Km masterclass part4 km systems2 ha20140530sls

KM 4 – Socio-technical KM-Systems 2
Additional elements:
- Knowledge & Innovation Culture
- Knowledge Marketplaces
- Structures and Quality Measures for Knowledge / Content
- KM Support Organization and its KM processes
KM solutions changing with web 2.0 / enterprise 2.0
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

Focus: Knowledge & Innovation Culture
Focus: Knowledge Marketplaces
Structures and Quality Measures for Knowledge / Content
KM Support Organization and its KM processes
Agenda

Leadership, Collaboration … Knowledge Culture
A KM System is a
socio-technical system
Human
Organization Infrastructure/Techniques
Knowledge Marketplace
KM Processes:
improve
knowledge quality
Knowledge Community
Knowledge (content)
KM
Support
Organi-
zation

desire for appreciation … reputation
 Enterprise / Organization Culture in general
 backup slide „famous Chinese hundred year old soup“
( good example for story-telling)
 important section for KM and Innovation Management:
Knowledge Culture … Innovation Culture
 Enterpise Culture supporting knowledge sharing, development and renewal
Knowledge & Innovation Culture – what is that?
what‘s in for me, if I do more
than my work tasks …?
fear of critics …
sorry, not invented here …
we know how to …
I don‘t have to share
something important …?

Hi Matt,
Seconding Joitske and Ewen, I'd say with all of these grand terms, including "organizational culture" it is important to continue asking "so what do you mean by this in practice". If you
are a change agent, either as external consultant or internally, you will often have a client or supervisor who tells you your assignment in vague buzz words - such as: "develop a more
collaborative/innovative etc. organizational culture". Sometimes because they don't want to take responsibility, but more often because they don't quite know what they want or how to
formulate concretely and precisely what they want. So your first task is to clarify with the person who came up with this, what exactly they are talking about, what are concrete
examples of "when this happens we tend to do that" that they are not happy with. What would be some concrete storylines they'd be happier with? And once you are at it, in this same
clarifying conversation you can explore the concrete actions and interventions they have tried out in the past to get there, what worked, what didn't, how they assess the reasons for
how it went. And when you are done clarifying your mandate with the responsible person, you can check if these observations, frustrations, aspirations and attributions defined by the
leadership resonate at all with people on different levels of the organization.
This leads to an important point and that is history. The organizational culture is not just something that
happens today but something that is like the famous Chinese hundred year old soup (or was it 1000
years?) where you have a pot on the fire in the middle of the village and people add ingredients every
day as they have them available. They also eat every day from it, but never empty the pot completely,
so some of this soup may well be 100 or 1000 years old. While you will never be able to extract a
single ingredient added 70 years ago, each action taken by/in the organization in the past adds to the
organizational culture as you find it today. And you will never get the same rich flavor by pouring out
the whole content of the pot, scrubbing it down and preparing an instant soup out of a packet.
A lot of people who want to change organizational culture only look at: What are the negative things about the culture we have at the moment, where does it hold us back, what are
cultures of other organizations which we would prefer? Looking at your organizational culture with a historical perspective can allow you to understand that each cultural practice was
once started with a good reason and if they persist, there has to be a strong reason in the organizational logic why it is still there. Take highly bureaucratic cultures. Often we see them
as a pain and an impediment to getting stuff done. But they also provide stability even in situations with high staff turnover, standardization of standard procedures frees time and
resources to solve non-standard issues and bureaucracy comes with the promise that everyone will be treated following the same rules, no matter their informal networks or personal
cunning (now, whether the promise is always fulfilled is a different question).
So to be able to do something about persistent cultural practices which you do want to change, start by asking people with different perspectives about what the drivers behind it's
persistence are: "What are positive effects for the organization, individuals or departments within it or outside actors which come from doing things the way we do them now (give
concrete example here)?" "What would who lose and gain if we started doing it this way instead of that?" Digging into this will allow you two things: Reformulate your mission as you
understand what should be preserved and what should be changed. And get an idea of who you have to interact with how to get this preservation and change started.
One last thing: Culture is not something you can "make" but rather something that develops and grows. Just as it doesn't help to pull at a flower to try to make it grow faster. So what I
see as most promising is to plant a few seeds, pilot a few changed procedures or behaviors in different corners of the organization, nurture them and see what the effect is. Often
showing that "it" (whatever it is) can be done in one corner of the organization and supporting "field visits" (any kinds of interactions between those who doubt and those who have
achieved it) is the strongest organic approach to culture change
Have fun at the training, Cheers, Eva
Enterprise Culture … Chinese hundred year old soup
Response from Eva Schiffer in km4dev discussion „KM and culture“, 2012-03-19 https://dgroups.org/groups/km4dev-l/discussions/8nf1dyd1

uKnowledge Culture … Innovation Culture
Key elements?
Meaning values – strategies – rules  management example … appreciation …
trust & openness security & knowledge risks
care & collaboration internal competition
quality & failure (short-time) success
curiosity & innovation performance & routine
delicious HoferAlfeisJ – tags: Wissenskultur Organisation

concerning meaning …

concerning
meaning …
http://www.linkedin.com/groupAnsw
ers?viewQuestionAndAnswers=&di
scussionID=24344033&gid=47951
&trk=EML_anet_qa_ttle-
0Ut79xs2RVr6JBpnsJt7dBpSBA

