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.
Social Technology Sparks Agility for Small BusinessSaba Software
Five Ways to Spark Small Business Agility With Social Technology
Agility gives small and medium-size businesses an advantage when competing against larger, more established enterprises, and it’s an essential component for ongoing growth and success. As small businesses fight for market share, brand recognition, aggressive revenue increases, and investor confidence, their ability to quickly adapt to the obstacles and challenges that pop up in their path to growth can make all the difference. But where does agility come from? Or more importantly, how can small businesses make agility a constant, tangible part of their operational fabric?
What employee doesn’t want to go home at night feeling genuinely happy that their efforts are meaningful, that they’re making progress, and that they’re excited about returning to work tomorrow? There are three “bottom lines” to people-centric technology: It helps staff become more productive and effective. It helps small businesses grow despite all the twists, turns, and bumps in the road. And, equally important, it makes work much more engaging and satisfying.
Selling knowledge management services in your organizationSIKM
Deloitte is the largest private professional services firm in the world, with over 200,000 professionals generating $32 billion annually. The document discusses Deloitte's approach to knowledge management, which aims to capture both explicit and tacit knowledge to improve efficiency. It outlines key lessons learned, including establishing clear governance, defining knowledge management goals, continually justifying the business case, and recognizing that changing culture and behaviors is the greatest challenge. Ultimately, knowledge management seeks to get the right information to the right people at the right time to support business goals.
Empowering your customer service talent to meet the level of service customers’ have come to expect can help you differentiate your business, become more competitive and grow revenue.
But in a Ricoh-commissioned Forrester Consulting study, 89% of customer-facing workers, and 79% of customer service decision-makers, said there’s a gap between the experience they can deliver and the experience the customer wants.1
This article discusses implementing total contact ownership (TCO) to improve customer satisfaction and service maturity. TCO holds the service desk accountable for resolving issues on the first contact, collecting all necessary information, providing status updates, and validating customer satisfaction before closing a ticket. The service desk works with assignment groups to ensure they have what they need to meet SLAs. Implementing TCO and clarifying roles and responsibilities through a RACI matrix can improve service quality, efficiency, and reduce customer frustration. Benefits include higher customer satisfaction, better SLA adherence, and reduced support costs through fewer repeat issues. TCO requires commitment from all stakeholders to keep the customer top of mind throughout the service lifecycle.
How great internal comms has an immediate impact on your bottom lineHelen McInnes
Increasing employee satisfaction has a direct impact on customer satisfaction and operating margins. Empower managers to become effective communicators as they are the most trusted channel in your organisation and a vital listening post. Use SharePoint intranet and webcasts to enable multi-way communication and collaboration.
This document provides an overview of Lyn Murnane's experience in knowledge management roles across multiple organizations. It includes brief summaries of KM implementation examples at Medibank Private, Telstra, and IDP Education. At Medibank Private, challenges included inconsistent information across systems. Changes involved user research, a new intranet, and named knowledge bases. Outcomes were reduced help desk calls and improved staff engagement. Measures tracked usage and call handling times. Telstra consolidated multiple systems into a new intranet tool. IDP Education developed a large knowledge base and community site to support international student advisors.
Webinar – The Evolution of Digital Talent: Implications for Talent DevelopmentKNOLSKAPE
About the Webinar: The L&D and Talent development functions are fast evolving in the 21st century. Anytime, anywhere learning tools are now commonplace, and the modern learner is no longer just dependent on formal learning tools to guide his or her learning. Given this backdrop, Dr. Swatee Sarangi, Head - Capability Development, Corporate HR at Larsen & Toubro and Subramanian Kalpathi, Head of KNOLSKAPE Insight Centre address the following subjects:
1) Introduction to latest research from KNOLSKAPE
2) The evolution of digital talent, and what this means for talent development
3) The missing link: building soft digital skills among your workforce
4) How learning culture plays a vital role in the success or failure of your talent initiatives
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.
Social Technology Sparks Agility for Small BusinessSaba Software
Five Ways to Spark Small Business Agility With Social Technology
Agility gives small and medium-size businesses an advantage when competing against larger, more established enterprises, and it’s an essential component for ongoing growth and success. As small businesses fight for market share, brand recognition, aggressive revenue increases, and investor confidence, their ability to quickly adapt to the obstacles and challenges that pop up in their path to growth can make all the difference. But where does agility come from? Or more importantly, how can small businesses make agility a constant, tangible part of their operational fabric?
