing
shareholder/stakeholder value  KM 5
 Develop and deploy enterprise knowledge-
based programs for increasing
shareholder/stakeholder value  KM 5
 Map and measure knowledge value chains
 KM 5
 Develop and manage knowledge-based value
creation  MAKE competition 
 Measure change in enterprise
shareholder/stakeholder value
 Communicate/report on knowledge-based
value creation
Successfully managing enterprise
knowledge yields big dividends.
The 2013 Global MAKE Winners trading
on the NYSE/NASDAQ showed
• Total Return to Shareholders (TRS) for
the ten-year period 2003-2012 of
22.8% - 2.3 times the average Fortune
500 company median.
• Return on Revenues (ROR) for the
2013 Global MAKE Winners was
12.3% - 3.8 times that of the Fortune
500 ROR median.
• Return on Assets (ROA) for the 2013
Global MAKE Winners was 9.8% - 4.6
that of the Fortune 500 ROA median.
source: Global MAKE report 2013

Knowledge is the major resource in high-income countries
source: http://www.bloomberg.com/slideshow/2014-01-21/best-countries-for-business-2014.html#slide16 22.01.2014
behind Hongkong, Kanada,
USA, Singapur/Australien

 guilds … chambers of crafts
 schools, universities, …
 regulations, laws, …
 publicly / government sponsored collaboration
between companies …
 social networks, self help groups, consumer protection, …
 public knowledge repositories, e.g. Wikipedia, LEO, … wer-weiß-was (who-knows it), …
 public cultural and scientific organizations/events
 media …
 religion, popular wisdom, tales, …
 …
also important:
the quality of “public KM” in a society - examples
Lessons Learned
process?

Regional
distribution of
professional KM
indicator:
2014 Knoco Global
Survey of KM
369 contributions
www.knoco.com
125
18

No time for KM?
source: km4dev

• overview and 3D space of knowledge quality
• codified knowledge – defined, described, structured: examples
• distributed and/or networked knowledge: examples
• flat vs. deep knowledge – level of expertise / proficiency: examples
• tangibility – explicit vs. implicit or even tacit knowledge: examples
Agenda

Design: Ron Hofer
uKnowledge has different holders and specifities
knowledge holder – knowledge specifity
 person – education, experiences, abilities, …
 organization – distributed and/or networked capabilities in
groups
 collective: everybody knows it
 complementarily connected: the group knows it only
together (everybody has only a part of a „puzzle“)
 information – codified (defined, described, structured)
knowledge = described capability
information = knowledge??
not disjunctive, but overlapping sets

e.g. knowledge about
a process, product, market, …
Example: knowledge holders and knowledge networking
in a business knowledge area
expert
documents
files
joint
documents
joint files
group
(community, team,
org. unit, …)
IT-
systems

uKnowledge specifities:
dimensions and characteristics useful in KM
 content / knowledge area / activity space / topic
/ theme / … „what are we talking about?“
 quality (e.g. in a specific knowledge area)
 level of expertise
 level of distributedness and/or
connectedness/networking
 level of codification
 tangibility / visibility
 explicit / externalized
 implicit (not yet externalized)
 aware
 (momentarily) not aware = tacit
additional specifities:
 value
 truth / validity
 …
 combinations like
knowledge breadth, e.g.
number of knowledge areas
with certain level of expertise,
…

Example for knowledge area „find the way from A to D“
typically any relevant knowledge area is represented in all three specifities
professional
guide
tourist, being the
2nd time there
various proficiency
levels
proficiency of somebody,
who has done it before A  B
B  C
C  D
partial knowledge
diffused and inter-
connected across
various persons
navigation system
codified knowledge
in various maps
and guidebooks
travel reports
distribution /
networking
codification
codification
depth /
proficiency
Additional Dimension: Knowledge Content, e.g.
geographical, economical, metrological, …
explicit / implicit / tacit?