Key elements?
Meaning values – strategies – rules  example … appreciation …
pay attention to different motivations for
knowledge sharing:
• mutual … peer-to-peer (community, …)
• top-down (professional teaching, …)
• bottom-up (organizational reporting, …)

 Source: Financial Times Germany, 2007-11-05, artist: Casey McKee
 Source: http://www.youtube.com/watch?v=9e6XQrLAKvE
Care Culture?

http://www.linkedin.com/groups/About-sharing-knowledge-incentives-managing-
77700.S.5829339122447196163?view=&srchtype=discussedNews&gid=77700&
item=5829339122447196163&type=member&trk=eml-anet_dig-b_pd-ttl-
hdp&fromEmail=&ut=2q3n0BOHY1SS41 02/2014

http://www.nickmilton.com/2014/01/how-internal-competition-destroys.html?utm_source=twitterfeed&utm_medium=linkedin

Key elements?
 http://failfaire.org/about/
Failure Culture, e.g. medical doctors
and personnel report, comment and
advise anonymiously on failures
www.jeder-fehler-zaehlt.de
Failure Culture:
• ignore  show / recognize
• suppress  discuss … analyze
• punish  reflect … learn …
innovate
• act, e.g. KillFee of Merck/USA
• in Aging Societies: older
workers/experts may fail, too

Analyzefailuresandlearnfromthem
http://www.admittingfailure.com/browse/09.12
Thedevelopmentcommunityisfailing…tolearnfromfailure.Insteadof
recognizingtheseexperiencesaslearningopportunities,wehidethemawayout
offearandembarrassment.

uKM reflection
knowledge building (single person)
examples … individual
„stories“
cases, context,
definitions
structure / process,
schema, theory
review
„big picture“:
framework, contexts, …
codification
deepen knowledge /
learn
… and
sharing &
networking?
“… our research shows … that if we’d take some time out for reflection, we
might be better off. When we stop, reflect, and think about learning, we feel a
greater sense of self-efficacy. We’re more motivated and we perform better
afterward.” Francesca Gino, Gary Pisano, Harvard Business School
http://karrierebibel.de/manager-sollten-das-lesen-reflexion-verbessert-produktiviaet/ May 2014

Individuelle
„Geschichten“
Fälle, Zusammenhang,
Definitonen
Aufbau-/Ablaufmodell,
Schema, Theorie
„Big picture“: Rahmen-
werk, Kontext, …
Individuelle
„Geschichten“
Fälle, Zusammenhang,
Definitonen
Aufbau-/Ablaufmodell,
Schema, Theorie
„Big picture“: Rahmen-
werk, Kontext, …
uKM reflection
knowledge building (group)
individual
„stories“
cases, context,
definitions
structure / process,
schema, theory
„big picture“:
framework, contexts, …
joint/shared stories
codification
different views:
 distributed joint knowledge
 distributed complementary kn.
joint/shared …
joint/shared …
joint/shared …
deepen knowledge /
learn

Key elements – how to measure?
 approach from
KM 5 

KM State & Needs Analysis: balance check for knowledge and
innovation culture key elements – example from 3 interviews
?
?
?

KM State & Needs Analysis: balance check for knowledge
and innovation culture key elements – example summary
information securitytrust & openness
Care-Culture internal competition
Failure Culture
adherence to
delivery dates
innovation/experiments performance
internally oriented
externally oriented
central & firm decentral - freedom
homogenious &
harmonic
diversified
deficits
strong deficits
guiding map for
management
meetings?

uKnowledge Culture … Innovation Culture
Measuring key elements – and then?
Analyze … attenuate … solve …conflicts / contradictions, e.g.
• sense making … modify enterprise value definitions …
• structural / organizational change
• modify rules … evaluation systems with respect to KM / InnoM 
• impact management behaviour, e.g. more partnership
• discuss, promote, advertise KM issues and benefits, …
• … apply guiding map with state of culture key elements
with whom?
- Management
- KM Support Org.
- HRM
- Org. Development
- „Culture Team“?
- ...

 Develop and deploy knowledge-based enterprise vision and strategy
 Articulate knowledge-based enterprise vision through mission
statement
 Determine enterprise core competencies (knowledge assets)
 Design knowledge-based enterprise structure & relationships between
enterprise units
 Develop and manage enterprise knowledge values
 Develop and encourage role models (including knowledge
leaders/champions)
 Encourage tolerance (including learn by doing, tolerating mistakes,
encouraging experimentation)
 Ensure timely communication (including real-time feedback)
 Develop and manage enterprise knowledge behaviors
 Recognize/reward employees for knowledge-based behaviors
 Develop and promote community (interdependency and communities of
interest)
 Develop and promote trust (between individuals, communities and
stakeholders)
MAKE dimension 1:
Establishing an Enterprise Knowledge Culture (1)
Knowledge
Strategy,
see KM5
Knowledge
and
Innovation
Culture
key elements

 Develop and manage enterprise knowledge systems/processes
 Develop external focus
 Develop/acquire technologies enabling knowledge sharing
 Develop and manage knowledge-based people practices
 Develop and manage knowledge-based performance management
 Create and manage knowledge-based human resources strategy
 Identify enterprise strategic knowledge worker requirements
 Ensure knowledge worker involvement
 Analyze, design or redesign work
 Analyze, design or redesign work environment
 Define work competencies
 Manage deployment of knowledge workers
 Plan and forecast workforce requirements
 Develop succession and career plans
 Recruit, select and hire knowledge workers
 Measure knowledge-based enterprise performance
 Communicate/report enterprise knowledge policy and goals
MAKE dimension 1:
Establishing an Enterprise Knowledge Culture (2)
KM State &
Needs
Analysis 
KM Road-
map, see
KM6
Appreciation
… Evaluation
 Expert
Career
System
based on
Knowledge
Strategy

