This document discusses the use of wargaming as a strategic planning and decision-making tool. It defines wargaming as a disciplined role-playing activity where key decision-makers react to events and test plans against a competitive environment. Wargaming is presented as a way to leverage existing knowledge, promote risk mitigation and organizational learning. It can involve multiple comparable games to determine the most viable options, and include rehearsal games to test plans before execution against adversarial red teams. Companies that use wargaming are said to experience a 40-55% increase in successful plan execution.
This document discusses the knowledge management (KM) system implemented at Dubai Courts. It describes the KM process capabilities including identification, acquisition, organization, storage, distribution, and measurement. It outlines the KM enablers including management championship, IT support, organizational culture, and applications. It provides details on how Dubai Courts implemented each step of the KM process and utilized the KM enablers. It also summarizes the benefits of the KM system including improved efficiency, user satisfaction, and alignment with strategic goals.
This document discusses the development of a Knowledge Manager Program in the Dubai Police. It begins by asking questions to define explicit and tacit knowledge. It then outlines different types of knowledge that exist in organizations, including knowledge located in customers, employees, products, partnerships, organizational memory, and knowledge assets. The document introduces the concept of a knowledge equation and discusses how the Knowledge Manager Program was built, including using a community model and codification and personalization strategies. It asks how the program was designed and built by the Dubai Police.
The document discusses the transformation underway due to disruptive technologies and its implications. It notes that technologies like automation, robotics, and artificial intelligence are automating many jobs and changing the nature of work. This transformation will cause significant disruption in the workplace. However, it also discusses how a focus on "personal knowledge management" can help address this complication during the transition.
The document discusses innovation hubs and strategies for getting value from R&D investments. It begins by providing context about Australia's declining commodities industry and the government's push for innovation in other sectors. It then discusses different types of innovation hubs like incubators and accelerators, providing case studies. It also addresses criticisms of innovation programs and strategies for organizational success, including the need for ambidexterity. Throughout, it emphasizes the importance of social networks, diversity, and tolerating risk and mistakes in fostering innovation.
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
This document provides an overview of the Information and Knowledge Management Society (iKMS) in Singapore. It discusses iKMS's mission to increase awareness and application of knowledge management practices. It also outlines iKMS's activities and initiatives over time, including an annual conference, masterclasses, and knowledge sharing events. The document advocates that knowledge management requires changes in leadership, learning, and knowledge behaviors to be fully effective at the individual, team, and organizational levels.
Presentación de apoyo a la explicación de la beta-oxidación de los ácidos grasos, proceso mediante el cuál se inicia la oxidación de los ácidos grasos activados o acilCoA hasta CO2 y H2O.
This document discusses the knowledge management (KM) system implemented at Dubai Courts. It describes the KM process capabilities including identification, acquisition, organization, storage, distribution, and measurement. It outlines the KM enablers including management championship, IT support, organizational culture, and applications. It provides details on how Dubai Courts implemented each step of the KM process and utilized the KM enablers. It also summarizes the benefits of the KM system including improved efficiency, user satisfaction, and alignment with strategic goals.
This document discusses the development of a Knowledge Manager Program in the Dubai Police. It begins by asking questions to define explicit and tacit knowledge. It then outlines different types of knowledge that exist in organizations, including knowledge located in customers, employees, products, partnerships, organizational memory, and knowledge assets. The document introduces the concept of a knowledge equation and discusses how the Knowledge Manager Program was built, including using a community model and codification and personalization strategies. It asks how the program was designed and built by the Dubai Police.
The document discusses the transformation underway due to disruptive technologies and its implications. It notes that technologies like automation, robotics, and artificial intelligence are automating many jobs and changing the nature of work. This transformation will cause significant disruption in the workplace. However, it also discusses how a focus on "personal knowledge management" can help address this complication during the transition.
The document discusses innovation hubs and strategies for getting value from R&D investments. It begins by providing context about Australia's declining commodities industry and the government's push for innovation in other sectors. It then discusses different types of innovation hubs like incubators and accelerators, providing case studies. It also addresses criticisms of innovation programs and strategies for organizational success, including the need for ambidexterity. Throughout, it emphasizes the importance of social networks, diversity, and tolerating risk and mistakes in fostering innovation.
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
This document provides an overview of the Information and Knowledge Management Society (iKMS) in Singapore. It discusses iKMS's mission to increase awareness and application of knowledge management practices. It also outlines iKMS's activities and initiatives over time, including an annual conference, masterclasses, and knowledge sharing events. The document advocates that knowledge management requires changes in leadership, learning, and knowledge behaviors to be fully effective at the individual, team, and organizational levels.