What employee doesn’t want to go home at night feeling genuinely happy that their efforts are meaningful, that they’re making progress, and that they’re excited about returning to work tomorrow? There are three “bottom lines” to people-centric technology: It helps staff become more productive and effective. It helps small businesses grow despite all the twists, turns, and bumps in the road. And, equally important, it makes work much more engaging and satisfying.
Selling knowledge management services in your organizationSIKM
Deloitte is the largest private professional services firm in the world, with over 200,000 professionals generating $32 billion annually. The document discusses Deloitte's approach to knowledge management, which aims to capture both explicit and tacit knowledge to improve efficiency. It outlines key lessons learned, including establishing clear governance, defining knowledge management goals, continually justifying the business case, and recognizing that changing culture and behaviors is the greatest challenge. Ultimately, knowledge management seeks to get the right information to the right people at the right time to support business goals.
Empowering your customer service talent to meet the level of service customers’ have come to expect can help you differentiate your business, become more competitive and grow revenue.
But in a Ricoh-commissioned Forrester Consulting study, 89% of customer-facing workers, and 79% of customer service decision-makers, said there’s a gap between the experience they can deliver and the experience the customer wants.1
This article discusses implementing total contact ownership (TCO) to improve customer satisfaction and service maturity. TCO holds the service desk accountable for resolving issues on the first contact, collecting all necessary information, providing status updates, and validating customer satisfaction before closing a ticket. The service desk works with assignment groups to ensure they have what they need to meet SLAs. Implementing TCO and clarifying roles and responsibilities through a RACI matrix can improve service quality, efficiency, and reduce customer frustration. Benefits include higher customer satisfaction, better SLA adherence, and reduced support costs through fewer repeat issues. TCO requires commitment from all stakeholders to keep the customer top of mind throughout the service lifecycle.
How great internal comms has an immediate impact on your bottom lineHelen McInnes
Increasing employee satisfaction has a direct impact on customer satisfaction and operating margins. Empower managers to become effective communicators as they are the most trusted channel in your organisation and a vital listening post. Use SharePoint intranet and webcasts to enable multi-way communication and collaboration.
This document provides an overview of Lyn Murnane's experience in knowledge management roles across multiple organizations. It includes brief summaries of KM implementation examples at Medibank Private, Telstra, and IDP Education. At Medibank Private, challenges included inconsistent information across systems. Changes involved user research, a new intranet, and named knowledge bases. Outcomes were reduced help desk calls and improved staff engagement. Measures tracked usage and call handling times. Telstra consolidated multiple systems into a new intranet tool. IDP Education developed a large knowledge base and community site to support international student advisors.
Webinar – The Evolution of Digital Talent: Implications for Talent DevelopmentKNOLSKAPE
About the Webinar: The L&D and Talent development functions are fast evolving in the 21st century. Anytime, anywhere learning tools are now commonplace, and the modern learner is no longer just dependent on formal learning tools to guide his or her learning. Given this backdrop, Dr. Swatee Sarangi, Head - Capability Development, Corporate HR at Larsen & Toubro and Subramanian Kalpathi, Head of KNOLSKAPE Insight Centre address the following subjects:
1) Introduction to latest research from KNOLSKAPE
2) The evolution of digital talent, and what this means for talent development
3) The missing link: building soft digital skills among your workforce
4) How learning culture plays a vital role in the success or failure of your talent initiatives
Webinar – Engaging a multi-generational workforceKNOLSKAPE
About the Webinar: We have multiple generations working together and contributing at the workplace today. Given this reality, building intra- and inter-generational engagement is an imperative for people managers.
A webinar by Subramanian Kalpathi (Subbu) Senior Director, Centre of Expertise (COE) | Author, The Millennials: Exploring the world of the largest living generation
The document summarizes a presentation about measuring the value of a knowledge management strategy at Deloitte Consulting. It discusses Deloitte's business challenges, approach to knowledge management focusing on content, culture and connectivity, and how it determines and measures value in its KM strategy, including identifying stakeholders, articulating benefits, and understanding value through a knowledge value continuum.
The document discusses how to better integrate business and information technology. It argues that IT needs to be integrated into the core business strategy and operations, not treated as an afterthought. The author provides examples from their experience of embedding senior IT leaders directly into business units so they understand the business goals and can help identify technology solutions. The document then outlines four steps to achieve better integration: 1) Open communication between IT and operational groups, 2) Understanding business needs, 3) Validating IT plans with senior management, and 4) Conducting periodic surveys for feedback. The overall message is that IT must think, act and function like business executives to truly support business objectives.