• o2
• Continenta
• Schaeffler Technologies
• Johnson Controls
• MAN TURBO AG
• Siemens AG
• e-plus 
• t-systems
• book:
Domsch, M., Ladwig, D.:
Fachlaufbahnen, 2011 -
mit Praxisfällen von:
Bosch, Knorr Bremse,
Audi AG, Credit Suisse
Expert Career System – practical examples
Source: e-plus in
FACHBEITRÄGE
PERSONALFÜHRUNG
3/2009
traditional
mngt. career
expert
career
project
career

Definition of
Expert
candidates
Ranking of relevant
Knowledge Areas
integrating two views
• for strat./bus. relevance
• for CONTI exclusiveness
Defining expert career positions and candidates based on
strategic knowledge areas – example
ITforEngineering
allknowledgeareas
Ranking of
selected Expert
Knowledge areas
Definition of
Expert
positions
Level 2 in
Phase 1
NN1
IT Expert career
development &
support needed
open
Position to be
filled
L3 | Phase 1
L2 | Phase 1
NN2/
NN3
Decision /
IT Expert career
development &
support needed
Systems Engineering
Product Data Mngt.
Software Design
Electronic Design
Mechanical Design
L3 | Phase 2
L3 | Phase 2
company
strategic Community Portfolio … responsibilites

Make a rough survey in your group by counting votes – each person has one vote per balance
question
Exercise in groups: Which Knowledge Culture do you
experience in your enterprise / organization?
ok moderately stronglymoderatelystrongly
too open & transparent
too closed and
intransparent
too much care and
collectivity
too much self-orientation
and egoism
too tough, fast deciding
… rushing
too much discussing,
reflecting … hasitating
too much ideas, experi-
ments … irritations
too inflexible, routine and
performance orientated
In my opinion the balance in my organization is

Make a rough survey in your group by counting votes – each person has one vote per balance
question
Exercise in groups: Which Knowledge Culure do you
experience in your enterprise / organization?
ok moderately stronglymoderatelystrongly
too open & transparent
too closed and
intransparent
too much care and
collectivity
too much self-orientation
and egoism
too tough, fast deciding
… rushing
too much discussing,
reflecting … hasitating
too much ideas, experi-
ments … irritations
too inflexible, routine and
performance orientated
In my opinion the balance in my organization is
1 2 4 3 0
0 2 6 1 1
0 0 3 5 2
0 0 5 3 2

Structures and Quality Measures for Knowledge/Content
Agenda

A KM System is a
Human
KM Processes:
improve
knowledge quality
Knowledge Community
Knowledge (content)
KM
Support
Organi-
zation

face-to-face – events with knowledge sharing / developing + space + occasion + date
 meeting … creative event … conference …
 floor … lounge … kitchenette … library ...
virtuell – events in „simulated rooms“ … „platforms“ + occasion + dates, e.g.
 email ... SMS ... chat …Skype …
 intranet / internet website / portal
 social media: wiki ... weblog system ... micro-blogging …
 combinations, e.g. MS SharePoint, IBM Connections, TechnoWeb (Siemens) ...
uKnowledge Marketplaces
too much emails?
(1) check only every 2 hours (2) check only subject line and delete
(3) "OHIO" (only handle it once) source: Gretchen Gavett
http://blogs.hbr.org/2014/02/executives-biggest-productivity-challenges-solved/ 2014/04

semi-annual face-to-face meetings
Example – WIMIP (CoP of KM practitioners):
face-to-face Knowledge Marketplaces
19th meeting Sept. 2007 at Fraunhofer Ges. in Munich
award ceremony for „Place in the Country of Ideas“
KM exhibition from member companies
work in break-out groups

Locations supporting KM objectives – Novartis building in
Basel (F. Gehry): open office structure source: Suedd. Zeitung 16./17.7.2011, p. 15
additional sources: http://www.arcspace.com/features/gehry-partners-llp/novartis-building/
 „innovation is 80% communication –
this needs chance encounter …“
 chemisists and biologists now on the
same floor
 result: only half as many official
meetings, but department members
meet three times more
spontaneously
 good effect on hiring excellent
researchers
 additionally: 24 hours research around the globe in China, USA und Europe – communication
via video conference and virtual flipchart

„Cisco nutzt und stellt das System mit dem Namen "Telepresence" her, das auf der ganzen Welt verteilte
Menschen einander in Lebensgröße gegenüber-sitzen lässt. 872 Konferenzräume an 229 seiner Stand-orte in 56
Ländern hat Cisco mit Telepresence-Anlagen ausgestattet. Allein in der Niederlassung bei München sind es vier
mit Flachbildschirmen mit jeweils 65 Zoll Diagonale. An mehreren Standorten, darunter Zürich und London, sind
die Teeküchen mit Kamera, Mikrofon und Bildschirm ausgestattet …
Seit ihrer Einführung 2007 habe man laut eigener Statistik mehr als 146.000 Dienstreisen gespart.“
virtual meeting room … meeting point
source: http://www.sueddeutsche.de/karriere/kommunikation-mit-dem-chef-weit-weg-und-doch-
so-nah-1.1009790 9./10. Okt. 2010

