The document discusses transforming libraries into digital information centers through cloud-based solutions. It summarizes a presentation on this topic, including discussions on whether information professionals should focus on being specialists or strategic knowledge managers involved in organizational strategy. The presentation argues that information professionals should view their role as managing the process of knowledge development, sharing and utilization to support organizational goals. It also discusses how participating in strategic planning can benefit information professionals by creating a more collaborative work culture and reducing workplace stress.
Soutron Global - March Webinar with Guy St. ClairTony Saadat
The document summarizes a presentation on transforming libraries. It discusses moving from traditional specialist librarian roles to strategic knowledge professionals who are involved in company strategy planning. It promotes developing a master plan for knowledge services that integrates information management, knowledge management, and strategic learning. The presentation encourages knowledge workers to view their role as managing knowledge development, sharing, and utilization processes to advance their organization's goals.
The document discusses transforming libraries through cloud-based solutions and knowledge services. It covers a webinar on this topic with several presenters. Guy St. Clair then discusses building a master plan for knowledge services, covering the need for a plan, identifying others doing similar work, and preparing to lead change. He emphasizes conducting a knowledge audit and developing a strategy with recommendations, then implementing it through establishing milestones, metrics and recommended actions. The goal is to establish the organization as a knowledge culture that utilizes intellectual capital.
KM SHOWCASE 2020 - "Using KM to Combat Infobesity" - Tara MohnKM Institute
The document discusses how knowledge management (KM) can help combat infobesity. KM involves knowing what knowledge an organization has, organizing it to target the right knowledge to the right people, and promoting knowledge transfer at the right time. Specifically, KM calls for setting up a baseline awareness of knowledge assets by documenting and cataloging repositories, regularly assessing and curating content, and organizing knowledge according to business needs by involving others. KM also facilitates effective knowledge transfer to new staff, current staff, departing staff, and decision makers. Finally, KM promotes strategic knowledge transfer by referencing lessons learned and building knowledge access into workflows.
KM SHOWCASE 2020 - "Lessons Learned Building a Knowledge Graph" - Chris MarinoKM Institute
This document provides an overview of building a knowledge graph at the Inter-American Development Bank. It discusses how the Bank implemented a knowledge graph to automatically extract entities and concepts from content to create semantic data and recommendations. The solution involved developing taxonomies and ontologies, ingesting content, and using an extractor like PoolParty to tag documents and connect them to concepts in the knowledge graph. Key lessons included creating an organic taxonomy, leveraging extraction scores, using applicable sections of taxonomies, and developing a repeatable ingestion process to continually update the knowledge graph.
KM SHOWCASE 2020 - "Implementing Knowledge-as-a-Service through the Digital W...KM Institute
The document discusses implementing Knowledge-as-a-Service (KaaS) through a digital workplace. KaaS blends knowledge management and AI to deliver the right knowledge to users. It discusses using AI for predictive analytics, knowledge mapping and chatbots. A case study describes implementing a KaaS framework and digital workplace at the IMF to improve knowledge sharing, collaboration and process efficiency across devices. Key challenges included integrating tools and developing an extensible information architecture to enable search and machine learning.
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.
KM SHOWCASE 2020 - "Knowledge Pros: the heroes of personalization programs ev...KM Institute
This document discusses personalization and the opportunities it provides. It begins by introducing Jeffrey Macintyre and Colin Eagan, who will be presenting. It then discusses heroes in personalization programs and the personalization gap that exists between aspirations for personalization and the current reality. The document outlines the benefits of personalization, provides examples of how it can be implemented, and discusses alternatives to personalization. It emphasizes that personalization requires a systematic approach including taxonomy, design, and iterative improvement. The overall message is that personalization provides significant opportunities but also challenges in connecting intentions to results.
Presented by Zach Wahl, CEO, and Mary Little, Knowledge Management Practice Lead, on Thursday, April 2nd.
With the current global COVID-19 pandemic, companies big and small, global and local, have found themselves in a much different reality and have been forced into remote work situations. Knowledge Management, when well-designed and implemented, can play a major role in helping an organization maintain the three c’s of organizational health: connections, collaboration, and culture.
In this webinar, Zach Wahl and Mary Little will discuss how KM supports effective remote work, and will offer recommendations for how organizations can improve their KM and remote work immediately.
Soutron Global - March Webinar with Guy St. ClairTony Saadat
The document summarizes a presentation on transforming libraries. It discusses moving from traditional specialist librarian roles to strategic knowledge professionals who are involved in company strategy planning. It promotes developing a master plan for knowledge services that integrates information management, knowledge management, and strategic learning. The presentation encourages knowledge workers to view their role as managing knowledge development, sharing, and utilization processes to advance their organization's goals.
