Supply Chain executives will need to develop leaders and teams to design and implement Next Generation Supply Chains to stay competitive. This presentation describes a new solution delivered by CorpU using a 21st century methodology and technology platform to help teams collaborate to design and implement future supply chains. The solution is further based on research by Supply Chain Insights, creators of the Supply Chains to Admire research, and the work of that firm's founder and CEO, Lora Cecere.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
This presentation was originally delivered at DGI's Government KM Conference in Washington DC on August 20th, 2014. It briefly discusses knowledge management metrics, return on investment, and business value. Also included is a simple visual of EK's Knowledge and Information Management (KIM) Maturity Curve.
Supply Chain executives will need to develop leaders and teams to design and implement Next Generation Supply Chains to stay competitive. This presentation describes a new solution delivered by CorpU using a 21st century methodology and technology platform to help teams collaborate to design and implement future supply chains. The solution is further based on research by Supply Chain Insights, creators of the Supply Chains to Admire research, and the work of that firm's founder and CEO, Lora Cecere.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
This presentation was originally delivered at DGI's Government KM Conference in Washington DC on August 20th, 2014. It briefly discusses knowledge management metrics, return on investment, and business value. Also included is a simple visual of EK's Knowledge and Information Management (KIM) Maturity Curve.
EY Human Capital Conference 2012: Service delivery model transformationEY
Current trends and recent experience:
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
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.
Business & Software Factories (BSF), the future of corporate ITinfosistema
The Portfolio Management and the need to introduce technological innovation along with the need to keep up and running all the legacy systems, represents today a huge challenge for IT departments and information systems in all organizations. The diversity of manufacturers, platforms, technologies and skills to maintain them is another huge challenge for CIOs in organizations, which have increasingly reduced budgets, thus forcing a cut in structural or strategic investments and to seek other solutions that will enhance the processes performance in organizations (Forrester, 2014; Pereira, 2014).
Apresenta o uso de Portais Corporativos para suportar ações de Gestão do Conhecimento em organizações de conhecimento intensivo através dos casos: Bain & Company, Hill & Knowlton and Context Integration.
www.terraforum.com.br
EY Human Capital Conference 2012: Service delivery model transformationEY
Current trends and recent experience:
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
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.
Business & Software Factories (BSF), the future of corporate ITinfosistema
The Portfolio Management and the need to introduce technological innovation along with the need to keep up and running all the legacy systems, represents today a huge challenge for IT departments and information systems in all organizations. The diversity of manufacturers, platforms, technologies and skills to maintain them is another huge challenge for CIOs in organizations, which have increasingly reduced budgets, thus forcing a cut in structural or strategic investments and to seek other solutions that will enhance the processes performance in organizations (Forrester, 2014; Pereira, 2014).
Apresenta o uso de Portais Corporativos para suportar ações de Gestão do Conhecimento em organizações de conhecimento intensivo através dos casos: Bain & Company, Hill & Knowlton and Context Integration.
www.terraforum.com.br
Depending on the goal and industry sector a knowledge strategy can be defined taking different angles into account. At the end we give some archetypes for implementing your knowledge strategy.
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.
We don’t know how Uber’s current resourcefulness of knowledge came to be. But we know that the Uber job request now being made is for an overhaul of both the foundation and the culture of its current knowledge management. The target is to create smart support.
Successful Processes for Selecting a Content Management System: How to Become...Scott Abel
Presented at DocTrain East 2007 by Mary Laplante and Geoff Bock, The Gilbane Group -- A critical skill set for any content management professional relates to the successful acquisition of technology that solves business problems. If your currentor futureחresponsibilities include identifying the right solutions for your company or client, this is a dont-miss session for you.
A content management solution that delivers business value starts with choosing the right technology. Even with consolidation, the CMS market continues to grow, presenting buyers with an overwhelming number of options from which to choose. Mary Laplante and a panel of senior content management analysts and consultants provide you with insight and advice on acquisition processes that will help you map a path to success, set mile markers to guide your way, and reach your goal of choosing the right content technologies for your organization.
Topics to be covered include:
* Making the business case for investment in content technologies: cost savings PLUS revenues equal the big picture for executives.
* Distilling the key requirements: how to focus the technology investigation and avoid distraction.