Example SIEMENS: online support
www.siemens.com/industry/onlinesupport May 2014
customers
advise
customers
community
with 175k
users, ~40
requests/day
 1 … 250
contributions;
rarely Siemens
statements
expert users
community
mngt *
* source: SiemensWelt 2013-10

face-to-face – events with knowledge sharing / developing + space + occasion + date
 meeting … creative event … conference …
 floor … lounge … kitchenette … library ...
virtuell – events in „simulated rooms“ … „platforms“ + occasion + dates, e.g.
 email ... SMS ... chat …Skype …
 intranet / internet website / portal
 social media: wiki ... weblog system ... micro-blogging …
 combinations, e.g. MS SharePoint, IBM Connections, TechnoWeb (Siemens) ...
uKnowledge Marketplaces

Siemens represented in
various social media (Nov. 2012)
critical issue:
consistent content
across channels

Example: Portal from the German
parliament for public petitions
https://epetitionen.bundestag.de/epet/petuebersicht/mz.nc.html

WIMIP – start page – overview (1)

WIMIP – start page – overview (2)

WIMIP – member management

WIMIP – wiki and document repository

WIMIP – wiki, example page
three ways to modify content

km4dev– wiki http://wiki.km4dev.org/Main_Page

There were three root causes that we uncovered and addressed with our new knowledge
base:
 Sustainability. Our old product knowledge base was too hard to maintain. We had to
find a framework that would make it easy to add information on new products and
maintain the content we already had.
 Accessibility. It was just too hard for people to find what they were looking for. We had
to address issues with search and discovery and target content to more specialized
roles.
 Credibility. When people found content, there was no way for them to know if it
was true. There was not enough to distinguish the content the documentation team
maintained in the knowledge base from all the other content on the wiki. We had to
take steps to set this content apart.
* Opower is the market leader in customer engagement for the utility industry. With more than 90 utility partners, our solutions
have been deployed to millions of homes and businesses across North America, Europe, and Asia.
OPOWER*: the root causes of our wiki problems
http://www.apqc.org/blog/3-biggest-problems-facing-internal-wikis 2014-05

uWIKIs: general properties and lessons learned
 everybody may read, modify, add, …
everything from everybody
 any contribution is signed by name
 any version can be re-established
Lessons Learned:
 SIEMENS applies wikis since many years
 useful in scenarios with fast transparent
information exchange, e.g. meeting reports
in projects, feature lists in product
development or FAQ management in
service organizations
 not useful for structured strongly
formalized information, e.g. for process
audits, financial processes …
 AUDI has many wikis for CoP‘s, project
teams, organizational bodies …  a
faciltator („wiki gardener“) is very useful to
help with structures and clean-up
 ADVANTEST uses Confluence as basis
for wiki, blogging / KM platform with
>200.000 page views per month
 quality control not before but after
publication (by colleagues)
 challenges: different languages and
inter-cultural differences
Selecting a wiki platform, see e.g.:
http://www.wikimatrix.org/
http://mashable.com/2008/12/31/wiki-resources/
Free online wiki services, see e.g.
https://www.wikispaces.com/
delicious tags: Blog-Wiki

 Wikis work best when they solve a problem that is evident to most of a group.
 Wiki use needs to replace an existing work process, not add to work.
 Wikis need advocates and advertising.
 Seeding the wiki with valuable content helps jump-start the process; with a blank page,
no one knows where to start.
 Gradual growth is fine, and starting small helps a core group of users become
accustomed to the wiki (think pilot study).
 A wiki that serves a niche need is okay; it does not need to be all things to all people.
Posted by Nick Milton, July 2012
Read more: http://www.nickmilton.com/2012/07/6-wiki-rules-from-nasa.html#ixzz21QTypiQA
Six wiki implemention rules based on experience in
NASA source: http://www.nickmilton.com/2012/07/6-wiki-rules-from-nasa.html

Quelle: M. Langen, Siemens AG, EUROFORUM-Seminar 2012
weblogs
contributions
comments
tags
dynamic views (most active … )
- posts and blogs
- tagging
RSS feeds
help & FAQ (weblogs)
linkage
regulations
search

blog search:
 www.google.de/blogsearch?
hl=de
 http://technorati.com/ , ...
blog hoster:
 www.blogger.com
also for: group blogs, closed
blogs, …
 http://wordpress.org/
 …
Blog search / create your own blog

Interesting twitter
following partners
- examples
twitter following strategies –
two extremes: follow a small
selected vs. a very large group

Fast collaboration
via twitter –
more in a conference
contribution not yet posted
small practice examples
ADVANTEST
Q&A forum

Context building via hashtag #... –
different authors contribute to conference reporting
 joint knowledge
documentation via #kstar2012

key features
• tweet  140 characters only
• following  social network delivering tweets to you
• follower  social network receiving tweets from you
• retweet  repeating a received tweet in your own network (multiplication effect)
additional interesting features
• #<hashtag> – keywording
• list – group building
• @<twittername> – mailing, referencing
uMicro-Blogging: Short message services
with self-organizing social networks
solutions
• twitter (public and closed groups)
• Yammer (company internal)
• …

recapitulate:
Learning in communities
set attractive question in
appropriate forum and get very
useful discussion
Example: after three days 28
mainly rich contrubutions
https://www.xing.com/net/prif3744ax/knowledgemanagement/fragen-an-
die-spezialisten-des-wissensmanagements-638/eignet-sich-twitter-zum-
erfolgreichen-wissensmanagement-40712014/p0
question: is twitter useful for KM?

