The document discusses strategies for knowledge transfer as many baby boomers prepare to retire. It identifies succession planning and knowledge transfer as important processes to prepare for this transition. Some key strategies discussed for effective knowledge transfer include conducting knowledge audits, implementing mentoring programs, establishing communities of practice, and leveraging virtual communities and social media. The challenges of organizational culture and generational differences are also addressed.
Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams
Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem impossible when your team is scattered around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will give you these tools to transform your team’s virtual experience.
Learning outcomes: This seminar is designed to support leadership effectiveness in managing remote and virtual teams
At the end of this session, participants will be able to:
a) Examine how current leaders manage remote and global teams
b) Explore best practices
c) Explore the limitations and role of technology in leading remote teams
d) Examine cultural and other factors that impact virtual effectiveness
Learning Objective: Support leadership effectiveness in managing remote and virtual teams
Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem impossible when your team is scattered around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will give you these tools to transform your team’s virtual experience.
At the end of this seminar, participants will be able to:
a. Examine how current leaders manage remote and global teams.
b. Explore the limitations and role of technology in leading remote teams.
c. Examine cultural and other factors that impact virtual effectiveness.
Valuing, Cultivating, and Effectively Sharing Tacit Knowledge Human Capital Media
Human capital has been defined as the knowledge, skills, and experience that an employee utilizes in the workplace. One element of human capital is an individual’s tacit knowledge, or know-how, beliefs, experiences and values.
With 77 million baby boomers preparing to retire in the near future, and only 44 million Gen Xers to fill the leadership void, the organizations that effectively and purposefully collect, utilize, and disseminate the individual tacit knowledge of their workers will be more effective at achieving their organizational missions.
This webinar focuses on the value of tacit knowledge and how organizations such as Avantas, Boys Town, Caterpillar, Defense Acquisition University and the Peace Corps are successfully cultivating and sharing this knowledge.
Imagine using up to 87 sources of information on more than a dozen technology platforms to answer a customers question. Over 200 customer service representatives did just that.. everyday.. until they were consolidated into a simple knowledge management solution.
Global and Virtual Leaders: Increasing Performance and Relationships for Virtual and Remote Teams
Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem impossible when your team is scattered around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will give you these tools to transform your team’s virtual experience.
Learning outcomes: This seminar is designed to support leadership effectiveness in managing remote and virtual teams
At the end of this session, participants will be able to:
a) Examine how current leaders manage remote and global teams
b) Explore best practices
c) Explore the limitations and role of technology in leading remote teams
d) Examine cultural and other factors that impact virtual effectiveness
Learning Objective: Support leadership effectiveness in managing remote and virtual teams
Leadership experts challenge leaders to engage employees, carve out more face time, and employ strategies that seem impossible when your team is scattered around the world. This team structure and challenge is becoming increasingly popular with evolving technology. How can leaders increase the effectiveness of remote and global teams? There are several specific tasks and approaches that every leader should consider when managing and leading remote teams. Virtual connections must rely on specific tools, techniques, and skills to effectively build relationships and accomplish tasks. This workshop will give you these tools to transform your team’s virtual experience.
At the end of this seminar, participants will be able to:
a. Examine how current leaders manage remote and global teams.
b. Explore the limitations and role of technology in leading remote teams.
c. Examine cultural and other factors that impact virtual effectiveness.
Valuing, Cultivating, and Effectively Sharing Tacit Knowledge Human Capital Media
Human capital has been defined as the knowledge, skills, and experience that an employee utilizes in the workplace. One element of human capital is an individual’s tacit knowledge, or know-how, beliefs, experiences and values.
With 77 million baby boomers preparing to retire in the near future, and only 44 million Gen Xers to fill the leadership void, the organizations that effectively and purposefully collect, utilize, and disseminate the individual tacit knowledge of their workers will be more effective at achieving their organizational missions.
This webinar focuses on the value of tacit knowledge and how organizations such as Avantas, Boys Town, Caterpillar, Defense Acquisition University and the Peace Corps are successfully cultivating and sharing this knowledge.
Imagine using up to 87 sources of information on more than a dozen technology platforms to answer a customers question. Over 200 customer service representatives did just that.. everyday.. until they were consolidated into a simple knowledge management solution.
In spirit of learning, here are slides where John Hovell (BAE) & I (Columbia) compare Knowledge Continuity (embodying knowledge for succession) and Knowledge Jam (codifying knowledge for innovation).
Knowledge Management is one of the hottest topics today in both the industry world and information research world. In our daily life, we deal with huge amount of data and information. Data and information is not knowledge until we know how to dig the value out of of it. This is the reason we need knowledge management.
Global virtual teams enable organizations to leverage expertise and resources globally, as well as reduce costs. But, to succeed they require higher levels of attention, discipline and effort than co-located teams.
This presentation will explain best practice behaviours and skills needed for maximizing performance in teams operating virtually across the world.
Knowing the Drill: Virtual Teamwork at BPBirte Gröger
1. What pilot system did BP implement? Why was it important for BP to have such a solution?
2. What are BP’s benefits resulting from the introduced system? What other branches could
particularly profit from this kind of KM?
3. How do you think Virtual Teamwork has changed operational processes at BP?
4. Can you imagine the use of KM solutions described in the case in the educational field (universities, scientific institutes)?
Made and presented for the course Management Information Systems at Viadrina University, winter term 2012/2013.
Breakout Session: Cadillac Code Enforcement on a Clunker BudgetCode Communications
2015 Code Industry Summit - Breakout Session: Cadillac Code Enforcement on a Clunker Budget
Engage in this fast tracked session to learn tips on how to maximize code enforcement resources; get the most bang for your buck, and attack problems in new and innovative ways.