The document discusses transforming libraries through cloud-based solutions and knowledge services. It covers a webinar on this topic with several presenters. Guy St. Clair then discusses building a master plan for knowledge services, covering the need for a plan, identifying others doing similar work, and preparing to lead change. He emphasizes conducting a knowledge audit and developing a strategy with recommendations, then implementing it through establishing milestones, metrics and recommended actions. The goal is to establish the organization as a knowledge culture that utilizes intellectual capital.
KM SHOWCASE 2020 - "Using KM to Combat Infobesity" - Tara MohnKM Institute
The document discusses how knowledge management (KM) can help combat infobesity. KM involves knowing what knowledge an organization has, organizing it to target the right knowledge to the right people, and promoting knowledge transfer at the right time. Specifically, KM calls for setting up a baseline awareness of knowledge assets by documenting and cataloging repositories, regularly assessing and curating content, and organizing knowledge according to business needs by involving others. KM also facilitates effective knowledge transfer to new staff, current staff, departing staff, and decision makers. Finally, KM promotes strategic knowledge transfer by referencing lessons learned and building knowledge access into workflows.
KM SHOWCASE 2020 - "Lessons Learned Building a Knowledge Graph" - Chris MarinoKM Institute
This document provides an overview of building a knowledge graph at the Inter-American Development Bank. It discusses how the Bank implemented a knowledge graph to automatically extract entities and concepts from content to create semantic data and recommendations. The solution involved developing taxonomies and ontologies, ingesting content, and using an extractor like PoolParty to tag documents and connect them to concepts in the knowledge graph. Key lessons included creating an organic taxonomy, leveraging extraction scores, using applicable sections of taxonomies, and developing a repeatable ingestion process to continually update the knowledge graph.
KM SHOWCASE 2020 - "Implementing Knowledge-as-a-Service through the Digital W...KM Institute
The document discusses implementing Knowledge-as-a-Service (KaaS) through a digital workplace. KaaS blends knowledge management and AI to deliver the right knowledge to users. It discusses using AI for predictive analytics, knowledge mapping and chatbots. A case study describes implementing a KaaS framework and digital workplace at the IMF to improve knowledge sharing, collaboration and process efficiency across devices. Key challenges included integrating tools and developing an extensible information architecture to enable search and machine learning.
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.
KM SHOWCASE 2020 - "Knowledge Pros: the heroes of personalization programs ev...KM Institute
This document discusses personalization and the opportunities it provides. It begins by introducing Jeffrey Macintyre and Colin Eagan, who will be presenting. It then discusses heroes in personalization programs and the personalization gap that exists between aspirations for personalization and the current reality. The document outlines the benefits of personalization, provides examples of how it can be implemented, and discusses alternatives to personalization. It emphasizes that personalization requires a systematic approach including taxonomy, design, and iterative improvement. The overall message is that personalization provides significant opportunities but also challenges in connecting intentions to results.
Presented by Zach Wahl, CEO, and Mary Little, Knowledge Management Practice Lead, on Thursday, April 2nd.
With the current global COVID-19 pandemic, companies big and small, global and local, have found themselves in a much different reality and have been forced into remote work situations. Knowledge Management, when well-designed and implemented, can play a major role in helping an organization maintain the three c’s of organizational health: connections, collaboration, and culture.
In this webinar, Zach Wahl and Mary Little will discuss how KM supports effective remote work, and will offer recommendations for how organizations can improve their KM and remote work immediately.
This presentation from Joe Hilger, Founder and COO of Enterprise Knowledge was presented at the KM Showcase 2020 in Arlington, VA on March 5th. The presentation addresses why knowledge management is the foundation for successful artificial intelligence. Hilger provides reasoning and examples for why taxonomy, content strategy, governance, and KM leadership are foundational requirements for organization's pursuing recommender systems, chat bots, and much more. Lastly, he defines Knowledge Artificial Intelligence and provides a brief overview of knowledge graphs.
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).
This document introduces MATURETM, a new knowledge maturity model. It begins with an abstract noting that while KM models were initially basic, modern models need to be more robust and prescriptive. It then outlines the presentation, which will disclose MATURETM and how it can be used as both an in-house strategic tool and for organizational certifications. The document provides background on early KM maturity models and discusses issues like models being over-simplified and not accounting for the continuous nature of KM implementation. It proposes that the ideal model would include multiple strategic factors beyond just KM, be both diagnostic and prescriptive, and be evidence-based. An exercise is suggested to design threads of such an optimal model
Ark Group: Redesigning your Intranent - Understanding and implementing Emerg...Chris Fletcher
The document discusses the evolution of globalization and the rise of Web 2.0 technologies and their impact on knowledge management. It notes that globalization has shrunk the world from a large to tiny size and flattened the playing field. Web 2.0 allows for more collaboration and relationship-based knowledge sharing through social networks and user participation. This represents a shift from traditional knowledge management focused on content and collection to a new model emphasizing context and connection.