Presentación de apoyo a la explicación de la beta-oxidación de los ácidos grasos, proceso mediante el cuál se inicia la oxidación de los ácidos grasos activados o acilCoA hasta CO2 y H2O.
KM Middle East 2014 - Presentation by LCol FM Aubin on Wargaming and Knowledg...Fred Aubin, CD MCGI
This document discusses the benefits and process of wargaming for businesses. Wargaming involves simulating competitive scenarios and testing business strategies, plans, and decisions against the knowledge and potential reactions of competitors. It allows companies to rehearse execution of plans, reduce risks, improve decision-making, and leverage collective organizational knowledge. The wargaming process includes defining blue and red teams of internal and external subject matter experts to role play competitive interactions and identify weaknesses or improvements for business leadership. Regular wargaming has been shown to increase successful execution and performance for companies that practice it.
Strategic Red Team Consulting - Introduction to Business WargamingFred Aubin, CD MCGI
This document discusses strategic wargaming for businesses. It describes wargaming as a method for businesses to evaluate courses of action, test plans before execution, and rehearse decision-making in a realistic, adversarial environment. Wargaming involves role-playing workshops that pit decision-makers against competitors to identify risks and promote organizational learning, similar to how militaries use wargaming to rehearse plans and decisions. The document outlines the wargaming process and different types including course of action, rehearsal, and red team exercises.
The digital marketing landscape calls for new ways to market your companies to your job candidates. Maximize the 3 ROI-boosting technologies: Proxy Targeting, Social Recruitment and Gamification to get the talent that you want.
This document appears to be from a conference on strategy execution using the balanced scorecard and QuickScore software. It includes welcome messages from the organizers, information about conference logistics and events, an overview of the balanced scorecard and strategy execution, the conference agenda, and announcements about upcoming opportunities from the Balanced Scorecard Institute and Spider Strategies. The document provides details to attendees about the conference and promotes related products and services.
[Webinar] Data, Predictive Analytics & Marketing Clouds: The Platform For The...Mintigo1
To view the full webinar, please visit:
http://www.mintigo.com/webinar-data-predictive-analytics-marketing-clouds-platform-modern-marketer/
Description:
In today’s B2B marketing world, there’s an increase in marketing complexity and an explosion in the quantity and types of data. Left unmanaged, complexity and data overload could prevent marketers from finding and developing their ideal customers.
Enterprise software companies including Oracle are offering an expanding marketing platform to the CMO under the category of marketing clouds. It’s no secret that many are expecting CMOs to outspend CIOs on technology purchases within the next several years, and marketing clouds and data tools will be front and center for marketers.
Check out this webinar to learn how predictive analytics combined with marketing clouds will bring silos of data and customer experiences together by enabling marketers to understand who their most likely buyers are and centrally manage and orchestrate campaigns.
The topics covered will include:
- The rise of the marketing cloud as the centerpiece in customer-centric marketing
- How data and predictive analytics uncovers the insights to power the marketing cloud
- Where marketing clouds are headed and what marketers need to understand to succeed in their organization
How To Integrate Business Risk & IT Risk SureCloud
SureCloud’s GRC Practice Director talks us through:
• The challenges Integrated Risk Management (IRM) causes
• Outlining how operational and IT Risk must work together
• An approach for creating a model within your own business with the right GRC technology
• The benefits of integration for internal communication and the relationships within your business
CEO / CXO Architecture - The missing piece in your BI&A architectureCorporater
Most CEOs and CXOs are not happy with the BI&A initiatives. There is an apparent gap between what insights/information the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what a BI&A architecture should contain in order to close this gap.
This presentation will help you understand the specific core building blocks needed to reach business outcomes, and how the BI&A architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
This document describes the services offered by Strategic Red Team Consulting, a business consultancy staffed primarily by former military professionals. They aim to increase client competitiveness through strategic planning services that apply proven military methodologies to the private sector. Their main offerings include an Intelligence Preparation of the Corporate Battlefield product to analyze a company's strategic environment, a Competitive Benchmarking Survey to gather internal feedback, and disciplined strategic planning support. They also provide Corporate Wargaming and Strategic Red Teaming exercises to test strategies against simulated competitors before execution. The goal is to enable informed decision-making and reduce risks through competitive testing and analysis.