Though the tools of modern technology make communicating with your virtual team and customer possible, to successfully manage your project will require you to adapt and rethink previously learned communication, leadership, and customer service techniques as well as employ new techniques designed specifically for working virtually.
With advancements in core HR technology over the past several years, organizations are increasingly adopting and integrating robust talent management systems and product suites. Incorporating a holistic system within their talent strategy helps companies meet objectives that often include external enablement, talent development, retention, and compliance. However, despite organizational goals spanning the entire talent management spectrum, (learning continues to be the leader) and still has the strongest influence. It is the engine that drives virtually all other Human Capital Management processes.
During a recent webinar, Katie Wirth provided easy-to-understand insights on the following best practices as they relate to learning within your talent management strategy:
- Determine how learning can be incorporated into all aspects of your organization’s talent management strategy.
- Ensure your processes are defined, aligned, and accurate before implementing, upgrading, migrating, or expanding functionality.
- Leverage social learning.
In spirit of learning, here are slides where John Hovell (BAE) & I (Columbia) compare Knowledge Continuity (embodying knowledge for succession) and Knowledge Jam (codifying knowledge for innovation).
Knowledge Management is one of the hottest topics today in both the industry world and information research world. In our daily life, we deal with huge amount of data and information. Data and information is not knowledge until we know how to dig the value out of of it. This is the reason we need knowledge management.
Global virtual teams enable organizations to leverage expertise and resources globally, as well as reduce costs. But, to succeed they require higher levels of attention, discipline and effort than co-located teams.
This presentation will explain best practice behaviours and skills needed for maximizing performance in teams operating virtually across the world.
Knowing the Drill: Virtual Teamwork at BPBirte Gröger
1. What pilot system did BP implement? Why was it important for BP to have such a solution?
2. What are BP’s benefits resulting from the introduced system? What other branches could
particularly profit from this kind of KM?
3. How do you think Virtual Teamwork has changed operational processes at BP?
4. Can you imagine the use of KM solutions described in the case in the educational field (universities, scientific institutes)?
Made and presented for the course Management Information Systems at Viadrina University, winter term 2012/2013.
Breakout Session: Cadillac Code Enforcement on a Clunker BudgetCode Communications
2015 Code Industry Summit - Breakout Session: Cadillac Code Enforcement on a Clunker Budget
Engage in this fast tracked session to learn tips on how to maximize code enforcement resources; get the most bang for your buck, and attack problems in new and innovative ways.
Though the tools of modern technology make communicating with your virtual team and customer possible, to successfully manage your project will require you to adapt and rethink previously learned communication, leadership, and customer service techniques as well as employ new techniques designed specifically for working virtually.
With advancements in core HR technology over the past several years, organizations are increasingly adopting and integrating robust talent management systems and product suites. Incorporating a holistic system within their talent strategy helps companies meet objectives that often include external enablement, talent development, retention, and compliance. However, despite organizational goals spanning the entire talent management spectrum, (learning continues to be the leader) and still has the strongest influence. It is the engine that drives virtually all other Human Capital Management processes.
During a recent webinar, Katie Wirth provided easy-to-understand insights on the following best practices as they relate to learning within your talent management strategy:
- Determine how learning can be incorporated into all aspects of your organization’s talent management strategy.
- Ensure your processes are defined, aligned, and accurate before implementing, upgrading, migrating, or expanding functionality.
- Leverage social learning.
Digital Workplace Case Study: How the Municipality of Duffel successfully swi...Patrick Van Renterghem
In 6 months time, the Gemeente/Municipality of Duffel has come quite close to transform into a forceful, digital local government thanks to the help of Synergics
Knowledge for Performance Imporvement
Presented at the International Society for Performance Improvement 2008
Based on the two books by Arthur Shelley:
Being a Successful Knowledge Leader and The Organizational Zoo
Presented at World Learning/ SIT Graduate Institute, Washington DC, August 2013.
Orientation for MA Sustainability/ International Policy & Management Programs
6. Access candidates and competency readiness. Identify key positions for succession planning. Build key position profiles. Communicate opportunities. Develop plans (group/individual). Respond to risks and opportunities. Succession Planning
7. Access candidates and competency readiness. Knowledge Transfer areas Identify key positions for succession planning. Build key position profiles. Communicate opportunities. Develop plans (group/individual). Respond to risks and opportunities. The “Breakdown” Points
Sept 12, 1962 July 20, 1969 7 years is not that long – Columbia destroyed re-entering earth’s atmosphere in 2003 Recent NASA interviews state that even with all of our technological advances over the last 41 years, today we could not send someone to the moon Even worse, it would take 10 years or more to recreate the technology Why? Because they had no method (or interest) in sharing knowledge and the engineers who got us to the moon have long since retired
Why would a room full of HR professionals listen to a “Marketing Guy”? Because of who I work for and our research All training is knowledge transfer in some form
Boomers still bailing, however “pushed” due to economy 10s of millions of boomers turn 65 this year By 2013 all boomers are at least 65 Outsourcing and Globalization fragments and scatters information – especially tacit knowledge Restructure/downsize exits information and disenfranchises knowledge holders Multiple generational workforce has built-in barriers to communication Double threat – Older workers taking knowledge, younger workers entering – lost opportunities to transfer knowledge What others???
Office Space video
Explicit – able to document
Tacit – held in the mind, hunches, instinct, past experience Tacit knowledge is difficult to transfer, impossible to document and hard to define, however many times it is the most valuable knowledge to pass on
Trump Video
Group of people who share an interest, craft or profession.
Mutual engagement – by mere participation, members build relationships and establish group norms, rules identities Joint enterprise – shared understanding (domain) Shared repertoire – common and communal resources **project teams are officially form with a specific objective in mind, deadlines, and dissolve date. Works toward milestone and has consistent membership