Km masterclass part3 km system1 processes2 ha20140530sls

KM 3 – KM Systems 1 / Processes 2
Socio-technical KM Systems – reference architecture
The core element: Knowledge Communities
KM Processes 2: Network and Collaborate in Knowledge Area –
the basis for social networking and much more
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

Socio-technical KM-Systems – reference architecture
Focus: The core element – Knowledge Communities
Focus: KM Processes 2 – Network and Collaborate in Knowledge Area
Agenda
delicious tags: WM-System-bereitstellen w-wm-planen-steuern

Leadership, Collaboration … Knowledge Culture
uReference architecture
Socio-technical KM system
Human
Organization Infrastructure/Techniques
Knowledge Marketplace
KM Processes:
improve
knowledge quality
Knowledge Community
Knowledge (content)
KM
Support
Organi-
zation
„checklist“ for KM implementation
see reading material:
IntegrKMintoBusiness Luzern-JournUCS HA.pdf
BITKOM WM_Prozess_Systematik 2009.pdf

Socio-technical KM system
example WIMIP https://www.xing.com/net/wimip/
30 active +140 lurking KM
practitioners from >130 companies
voluntary, self-organized, independent
two f2f-meetings/year,
virtual collaboration via social
media (XING, mixxt-WIKI, …)
connecting k. area:
implement and improve KM
in practice;
k. structures: instruments,
solutions, experiences,
innovation …;
k. specifities: practitioner
expert level, high actuality
rules and behaviour of moderators and
members …care-culture … open and
cooperative meetings …
3 moderators + 3 co-moderators,
WIMIP strategy team, meeting host
organize f2f-meeting,
facilitate online
discussion, improve
community, …

Agenda

social network
uVarious types of knowledge communities
self organization …. hierarchy
interest group
Community of Practice
Binding forces
Importance for business operations
Importance for innovation / renewal
delivery network … work
group … team
formal
organizational unit
Community Management
delicious tags: inWGebVernetzen-ZusArbeiten socialnetworking

http://cdn-
static.zdnet.com/i/story/70/00/014884/socialbusinesscommunitiesengage
mentpathtypes.png
http://www.enterpriseirregulars.com/61797/is-the-window-closing-on-
enterprise-customer-communities/ 02/2014

Business-created communities –
example ROCHE HR Marketing via
facebook, twitter, LinkedIn, XING,
e-fellows und YouTube

Example MERCK:
building social networking
with customers about certain
pharmaceutical products
(2014)

Create your own community platform – examples
www.ning.com http://smallcommunities.mixxt.org/
NING:
>2 MM Communities
with >100 MM users
(Oct. 2013)

NING is no longer
for free – alternatives
http://www.masternewmedia.org/ning-
alternatives-guide-to-the-best-social-
networking-platforms-and-online-group-
services/
or smallcommunities.mixxt.org
 good WIMIP experience

Open f2f adhoc communities for cross-company
experience sharing – example www.german-practice.de
some offerings 2013

In the ninety‘s:
 Gas & Oil, e.g. Shell Expert groups across oil platforms
 Automotive: Daimler Tech Clubs across factories
 IBM …
My own learning journey:
 Siemens:
 CoP KM (1997) … CoP InnoM
 Knowledge Community initiative (2000) 
 CoP for Merger & Acquisition Experts (restricted)
 KM practitioners community WIMIP for D/A/CH,
170 members from 125 organizations
see www.xing.com/net/wimip
Communities of Practice (CoP) – a KM success story
Origins and my own learning journey

social network
Knowledge communities – for short: basic difference …
self organization …. hierarchy
interest group
Community of Practice
Binding forces
Importance for business operations
Importance for innovation / renewal
delivery network … work
group … team
formal
organizational unit
Community Management
Nick Milton : The focus of a social network is social. The focus of a community of
practice, is practice. The social network helps build, maintain and strengthen social
ties. The community of practice helps build, maintain and strengthen knowledge of
practice. Sure, there may be some overlap, but the basic purpose is different.
http://www.linkedin.com/groups/difference-between-social-networks-communities-
1539.S.60752597?view=&srchtype=discussedNews&gid=1539&item=60752597&type=member&trk=eml-anet_dig-b_pd-ttl-cn&ut=3gIpG3OClBwkU1

uCommunity of Practice
in comparison to other organizational forms
Purpose Participants Motivation Duration
CoP
Formal
Work
Group
Project
Team
Informal
Network
Develop
skills; build
knowledge
Members
self select
Passion,
commitment,
expertise
As long as
there is interest
[in knowl. area]
Deliver a
product or
service
Accomplish
a specific
task
Collect and
share
business info
Everyone
reports to
group mgr.
Job require-
ments and
shared goals
Until next
reorgani-
zation
Staff assigned
by
management
Project
milestones &
goals
Until project
completion
Friends and
business
colleagues
Mutual
needs
As long as
reason to
connect
Source: Etienne Wenger and William Snyder, Harvard Business Review, 1999