Retweeting
multiplies
twitter follower
networks

Keeping track with several twitter channels
WWW.TWEETDECK.COM (owned by twitter)

Keeping track with several social media channels
(t & g+ & f) http://storify.com/km4dev/km4dev-2013-day-1/ July 2013

 … tweets that are informative or funny -- or, ideally, informative and funny -- evoke
the best responses.
 And tweets that contain old information, repeat conventional wisdom, offer
uselessly de-contextual news, or extoll the virtues of the awesome salad I had for
lunch today don't, ultimately, do much to justify themselves.
 So: Do be useful. Do be novel. Do be compelling. Do not, under any
circumstances, be boring.
Be Better at Twitter: The Definitive, Data-Driven Guide
http://www.linkedin.com/news?actionBar=&articleID=5570204364456333326&ids=dj0UcjwOejwRcP0VcP0VejoRdiMUcj8Oe3ANdz0Ne38TcPsNdPkRb3oOcPcPcPoRd3gScPgM
cz0TdjkIcjoMd34PcP4Ue38VdjgVdPoRdiMSd3wUc30QdjgOcPgQcPgVdzkR&aag=true&freq=weekly&trk=eml-tod2-b-ttl-2&ut=2zSD87HtbLSR41
before using tweets as personal
notes in meetings: get agreements
of meeting participants

Popular KM platform:
SharePoint from Microsoft
http://office.microsoft.com/en-us/sharepoint/ 2014-05
see reading material:
Enhancing-SharePoint-June-2014_4554 KMWorld.pdf

http://www.newsgator.com/products-and-solutions/sharepoint
DETECON Consulting reported excellent experiences, 2013

Popular KM platform:
IBM Connections
http://www-03.ibm.com/software/products/en/conn 2014-05

 Today more organizations aspire to become a Social Business. Leading organizations
– including 75 percent of the Fortune 100 – are transforming how they connect,
collaborate and get work done using IBM enterprise social software.
 “Customers are increasingly assuming that all applications must be social,” said
Vanessa Thompson, Research Manager, IDC Enterprise Social Networks and
Collaborative Technologies. “IBM's focus on a core social networking platform to
support application environments, such as Smarter Commerce and Smarter Workforce
aligns well with this customer intent.” (2)
 IBM's Social Business portfolio, including its industry leading IBM Connections and
Smarter Workforce technologies, allow organizations to integrate social solutions with
critical business applications and people-centric processes that empower employees,
increase workforce productivity and deliver exceptional customer service. Deployed on
cloud or on premises, these solutions also enable business leaders like the Chief HR
Officer (CHRO) to attract and retain top talent when combined with social workforce
analytics that ensure the organization has the skills and expertise to meet emerging
market demands.
IBM Named Worldwide Market Share Leader in
Enterprise Social Software for Fifth Consecutive Year
http://www-03.ibm.com/press/us/en/pressrelease/43703.wss 2014/04

May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
TechnoWeb: “Find People to get Answers”
Enterprise Social Network for Siemens experts
Personalized dashboard
(incl. activity stream of joined networks)
Network (Community) pages, with
member list, partner network list, activity stream
Public profile pages of
each user (incl. activity stream)
with news and RSS-feeds
Urgent request
(with target messaging)
+ advanced search and tagging
+ integration of
Sharepoints, wikis, blogs...
Open for all
Siemens employees
source: http://www.slideshare.net/heisss/wima-siemens-v11public
Everybody may initiate/join a network

 Pligg
Pligg is a PHP/MySQL system that allows visitors to submit websites and blogs for voting or ranking. While very similar to Digg, it does
offer some additional features, such as trackback support, automatic title discovery, and RSS import functionality.
 NewsCloud
another content management system that has a story ranking feature. They have also developed a Facebook app for their service,
which is open source as well and available for download.
 Drupal with Vote up/down module
Most know Drupal as one of the more popular open source content management systems available. Thanks to the user community,
several modules have been developed that allow voting of submitted stories. Recruiting.com uses this setup.
 Dolphin
from Boonex, is a popular free community-building application that is being used for a number of dating sites. Many modifications have
been developed, however many of them are only available for a fee. There is also a cost associated with removing the company’s links
from your site.
 PHPizabi
another social networking script that charges a fee to remove their branding. They are rapidly approaching 100,000 downloads of their
software, and have a few impressive-looking demo sites listed on their website.
 Elgg
was developed with the educational industry in mind, but can be customized for any use. Many universities throughout the world have
adapted the social software to fit their needs.
 Mugshot
Developed by Red Hat, Mugshot allows you to post what you are reading and listening too, and share it with you friends. Mugshot is a
little different, as both the client and server code are open source and available for download.
 AroundMe
an open source social networking app that supports OpenID. They are based in Sweden. We haven’t seen many sites running on the
platform.
8 of 10 open source software platforms
http://mashable.com/2007/07/25/open-source-social-platforms/