Technology the "New Normal" enabling businessInfosys BPM
Technology is enabling business process outsourcing (BPO) operations to move beyond process improvements and increase client business performance. Supply chain BPO services have great potential to transform clients by bridging the distance between front and back office supply chain processes. Supply chain visibility dashboards in particular can enhance collaboration between clients and BPO vendors to optimize global supply chains in real time. These dashboards may provide benefits such as improved supply chain management in an outsourced environment.
3 Opportunities the Coronavirus Crisis Uncovers for Improving Bank and Credit...ConnieG2
This document discusses 3 opportunities for credit unions to improve operations in response to the coronavirus crisis:
1) Gain visibility into employee knowledge needs through analytics on search and click data to better support changing roles.
2) Centralize knowledge management to establish a single source of truth, break down silos, and empower employees across functions.
3) Make knowledge easy to find and follow through optimizing titles, keywords, and breaking down complex documents into step-by-step guides.
Covid-19: Responding to the crisis - a leader's handbookGraham Watson
This document summarizes the key findings from facilitated video conference networking sessions with over 20 CEOs and senior executives from various countries and sectors. Some of the main findings included:
1) Internal ways of working have changed, with different roles coming to the fore, productivity increasing in some cases, and it being harder to gauge employee morale without in-person interactions.
2) Doing business externally has become more difficult, with less opportunities for chance interactions and relationship building. Remote negotiations and business development also present new challenges.
3) Innovation is happening rapidly as companies find new ways to use technology, automate processes, and reconfigure operations in response to the crisis. Both structured and unstructured innovation is occurring.
Knowledge Management Practical Tips for Public Sector Practitioners - Carla S...Business FM 89.9
An overview of case studies and practical tips for public sector knowledge management practitioners. Carla Sapsford Newman discusses the unique challenges public sector KM teams face as well as proven strategies in both the private and public sectors.
When it comes to software or technology in general, we’re used to change. We expect – and even demand – regular updates, fresh and exciting features, new releases. In order to remain relevant, it’s vital to stay ahead of the game: and our corporate intranet must do the same. Here are the top demands for your intranet: and the features that deliver on them.
The document summarizes the journey and work of a Knowledge Manager at Medibank Private. It describes developing a new intranet to better organize information for employees. Key steps included identifying user needs through surveys, personas, card sorting exercises. Content was streamlined and a new taxonomy created based on how users accessed and categorized information. The new design aimed to provide intuitive search and navigation across devices.
Making the business case for your intranetSam Marshall
How to make a winning business case for your intranet.
Slides from a workshop given for Ark Group. If you'd like a similar in-house session or help on this topic please contact sam@clearboxconsulting.co.uk
* What a business case looks like
* Understanding who you're trying to influence
* The benefits of an intranet
* Assessing options, priorities and costs
* Identifying risks
* ROI and why it can be a red herring
* Representing intangible benefits
* The case for re-launches or intranet consolidation
Accenture Knowledge Management in Asia PacificKM Chicago
The document provides biographies of two individuals, Myrna Binamira and Tanya Brincat, who work in knowledge management for Accenture. It notes that Myrna Binamira leads the Government Knowledge Network team in Asia Pacific, the first such team located there. Tanya Brincat has been involved in KM at Accenture since 1992 and currently leads the Financial Services KM team for Asia Pacific and global banking KM. The document also includes an agenda for an upcoming meeting that covers Accenture overview, KM practices for financial services and government, case studies, and challenges/goals.
Social business tools can provide clear business value by improving productivity, customer communication, and sales. A survey of over 500 individuals from over 300 companies found that social business tools increased employee satisfaction by 30% and employee connectedness by 39%, leading to higher engagement and profits. They also improved employee retention, reduced onboarding time, cut time spent searching for information by 32%, and decreased unnecessary emails and meetings, boosting overall productivity.
The document summarizes the results of a survey on the business value of social business tools. The survey found that social business tools led to a 39% increase in employee connectedness, a 28% decrease in support calls, and a 33% increase in customer satisfaction. The tools also increased employee and customer engagement while decreasing wasted time on emails and meetings, allowing for higher productivity and more ideas. Overall, the survey showed social business tools provide clear returns on investment through increased sales, customer retention, and brand advocacy.
National Semiconductor radically changed how some employees thought and communicated in the early 1990s to facilitate a strategic shift from manufacturing commodities to developing value-added products. The company's new CEO realized they needed to build the self-esteem of product designers and enable cross-disciplinary collaboration. With the help of consulting firms, National held a workshop that used cognitive assessments to help technicians understand their thinking styles and form cross-functional teams. This helped launch communities of practice that now actively share ideas across the company to boost creativity and productivity.