NextBankUSA - Nick Holland, Javelin Research, presentationNext Bank USA
This document is a report from Javelin Strategy & Research on the future of payments. It discusses how payments are becoming increasingly digital and mobile, and new technologies are removing friction from the payments process. Emerging technologies like cryptocurrencies, person-to-person payments apps, and biometric authentication could further transform the payments landscape. The report also notes the need for payments providers to focus on security and privacy as these changes happen to build consumer trust.
This Risk Based Monitoring - Impact on Sites overview presentation, on targeted topics, was delivered to the ACRP Raleigh - Durham Chapter's Annual Conference in 2013.
The document discusses the benefits of strategic advisory boards for growing small and medium businesses. It states that advisory boards can provide business owners with in-depth discussions, paradigm shifts, strategic thinking, validation, connections and opportunities that can help businesses significantly increase sales growth and productivity compared to businesses without boards. The document provides examples of how advisory boards work and are structured by the Cercle GDP group, which creates and manages turnkey advisory boards for clients.
[Webinar] Demystifying Predictive Lead Scoring Mintigo1
To watch the entire webinar replay, please visit:
http://www.mintigo.com/demystifying-predictive-lead-scoring/
Description:
As B2B marketers, we know that lead scoring is a valuable method to identify the leads that are most valuable to our organization.
Yet, most of us do not know whether, or to what extent, lead scores correspond to lead conversion through the demand waterfall or sales funnel. This is because most of the lead scoring models that we set up in our marketing automation platforms are based on gut instinct, intuition, and guesswork.
Enter predictive lead scoring. You’ve heard it mentioned amongst your peers, talked about at marketing conferences, and perhaps even read some blog posts about it. But what exactly is predictive lead scoring, how does it differ from “traditional” lead scoring, and why should you care?
We’ve invited the experts at SiriusDecisions to join us in this webinar as we unravel the mystery behind predictive lead scoring. In this webinar, you will learn:
- What predictive (anything) really means
- Why current lead scoring models may not be enough
- How statistics enable insight and prediction
- How predictive lead scoring improves lead quality
About The Guest Speaker:
Kerry Cunningham, Research Director at SiriusDecisions
As vice president of operations for a leading b-to-b teleservices organization for more than 15 years, Kerry has been a thought leader in the design and implementation of inside sales, tele-prospecting, telemarketing and processes and teams for a wide array of b-to-b products, solutions and services. From more than a decade spent straddling the fence between marketing and sales, Kerry has also developed a wealth of experience expertise in the alignment of marketing and sales organizations. Along the way, Kerry has developed implemented lead management processes for many of the world’s most prominent b-to-b brands, amassing substantial real-world expertise in lead acquisition, governance and propensity modeling.
This document discusses decision quality (DQ) and how to achieve high-quality decisions. It begins by defining DQ as meeting six key requirements: having relevant information, clear values and tradeoffs, sound reasoning, commitment to action, an appropriate frame, and creative alternatives. It then discusses common barriers to good decision-making like biases and complex organizational factors. It proposes using a dialogue decision process to iteratively work through the six DQ requirements to achieve high-quality outcomes. The overall goal is to maximize decision value through continuous improvement of the DQ framework.
Capital Adequacy Stress Tests: Pre-Provision Net Revenue and Scenario DesignCRISIL Limited
The document provides details about a web conference on capital adequacy stress tests with a focus on pre-provision net revenue (PPNR) modeling and scenario design. It includes dial-in details for participants to join the audio portion of the web conference, which will be presented by Joshua Hancher from CRISIL Global Research & Analytics. The agenda covers PPNR modeling components like balance sheet projections, net interest income, noninterest income and expenses. It also discusses scenario development and case studies from CRISIL GR&A on commercial loan forecasts and fair value of loans held-for-sale.
This document summarizes the strategic planning services of a consulting firm called Strategic Red Team Consulting. They offer several services: (1) Intelligence Preparation of the Corporate Battlefield to understand a company's strategic environment; (2) a Competitive Benchmarking Survey to gather internal feedback; (3) Strategic Planning Support using established methodologies; and (4) exercises like Corporate Wargaming and Red Teaming to test strategies against competitors in simulated scenarios. Their aim is to increase clients' competitiveness through strategic analysis, planning, and risk mitigation.
This document summarizes the strategic planning services of Strategic Red Team Consulting. They offer intelligence preparation of the corporate battlefield to understand a company's competitive environment. They also provide competitive benchmarking surveys and disciplined strategic planning support. Finally, they emphasize testing plans through corporate wargaming and red team exercises that simulate competitive scenarios against experienced former military professionals.
