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.
Aligning people process and technology in km sikm presentationStephanie Barnes
This document provides an overview of aligning people, process, and technology in knowledge management. It discusses the consultant's approach to knowledge management, which focuses on connecting people to the knowledge they need. It outlines a roadmap for developing a knowledge management program including analyzing needs, selecting technologies, implementation, and evolution. The document then reviews categories of knowledge management technologies and provides case studies on implementing different technologies.
The document discusses social business and implementing social strategies within organizations. It defines social business as the deep integration of social media and social methodologies into an organization to drive business impact. Some key benefits identified include greater alignment with goals, improved collaboration and productivity, and faster access to information. The document provides frameworks and considerations for developing a social business plan and strategy, including addressing challenges, identifying opportunities, and measuring outcomes. It also examines lessons learned from organizations that have implemented social strategies, including the importance of executive support and aligning social initiatives with business needs.
KCS in the real world. You are already using your knowledge—why not capture and reuse it while you work? Knowledge Centered Support (KCS) is gathering momentum, but it is evident that many people are still unsure of its concepts and are also a little skeptical of the benefits of knowledge management in the arena of service management. If you are willing to shift the focus of your support organization from “Call Centric” to ”Knowledge Centric,” then you will reap the benefits that have been realized by many support organizations that have implemented KCS. Paul Jay has been implementing KCS in many large organizations since 2005 and will share many tips and traps that come with rolling out integrated knowledge management solutions leveraging the KCS (Framework).
Lessons from the front line: Next generation knowledge management using socia...Velrada
Now more than ever, we are witnessing the dynamic and interconnected relationship between technology and human interaction impacting the KM space. This is being driven in part by consumer device proliferation and changing user expectations exhibited by the extraordinary rise in use of social networking platforms – with the opportunities and challenges that they bring. The way we are using the web in our personal lives and the effectiveness of this form of online engagement, coupled with a deeper understanding of how social methodologies can be integrated into the business world is forcing large, corporate organisations - which have traditionally been challenged in adopting new ways of working or processing and integrating information – to change their approach to KM, treating information and knowledge as an asset, and can be used to drive value creation through sustaining and improving competitive advantage, delivering insights and enhancing team and organisational productivity.
Aligning people process and technology in km kwt presentationStephanie Barnes
This is the presentation given by Stephanie Barnes at Knowledge Workers Toronto (KWT) on Aug 2, 2011. It is based on her Ark Group report, "Aligning People, Process, and Technology in Knowledge Management" published in May 2011.
The document discusses knowledge management at HP Consulting. It outlines the business case for knowledge management, which is driven by rapidly changing technology, increased complexity, and the need to leverage collective knowledge globally. The implementation strategy focuses on processes like learning communities and project snapshots to balance reuse and innovation. Key elements include the K-Net knowledge portal and consulting content lifecycle. Consultants are encouraged to share knowledge and leverage others' expertise through these new systems and communities.
Aligning people process and technology in km sikm presentationStephanie Barnes
This document provides an overview of aligning people, process, and technology in knowledge management. It discusses the consultant's approach to knowledge management, which focuses on connecting people to the knowledge they need. It outlines a roadmap for developing a knowledge management program including analyzing needs, selecting technologies, implementation, and evolution. The document then reviews categories of knowledge management technologies and provides case studies on implementing different technologies.
The document discusses social business and implementing social strategies within organizations. It defines social business as the deep integration of social media and social methodologies into an organization to drive business impact. Some key benefits identified include greater alignment with goals, improved collaboration and productivity, and faster access to information. The document provides frameworks and considerations for developing a social business plan and strategy, including addressing challenges, identifying opportunities, and measuring outcomes. It also examines lessons learned from organizations that have implemented social strategies, including the importance of executive support and aligning social initiatives with business needs.
KCS in the real world. You are already using your knowledge—why not capture and reuse it while you work? Knowledge Centered Support (KCS) is gathering momentum, but it is evident that many people are still unsure of its concepts and are also a little skeptical of the benefits of knowledge management in the arena of service management. If you are willing to shift the focus of your support organization from “Call Centric” to ”Knowledge Centric,” then you will reap the benefits that have been realized by many support organizations that have implemented KCS. Paul Jay has been implementing KCS in many large organizations since 2005 and will share many tips and traps that come with rolling out integrated knowledge management solutions leveraging the KCS (Framework).