Develop a long-term IT plan while implementing customized IT solutions. Learn about the help desk evolution, top future IT issues, and how to move from a steady approach to stable applications.
4 Ways Banks and Credit Unions Can Make Their Policies and Procedures Easy to...ConnieG2
The document discusses 4 ways to make policies and procedures easy for frontline staff to use. It recommends: 1) making information easy to find through keywords and intuitive titles, 2) making content easy to follow through step-by-step breakdowns, 3) managing an optimal amount of content between 2,000-4,000 items, and 4) creating a single centralized location for all information. Analyzing usage data and getting feedback can help optimize content management. Consistency is key to ensuring staff can easily find, follow and use the correct information when assisting customers.
The document presents a case study on Brown & Brian, an IT company experiencing high employee turnover rates that were causing losses of institutional knowledge. It analyzes the problem and outlines imperatives and a proposed knowledge management framework to address it. The framework involves 10 steps, including identifying critical knowledge, aligning KM with business strategy, focusing on tacit knowledge processes, and implementing leadership and reward structures. Quick wins like project retrospectives, case studies, storytelling, communities of practice, and a knowledge repository are suggested to improve results like customer satisfaction, project success rates, and retaining institutional knowledge. Opportunities for knowledge management in Nigeria are also briefly discussed.
A study of senior Knowledge and Information Management professionals within the professional services sector by TFPL Recruitment and Sue Hill Recruitment highlighted the adoption of AI and digitisation in the sector, in addition to the continued importance of skills development, talent attraction and retention. Lee and Neil will look at how Knowledge and Information Management teams are transforming in what is arguably the most exciting time in the profession’s history.
The document summarizes the key findings from IBM's 2010 Chief Human Resource Officer (CHRO) Study. The study interviewed over 700 HR leaders from 61 countries. It identified three main themes that were challenges for HR leaders: 1) Cultivating creative leaders, 2) Mobilizing for speed and flexibility, and 3) Capitalizing on collective intelligence. These challenges require HR leaders to facilitate development of energized leaders, provide a fast and adaptive workforce, and tap into institutional knowledge. The study helps IBM align its offerings to address the needs identified by HR executives.
This document provides information about a 2-day training course on how to sell managed content services. The course aims to teach attendees best practices and technologies for managed content services to help them identify opportunities and engage decision makers. The course covers topics like digital transformation needs, replacing paper and legacy systems, achieving operational excellence, and targeting business leaders. It includes role-playing exercises, case studies from different industries, and resources to help attendees earn the ECM Practitioner designation. Feedback from past attendees found the course very useful for elevating customer conversations and becoming more effective at identifying prospects and demonstrating solutions.
Webinar – Engaging a multi-generational workforceKNOLSKAPE
About the Webinar: We have multiple generations working together and contributing at the workplace today. Given this reality, building intra- and inter-generational engagement is an imperative for people managers.
A webinar by Subramanian Kalpathi (Subbu) Senior Director, Centre of Expertise (COE) | Author, The Millennials: Exploring the world of the largest living generation
The document summarizes a presentation about measuring the value of a knowledge management strategy at Deloitte Consulting. It discusses Deloitte's business challenges, approach to knowledge management focusing on content, culture and connectivity, and how it determines and measures value in its KM strategy, including identifying stakeholders, articulating benefits, and understanding value through a knowledge value continuum.
The document discusses how to better integrate business and information technology. It argues that IT needs to be integrated into the core business strategy and operations, not treated as an afterthought. The author provides examples from their experience of embedding senior IT leaders directly into business units so they understand the business goals and can help identify technology solutions. The document then outlines four steps to achieve better integration: 1) Open communication between IT and operational groups, 2) Understanding business needs, 3) Validating IT plans with senior management, and 4) Conducting periodic surveys for feedback. The overall message is that IT must think, act and function like business executives to truly support business objectives.
Technology the "New Normal" enabling businessInfosys BPM
Technology is enabling business process outsourcing (BPO) operations to move beyond process improvements and increase client business performance. Supply chain BPO services have great potential to transform clients by bridging the distance between front and back office supply chain processes. Supply chain visibility dashboards in particular can enhance collaboration between clients and BPO vendors to optimize global supply chains in real time. These dashboards may provide benefits such as improved supply chain management in an outsourced environment.
3 Opportunities the Coronavirus Crisis Uncovers for Improving Bank and Credit...ConnieG2
This document discusses 3 opportunities for credit unions to improve operations in response to the coronavirus crisis:
1) Gain visibility into employee knowledge needs through analytics on search and click data to better support changing roles.
2) Centralize knowledge management to establish a single source of truth, break down silos, and empower employees across functions.