Communities of Practice (CoP) – good practices
Siemens / TechnoWeb:
 every employee can create and
join communities
 ~1400 communities / 38k users
 support for emerging
communities to drive innovation
 ~250 Urgent Requests / week
2-5 estimated value ~1 Mio. €
Example of an Urgent Request:
BASF / connect.BASF (IBM Connections):
 central Community Management
 2600 comm‘s (open / moderated / restricted)
in 20 months (2012)
Schlumberger: 70+ communities
 central community management (3 FTE)
 annual community leaders elected democratically
 comm. leadership required for Schlumberger Fellow

May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
435 Networks with all Sectors
Examples:
 Computational Fluid Dynamics
(E, H, I, IC, CT)
 Siemens Production System (E, H, I, IC, CT)
 Nondestructive Evaluation (E, H, I, IC, CT)
 Technology Scouting (E, H, I, IC, CT)
Key Figures
 > 1400 technology networks
 > 38.000 users
Corporate Problem Solving: Urgent Request
 Ø 30 Mio.€/year accumulated business impact
 Ø 7 Replies / Urgent Request
(w/o Author’s comment)
 Median: 31 minutes for first response
TechnoWeb supports open cross-Sector collaboration
# of networks with at least one member of A and B
A B
Number of TechnoWeb network with
members from both sectors
435
• 749
I&C
Industry
CT
• 619Energy Health
Data: March 2014
source: http://www.slideshare.net/heisss/wima-siemens-v11public

CoP
social
network
team, work group,
delivery network, …
interactive
communication
platform for …

Community of Practice – example WIMIP Industrie-Arbeitskreis WM in der Praxis
“Organizational structure” www.xing.com/net/wimip
potential WIMIP members ~ 2000?
Community of Practice WIMIP – ca. 170 members
(ca. 130 companies)
[strategy team – 6 + host + …]
core community – ~50 
moderators – 3 (+3 co-~)
sponsor - 0
WIMIP exsits since1997
membership only for KM practitioners, no …
in XING since 2006; ~ 500 contributions
in mixxt since 2011; members register 

uCoP model: “customers”, input and output,
organization, objectives … value proposition
Community
of Practice
all members
active members
Core Community
Moderator(s)
CoPmembers
knowledge
offering
knowledge
need
(Sponsor / Mentor)
“products/services” –
knowledge about:
• solutions, processes
• application cases
• relationships
• innovation …
CoPmembers
Community objectives … value proposition:
• experience exchange … learning beween practitioners
• definition … improvement … transfer of leading practices
• innovation … piloting new approaches
• mutual support and collaboration
• cross-organisational networking
• organisational positioning … lobbying

uCoP program and offers - example
Meetings for knowledge sharing and
collaboration (community rhythm)
 Bi-monthly morning meeting/TelCo/WebM.
 Half-year afternoon meeting/…
 Annual conference,
preferrably face-to-face
Virtual market places for knowledge sharing
and collaboration
 Question and answer forum
 Homepage: members … news … links …
 Document management … FAQ
 Networking & joint authoring (social media)
Groundwork / innovation / CoP improvement
(in teams of interested members), e.g.:
 Joint map of instruments / processes
 Learning journey to new approaches
good moderation practices:
• update round of all participants
• workshop for pre-selected topic
• discussion on ad hoc selected topic
• peer review
example: WIMIP Q&A Forum

CoP: with a little help of my friends …
source:
Only in Russia
http://www.powersho
w.com/view/2640e7-
YzRjO/Only_in_Rus
sia_powerpoint_ppt_
presentation