Lessons from the front line: Next generation knowledge management using socia...Velrada
Now more than ever, we are witnessing the dynamic and interconnected relationship between technology and human interaction impacting the KM space. This is being driven in part by consumer device proliferation and changing user expectations exhibited by the extraordinary rise in use of social networking platforms – with the opportunities and challenges that they bring. The way we are using the web in our personal lives and the effectiveness of this form of online engagement, coupled with a deeper understanding of how social methodologies can be integrated into the business world is forcing large, corporate organisations - which have traditionally been challenged in adopting new ways of working or processing and integrating information – to change their approach to KM, treating information and knowledge as an asset, and can be used to drive value creation through sustaining and improving competitive advantage, delivering insights and enhancing team and organisational productivity.
Aligning people process and technology in km kwt presentationStephanie Barnes
This is the presentation given by Stephanie Barnes at Knowledge Workers Toronto (KWT) on Aug 2, 2011. It is based on her Ark Group report, "Aligning People, Process, and Technology in Knowledge Management" published in May 2011.
The document discusses knowledge management at HP Consulting. It outlines the business case for knowledge management, which is driven by rapidly changing technology, increased complexity, and the need to leverage collective knowledge globally. The implementation strategy focuses on processes like learning communities and project snapshots to balance reuse and innovation. Key elements include the K-Net knowledge portal and consulting content lifecycle. Consultants are encouraged to share knowledge and leverage others' expertise through these new systems and communities.
Knowledge Management framework in ITES/BPO IndustryVishal Singh
Infosys BPO, a business process outsourcing subsidiary of Infosys, has established a knowledge management framework to reduce costs and improve processes. The framework focuses on organizational culture and leadership, infrastructure and technology, and measuring outcomes. Infosys BPO employs over 33,000 people across multiple countries and encourages knowledge sharing through communities, training, and linking performance to participation in the knowledge management program. The framework utilizes knowledge objects like spreadsheets and customer recordings stored in repositories to document resolutions and improve future customer service.
Protected Area Network Knowledge Management Framework (Needs Assessment and A...John Mauremootoo
PowerPoint presentation given at a consultative workshop to ascertain the knowledge management baseline among protected area stakeholders in Mauritius as a contribution to the development of a Protected Area Knowledge Management System.
Global knowledge management_pawlowski_2012Jan Pawlowski
The extensive slideset is used for a 5ECTS course on global knowledge management. It covers theoretical aspects as well as practical issues. It is accompanied by a case study on global knowledge management as a practical application of the theoretical concepts. For further information, please contact me.The slides can be used for non-commercial purposes but please inform me how you used them!
Communication Tools for Knowledge Management and LearningOlivier Serrat
Communications that engage stakeholders encourage them to connect and build relationships. High levels of collaboration increase the chances that, as desired outputs are accomplished, intended beneficiaries will capitalize on promised benefits. If knowledge management is about providing the right knowledge to the right people at the right time, it must be wedded to good communications.
The document discusses knowledge management at HP Services. It defines knowledge management as transforming information into value through reuse, innovation, and collaboration. It outlines people, processes, and technologies used at HP to foster knowledge sharing, such as communities of practice, social networking, and knowledge repositories. The goals are to increase win rates, drive down costs, and accelerate delivery through leveraging collective expertise.
The document discusses designing an enterprise knowledge management system to share knowledge across two business units. The system would be capable of creating, capturing, categorizing, managing, and sharing knowledge. It would include features like a portal, communities, collaboration tools, problem solving capabilities, customization options, and publishing and subscribing to knowledge. The goals are to more quickly spread key knowledge, reduce costs through increased reuse, and increase innovation through expert identification and expertise sharing.