3) Make knowledge easy to find and follow through optimizing titles, keywords, and breaking down complex documents into step-by-step guides.
Covid-19: Responding to the crisis - a leader's handbookGraham Watson
This document summarizes the key findings from facilitated video conference networking sessions with over 20 CEOs and senior executives from various countries and sectors. Some of the main findings included:
1) Internal ways of working have changed, with different roles coming to the fore, productivity increasing in some cases, and it being harder to gauge employee morale without in-person interactions.
2) Doing business externally has become more difficult, with less opportunities for chance interactions and relationship building. Remote negotiations and business development also present new challenges.
3) Innovation is happening rapidly as companies find new ways to use technology, automate processes, and reconfigure operations in response to the crisis. Both structured and unstructured innovation is occurring.
Knowledge Management Practical Tips for Public Sector Practitioners - Carla S...Business FM 89.9
An overview of case studies and practical tips for public sector knowledge management practitioners. Carla Sapsford Newman discusses the unique challenges public sector KM teams face as well as proven strategies in both the private and public sectors.
When it comes to software or technology in general, we’re used to change. We expect – and even demand – regular updates, fresh and exciting features, new releases. In order to remain relevant, it’s vital to stay ahead of the game: and our corporate intranet must do the same. Here are the top demands for your intranet: and the features that deliver on them.
The document summarizes the journey and work of a Knowledge Manager at Medibank Private. It describes developing a new intranet to better organize information for employees. Key steps included identifying user needs through surveys, personas, card sorting exercises. Content was streamlined and a new taxonomy created based on how users accessed and categorized information. The new design aimed to provide intuitive search and navigation across devices.
Making the business case for your intranetSam Marshall
How to make a winning business case for your intranet.
Slides from a workshop given for Ark Group. If you'd like a similar in-house session or help on this topic please contact sam@clearboxconsulting.co.uk
* What a business case looks like
* Understanding who you're trying to influence
* The benefits of an intranet
* Assessing options, priorities and costs
* Identifying risks
* ROI and why it can be a red herring
* Representing intangible benefits
* The case for re-launches or intranet consolidation
Accenture Knowledge Management in Asia PacificKM Chicago
The document provides biographies of two individuals, Myrna Binamira and Tanya Brincat, who work in knowledge management for Accenture. It notes that Myrna Binamira leads the Government Knowledge Network team in Asia Pacific, the first such team located there. Tanya Brincat has been involved in KM at Accenture since 1992 and currently leads the Financial Services KM team for Asia Pacific and global banking KM. The document also includes an agenda for an upcoming meeting that covers Accenture overview, KM practices for financial services and government, case studies, and challenges/goals.
Social business tools can provide clear business value by improving productivity, customer communication, and sales. A survey of over 500 individuals from over 300 companies found that social business tools increased employee satisfaction by 30% and employee connectedness by 39%, leading to higher engagement and profits. They also improved employee retention, reduced onboarding time, cut time spent searching for information by 32%, and decreased unnecessary emails and meetings, boosting overall productivity.
The document summarizes the results of a survey on the business value of social business tools. The survey found that social business tools led to a 39% increase in employee connectedness, a 28% decrease in support calls, and a 33% increase in customer satisfaction. The tools also increased employee and customer engagement while decreasing wasted time on emails and meetings, allowing for higher productivity and more ideas. Overall, the survey showed social business tools provide clear returns on investment through increased sales, customer retention, and brand advocacy.
National Semiconductor radically changed how some employees thought and communicated in the early 1990s to facilitate a strategic shift from manufacturing commodities to developing value-added products. The company's new CEO realized they needed to build the self-esteem of product designers and enable cross-disciplinary collaboration. With the help of consulting firms, National held a workshop that used cognitive assessments to help technicians understand their thinking styles and form cross-functional teams. This helped launch communities of practice that now actively share ideas across the company to boost creativity and productivity.
Develop a long-term IT plan while implementing customized IT solutions. Learn about the help desk evolution, top future IT issues, and how to move from a steady approach to stable applications.
4 Ways Banks and Credit Unions Can Make Their Policies and Procedures Easy to...ConnieG2
The document discusses 4 ways to make policies and procedures easy for frontline staff to use. It recommends: 1) making information easy to find through keywords and intuitive titles, 2) making content easy to follow through step-by-step breakdowns, 3) managing an optimal amount of content between 2,000-4,000 items, and 4) creating a single centralized location for all information. Analyzing usage data and getting feedback can help optimize content management. Consistency is key to ensuring staff can easily find, follow and use the correct information when assisting customers.