Transition to Management: The Other Side of the DeskCynthia Clay
60-minute webinar introducing five leadership guidelines that help new managers stay focused and balanced. Discover your leadership type and how you can be more successful.
KM Middle East 2014 - Presentation by LCol FM Aubin on Wargaming and Knowledg...Fred Aubin, CD MCGI
This document discusses the benefits and process of wargaming for businesses. Wargaming involves simulating competitive scenarios and testing business strategies, plans, and decisions against the knowledge and potential reactions of competitors. It allows companies to rehearse execution of plans, reduce risks, improve decision-making, and leverage collective organizational knowledge. The wargaming process includes defining blue and red teams of internal and external subject matter experts to role play competitive interactions and identify weaknesses or improvements for business leadership. Regular wargaming has been shown to increase successful execution and performance for companies that practice it.
Strategic Red Team Consulting - Introduction to Business WargamingFred Aubin, CD MCGI
This document discusses strategic wargaming for businesses. It describes wargaming as a method for businesses to evaluate courses of action, test plans before execution, and rehearse decision-making in a realistic, adversarial environment. Wargaming involves role-playing workshops that pit decision-makers against competitors to identify risks and promote organizational learning, similar to how militaries use wargaming to rehearse plans and decisions. The document outlines the wargaming process and different types including course of action, rehearsal, and red team exercises.
The digital marketing landscape calls for new ways to market your companies to your job candidates. Maximize the 3 ROI-boosting technologies: Proxy Targeting, Social Recruitment and Gamification to get the talent that you want.
This document appears to be from a conference on strategy execution using the balanced scorecard and QuickScore software. It includes welcome messages from the organizers, information about conference logistics and events, an overview of the balanced scorecard and strategy execution, the conference agenda, and announcements about upcoming opportunities from the Balanced Scorecard Institute and Spider Strategies. The document provides details to attendees about the conference and promotes related products and services.
[Webinar] Data, Predictive Analytics & Marketing Clouds: The Platform For The...Mintigo1
To view the full webinar, please visit:
http://www.mintigo.com/webinar-data-predictive-analytics-marketing-clouds-platform-modern-marketer/
Description:
In today’s B2B marketing world, there’s an increase in marketing complexity and an explosion in the quantity and types of data. Left unmanaged, complexity and data overload could prevent marketers from finding and developing their ideal customers.
Enterprise software companies including Oracle are offering an expanding marketing platform to the CMO under the category of marketing clouds. It’s no secret that many are expecting CMOs to outspend CIOs on technology purchases within the next several years, and marketing clouds and data tools will be front and center for marketers.
Check out this webinar to learn how predictive analytics combined with marketing clouds will bring silos of data and customer experiences together by enabling marketers to understand who their most likely buyers are and centrally manage and orchestrate campaigns.
The topics covered will include:
- The rise of the marketing cloud as the centerpiece in customer-centric marketing
- How data and predictive analytics uncovers the insights to power the marketing cloud
- Where marketing clouds are headed and what marketers need to understand to succeed in their organization
How To Integrate Business Risk & IT Risk SureCloud
SureCloud’s GRC Practice Director talks us through:
• The challenges Integrated Risk Management (IRM) causes
• Outlining how operational and IT Risk must work together
• An approach for creating a model within your own business with the right GRC technology
• The benefits of integration for internal communication and the relationships within your business
CEO / CXO Architecture - The missing piece in your BI&A architectureCorporater
Most CEOs and CXOs are not happy with the BI&A initiatives. There is an apparent gap between what insights/information the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what a BI&A architecture should contain in order to close this gap.
This presentation will help you understand the specific core building blocks needed to reach business outcomes, and how the BI&A architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
This document describes the services offered by Strategic Red Team Consulting, a business consultancy staffed primarily by former military professionals. They aim to increase client competitiveness through strategic planning services that apply proven military methodologies to the private sector. Their main offerings include an Intelligence Preparation of the Corporate Battlefield product to analyze a company's strategic environment, a Competitive Benchmarking Survey to gather internal feedback, and disciplined strategic planning support. They also provide Corporate Wargaming and Strategic Red Teaming exercises to test strategies against simulated competitors before execution. The goal is to enable informed decision-making and reduce risks through competitive testing and analysis.