Basic requirement: shared understanding of CoP knowledge
area – example Vendor Management (VM) Community
Business processes of internal/external customers
Knowledge about:
“Product/
Service” of VM
“Supply/Produc-
tion” of VM
Relationship Mgt
of VM
Mgt. & Support
in VM
Business
Background of VM
Org. Interface Mgt.
• Legal
• Procurement
• Planungsabt. …
Vendor Relationship Mgt.
• Kontakte & Lieferanten-
Landschaft
• …
Contract Mgt. (Vertrags-Gestaltg,
-Verhandlg., -Überwachg, -Durchsetzg)
• Rahmen&Module einsetzen
• SLA-Einhaltung, … Retrofits steuern,
Vertrags-Strafen ...
Vendor Selection
& Evaluation
• Lief.-Entwicklung
• Review Meetings
• …
Budget-
Mgt.
VM-Lifecycle-
mgt., s. WBT
SLA-Mgt. QM (Lieferanten-
bewertung, …)
Process Mgt.
• Grundlagen
• Methoden …
InfoMgt/Comm.
• Vertragsextrakte
im Internet ber.
Project Mgt
• Eskalation
Economics
Subject Matter
• z.B. Operations,
Maintenance,
Support
Contract Law
Intercultural
Collaboration
Planing &
Administr.
Knowledge Mgt
• Community-Betrieb
• WM-Programm in ZusArbeit
Info-, Prozess-, Q- & HR-Mgt
Risk Mgt.
Understanding
the enterprise
Telecommuni-
cation
Technology
Telecommuni-
cation Business
Corporate Global
Strategies

Design the CoP model with key people:
▼ Work out CoP knowledge area (topic field)
 member-connecting knowledge areas
 content structure
▼ Negotiate CoP objectives
 member and business view
▼ Design CoP organization
 members – moderators – sponsor – …
▼ Develop CoP program / offers
 meetings, forums, projects, …
▼ Provide CoP infrastructure
▼ Start CoP – keep it lively – develop further
uBuilding Communities of Practice (CoP)

Measurement and evaluation:
 “The indicators we use for measuring this would be the usual ones, i.e. vibrancy,
growth, knowledge products generated, value identified by tracking its use through
testimonials and stories from members”
What can be systematic mechanisms that target collaboration and cooperation functions?
How can a knowledge network address the requirements of connect, share, and
collaborate evenly?
 … And absolutely go for cooperation above collaboration because cooperation and co-
creation have the biggest learning effect. We promote learning projects (instead of
working groups, belonging anyway more to the vertical thinking). Learning projects
designed as learning journeys with truly challenging questions nobody can answer,
make great sense for a networked approach. Check GIZ and Learn4dev promoting the
concept of learning journeys. http://www.sdc-learningandnetworking-blog.admin.ch/
Keep your CoP lively – examples
source: [km4dev-l] Beyond sharing: how can we encourage collaboration among network members? 21 March 2013

The Community of Practice on Communities of Practice
http://cpsquare.org/

 Community
Management is
needed – what is that?

uCommunity Management: action levels, major
activities and improvement options (examples)
Facilitation
• basic knowledge area / topic field
• member needs and motivation (WIFM) …
objectives and value proposition
• blend of members
• program / offers
• meetings, forums, …
• infrastructure (specific instruments, …)
• health check … improvement steps
landscape of communities
Provision, operation, support, training …
• governance, sponsorship & funding
• portfolio strategy and management
• organizational roles & responsibilities
• infrastructure (platform/social media,
set of instruments, templates, …)
• organizational positioning & promotion
• success measurements & controlling
• benchmarking, state & needs
analysis … interdisciplinary renewal

 landscape of practices … (strategic knowl. portfolio)  landscape of communities
 strategies: nurture and make visible … select and support … seed and coordinate
 range between two extreme positions of landscape management and community
organization (both inter-related):
 unlimited landscape of self-organized
Communities of Practice – „English Garden“
 limited portfolio of strongly managed
Delivery Networks / Work Groups – „French Park“
 typically: blended approaches – partly optimized
landscape of varies types of communities …
Community Management strategies

Unlimited landscape of self-organized Communities of Practice
vs. limited portfolio of coordinated Delivery Networks?
http://www.linkedin.com/groups/virtual-Communities-Practice-limited-unlimited-
1539.S.139917162?view=&srchtype=discussedNews&gid=1539&item=139917162&type=member&trk=eml-anet_dig-b_mc-ttl-cn&ut=2uOCIkoQ0BxBo1
Sept 2012
58 comments!