The document presents a case study on Brown & Brian, an IT company experiencing high employee turnover rates that were causing losses of institutional knowledge. It analyzes the problem and outlines imperatives and a proposed knowledge management framework to address it. The framework involves 10 steps, including identifying critical knowledge, aligning KM with business strategy, focusing on tacit knowledge processes, and implementing leadership and reward structures. Quick wins like project retrospectives, case studies, storytelling, communities of practice, and a knowledge repository are suggested to improve results like customer satisfaction, project success rates, and retaining institutional knowledge. Opportunities for knowledge management in Nigeria are also briefly discussed.
A study of senior Knowledge and Information Management professionals within the professional services sector by TFPL Recruitment and Sue Hill Recruitment highlighted the adoption of AI and digitisation in the sector, in addition to the continued importance of skills development, talent attraction and retention. Lee and Neil will look at how Knowledge and Information Management teams are transforming in what is arguably the most exciting time in the profession’s history.
The document summarizes the key findings from IBM's 2010 Chief Human Resource Officer (CHRO) Study. The study interviewed over 700 HR leaders from 61 countries. It identified three main themes that were challenges for HR leaders: 1) Cultivating creative leaders, 2) Mobilizing for speed and flexibility, and 3) Capitalizing on collective intelligence. These challenges require HR leaders to facilitate development of energized leaders, provide a fast and adaptive workforce, and tap into institutional knowledge. The study helps IBM align its offerings to address the needs identified by HR executives.
This document provides information about a 2-day training course on how to sell managed content services. The course aims to teach attendees best practices and technologies for managed content services to help them identify opportunities and engage decision makers. The course covers topics like digital transformation needs, replacing paper and legacy systems, achieving operational excellence, and targeting business leaders. It includes role-playing exercises, case studies from different industries, and resources to help attendees earn the ECM Practitioner designation. Feedback from past attendees found the course very useful for elevating customer conversations and becoming more effective at identifying prospects and demonstrating solutions.
This document provides course information for continuing education at Normandale Community College. It begins with an introduction that tools and skills can help advance work and lives in complex times. The document then lists courses in categories such as business acumen, healthcare, technology, languages and career development. Specific courses are highlighted, including certificates in topics like data analysis, Lean Six Sigma, and designing webinars. The summary provides an overview of the document's purpose and structure without copying significant content.
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.
Getting Through the Fear Factor When Hiring Tech Talents.pdfaNumak & Company
The more profound constraint is a further factor in making a perfect selection when hunting for tech talents. While recruiters are focused and determined on hiring competent candidates for vacant spaces, they should also consider reducing strictness in the process, for example, the years of experience and compulsory finished education level. Since the American survey tells that most candidates' educational backgrounds are not in-line with their experience because they acquire knowledge of other skills while holding a post.
Perhaps, since these candidates are well experienced, they should be considered, while employers cut down a little to test their knowledge.
The document discusses knowledge management (KM) in organizations. It defines KM as getting the right information, data, and knowledge to the right people at the right time. It outlines different objectives and types of KM programs that can be implemented based on an organization's strategic goals. The document also discusses explicit versus tacit knowledge and different levels of detail for capturing knowledge. It introduces a 12 step methodology for implementing KM, covering areas like strategy, planning, execution, process mapping, and knowledge capturing, storing, and sharing.
The Digital Workplace - Building a more productive digital work environment s...Oscar Berg
The document discusses building a more productive digital work environment. It notes that constant change, time pressures, and other factors are challenging for employee productivity. The current digital workplace is fragmented, with silos, lack of collaboration, and tools not integrated or suited for mobile work. It argues for a holistic, people-centric approach called the Digital Workplace to empower employees through improved services, common governance, and a focus on continuous improvements rather than projects.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
COVID-19: The future of organisations and the future of technical communicationEllis Pratt
The COVID-19 coronavirus is having a huge impact on people and organisations. With so many things that could be about to change, how should technical communicators respond? What’s your plan for the future?
In this presentation, we looked at:
How organisations might change during and after the COVID-19 lockdown
What that means for technical communication, and how you can come back stronger than ever
What technical communicators can do to help, and how you can deal with this crisis
How other technical communicators responded when we asked them for their views
This audit report summarizes the key knowledge management practices (KMPs) of scientific instrument companies in Ambala Cantt, India. It discusses how these companies utilize KMPs related to information management, human resource management, research and development, strategy, and intellectual property management. The report provides an analysis of Porter's 5 forces in the scientific instruments industry and details the audit conducted, which involved interviews with 5 local scientific instrument companies. Overall findings and conclusions from the audit are presented along with limitations of the study.