KMWorld 100 Companies That Matter in KM
http://www.kmworld.com/Articles/Editorial/Features/KMWorld-100-Companies-That-Matter-in-Knowledge-Management-94933.aspx

survey in XING KM forum
with 29 German participants
http://www.cogneon.de/node/8815
Which tool is best for creating a social intranet?
https://www.xing.com/app/newsfeed?op=poll_detail;id=4182 Simon Dückert, May 2012

Knowledge & Innovation Culture
Knowledge Marketplaces
Agenda

A KM System is a
Human
KM Processes:
improve
knowledge quality
Knowledge Community
Knowledge (content)
KM
Support
Organi-
zation
structures?
quality?

uKnowledge/content is characterized by knowledge
structures and knowledge quality
knowledge structures / knowledge maps
 to get an overview
e.g. index of contents, directory, model, …
 to navigate
e.g. template, portal structure, workflow, …
 to search
index structures, search trees, ...
 to find gaps / create ideas
e.g. in structures, models, …
knowledge / content quality
 proficiency, distributedness / connected-
ness / diffusion, codification, see KM1
 additional criteria: business relevance,
actuality, …
types of knowledge maps (often combined)
 knowledge structure map
 principally any description model
 often:
composition and/or process model
 knowledge source maps
directories to experts/expertise,
organizations, information
 knowledge application maps
e.g. knowledge objects needed in a
certain action in a process model
examples:
• „time-stamp“: valid until ...
• document history: frequency of use, ...
• automated author request: „delete?“ „archive?“
delicious tags: Semantik Wkarte Wkodifizieren

Example: k. structure map of the basic CoP knowledge area,
e.g. for 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

Knowl. structure and source map: example SIEMENS “process
house” – reference system for business processes (models)
Source: Siemens AG
in these boxes can be found:
 models of various sub-processes and linkages
 roles, experts, responsible organizational units
joint structures:
really hard work!

uKM reflection
„from Navigation to Search to Advice/Hint Culture“
Navigation Culture
Search Culture
given static content
structures
dynamic search
in semantic
structures
dynamic
content
structures
plus
semantic
search
user
feedback („like“) /
improvements
collectively
enriched
semantically
supported
dynamical
structures
e.g. portal structures
e.g. search engines
e.g. recommendation
fuctionality
Advice/Hint Culture

Agenda

A KM System is a
Human
KM Processes:
improve
knowledge quality
Knowledge Community
Knowledge (content)
KM
Support
Organi-
zation
who cares … has
governance …
resources …?

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
Organizational locations of KM support – e.g.
org.‘s in WIMIP‘s member companies 2012
5
21
R&D: 3
Business Areas: 3
Central: 4
1

KM reporting lines
KM Team size
survey, Nov. 2012, 76 organizations
http://www.nickmilton.com/2012/11/km-reporting-
lines-updated.html
2014 Knoco Global Survey of KM,
369 contributions
www.knoco.com

DETECON Consulting:
KM Support Oganization

 formal versus informal
KM Team with clear responsibilities, budget, roles vs.
KM as additional business (eventually named differently?)
 central / cross-organizational versus decentral
acting jointly / centrally coordinated vs. differently in different units of the
organization?
 inter-disciplinary versus fragmented
acting jointly with KM partner disciplines or
driven from and oriented to one partner discipline, e.g. HRM or IT?
 based on a broad cross-organizational initiative or on a single group
reinforced / supported by a organization-wide CoP KM or only a smaller set of KM
experts?
uKM Support Organization – organizational settings

 KM Project / Program Manager | Head of KM Support Organization
… Chief Knowledge Officer … Chief Learning Officer …
 Member of KM Project Team / KM Support Organization
 Knowledge Engineer, Knowledge Architect, Knowledge Strategist,
KM Process Manager, Project Knowledge Manager, …
 Platform Manager, Social Media Manager, WIKI-Gardener, Library / Research Expert
 contact person in KM partner disciplines (HRM, IT, Process Mngt., Orgnizational
Development, Communication, Quality Management, …)
 KM partner in business unit / subject matter unit
Community Moderators | Expert Career Members | Knowledge Champions | …
 Contact partner on top management level
Sponsor | Mentor | Steering Board | …
KM roles - examples
see also, KM job offers, e.g. from km4dev or
https://www.linkedin.com/groups?jobs=&trk=eml-anet_dig-h_gn-tjb-
cn&ut=0BaagsgUUA2R81&gid=1539&_l=en_US

KM job offers (Oct 2013)
e.g. http://www.linkedin.com/groups?jobs=&gid=1539&trk=eml-anet_dig-h_gn-tjb-cn&ut=2ZXy9RYvBu7lc1

Nick Milton - I did some quick research the other day on "Glassdoor" - the salary
comparison site. Here's a histogram of the salaries of the 40 "Knowledge Manager
jobs I found: Median salary is about $70,000, but more interesting is the spread -
from a minor pittance working and
a charity, to over 140k working for a
consultancy.
I think this spread shows that
"Knowledge Manager" is a poorly
defined job, just as "Knowledge
Management" is a poorly defined
term. You could be a knowledge
manager and earn $40k, you could
be a knowledge manager and earn
$140k - it all depends on what you
mean by knowledge manager.
Salaries for Knowledge Manager roles (11/2012)
Quelle: http://www.nickmilton.com/2012/11/salaries-for-knowledge-manager-roles.html?utm_source=twitterfeed&utm_medium=linkedin