Comparison of advantages
Unlimited Landscape of self-organized
Communities of Practice
„English Garden“
 demand-driven – more motivation of
members for „their“ CoP / knowledge area
– moderator is critical
 viability, depth and diversity by wider range
/ critical mass for active membership
 emergent communities 
renewal and innovation drivers
Limited Portfolio of coordinated Delivery Networks /
Work Groups –
„French Park“
 business strategy driven –
community management is critical
 complementary groups – less duplication and
confusion – transparency, e.g. for new members
 smaller high-membership, high-quality Delivery
Networks  more efficient knowledge sharing
and collaboration
more mature and stable
 operational performance
knowledge portfolio …
landscape of practices
more viable and changing
 change and innovation

Comparison of advantages
Unlimited Landscape of self-organized
Communities of Practice
„English Garden“
 demand-driven – more motivation of
members for „their“ CoP / knowledge area
– moderator is important
 viability, depth and diversity by wider range
/ critical mass for active membership
 emergent communities 
renewal and innovation drivers
Limited Portfolio of coordinated Delivery Networks /
Work Groups –
„French Park“
 easier to be business strategy driven
– community management is important
 complementary groups – less duplication and
confusion – transparency, e.g. for new members
 smaller high-membership, high-quality Delivery
Networks  more efficient knowledge sharing
and collaboration
more mature and stable
 operational performance
knowledge portfolio …
landscape of practices
more viable and changing
 change and innovation
supporting change to self-organized
social networking and collaboration
Enterprise 2.0 / Management 2.0 / …
networking with customers, external
experts, … anybody
 social business … open innovation …
crowd intelligence … crowd sourcing

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 34 source: http://de.slideshare.net/ahemre/cartoons-34913910?utm_source=slideshow&utm_medium=ssemail&utm_campaign=upload_digest

Agenda
delicious tags: inWGebVernetzen-ZusArbeiten WVerteilen-Vernetzen socialnetworking tagging Blog-Wiki Organisation Micro-Blog

uKM detail processes for Improve/adapt knowledge quality:
Instrument sets (“toolboxes”) for any knowledge worker
mehr-Dein-D
• deepen
knowledge (K)
• codify K
• distribute &
network K
• locate K
and learn
• debrief K
and transfer
• network and
collaborate in
knowledge area
multi-Done-D

adhoc collaboration - examples
 social bookmarking 
 via social networks 
 negotiating dates and content 
 joint document generation 
 networking people  KnowledgeCafe, ...
organized collaboration – examples
 consulting, coaching, mentoring
 via team and CoP 
 via cross-company / inter-disciplinary projects, …
uNetwork and Collaborate in Knowledge Area

Social bookmarking – example delicious
http://www.delicious.com/HoferAlfeisJ
 when using several computers
 when investigating about a
subject (search, tag search, …)
 core benefit: re-use of
internet search work results

My social bookmarking tag cloud 2013 in delicious
 profile?

browsing through the link
space for inspirations … (1)

Hi Josef,
In the future, we plan to possibly implement ads which would be how we create revenue on Delicious.
As it currently stands, our main goal is to improve Delicious in an attempt to grow the service and
make the best possible experience for our users.
Rest assured that we have no plans to sell users data, but rather simply to monetize through
advertising as the site and user base continue to grow. Hope that helps! Matt
On Fri, Jan 24, 2014 at 1:03 AM, Josef Hofer-Alfeis <josef.hofer-alfeis@amontis.com> wrote:
My question: How does delicious earn money?
I do promote delicious social bookmarking in my university lectures and seminars on knowledge and
innovation management. Several times I have been asked by participants this question, especially as
Europeans are nowadays rather sensitive for data and identity security issues.
Best Regards, Josef Hofer-Alfeis
How does delicious earn money?
Antwort vom 27.1.2014

Social bookmarking –
many service options
Quelle: http://www.ebizmba.com/articles/social-
bookmarking-websites
invitation to share your link via …

Network and Collaborate in Knowledge Area
via social networks – currently hot topics
generate rich discussions

JHAs LinkedIn groups (11/13)
new discussion / contribution|
from selected experts

Find additional useful groups
by recommendation via appreciated expert

Advice for best use of LinkedIn - examples
http://blog.hubspot.com/blog/tabid/6307/bid/23454/The-Ultimate-Cheat-
Sheet-for-Mastering-LinkedIn.aspx 2014/04
http://de.slideshare.net/kcclaveria/rock-linkedin-
32792724?utm_source=slideshow&utm_medium=ssemai
l&utm_campaign=weekly_digest

negotiating
dates and
content –
examples with
doodle
www.doodle.com/main.html

distributed and collaborative work on documents – examples
https://docs.google.com or http://www.box.net/home/
members register for the local
Munich KM community jointly
managed by two moderators

Simultaneously write and edit on a joint „pad“ - titanpad.com
example: joint session or meeting notes

Simultaneously design a knowledge structure in a virtual team
session – example webIDEApro www.webideapro.com / www.a-i-a.com/k-net
additional tools, see
google+ hangouts