Xerox has implemented knowledge management strategies like Eureka and DocuShare to facilitate knowledge sharing among employees. Eureka is an online knowledge base that allows technicians to submit solutions to problems, which are validated and added to the database. This helps technicians solve issues faster. DocuShare is a document management system that allows research teams to collaborate by sharing documents online. Both systems have expanded knowledge sharing significantly at Xerox. The company's revenues increased after implementing these knowledge management practices, demonstrating their effectiveness in improving business outcomes. Going forward, Xerox aims to further embed knowledge sharing into daily work practices to become a global leader in knowledge management.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Compaq KM Strategy Presentation from 2000Stan Garfield
The document discusses a proposal for a knowledge management strategy at Compaq. It begins with an overview of knowledge management and an analysis of Compaq's current state, which finds positive initiatives but also barriers like too many systems, information overload, and a lack of rewards for sharing knowledge. It then recommends leveraging existing strong initiatives, building a common structure from the best ones, and creating a Compaq Knowledge Management Program to establish people, processes, and technologies on an enterprise-wide level. This would address current problems like the lack of communities of practice, difficulty finding experts, and lack of integration among tools and information sources.
It is a college project done to understand the application of knowledge management process in a bank. Project is done by a fellow student of SIU. Due to privacy issues detail regarding bank has not been disclosed.
The document summarizes the results of knowledge audits conducted for an organization in 2010 and 2013. It identifies changes over time, including improvements in knowledge sharing culture and a shift in focus from retaining tacit knowledge to improving documentation. While coordination issues increased, subscriptions to knowledge assets and the number identified as highly valuable also increased, indicating progress in mapping knowledge flows. Recommendations focus on further improving information sharing, relationship needs, and supporting new employees.
The document discusses knowledge management, including definitions of data, information and knowledge; types of knowledge like tacit and explicit; components of a knowledge management system; factors that affect knowledge sharing; the importance of training, development, and education; and strategies to improve the transfer of training back to the job. It provides an overview of key concepts in knowledge management with a focus on knowledge sharing, training, and individual and organizational learning.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Knowledge Management Right Sized End User Controlled Km Toolsbquteam
The document discusses creating localized knowledge management tools controlled by end users to better share knowledge. It proposes that small, department-specific KM systems linked together are more effective than large corporate-wide systems alone. These "knowledge pods" could be created and managed by a dedicated support team focused on direct end user needs rather than corporate standards to enhance knowledge sharing at operational levels.
This document discusses the need for knowledge auditing and provides guidance on conducting a knowledge audit. It notes that knowledge audits can identify gaps and redundancies in organizational knowledge, assess how well knowledge needs are being met, and determine how to improve knowledge work and processes. The document outlines various methods for a knowledge audit, including interviews, surveys, observations, and testing findings with internal and external audiences. It suggests the audit should identify strengths and deficiencies in employee knowledge, information flows, relationship issues, and planned knowledge management initiatives. The goal of the audit is to inform a knowledge management plan and projects to enhance the organization's knowledge work and processes over time.
The document discusses a research project aimed at developing a system called MIKE (Most Important Knowledge and Expertise) to automatically capture tacit knowledge and expertise within an organization. The project seeks to embed such a system in everyday workflows to increase visibility of tacit knowledge assets. It outlines the major research objectives and projected outcomes. A pilot project was designed involving personnel records, field trip reports, and emails from a federal agency to test MIKE's design principles in an enterprise environment.
The document discusses knowledge management and its types, processes, and challenges. It describes two types of knowledge - explicit knowledge which is visible and available formally, and tacit knowledge which is invisible and confined to people's minds. Knowledge management involves capturing expertise, sharing knowledge, and applying it to help organizations. Some key challenges are changing culture to promote sharing, assessing knowledge value, and implementing knowledge strategies.
The document discusses knowledge management (KM), including definitions, objectives, challenges, and importance. KM involves connecting people who have knowledge with those who need it through processes, communities, and technology. It aims to leverage organizational knowledge and expertise to improve performance. Failure to share knowledge across boundaries can have serious consequences, as shown by disasters that may have been prevented with better communication.
The document discusses knowledge management and the use of Web 2.0 tools to support it. It identifies five common gaps in knowledge management implementation, including a lack of alignment with business goals and ineffective planning. It describes how Web 2.0 emphasizes user-generated content and collaboration using tools like wikis, blogs, and social networking. While these tools can help create and share knowledge, validation and application of knowledge is still needed. The document also discusses success factors for knowledge management programs, including leadership support, culture, technology, and performance metrics.
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 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.
Knowledge Management framework in ITES/BPO IndustryVishal Singh
Infosys BPO, a business process outsourcing subsidiary of Infosys, has established a knowledge management framework to reduce costs and improve processes. The framework focuses on organizational culture and leadership, infrastructure and technology, and measuring outcomes. Infosys BPO employs over 33,000 people across multiple countries and encourages knowledge sharing through communities, training, and linking performance to participation in the knowledge management program. The framework utilizes knowledge objects like spreadsheets and customer recordings stored in repositories to document resolutions and improve future customer service.