Chief Knowledge Officer of NASA: Edward Rogers
Speaking about the repeated inability of
knowledge management practitioners to
apply lessons from previous attempts,
Edward Rogers enumerates the five most
common mistakes made by KM
practitioners: (1) attempting to implement
a KM system in a hurry, (2)designing KM
to serve as the control unit, trying to
manipulate people and making them
behave in a manner in which they would
not normally behave, (3) Allowing for
inadequate time to develop a KM program
peculiar to one's organization (which leads
to blindly emulating KM practices from
other organizations), (4) Selling KM with a
dollar expectation in terms of RoI, and
finally (5) Handing over KM to a CIO.
http://www.youtube.com/watch?v=aAeLNIvVS6E&feature=plcp&context=C46e04feVDvjVQa1PpcFPYBayILShv7rgUOHNVIXrDNwnE34P7zA8%3D

… three new mini-interviews, recorded at the KM India Summit in Bangalore in
February with Kuebel-Sorger Ludger who heads the Knowledge Management
practice at Boston Consulting Group have been added to the eClerxServices KM
Channel on YouTube. This makes over 40 mini-interviews now, including some early
ones with me.
 KM in Innovation
http://www.youtube.com/watch?v=4JuPIFZf9P0&list=UUIRnIWsVRKU5bOUVTAsur6A
 Roi on KM
http://www.youtube.com/watch?v=wjNyLKcwdOQ&list=UUIRnIWsVRKU5bOUVTAsur6A
 Managing Tacit Knowledge at BCG
http://www.youtube.com/watch?v=gr7BP8SH6Vo&list=UUIRnIWsVRKU5bOUVTAsur6A
Three mini-interviews with Kuebel-Sorger Ludger,
head of the KM practice at Boston Consulting Group
Gurteen Knowledge Letter: Issue 166 - April 2014 ##32916##

KM core processes
Three process groups of BITKOM WM-Prozess-Systematik*
Free download: http://www.bitkom.org/de/themen/54938_61676.aspx
KM Support Org.
Improve / adapt
KM system
Socio-technical KM system: Have we the
right KM systems and do they work well?
KM System
Knowledge and KM:
Do we focus on the business-critical
knowledge and the right KM?
Management
Plan & control strategically
Knowledge and KM systems
Improve / adapt
knowledge quality
X no
Knowledge
as-is
Knowledge
to-be
Knowledge Worker
 yes
Knowledge :
available in adequate quality
(depth, distribution/networking,
codification)?
Action (process, proceeding, activity, …), requiring
knowledge (capability for effective action) before-during-after
* BITKOM: German association of companies in IT, telecommunication and media
WM-Prozess-Systematik: systematics of KM processes (in German, 2007/2009)

uProcesses of the KM Support Organization
„KM support processes“
Organization and Leadership
(independent of knowledge area):
• provide/improve organization communities / community mngt.
• provide/improve KM processes/instruments
• co-design knowledge-oriented ledership, strategy, culture
• provide/improve KM Support Organization
Infrastructure, Techniques und Content
(independent of knowledge area):
• provide/improve knowledge marketplaces (real/virtual)
• provide/improve knowledge/content structures and quality
measures
Plan/provide/implement/operate KM system(s) including
marketing, communication and promotion for KM
Define and implement KM strategy and roadmap
Measure and monitor KM state and needs, see KM 5

 Care for shared understanding - apply different „languages“ for different KM key players
 Management  business-oriented wording
 Knowledge workers  work-oriented wording
 KM experts  KM jargon, if useful
 Think in processes and systems – not in tools
 Integrate KM in work processes and systems 
 Care for mobilizing all three KM key players:
 knowledge worker, e.g. subject matter experts – offer useful KM solutions and listen …
 management – involve with strategic KM ( Knowl. Strategy) and manage expectations
 KM support organization – support the interdisciplinary role, e.g.
involve KM partners and care for their KM-related initiatives;
improve KM maturity with internal community of practice KM and cross-company
experience exchange
KM implementation - some Lessons Learned

Nick Milton, Knowledge Management consultant, coach and trainer with Knoco Ltd;
author of The Lessons Learned Handbook
The top 7 are described here and listed below:
http://www.nickmilton.com/2011/09/top-7-tips-for-knowledge-management.html
1. KM needs to be business-driven.
2. KM needs to be introduced as a management framework.
3. KM needs to address Pull as well as Push.
4. KM is a change process.
5. KM Must be embedded in the business.
6. KM needs not just high level support, but high level expectation.
7. KM needs to be delivered where the high value decisions are made.
What are the key drivers to a successful
KM programme implementation? https://www.linkedin.com/groups/What-are-key-drivers-successful-
77700.S.5853233183323078660?view=&srchtype=discussedNews&gid=77700&item=5853233183323078660&type=member&trk=eml-anet_dig-b_pd-ttl-
hdp&fromEmail=&ut=3WJAC9Wo7vb6c1 April 2014