Adhoc f2f networking & collaboration: Knowledge Cafe
source: David Gurteen, www.gurteen.com
preparation
 tables for 4-10 participants
 explain proceeding
 build starting groups
 introduce discussion topic
group discussion
 3 x ca. 10 minutes discussion
 then 2-3 persons change
table at each table
plenum discussion
 discuss individual insights
and experiences
 discuss eventually result
cultural setting:
 everybody is equal, no moderator /
ambassador (like with WorldCafe)
 no pressure, nobody must contribute
examples:
SIEMENS sales people
on tables with 4-8 persons
create strategic program
in 2 days
ROCHE R&D discuss innovation management
activities in 5 groups and appreciate direct
feedback and new contacts

Unconferencing – KnowledgeCamp
see e.g. http://knowledgecamp.mixxt.org/networks/files/folder.1404
47 sessions in 2 days
 rich contributions
in general
*KnowledgeCamp = BarCamp ~ BootCamp

 MFG Baden-Württemberg:
„lunch bingo“ – everbody can apply for one of free 2-people lunch invitations
(6 times per year)
 ROCHE approaches (2012/13):
(A) „Network-Lunch“ – 4 people from different organizational units are invited for a
special lunch
(B) a specific „networker table“ is provided in the lunch casino
 BASF (2013):
mobility management platform flinc supports joint car rides with colleagues
 SIEMENS:
an elegant cafeteria connected to the lunch casino attracts R&D people to chat
away
 …
Additional approaches to support adhoc f2f networking

adhoc collaboration - examples
 social bookmarking 
 via social networks 
 negotiating dates and content 
 joint document generation 
 networking people  KnowledgeCafe, ...
organized collaboration – examples
 consulting, coaching, mentoring
 via team and CoP 
 via cross-company / inter-disciplinary projects, …
uNetwork and Collaborate in Knowledge Area

Some Lessons Learned with online CoP communication
More reaction and better response
• by introducing yourself with respect to
the forum / community / knowledge area
• by refering to one or more contributions before
• by posting good questions with clear requirements and eventually
some context information
source, e.g. Burke, M. et al: „Introductions and Requests: Rhetorical Straegies that elicit
response in online-communities“, CMU Pittsburgh, via km4dev, 2007
examples
 „I have been lurking for a few months ...“
 “To join the nodding party, I'm nodding in agreement with both
Nancy and Stephan: until you do not …”
 “Working in research and development, the question on my
mind was whether these are coherent teams of people …”

Q&A forum of the CoP of KM practitioners WIMIP in XING
https://www.xing.com/net/pria6499ax/wimip/wimip-frage-antwort-forum-auch-fur-angebote-
nachfragen-bitte-unbedingt-die-artikel-dieses-forums-abonnieren-119714/community-of-practice-
experten-netzwerk-selbstorganisiert-oder-gesteuert-wie-ein-team-45941361/ for members only
moderator tasks: invite to participate, summarize
(wiki) … integrate contradictory solutions, …

http://www.km
4dev.org/grou
p/online-peer-
assist-
experiments

 http://www.sdc-learningandnetworking.ch/en/Home/SDC_KM_Tools 
 http://www.kstoolkit.org/KSTools 
 KM Method Cards www.straightsknowledge.com
 www.facebook.com/pages/Toolbox/438264669556545?id=4382646695
56545&sk=app_158086484245654
 …
Rich sources for KM processes /
instruments / tools with descriptions and advice - examples
peer assist
see reading material:
Knowledge Sharing Methods & Tools - Facilitators Guide.pdf

Describe an example of a useful CoP,
you are familiar with:
 who are members?
who moderates the CoP?
is there a sponsor?
 why does the CoP exist? which knowledge area is core to the CoP work?
 which program / activities has the CoP?
 which KM processes / instruments are applied?
 are there group rules? what characterizes the CoP culture?
 how would you measure how useful the CoP is?
Group exercise

Socio-technical KM-Systems 1 –
reference architecture
The core element – Knowledge Communities
• Social media – social networks
• Communities of Practice
• Community Management
KM Processes 2 –
Network and Collaborate in Knowledge Area
• adhoc collaboration
• organized collaboration
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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Public Maven profile: http://www.maven.co/profile/5Anc2u3D
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Bookmarking http://del.icio.us/HoferAlfeisJ
Facebook http://www.facebook.com/profile.php?id=1800807835#!/
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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 AND BOOK CONTRIBUTIONS 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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