* Developing an acquisition strategy: tools such as RFIs, RFPs, vendor-supported discovery processes, benchmarking peer organizations, conference-room pilots, and proof-of-concepts can help or hinder your acquisition process.
* Funneling vendors from short list to partner: what you need to know about the last mile to vendor-of-choice.
* Understanding technology delivery options: how software-as-service offers should be evaluated in the technology acquisition process.
DocTrain attendees will have a unique opportunity to shape the content delivered in the session. Prior to DocTrain East, the session moderator and panelists will host discussions and surveys related to technology acquisition processes on http://cmprofessionals.org and http://gilbane.com. You will have a chance to pose your questions in advance and to participate in surveys on key challenges you face in bringing content technologies into the enterprise.
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
The Fresh Connection - Simulation based Supply Chain Learning PlatformFrinson Francis
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
Corporate Recruitment 2020 Maturity Model Feb 2017 Gareth Flynn
Corporate Recruitment / Talent Acquisition Maturity Model - How Talent Acquisition will evolve in the next 5-8 years. A Model developed by TQSolutions and PwC with input from industry.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
5. What Is Knowledge? Knowledge is the human interpretation of data / information for potential action Essentially knowledge is people based Tacit Explicit Embedded ( Experience, past memories, hard to catalogue, document) (Formal, codified, data bases, policy manuals, white papers etc.)
6. Knowledge Processes Focus on new knowledge Focus on existing knowledge Process focus Content focus 1. Locating & Capturing 2. Sharing 3. Creating (innovation)
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11. Building Blocks For Holistic Knowledge Management Solutions Organisational / cultural Enablers Technology Enablers 30% 20% 50% Knowledge Processes 30% 20% Integration
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15. Culture change initiatives Establish Knowledge sharing as one of the desired behaviors. Realign incentives and reward program to strengthen knowledge sharing Establish rituals / Annual events to strengthen knowledge sharing - “Team awards”, “Knowledge Fairs” etc. Stress on knowledge related behaviors in Performance Development Planning (PDP)
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26. The Traditional Vision of Supply Chain Constrained Itself to the Boundaries of an Organization Purchase Production Inventory / Warehousing Transportation SOURCE MAKE MOVE STORE SELL This approach was however inward looking
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28. A Supply Chain means more than physical flow of goods Physical Flow Fiscal Flow Information Flow Supply chain has 2 critical functions Physical function Market Mediation Function Ensure that the variety/ supplies match what customer wants to buy.
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Editor's Notes
2 Knowledge is the ability to transform information, experience and learning into effective action. Knowledge is of two types - explicit knowledge - which is easy to codify and document ( data bases, policy manuals, white papers etc.) and tacit knowledge which is informal, hard to catalogue, difficult to document in any detail. ( embedded in individual experience, past memories, and context. It involves personal belief, perspective, values, expertise and intuition.) We can know more than we can tell !! Embedded knowledge is the knowledge in our products and processes - “the way we do things”. It is the intersection of the tacit knowledge and explicit knowledge that creates learning.
In fact, we see a kind of evolution of knowledge management in many companies. The evolutionary stage mirrors itself in the investment behaviour of these companies. Into what knowledge activities do companies invest the most? 1. Most companies start by focusing on the knowledge they have and on the content of this knowledge. Here KM is mostly about locating and capturing knowledge. 2. With time, companies more strongly start to focus on new processes that enable the company to share knowledge across units and to create completely new knowledge assets. 3. The knowledge creation part is really the hardest challenge. Some scholars predict that within ten years knowledge creation will be the key factor distinguishing successful companies from less successful ones. Knowledge creation is really about enlarging both the explicit and the tacit part of the organisational knowledge. Knowledge creation should be fostered in order to reduce risk, increase efficiency and boost new innovations, leading to growth.