NextBankUSA - Nick Holland, Javelin Research, presentationNext Bank USA
This document is a report from Javelin Strategy & Research on the future of payments. It discusses how payments are becoming increasingly digital and mobile, and new technologies are removing friction from the payments process. Emerging technologies like cryptocurrencies, person-to-person payments apps, and biometric authentication could further transform the payments landscape. The report also notes the need for payments providers to focus on security and privacy as these changes happen to build consumer trust.
This Risk Based Monitoring - Impact on Sites overview presentation, on targeted topics, was delivered to the ACRP Raleigh - Durham Chapter's Annual Conference in 2013.
The document discusses the benefits of strategic advisory boards for growing small and medium businesses. It states that advisory boards can provide business owners with in-depth discussions, paradigm shifts, strategic thinking, validation, connections and opportunities that can help businesses significantly increase sales growth and productivity compared to businesses without boards. The document provides examples of how advisory boards work and are structured by the Cercle GDP group, which creates and manages turnkey advisory boards for clients.
[Webinar] Demystifying Predictive Lead Scoring Mintigo1
To watch the entire webinar replay, please visit:
http://www.mintigo.com/demystifying-predictive-lead-scoring/
Description:
As B2B marketers, we know that lead scoring is a valuable method to identify the leads that are most valuable to our organization.
Yet, most of us do not know whether, or to what extent, lead scores correspond to lead conversion through the demand waterfall or sales funnel. This is because most of the lead scoring models that we set up in our marketing automation platforms are based on gut instinct, intuition, and guesswork.
Enter predictive lead scoring. You’ve heard it mentioned amongst your peers, talked about at marketing conferences, and perhaps even read some blog posts about it. But what exactly is predictive lead scoring, how does it differ from “traditional” lead scoring, and why should you care?
We’ve invited the experts at SiriusDecisions to join us in this webinar as we unravel the mystery behind predictive lead scoring. In this webinar, you will learn:
- What predictive (anything) really means
- Why current lead scoring models may not be enough
- How statistics enable insight and prediction
- How predictive lead scoring improves lead quality
About The Guest Speaker:
Kerry Cunningham, Research Director at SiriusDecisions
As vice president of operations for a leading b-to-b teleservices organization for more than 15 years, Kerry has been a thought leader in the design and implementation of inside sales, tele-prospecting, telemarketing and processes and teams for a wide array of b-to-b products, solutions and services. From more than a decade spent straddling the fence between marketing and sales, Kerry has also developed a wealth of experience expertise in the alignment of marketing and sales organizations. Along the way, Kerry has developed implemented lead management processes for many of the world’s most prominent b-to-b brands, amassing substantial real-world expertise in lead acquisition, governance and propensity modeling.
This document discusses decision quality (DQ) and how to achieve high-quality decisions. It begins by defining DQ as meeting six key requirements: having relevant information, clear values and tradeoffs, sound reasoning, commitment to action, an appropriate frame, and creative alternatives. It then discusses common barriers to good decision-making like biases and complex organizational factors. It proposes using a dialogue decision process to iteratively work through the six DQ requirements to achieve high-quality outcomes. The overall goal is to maximize decision value through continuous improvement of the DQ framework.
Capital Adequacy Stress Tests: Pre-Provision Net Revenue and Scenario DesignCRISIL Limited
The document provides details about a web conference on capital adequacy stress tests with a focus on pre-provision net revenue (PPNR) modeling and scenario design. It includes dial-in details for participants to join the audio portion of the web conference, which will be presented by Joshua Hancher from CRISIL Global Research & Analytics. The agenda covers PPNR modeling components like balance sheet projections, net interest income, noninterest income and expenses. It also discusses scenario development and case studies from CRISIL GR&A on commercial loan forecasts and fair value of loans held-for-sale.
This document summarizes the strategic planning services of a consulting firm called Strategic Red Team Consulting. They offer several services: (1) Intelligence Preparation of the Corporate Battlefield to understand a company's strategic environment; (2) a Competitive Benchmarking Survey to gather internal feedback; (3) Strategic Planning Support using established methodologies; and (4) exercises like Corporate Wargaming and Red Teaming to test strategies against competitors in simulated scenarios. Their aim is to increase clients' competitiveness through strategic analysis, planning, and risk mitigation.
This document summarizes the strategic planning services of Strategic Red Team Consulting. They offer intelligence preparation of the corporate battlefield to understand a company's competitive environment. They also provide competitive benchmarking surveys and disciplined strategic planning support. Finally, they emphasize testing plans through corporate wargaming and red team exercises that simulate competitive scenarios against experienced former military professionals.