KM SHOWCASE 2020 - Keynote Address - Zach WahlKM Institute
The document summarizes a presentation on knowledge management trends for 2020 and beyond. It discusses how knowledge management involves people, processes, content, culture and technology. It also outlines trends for 2020 like the need for clear return on investment from KM efforts and improved understanding of knowledge ecosystems. The presentation describes how knowledge graphs and ontologies can power artificial intelligence and outlines a logical architecture for a KM system.
This document summarizes a presentation about changing leadership strategies for libraries. It discusses four main issues facing libraries: 1) whether users are finding needed resources successfully, 2) if libraries are organized for the 21st century, 3) if libraries are effectively engaging their communities, and 4) if libraries are using numbers strategically. It then provides more details on each issue and recommends strategies libraries can take to address the issues, such as differentiating themselves from Google, understanding user workflows, investing in persona development, and adopting agile project management practices.
KM SHOWCASE 2020 - "Securing Explicit and Tacit Knowledge" - Dr. Cindy YoungKM Institute
The document discusses how to ensure knowledge is not lost once a project closes. It emphasizes having a knowledge retention mindset and integrating knowledge sharing practices throughout the project life cycle. It provides examples of knowledge management tools that can be used during projects and questions teams should consider in each process group to facilitate knowledge transfer between projects. The overarching goal is to establish methods to retain and share lessons learned so knowledge continues to benefit the organization after a project ends.
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.
Practical Knowledge Management: Assessing Where You Are, Where You Want to Be...Enterprise Knowledge
This document discusses practical knowledge management and outlines an agile process for assessing an organization's current knowledge management needs and developing a strategy. It begins by defining knowledge management and its business value. It then describes a benchmarking and iterative assessment process involving interviews, inspections, analysis and reporting to understand an organization's current and target states. Finally, it discusses best practices for developing a segmented strategy, change management and communication, and provides examples of successful knowledge management implementations.
President and Chief Performance Officer,
Transformation Leadership Coach, Speaker, Author,
Adjunct Associate Professor of Business Administration
Professor Dr. Frank L Harper Jr. PMP® is a proven deliverer of innovation and operations excellence through leading numerous process-and productivity-improvement initiatives, leverages emerging technologies for business transformation, orchestrates organizational change, while identifying and developing collaborative opportunities between business units and technology.
A self-proclaimed Strategic Hustler™, his technical savvy, leadership, teaching, solutions-focused thinking and execution has directed or contributed to strategic programs/projects with combined budgets of $4+ Billion supporting business units to identify, develop, and implement business solutions that maximize throughput, operational efficiency, customer service, and competitiveness. The effectiveness of these efforts generated combined revenues and savings of $10+ Billion for companies and governments on five continents [North & South America, Asia, Africa, and Europe].
A former shoe shine boy, or Street hustler, and scholar-athlete, he has received national and international honors for his pioneering work in the fields of information technology, industrial engineering, and project management. Community leaders applauded his views on community-based education and training. His forty-plus years of leadership and management experience extends beyond the corporate setting into community, sports, and spiritual endeavors.
Currently, Professor Dr. Harper who also holds an MBA in Marketing, MSc in Industrial Engineering, and BSc in Computer Technology/Industrial Engineering; is an Adjunct Associate Professor of Business Administration for the Cambridge Corporate University (Switzerland), President and Chief Performance Officer of Intelligent Systems Services LLC, (US) and Strategic Advisor / Trainer / Business Transformation Consultant for Innovative Management Services, Pakistan.
Practical Knowledge Management – Leveraging People, Process & Technology to E...Enterprise Knowledge
The presentation leverages several recent success stories from EK's client work to discuss current themes in Knowledge and Information Management systems design and development. It includes examples and discussion of Cloud, Agile, Taxonomy, and Change Management, amongst other themes.
Dara Baf has over 30 years of experience in IT with a focus on data warehousing and business intelligence. He currently works as a Global Data Services Manager at SAGE Publications where he manages enterprise data integration, data warehousing, and reporting. The document provides details on his extensive experience in data architecture, ETL, data modeling, and other data-related roles at various companies such as Microsoft, Amgen, Myspace, and Cognos.