uBasic concepts: 3D knowledge quality space and
basic KM processes improve/adapt knowledge quality
codification
expertise/proficiency
world-class
expert
beginner
skilled &
trained
profess’l
expert
individual
collective/
complementary
Sources: Max Boisot, CIBIT, Siemens, JHA
Improve:
describe, structure, define
Improve:
deepen & detail
abstract & enrich

unsystematical KM is nothing new in business and private life:
 intuitively – personally – semi-professional
 biased by one knowledge holder
 separately driven by various KM key players* and/or support functions
 too much fokused on specific KM instruments or solutions
professional approach:
 systematic: KM theory, concepts, processes supported by practical experiences
 balanced: all three knowledge holders and their interplaying are incorporated,
i.e. balancing the three knowledge quality dimensions for the best joint solution
 orchestrated: coordinated proceeding of KM with all involved partner disciplines
 taylored: oriented on needs and possibillities of the organization
(s. KM 5 Knowledge Strategy, KM-State-and-Needs-Analysis)
uWhy KM as a discipline for ist own?
Characteristics for a professional KM approach?
often heard objection:
„KM is nothing new!?“
* person, organization, information

Managing all knowledge holders – example HELIOS Kliniken GmbH
„KM in health care – knowledge sharing drives to success“
source: Helios Kliniken internet homepage 2009

Agenda

Codified knowledge- examples (1)

Codified knowledge- examples (2)
17 advices, what to do / not to do with a candle
candle information, March 2014
photo advice, how to dress in foreign culture
Iran, May 2014

room for legal studies
in Munich townhall,
May 2014

Codifying knowledge – example:
Expert Debriefing how to make apple strudel
your knowledge about
„appropriate apples“?
notes about
ingredients
and
proceeding
plus video record, e.g.
how to tear the dough thin and flat

Codified knowledge: Lessons Learned / Best Practices in
Frequently Asked Questions on battery product page
http://www.akku.net/akku-faq.html#25
Can fast charging destroy my storage battery?

Codified knowledge: example of measuring the level of
codification and expertise source: test 6/2001 (Stiftung Warentest)
additional similar test assessments:
test 09/2007 – software for English learning
test 10/2007 – school books on history
test 02/2009 – career guidebooks
what is measured:
correctness
completeness
tracability
source listing
reliability of sources
structuring
detailing
...

Knowledge with increasing level of codification described by „know-
ledge sediments“ with examples concerning communities of practice
standard, code, patent, ... database, standard repository, obligatory training...
guideline, Best Practice, rule, ... document mngt. system, handbook,
reference process model, training...
typical approach, good practice, ... Q&A forum, FAQ, seminar ...
idea, draft, rough concept, ... concept modeller, wiki, workshop...
„seeds for ideas“, trend, meaning, ... creativity instruments, blogging, coffee corner ...
knowledge KM processes / instruments

Agenda

… imagine, we would make the
following two group exercises …
exercise 1 – everybody is on his own:
 10 words are read to you
 you try to keep them in mind
 guess: how many will you remember
to write down? *
exercise 2 – we build groups of ten:
 15 words are read to the group
 every group tries to keep them in mind
 guess: how many will you remember to
write down as a group? **
10 / 15
words
list
*typicalresult:5-8words|**13-15words

distributed and collective, e.g. joint language
distributed and complementary = networked – examples:
 trivial – but surprising: in this room – who is next with birthday?
 real – business-relevant:
comprehensive knowledge about products and processes
 fictive: in this room we surely could combine our
complementary knowledge to create an innovation
 real – business-relevant: : collective intelligence / Crowd Intelligence
 „Swarm Intelligence“ (many of the same kind with rules for cooperation)
 symbiosis (many different complementing to something greater)
 example: prediction markets, e.g. estimating the chip price at HP –
employees bet anonymiously on the future price of memory chips in six months:
<70% improved forecasting compared to usual expert team
uDistributed and/or networked knowledge: examples