Protected Area Network Knowledge Management Framework (Needs Assessment and A...John Mauremootoo
PowerPoint presentation given at a consultative workshop to ascertain the knowledge management baseline among protected area stakeholders in Mauritius as a contribution to the development of a Protected Area Knowledge Management System.
Global knowledge management_pawlowski_2012Jan Pawlowski
The extensive slideset is used for a 5ECTS course on global knowledge management. It covers theoretical aspects as well as practical issues. It is accompanied by a case study on global knowledge management as a practical application of the theoretical concepts. For further information, please contact me.The slides can be used for non-commercial purposes but please inform me how you used them!
Communication Tools for Knowledge Management and LearningOlivier Serrat
Communications that engage stakeholders encourage them to connect and build relationships. High levels of collaboration increase the chances that, as desired outputs are accomplished, intended beneficiaries will capitalize on promised benefits. If knowledge management is about providing the right knowledge to the right people at the right time, it must be wedded to good communications.
The document discusses knowledge management at HP Services. It defines knowledge management as transforming information into value through reuse, innovation, and collaboration. It outlines people, processes, and technologies used at HP to foster knowledge sharing, such as communities of practice, social networking, and knowledge repositories. The goals are to increase win rates, drive down costs, and accelerate delivery through leveraging collective expertise.
The document discusses designing an enterprise knowledge management system to share knowledge across two business units. The system would be capable of creating, capturing, categorizing, managing, and sharing knowledge. It would include features like a portal, communities, collaboration tools, problem solving capabilities, customization options, and publishing and subscribing to knowledge. The goals are to more quickly spread key knowledge, reduce costs through increased reuse, and increase innovation through expert identification and expertise sharing.
Xerox has implemented knowledge management strategies like Eureka and DocuShare to facilitate knowledge sharing among employees. Eureka is an online knowledge base that allows technicians to submit solutions to problems, which are validated and added to the database. This helps technicians solve issues faster. DocuShare is a document management system that allows research teams to collaborate by sharing documents online. Both systems have expanded knowledge sharing significantly at Xerox. The company's revenues increased after implementing these knowledge management practices, demonstrating their effectiveness in improving business outcomes. Going forward, Xerox aims to further embed knowledge sharing into daily work practices to become a global leader in knowledge management.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Compaq KM Strategy Presentation from 2000Stan Garfield
The document discusses a proposal for a knowledge management strategy at Compaq. It begins with an overview of knowledge management and an analysis of Compaq's current state, which finds positive initiatives but also barriers like too many systems, information overload, and a lack of rewards for sharing knowledge. It then recommends leveraging existing strong initiatives, building a common structure from the best ones, and creating a Compaq Knowledge Management Program to establish people, processes, and technologies on an enterprise-wide level. This would address current problems like the lack of communities of practice, difficulty finding experts, and lack of integration among tools and information sources.
It is a college project done to understand the application of knowledge management process in a bank. Project is done by a fellow student of SIU. Due to privacy issues detail regarding bank has not been disclosed.
The document summarizes the results of knowledge audits conducted for an organization in 2010 and 2013. It identifies changes over time, including improvements in knowledge sharing culture and a shift in focus from retaining tacit knowledge to improving documentation. While coordination issues increased, subscriptions to knowledge assets and the number identified as highly valuable also increased, indicating progress in mapping knowledge flows. Recommendations focus on further improving information sharing, relationship needs, and supporting new employees.
The document discusses knowledge management, including definitions of data, information and knowledge; types of knowledge like tacit and explicit; components of a knowledge management system; factors that affect knowledge sharing; the importance of training, development, and education; and strategies to improve the transfer of training back to the job. It provides an overview of key concepts in knowledge management with a focus on knowledge sharing, training, and individual and organizational learning.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Knowledge Management Right Sized End User Controlled Km Toolsbquteam
The document discusses creating localized knowledge management tools controlled by end users to better share knowledge. It proposes that small, department-specific KM systems linked together are more effective than large corporate-wide systems alone. These "knowledge pods" could be created and managed by a dedicated support team focused on direct end user needs rather than corporate standards to enhance knowledge sharing at operational levels.