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Key issues 1. What is Knowledge? When we refer to knowledge, most of us mainly tend to think of the codified and documented knowledge like – patents, policy manuals, databases, white papers etc. While this "explicit knowledge” is important, what is even more important and value adding from the perspective of competitive advantage is the "tacit knowledge", which is embedded in the minds of people. This tacit knowledge is intuitive, contextual, linked to experience, past memories and is difficult to codify, document and communicate. It is estimated that this tacit knowledge constitutes between 70 and 80% of all knowledge in an organization and is difficult to identify, quantify and convert into real value, unless we adopt a structured approach to manage our knowledge. Knowledge driven organizations effectively leverage not just the explicit knowledge but also the tacit knowledge. 2. What is Knowledge Management? Sustainable competitive advantage a firm has comes from what it "collectively knows", how efficiently it uses what it knows and how readily it "acquires and uses new knowledge", in short by becoming a Knowledge Driven Organization. Knowledge Management (KM) provides an enabling framework to derive this advantage. It helps institutionalize processes to fully leverage the "collective knowledge" in an organization. Knowledge management (KM) is - "Learning, Sharing and leveraging the collective knowledge of our people”, for performance improvement. KM involves working in collaborative teams to learn, to share experiences, to develop and share best practices. 3. What are the Objectives of KM in HLL Strengthen innovation & Growth Protect functional & operational excellence in the category business unit structure. Capture cross category synergies. When KM becomes "the way we work", it will enhance the capability to deliver - growth, innovation, speed of response, quality of response, faster time to market, strengthen organizational learning, protect functional and operational excellence in a dis-aggregated organizational structure. 4.How to Practice Knowledge Management ? To practice KM we must put in place a few interventions - processes, practices and rituals to facilitate systematic activities for the creation and sharing of knowledge, to improve business performance. A. KM processes : Link people to people in collaborative teams ("excellence teams") to develop and share distilled learnings and best practices, and Link people to information / knowledge repositories at "functional knowledge centers / learning centers"to facilitate learning and re-use of knowledge. B. Information technology can be a great enabler for knowledge sharing. E-groups / (forums) and Intranets are currently being used by some teams in HLL for knowledge sharing. Case studies, stories and lessons learned reported as part of project completion reports are a few of the excellent ways we can capture the 'collective knowledge' for re-use. I C. How should we organize these "Excellence Teams" leverage our collective knowledge for business impact? 1. The team must establish a Charter, in the context of Business priorities and goals. The charter for sales team could include, for example - a. Deliver significant improvement in customer satisfaction. b. Retain our competitive advantage in distribution - both in the urban and rural markets , through - Key account management in urban markets and extending coverage in the rural markets, developing new channels. What should be the role of wholesale for various product categories / market segments? c. Skill upgradation / capability building - ASMs, TSIs as well as RS salesman - Selling skills, Merchandising skills, key account management skills etc. d. Is it desirable to adopt a balanced score card comprising of - sales growth, penetration, customer satisfaction etc.? e. Provide a supportive (Knowledge Sharing) Culture. 2. Agree the matrices to measure results. In the above example some of the matrices could include - RS / Retailer claims - absolute levels and reimbursement time, speed of replacement of damaged stocks, % of despatches to RSs on replinishment basis % of TSI 's time spent with retailers ( not RSs and C&FAs) growth in key accounts , share of market in key accounts, growth in new channels etc. average number of days spent on training for an ASM / TSI / RS salesman. 3. Measure progress against charter 5. Create an environment that is comfortable to the idea of openness, knowledge sharing, risk of failure as well as rewards for success. We must strengthen the knowledge sharing culture by endorsing and supporting appropriate behaviors. Discourage knowledge hoarding and recognize knowledge sharing.
“ The Integrated Management of all the linkages and value-adding activities from the supplier’s supplier to the customer’s customer in such a way that enhanced customer value is achieved at lower costs”. Key areas focussed in the traditional view of supply chain were : 1. The distribution network and costs 2. Allocation of products to plants 3. Conversion reliability & flexibility
Key Business Processes In Supply Chain: 1. Supplier Management and Sourcing (vendor partnership development, vendor rating/ quality maintenance/ MRP, supply negotiations, materials supply calling-off, materials transport/ vendor complaint handling etc.) 2. Materials management (receiving, storage,internal transport, reject handling etc.) 3. Operations planning (preparation of requirements plan, production plan, production scheduling, manufacturing instruction etc.) 4. Manufacturing 5. Finished product stock management (transport to warehouse, warehouse management, warehouse handling, order picking, dispatch / truck loading etc.) 6. Physical distribution( delivery planning, transport arrangements, delivery documentation, order dispatch, reject / recall procedures, distribution documents handling / checking etc.) 7. Invoicing( money collection, accounting / credit control) customer development( sales planning & forecasting, 8. sales field activities , sales & account management etc.) 9. Consumer development ( business getting - new product development, brand communication - advertising and promotion etc.)