Distributed networked
knowledge: example
Old towns are grown artefacts
of distributed networked knowledge:
no individual masterplan but the
result of networking of many citizens
source: Suedd. Zeitung, 2014-05-12

Access – MM visitors / month source: WIKIMEDIA / SZ 15 May 2014
started 2001, currently >4,5MM articles in Englisch,
>1MM in German, >200k in
>1,5MM registered users and an unknown number
of unregistered users have contributed

ask mommy

www.best-in-class.com
… offering
distributed/
networked
knowledge via
expert teams /
networks …

ad hoc networking of fans of
this type of photo brainteaser
– where-is-this? –
to get information about the
unknown location, where the
photo has been shot

http://www.crowdworx.com/ 22.10.12
… making the knowledge
of the crowd useful for
business questions

Distributed / networking knowledge of medical online
consulting: measuring the level of expertise – example
source: test 4/2003 (Stiftung Warentest)
similar test assessments:
01/2010 – user evaluation of hotel portals

Organizational forms with distributed and/or networked
knowledge – examples
expert network /
Community of Practice
customercompany
product / process knowledge,
requested image / brand knowl.
reqirements, ideas
factual image, brand knowledge
business
relationship
static &
dynamic
aspects
personal relationship
partners
relationship knowledge
… joint rituals
specific
expertise
department, project
or process team
joint task
& context
joint collective
knowledge area
individual
perspective
joint
persp.

Agenda

flat vs. deep knowledge – level of expertise / proficiency:
examples of measurements reputation in media / expert communities / …
comparison via
benchmarking,
assessments, …
examination results, e.g. school, university, …

Individual level of expertise: measurement example
source: test 2/2004 (Stiftung Warentest)
additional similar test assessments:
test 04/2008 – gynecologist
test 05/2014 – pharmacists
20 urologists tested
(in Germany)

Agenda

uBasic concepts: 3D knowledge quality space and
basic KM processes improve/adapt knowledge quality
codification
expertise/proficiency
world-class
expert
beginner
skilled &
trained
profess’l
expert
individual
collective/
complementary
Sources: Max Boisot, CIBIT, Siemens, JHA
Improve:
describe, structure, define
Improve:
deepen & detail
abstract & enrich
 tacit … implicit … explicit
increasing level of knowledge codification

uExplicit and implicit / tacit knowledge
*
to make knowledge explicit (externalized)
is a question of effort –
theoretically you may even lift an iceberg
Sources: http://eisberg.know-library.net/

uExplicit and implicit / tacit knowledge
examples
explicit knowledge – examples
informally articulated:
 gossip … talk … discussion …
informally documented:
 message … story … report …
formally documented:
 FAQ … Lesson Learnt … Best
Practice
 product / process model
 guideline … standard … patent
implicit knowledge (in person /
group / information) – examples
not (yet) articulated … hard to articulate / describe …
(still) tacit, because no trigger yet
 (undocumented) experiences
 art, craft, skill, e.g. sailboarding
 characteristics, e.g. analytic or design thinking
 values
 relationship, context understanding
 ”between the lines” …in “Big Data”*
 in artefact ...
*what has to be stocked in walmart stores before a hurricane, besides flashlights,
water bottles and boots?  strawberry pop tarts and beer http://www.linkedin.com/groups/Knowledge-
embedded-in-big-data-77700.S.275624713?trk=group_search_item_list-0-b-ttl&goback=.gna_77700 Oct. 2013

Group exercise: knowledge holders and specifities
Define jointly in your group the knowledge
area you will discuss.
It should be defined in its name by an
activity and an object – some examples:
 conduct meeting
 manage work-life-balance
 cook dinner dish
 manage public relations
 plan journey
 manage project
 your choice ...
Then discuss examples in that knowledge
area for: 
1. knowledge holder person
and its specific expertise?
2. knowledge holder group and its specific
organizational capability –
differentiate between
2a. collective capability?
2b. connected/networked capability?
(what is the name for the
„puzzle-like“ capability?)
3. knowledge holder information
and its documented knowledge?
4. flat and deep knowledge?
5. implicit and explicit knowledge?
6. tacit knowledge?