This document discusses the need for knowledge auditing and provides guidance on conducting a knowledge audit. It notes that knowledge audits can identify gaps and redundancies in organizational knowledge, assess how well knowledge needs are being met, and determine how to improve knowledge work and processes. The document outlines various methods for a knowledge audit, including interviews, surveys, observations, and testing findings with internal and external audiences. It suggests the audit should identify strengths and deficiencies in employee knowledge, information flows, relationship issues, and planned knowledge management initiatives. The goal of the audit is to inform a knowledge management plan and projects to enhance the organization's knowledge work and processes over time.
The document discusses a research project aimed at developing a system called MIKE (Most Important Knowledge and Expertise) to automatically capture tacit knowledge and expertise within an organization. The project seeks to embed such a system in everyday workflows to increase visibility of tacit knowledge assets. It outlines the major research objectives and projected outcomes. A pilot project was designed involving personnel records, field trip reports, and emails from a federal agency to test MIKE's design principles in an enterprise environment.
The document discusses knowledge management and its types, processes, and challenges. It describes two types of knowledge - explicit knowledge which is visible and available formally, and tacit knowledge which is invisible and confined to people's minds. Knowledge management involves capturing expertise, sharing knowledge, and applying it to help organizations. Some key challenges are changing culture to promote sharing, assessing knowledge value, and implementing knowledge strategies.
The document discusses knowledge management (KM), including definitions, objectives, challenges, and importance. KM involves connecting people who have knowledge with those who need it through processes, communities, and technology. It aims to leverage organizational knowledge and expertise to improve performance. Failure to share knowledge across boundaries can have serious consequences, as shown by disasters that may have been prevented with better communication.
The document discusses knowledge management and the use of Web 2.0 tools to support it. It identifies five common gaps in knowledge management implementation, including a lack of alignment with business goals and ineffective planning. It describes how Web 2.0 emphasizes user-generated content and collaboration using tools like wikis, blogs, and social networking. While these tools can help create and share knowledge, validation and application of knowledge is still needed. The document also discusses success factors for knowledge management programs, including leadership support, culture, technology, and performance metrics.
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 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.
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.
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 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.
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.
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 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.
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.
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 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 updates to the Cisco Networking Academy program. It covers quality assurance measures, CCNA curriculum updates, new CCNA and CCNP equipment bundles, and the future of CCNAs and CCNPs. Key points include a quality assurance plan framework, focusing the CCNA on routing, switching, TCP/IP and remote access skills, and preparing CCNP students to design, operate and troubleshoot enterprise networks.
The document discusses marketing tools and resources available for Cisco Networking Academies, including brochures, posters, fact sheets, websites and videos highlighting success stories. It provides details on collateral available for different audiences (academies, students, industry), as well as sponsored curriculum tools, online ordering and profiles of academies on the Cisco website.
KM Middle East 2012 - Mbananga PresentationKMMiddleEast
The document discusses knowledge harvesting in the public sector of South Africa. It notes that as government employees resign or retire, their knowledge and experience is lost, leading to repeated mistakes. Knowledge harvesting aims to preserve institutional memory by capturing employees' tacit knowledge through in-depth interviews. The document outlines knowledge harvesting processes used at the Medical Research Council and Industrial Development Corporation, including job profiling, knowledge profile development, and conducting knowledge harvesting interviews. It also discusses challenges of harvesting unconscious knowledge and implementing knowledge management programs in government due to lack of understanding, incentives, and policies. The document concludes by recommending improved knowledge harvesting tools, training, legal frameworks, and reward systems to better capture institutional memory.
Knowledge management (KM) refers to a multi-disciplinary approach to achieving organizational objectives by effectively utilizing knowledge. KM involves people management, process management, information management, and explicit and tacit forms of knowledge. The key components of a KM system include knowledge generation, identification, delivery, and storage as well as a supportive culture, skills, leadership, structure, and technology. Benefits of KM include increased collaboration, reduced loss of intellectual capital, decreased costs, improved productivity, and greater innovation.
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
SIKM - KM & Employee Experience at BlendCurtis Conley
The document provides an overview of knowledge management (KM) workstreams and efforts to align KM with the digital employee experience at Blend. Key points include:
- Three 2022 KM workstreams are discussed: establishing a common document sharing platform, implementing a content publishing platform, and rolling out an enterprise search tool.