That's one of the early findings from our Knowledge Management survey - a survey of nearly 400 kmers
round the world. Some of these people had been in charge of KM programs that had folded, and we wanted
to know, in these cases, what the reasons had been for the abandonment of Knowledge Management.
1) From the start make sure your Knowledge Management program is focused on delivering real business
needs and objectives. Get this business-focus into your Knowledge Management strategy, and get the
strategy signed off by senior management.
2) Have some idea of the size of the prize. Value your KM program - find out what it would be worth to the
business if all staff had access to the knowledge they needed to make their key decisions.
3) Conduct some early proof of concept exercises. Prove that KM works in your context, and get early
endorsement (ideally on camera) from your business customers.
4) Conduct some business-led pilots, designed to deliver measurable benefit. Get agreement from senior
managers before-hand that if the pilots are successful and add enough value, KM will be endorsed from on
high as "required behaviour"
5) Embed KM roles into the organigram, KM processes into the high-level operational processes, and KM
technology into the technology suite. Weave KM so tightly into the fabric of the organisation that it can't be
unwoven.
6) Present KM widely to the external world. Make your company famous for KM. Win a MAKE award. Get into
a position where abandoning KM would be an embarrassment.
How to make your KM program reorganisation-proof –
the biggest risk is internal reorganisation
http://www.nickmilton.com/2014/05/how-to-make-your-km-program.html?utm_source=twitterfeed&utm_medium=twitter&m=1 May 2014

Exercise: Give examples for the six KM system elements
if we think of a hospital as a (rather large) KM system

Agenda

pic.twitter.com/9KYnyyHL4F

 Web 2.0 … Social Internet … Social Media
 Enterprise 2.0 … Management 2.0 …
 Social Business … CRM via social media
Perspectives:
Enterprise 2.0 … - enterprises with an distinct collaboration culture
increase productivity by up to 250%
Source: Forrester Research, Harvard Business School, 2012
https://www.xing.com/net/pric5e83bx/knowledgemanagement/social-networking-neue-generation-von-it-gestutzten-wissensmanagement-losungen-49624/enterprise2-0-
neue-trends-unternehmen-mit-einer-ausgepragten-kollaborationskultur-steigern-ihre-produktivitat-um-bis-zu-250-41171624/41171624/#41171624
… by fully employing social technologies, companies have a chance to increase the productivity
of knowledge workers by 20 to 25 percent.
Source: http://kmecw.com/?p=175 referring to McKinsey Global Institute (MGI) report, The Social Economy: Unlocking Value
and Productivity through Social Technologies, 2014
Some concepts and buzzwords
connect people
with content
connect
content
connect
people
WEB 2.0

http://www.businessinsider.com/social-media-marketing-landscape-complicated-2012-
5?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+businessinsider+%28Business+Insider%29

Harnessing Collaborative Technologies – Helping Funders
Work Together Better © GrantCraft 2013 http://collaboration.grantcraft.org/
see also,
http://cooltoolsforschool
s.wikispaces.com/Colla
borative%20Tools

CISCO: Use of social media (73k employees, June 2011)
 Directory2.0: expertise localization (1MM/a)
 virtual meetings: 900 systems
 large virtual events across 6 subsidiaries:
4 per year
 „Enterprise Youtube“:
18k 5-Minute video clips
 500k clicks, comments, tags, …
 blogs: 86k conributions per year
 Wiki: 1.6 MM Wiki Pages per year
 facebook-like:
externally: networking with customers via facebook (133k friends)
internally: Quad (similar to facebook)

Siemens AG:
Use of social media
Siemens Welt 2013-12, p.5
10 MM customer searches
on Siemens website
40k service experts
support customers
150k customer calls per
email & phone per day
30k sales people
& 1200 Key Account
Managers keep contact
90k user via
mobile devices on
Siemens website
Siemens YouTube channel:
14k subscribers &
20k accesses per month
Siemens on facebook: 112k fans
Siemens on twitter: 36k followers
>50k customer-oriented apps
in 2012/13:
250k downloads

 Increased use and user friendliness of collaboration platforms and social media
 Decreased efforts to turn tacit knowledge into explicit knowledge (in form of
guidelines, lessons learnt etc.), but increased network capacities to solve
problems / challenges with peer inputs.
 Continued trend to open up networks (from internal and partner inclusive
networks, to global networks)
 Increasing % of generation Y staff, which will impact on organizational culture
 An increased demand / pressure to measure KM benefits and show the impact of
KM (cost – benefit of KM activities)
What factors and trends will influence the way staff is
working involved in development (knowledge) activities?
source: http://dgroups.org/groups/km4dev-l/discussions/66b4f53c 2013-03

KM & web 1.0
 pull & push
information-oriented
 e.g. intranet portale,
dokument mngt syst.
 standards, guidelines
provided centrally
„navigation culture“
 „broadcast media“:
 nobody interacting
uKM 2.0 – KM solutions changing with web 2.0
KM & some web 2.0
 connected & inter-changing
cooperation-oriented
 e.g. collaboration platform
sharepoint, wiki, weblog, ...
 discussions … practices in
communities …
„search & network culture“
 „user-generated content“
 some interacting
KM & full web 2.0
 highly interactive &
reputation-oriented
 e.g. social media + online
customer interactions,…
 improvement &
innovation interactively
„hint & network culture“
 „social collaboration“:
 almost all interacting
t
but – approved and successful KM solutions keep being applied, e.g. communities of practice, …

KM solutions changing with
web 2.0 / enterprise 2.0
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
BrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html
XING https://www.xing.com/profile/Josef_HoferAlfeis
Public Maven profile: http://www.maven.co/profile/5Anc2u3D
Twitter HoferAlfeisJ
Bookmarking http://del.icio.us/HoferAlfeisJ
Facebook http://www.facebook.com/profile.php?id=1800807835#!/
yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm
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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