Transition to Management: The Other Side of the DeskCynthia Clay
60-minute webinar introducing five leadership guidelines that help new managers stay focused and balanced. Discover your leadership type and how you can be more successful.
This document discusses different perspectives on the purpose of school. It lists three potential purposes: 1) developing reading, writing and arithmetic skills for university entrance; 2) forming a network of friends and contacts; and 3) providing a safe and happy environment. It also includes charts about school climate index and academic performance. Finally, it discusses concepts like quantum knowledge physics, the A-frame of trust, and an happiness at work survey for KHDA.
The document discusses sustainable knowledge management and open innovation. It presents on global megatrends that will impact future organizations and the workforce. Knowledge management initiatives need to enable innovation to be sustainable for Industry 4.0 and future organizations. Incorporating knowledge management within an open innovation strategy is a possible solution to address these changes. The presentation provides an overview of knowledge processes, reasons for past knowledge management failures, benefits of open innovation, and a framework for implementation.
The document discusses the KMAgile approach to developing a knowledge management (KM) framework. KMAgile focuses on rapidly delivering measurable results through carefully selected pilot projects to build KM strategy and capability. It involves three sprints over 12 weeks to plan, develop, execute and continuously refine a context-relevant KM strategy through practical application and evaluation of KM concepts. The goal is to satisfy clients with early delivery of a sustainable KM framework that can adapt to changing needs and requirements.
The document discusses managing knowledge and the "why" behind decisions and processes. It addresses how knowledge management can help capture strategic rationales and tacit knowledge across multiple projects over time. Specifically, it discusses how knowledge management was used to capture customer needs and requirements at various levels of detail to help digital transformation efforts.
Suliman Hawamdeh, Professor and Department Chair in the College of Information, University of North Texas, USA
KM Technologies and the Integration of Theory into Practice
KM Middle East 2015 Dr. Mohamed Abdul Aziz Al-DegheshamKMMiddleEast
Dr. Mohamed Abdul Aziz Al-Deghesham, Dean, Institute for Development and Consultation Services, Council Members of Princess Nourah bint Abdulrahman University, Kingdom of Saudi Arabia
Employing Knowledge Management Basics to build Educated System Knowledge management Practically : best practices , new ideas and proven techniques
Ghada Amer, Vice President the Arab Science and Technology Foundation), Egypt
Fostering Innovation-driven Entrepreneurship in Middle East “Case Study: Arab Science and Technology Foundation”
This document provides an introduction to aligning knowledge management strategies with people, processes, and technology. It begins with defining knowledge management and describing an approach that considers all three elements. The presenter then provides an overview of various knowledge management technologies and how they can address different types of knowledge and business problems. Specific technologies discussed include business intelligence, customer relationship management, learning management systems, and expertise location tools. Case studies are also mentioned.
This document discusses strategies for effective knowledge management (KM) communication. It begins by outlining drivers and outcomes of KM, including challenges around knowledge retention and opportunities for innovation. It then discusses the "8 Cs" of success in the knowledge era, including connectivity, content, culture and others. The document provides tips for setting a KM vision and defining a "KM brand." It also discusses measuring KM through various metrics and analyzing cultural components and types of cultures. Case studies are presented from various organizations and their KM practices are summarized. Throughout, the emphasis is on effective KM communication strategies.
This document summarizes a talk given by Zaid Hamzah on Singapore's development of an intellectual capital economy through strategic knowledge management. It discusses how Singapore recognized the economic value of intellectual capital and knowledge assets in promoting national competitiveness. Singapore has invested US$13 billion over 2011-2015 in research and innovation. The talk examines how Singapore will secure returns on these knowledge investments and shape its new intellectual capital economy against a changing global economic landscape.
This document discusses building the infrastructure for the next generation of knowledge workers. It addresses factors like adaptability, flexibility, quick response, and resiliency that will help knowledge workers sustain themselves in an environment of accelerating change, rising uncertainty, and exploding complexity. The nature of learning, knowledge, and action must shift as the environment shifts. Knowledge is defined as the human capacity to take effective action in varied situations, and it must maintain this capacity to be sustainable. As interactions through social media expand, knowledge workers are developing more shallow knowledge from diverse global perspectives rather than just local ideas.
The document discusses the evolution of knowledge management to innovation management. It argues that a focus on innovation better leverages ideas and global knowledge to drive competitive advantage and business performance. Various models are presented showing how knowledge and innovation are integrated, from the SECI model of knowledge creation to the concept of ideas emerging from new neural networks. The document promotes managing for innovation, not just optimization of existing knowledge.