- Feedback from employees highlighted challenges with information overload, inconsistent knowledge sharing practices, and difficulty finding information across multiple tools.
- The vision is to create a holistic digital employee experience through streamlining knowledge sharing and delivering tools/platforms coherently.
- Future areas of focus include coordinating the KM vision across teams, establishing information architecture standards, evolving distributed work practices,
The document defines key terms related to knowledge management and discusses its implementation. It begins by defining data, information, knowledge, and wisdom. It then discusses tacit and explicit knowledge and the knowledge conversion process. The rest of the document outlines the definition and goals of knowledge management, its key elements and benefits, and a five stage roadmap for implementation.
Knowledge management involves creating, capturing, sharing, and leveraging the knowledge needed for an organization to succeed through systematic processes. It focuses on helping the right people apply the right knowledge at the right time through knowledge capture, sharing, and application. Effective knowledge management can help organizations avoid repeated mistakes, create new products and services faster, and improve cross-functional collaboration. Key aspects of knowledge management include knowledge mapping, capturing both tacit and explicit knowledge, and the three steps of knowledge acquisition, sharing, and utilization.
The document discusses Lyn Murnane's journey as a knowledge manager and the challenges of implementing knowledge management systems. It summarizes Lyn's experience at Medibank Private redesigning their intranet to make information more accessible and useful for frontline staff. Key challenges included engaging subject matter experts, training staff to use new systems, and ensuring accurate and consistent content. The redesigned intranet improved search capabilities and centralized information to reduce call times and costs.
Information Mapping - Solutions For the Financial Services IndustryChris MacMillan
The presentation explains how the finacial service industry benefits from clear communication through the use of the Information Mapping method. It contains case studies and testimonials.
Tools & Techniques for Knowledge Retention: UOP’s KM Initiative in ActionKM Chicago
UOP conducted various knowledge management initiatives to help capture and share the knowledge of its experienced workforce. This included conducting focus groups and a customer needs survey to identify knowledge management needs, assessing the needs of different business units, leveraging existing tools like an expert locator system and document management system, piloting a knowledge continuity program to help transfer knowledge from retiring employees, and planning to capture knowledge from key experts through interviews. The goal was to improve knowledge sharing, retention and reuse across the organization.
Leveraging knowledge for supply chain excellencevanny tsoe
1) Knowledge management involves capturing, sharing, and creating knowledge to strengthen business performance through learning and collaboration. It provides a framework to leverage what an organization collectively knows.
2) Leveraging collective knowledge involves collaborative teams, developing and sharing best practices, faster replication of innovations, and acquiring and sharing new knowledge. It also involves managing organizational learning.
3) Knowledge management supports supply chain excellence by facilitating knowledge sharing and collaboration with partners, as well as faster dissemination of innovations throughout extended supply chains.
This document provides an introduction to knowledge management. It defines knowledge and how it can reside in people's heads, information systems, or documents. It discusses how knowledge can be managed directly through tools and techniques or indirectly by fostering an environment where knowledge activities are encouraged. It also describes how knowledge management builds upon information management and provides several benefits, including addressing information overload and preventing poor decision making. Finally, it discusses Lambeth's pragmatic approach to knowledge management and the development of toolkits to guide practitioners to appropriate tools.
KM SHOWCASE 2019 - The Cost of Doing NothingKM Institute
This document discusses the business case for knowledge and information management. It notes that 90% of data was generated in the last two years, and over 80% of business leaders agree their internal systems don't communicate well. The average employee tenure is 4.4 years. Effective knowledge management involves people, processes, content, culture and technology. Case studies show how knowledge management improves customer satisfaction, staff retention and organizational alignment. Metrics like time savings, staff productivity and opportunity costs can be used to calculate return on investment from knowledge management.
This document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 3.0. KM 1.0 focused on collecting knowledge, KM 2.0 focused on sharing knowledge using social media tools, and KM 3.0 focuses on using existing knowledge to help employees do their jobs. The key difference between KM 2.0 and 3.0 is that 3.0 recognizes the need to filter out irrelevant information. Effective KM requires a cultural shift towards openly sharing knowledge and making KM part of employees' regular work.
1) Knowledge management is the process of discovery, acquisition, creation, dissemination and utilization of knowledge for the organization.