This document discusses how corporate mentoring programs can help companies preserve critical knowledge and boost their bottom line. It outlines the persistent problem of "critical knowledge loss" as key employees leave and notes that mentoring programs can help spread critical knowledge more broadly within an organization. The document advocates for the use of Mutual Force's mentoring management software to create structured mentoring programs that can help companies formalize knowledge transfer between employees, accelerate onboarding of new hires, and capture organizational knowledge from departing employees. Implementing an effective mentoring program through Mutual Force's platform can positively impact a company's bottom line by reducing costs associated with training and knowledge loss.
The document discusses knowledge acquisition for expert systems. It outlines several key methods for acquiring knowledge from human experts, including observing experts solving real problems, conducting discussions to identify required data and procedures, having experts solve example problems verbally while explaining their rationale, developing rules based on interviews and testing them, and comparing responses from multiple experts. The goal is to carefully organize the acquired knowledge into a structured format like rules that can be implemented in an expert system.
This digital transformation programme aims to equip you with the latest skills to assess how your company should evolve and transform in Digital Revolution 4.0. It aims to equip you with a digital strategy roadmap.
This digital transformation programme aims to equip you with the latest skills to assess how your company should evolve and transform in Digital Revolution 4.0. It aims to equip you with a digital strategy roadmap.
Business Essentials for Strategic Communicators BMAChicago
The document summarizes research from three studies on the importance of business knowledge for strategic communicators: a Page Society member survey, a Page Jam online discussion, and a Page Up pre-conference poll. The research found that over 80% of respondents believed a solid understanding of "Business 101" topics is extremely important for strategic communicators. However, over 80% also felt that colleges do not provide enough business training. The document then provides 10 ideas for building business acumen among communications teams, such as reviewing business models, developing in-house training, reading business journalism, and discussing business-related TV shows and books.
Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
Similar to Opportunities for Knowledge Management in Nigeria. (20)
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
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Opportunities for Knowledge Management in Nigeria.
1. Brown & Brian: Leveraging
the Knowledge
Management Advantage.
Discussion Document
Olofinlade, O.S
12/3/2014
2. The Knowledge Management Advantage…. Discussion Document
1
Prepared by Olofinlade, Olufunso Steve Wednesday, December 03, 2014
Introduction
As more individuals and businesses across the globe increasingly depend on technology to perform
basic and functional tasks, the demand for IT and IT related services has consistently been on the
increase. Consequently, the global and very recently the Nigerian IT market has grown exponentially
with several opportunities emerging across the IT sector value chain.
A major source of competitive advantage for contemporary IT professional services firms lies in the
quality of skilled/competent professionals that are on-boarded. However, in recent times, IT firms have
been faced with the problem of retaining their talents/skilled professionals. When these employees
exit the organization they leave with their tacit and institutional knowledge (otherwise referred to as
‘Knowledge Erosion’). The problem of eroding institutional knowledge is an increasing source of worry
for business owners.
Brown & Brian, after over a decade of operations and transformation into a large professional services
provider, is currently facing a similar problem and the need to succinctly address this challenge has
never been more urgent than now.
Problem Diagnosis: The Brown & Brian Predicament
Brown & Brian is experiencing an unprecedented ‘High Employee Turnover Rate’. Its employees
are resigning to take on better career opportunities elsewhere and/or start their own businesses. This
situation has exposed Brown & Brian to business constraints despite the company’s effort to
proactively fill the vacancies.
Purpose of Discussion Document
The purpose of this discussion document is:
To brainstorm and propose a wide range of Knowledge Management initiatives in addressing
the current challenges being faced by Brown & Brian.
Provide a platform to assess the effectiveness of these initiatives in addressing identified
problems.
Dwindling
Revenue/
Bottom Line
Increasing
Project
Failure Rate
Increasing
Uncompleted
Projects
Decreasing
Customer
Satisfaction
Level
‘Loss of institutional knowledge’/Knowledge Erosion
High Employee Turnover Rate1
2 ROOT
CAUSAL
FACTORS
Fig 1.0: Problem Diagnosis Schematic
3. The Knowledge Management Advantage…. Discussion Document
2
Prepared by Olofinlade, Olufunso Steve Wednesday, December 03, 2014
Discussion Issues
1. Proposing a Knowledge Management ‘Solution’ for Brown & Brian
Table 1.0: Proposing a Knowledge Management Solution for B& B
Right Information
Helps identify/classify organizational Knowledge Assets.
Helps in answering the ‘How’, ‘What’, ‘Where’ ‘When’ ‘Who’ and ‘Why’
related questions pertaining to the desired business result.