Knowledge, KM – and why?
3D space of knowledge quality
codified knowledge
distributed and/or networked knowledge
level of expertise / proficiency
tangibility – explicit, implicit, tacit knowledge
Summary & discussion
?

Contact
Dr.-Ing. Josef Hofer-Alfeis
Consulting for Knowledge and Innovation Management
Josef-Sterr-Str. 4, 81377 München, Germany
T +49 89 85661623
M +49 173 9775943
Email josef.hofer-alfeis@amontis.com
Skype JHofer-Alfeis
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Partner
Competence Center
Knowledge | Innovation | Intellectual Capital Mgt.
Amontis Consulting AG
Kurfürsten Anlage 34
D-69115 Heidelberg
www.amontis.com

Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014
BOOKS:
 Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.):
Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und
Erfahrungen. Publicis Publishing Books, new edition 2013
 Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the
information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X
 Learning to fly: practical knowledge management from leading and learning organisations –
Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091
 Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001.
ISBN: 0-87584-870-2
 Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing
,2002. ISBN: 3895781819
 Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3-
9810595-4-0
LINKS:
 www.knowledgebusiness.com
 www.apqc.org/membership-knowledge-management
 www.pwm.at
 www.c-o-k.de/index.htm
 www.xing.com/net/pri3b94dax/knowledgemanagement/
 www.xing.com/net/wm
 www.wissenmanagen.net/
 www.cogneon.de
 www.eknowledgecenter.com
 Bookmark services from JHA:
 JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks
 Important discussion forums for KM & Innovations Mngt. (selction):
http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren
JOURNALS:
 Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)
 Journal of Knowledge Management (Fokus Forschung; englisch)
 KM Review (Fokus Anwendung; englisch)
http://www.melcrum.com/products/journals/kmr.shtml
COMMUNITIES OF PRACTICE / BODIES:
WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip
Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,
z.B. gfwm-regional München: http://www.gfwm.de/group/121
BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz
PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:
 Improving Knowledge Management for Service Organizations, Munich Re,
Communities Meeting, Hohenkammer 2014
 Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012,
and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-
twitter?from=new_upload_email
 Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement
- Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband
2011, www.knowtech.net
 ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager
und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen
Forschern/Interessierten für Technologie-Innovation – „Technologie-
Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011,
http://knowledgecamp.mixxt.org/networks/files/folder.10675
 Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech
Konferenzband 2009, www.knowtech.net
 Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of
the ageing workforce. Int. J. Human Resources Development and
Management, Vol. 9, Nos. 2/3, 2009
 ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt
nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und
Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn
 ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und
Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net
 ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE
MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,
 ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;
 ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz.
Wissensmanagement, Heft 2/2008, S. 38-39
 ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-
Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx
 ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in:
KnowTech Konferenzband 2006, www.knowtech.net
 ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären
Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net
 ~: Effective Integration of KM into the Business Starts with a Top-down
Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-
728

 Analysis of KM / InnoM state and needs via interviews with key people and design
of an inter-disciplinary KM / InnoM program
 Moderation of developing a knowledge strategy with the business strategy by the
management team
 Support of KM strategy definition, KM implementation and controlling
 Systematic and transparent design of expert career systems based on a
knowledge strategy
 Support with specific KM / InnoM instruments – examples:
 Debriefing of teams or leaving experts
 Development and improvement of communities of practice and other social networks
 Coaching by development of an individual knowledge strategy / KM program
Dr.-Ing. Josef Hofer-Alfeis:
Consulting Offerings for KM and Innovation Mngt. (InnoM)

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