2) Knowledge management aims to improve organizational performance by maintaining and leveraging knowledge assets.
3) Critical success factors for knowledge management include leadership, culture, information technology infrastructure, and measurement.
The success of implementing technology and dealing business changes across the enterprise has never been more critical to a company’s market relevance, financial growth and employee productivity. As companies grow in either size, service and product offerings or complexity, the increased demand to deliver consistent high quality support becomes more and more challenging. Knowledge Management (KM) has the power to transform the way services are delivered and experienced by both the valued customer and the productive employee as business is conducted on a daily basis. Organizations continuing to struggle with measuring sustainable business benefits from implementing technology and business change will benefit greatly from the industry lessons learned from successful KM implementations. Peter McGarahan, a support industry analyst and expert, will share his experiences and thought leadership on successfully implementing KM to support and enable technology and business change across the enterprise. Peter will provide lessons learned and recommended practices from his Service Delivery and Knowledge Management (KM) consulting experience that will change your perspective on how to do Knowledge right! Attendees will gain valuable insights into the following aspects of the topic:
• How Service leaders can best position and leverage knowledge for any technology and business change
• How to best approach planning for your next enterprise technology and business rollout with the end-result in mind
• Assessing your organizational maturity, identifying and addressing the gaps in performance to deliver a consistently better customer experience for customers and employees
• Introducing Knowledge-Centered Support (KCS) best practices into your service and support environment to address resolving issues, answering questions and fulfilling requests
This document discusses knowledge management in today's digital workplace. It emphasizes that knowledge is a valuable asset that needs to be captured, organized and shared for employees to be productive. It outlines that knowledge exists in both explicit forms like documents and tacit forms in employees' expertise. Effective knowledge management requires leadership buy-in, organizing knowledge in intuitive ways, using technology to centralize information, and fostering a culture where employees freely share their knowledge.
The document summarizes a presentation about maximizing ROI through effective user adoption of social computing and collaboration technologies. It defines social computing, discusses common business challenges, and emphasizes the need to think economically about technology investments by focusing on context, closeness between IT and users, convenience, and convergence. It also provides a case study of a chemicals company that was spending millions on different technology platforms without connecting people or information effectively. The presentation recommends developing an information management strategy and IT service to centralize information, streamline processes, consolidate platforms, and reduce costs while improving user adoption.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
Knowledge management programs aim to identify, accumulate, and apply knowledge across an organization. This involves capturing both tacit knowledge within people's minds and explicit knowledge in documented form. When employees attrite, knowledge management strategies like knowledge sharing, transfer, repositories, and expert systems can help retain critical knowledge. Effective knowledge transfer requires identifying critical resources and knowledge, creating checklists, conducting training, collecting feedback, and storing knowledge in repositories for future use. Long-term success requires a culture that values knowledge sharing and a common approach to collaborative knowledge capture and reuse.
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
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.
This document discusses the importance of knowledge sharing in decision-making and implementation. It covers several key topics:
1) Knowledge is the human capacity to take effective action in uncertain situations. Sharing knowledge, which can include feelings, insights, and past experiences, is more difficult than sharing information.
2) Effective knowledge sharing requires trust, respect, honesty, open dialogue, and social bonding between individuals. The brain is designed to learn through social interactions and affective attunement with others.
3) Knowledge comes from processes like awareness, understanding, creativity, and intuition. Learning occurs through the knowledge cycle of social interaction, experience, thinking, and feedback. Knowledge creation supports better decisions, problem solving, and
This document discusses a presentation on knowledge management (KM) and its contribution to sustainable economic development in the Middle East. The presentation covers topics such as strategic and operational KM, knowledge-based and knowledge-driven economies, sustainable economic development, and moving toward a knowledge economic theory. It also references frameworks such as knowledge asset management and the four dimensions of knowledge and innovation according to the Asian Productivity Organization.
The document discusses how open data can be used to create new businesses and drive innovation. It explains that agencies share data to meet compliance requirements and better communicate with the public, while countries share data to encourage economic development and innovation. Open data initiatives like Data.gov make large amounts of data available to help form new connections and applications between data, communities, and technologies. Examples are given of open data spurring new weather and GPS businesses. The conclusion emphasizes that open data brings together people, knowledge, and solutions to problems.