There will be an improved decision making process
Reduced turnaround time and effective knowledge transfer
Right Persons
Who needs what? Helps identify the users of information
Organization can reduce time to competence for new hires
Customers can be better served with increase satisfaction levels
Organization can become more efficient when employees are performing
optimally
Right Way, Cost,
Time
(Just-in-time
Intervention)
Storytelling
Learning from Past Mistakes
Project Retrospective
Case Studies
Communities of Expert/Practice
Action Learning etc.
Right Results
Expected business results.
Capacity to deliver exceptional performances
Business Continuity
2. Quick Win: Solving ‘pressing’ challenges with Knowledge Management
Table 2.0: Knowledge Management Initiatives vs. expected impact
KM Initiative Rationale Justification Key Success Factors
Project
Retrospective
Project resource persons to
share vital lessons learnt
over the project life cycle to
prevent repeat mistakes.
Improved Project
turnaround time
success rate
completion rate
Codify and store
knowledge gleaned
to enable access at
point of need.
Case Studies/
Brown Bag
Sessions
When case studies are
woven around real life
scenarios, they help in
innovatively solving
problems.
Enhanced Customer
Satisfaction
Improved Project
Completion/Success
Rate
Codify and store
insights gained,
develop action points
and store outcome.
Every Organization desires to be effective by producing the intended result. A professional
services firm like Brown & Brian is effective when the “right information is made available to the
right persons in the right way, right cost and at the right time towards achieving the right results”.
This is the advantage a Knowledge Management Solution offers.
Brown & Brian needs to urgently address the lingering issue of knowledge erosion. It has become
imperative for the business to eliminate the ugly trend of failing and uncompleted projects,
declining revenue line and increasingly dissatisfied customers.
4. The Knowledge Management Advantage…. Discussion Document
3
Prepared by Olofinlade, Olufunso Steve Wednesday, December 03, 2014
KM Initiative Rationale Justification Key Success Factors
Storytelling
Learning forum where vastly
experienced or knowledge
custodians in the
organization share from their
wealth of experience
Retained institutional
knowledge
Improved Organizational
Process and turnaround
time
Capture, Store and
create access at the
point of need.
Communities
of Experts
/Practice
Identify experts in the
organization who can
collaborate to resolve
pressing issues.
Improved turnaround
time & productivity
Enhanced Customer
Satisfaction
Improved bottom line
Presence of a
facilitator to
moderate, capture
and document
knowledge assets
created
Knowledge
Repository
Store explicit information
and/or organizational assets
in line with defined taxonomy
Just-in-time access to
the right information.
Enhanced productivity
Defined Taxonomy
Defined Knowledge
Asset
3. Practical Framework for Consideration
Figure 2.0 below represents a practical framework for consideration for knowledge
management.
Figure 1.0: Practical Knowledge Management Framework: Aligned to Business, People,
Processes and Technology.
4. Opportunities for KM in Nigeria
The impact of globalization and an increasingly mobile workforce is getting local business leaders’
more interested in Knowledge Management. Organizations are looking to become more efficient and
churn out better results. By contrast however, the demand for highly skilled employees is increasingly
making it difficult for organizations to keep their top ‘talents’.
The situation described above describes the predicament of local businesses, which are now on the
look-out for consultants who can solve this challenge. Unfortunately, skilled KM specialists that can
resolve issues like this are few and far between. Consulting outfits that strategically build capacity in
the implementation of top notch knowledge management solutions will enjoy a ‘first-mover’ advantage
in a relatively untapped but large Nigerian market with a GDP of USD521.8Billion.
Align KM to business strategy
Adapt KM B&B’s operating
peculiarities and changing
business model.
Provide an opportunity for
problem solving, dynamic
learning, collaboration and
strategic planning.
Ensure business continuity by
protecting intellectual assets
from decay.
Identify best-in-class
processes to manage the life-
cycle of KM including Content
Management, Feedback
Management,
Collaboration, Tracking &
Reporting.
A clear governance process for
the vision and mission of KM in
B & B
Develop implementation tool
kits and methodologies
Technology use is considered
Intuitive to use.
Enables collaboration &
creation of virtual workspaces
Makes use internet technology
Leverage existing/various
knowledge repositories
Ensures accessibility of
information and knowledge
Strong leadership &
governance structure
Effective Change Management
Programme
Institution of an implementation
team to enable adoption.
Communities of Practices
providing platform for
knowledge sharing
Definition of roles &
responsibilities
Alignment to workforce
Embedding KM into roles &
responsibilities.