This presentation, delivered by Guillermo Galdamez at the Taxonomy Bootcamp Connect Conference, offers seven practical tips for improving taxonomy governance efforts in your organization - making sure that the taxonomy continues to grow and evolve alongside the organization, and communicating its value to stakeholders to be able to sustain support. The advice in this presentation is based on experience in taxonomy design and governance efforts across dozens of organizations of multiple sizes and various industries.
This is the three-hour "Taxonomy 101" Presentation delivered at KMWorld 2021 (Virtual, KMWorld Connect). The presentation details taxonomy and ontology definitions, business value, and design methodologies. It also covers the concept of Knowledge Graphs in detail. Special attention is given to the differences between taxonomy and ontologies (both from a use and design perspective).
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.
The document discusses knowledge management and virtual collaboration. It defines knowledge management as capturing and sharing a company's collective expertise to benefit goals. Virtual collaboration utilizes technology to facilitate teamwork across locations. The document provides examples of knowledge management initiatives and virtual collaboration tools to connect experts and share lessons learned.
KM Showcase: Conference View and Knowledge Management 2020 and BeyondEnterprise Knowledge
This presentation from Zach Wahl, Founder and CEO of Enterprise Knowledge and Chair of the KM Showcase was this year's opening keynote address at the conference. The presentation offers a definition of Knowledge Management and its value, and then details what Zach sees as the five major trends for KM in 2020 and beyond. The presentation explores the links between KM and Artificial Intelligence, leveraging KM technologies, and incorporating organizational design and change into KM efforts.
The document discusses knowledge management in the Canadian public sector. It provides an overview of how KM has been applied across departments, lessons learned, and the future direction of KM. Key areas discussed include tacit vs explicit knowledge, expertise research, and the importance of collaboration, culture, and technology in enabling knowledge sharing and organizational learning.
How can you do knowledge management on the SharePoint platform. Some of Knowledge Management is technology -- and some of it is people and process. Learn how you meld them together to get better knowledge management in your organization.
The document summarizes a webinar on developing a master plan for knowledge services. It discusses the need for organizations to have a knowledge strategy and strategic roadmap. It covers conducting a knowledge audit, developing a knowledge strategy, and implementing strategic planning. The webinar addresses questions about identifying collaborators within an organization, assessing current knowledge practices, and preparing for change management.
The document discusses transforming libraries through cloud-based solutions and knowledge services. It covers a webinar on this topic with several presenters. Guy St. Clair then discusses building a master plan for knowledge services, covering the need for a plan, identifying others doing similar work, and preparing for change management. He outlines a 10 step strategic roadmap that includes defining goals, terms, conducting a knowledge audit, developing a strategy, and setting metrics.
Soutron Global & Guy St Clair - Transforming Libraries - May 21, 15Tony Saadat
The document summarizes a presentation on transforming libraries through cloud-based knowledge services solutions. It discusses identifying knowledge gaps and stakeholders within an organization to conduct a knowledge audit. It promotes the role of specialized librarians in leading knowledge sharing initiatives and highlights the need for a customized tool to facilitate knowledge development, sharing and utilization. The presentation evaluates current knowledge practices and proposes using value network analysis to map relationships and implement changes to knowledge services.
This presentation from Joe Hilger, Founder and COO of Enterprise Knowledge was presented at the KM Showcase 2020 in Arlington, VA on March 5th. The presentation addresses why knowledge management is the foundation for successful artificial intelligence. Hilger provides reasoning and examples for why taxonomy, content strategy, governance, and KM leadership are foundational requirements for organization's pursuing recommender systems, chat bots, and much more. Lastly, he defines Knowledge Artificial Intelligence and provides a brief overview of knowledge graphs.
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).
This document introduces MATURETM, a new knowledge maturity model. It begins with an abstract noting that while KM models were initially basic, modern models need to be more robust and prescriptive. It then outlines the presentation, which will disclose MATURETM and how it can be used as both an in-house strategic tool and for organizational certifications. The document provides background on early KM maturity models and discusses issues like models being over-simplified and not accounting for the continuous nature of KM implementation. It proposes that the ideal model would include multiple strategic factors beyond just KM, be both diagnostic and prescriptive, and be evidence-based. An exercise is suggested to design threads of such an optimal model
Ark Group: Redesigning your Intranent - Understanding and implementing Emerg...Chris Fletcher
The document discusses the evolution of globalization and the rise of Web 2.0 technologies and their impact on knowledge management. It notes that globalization has shrunk the world from a large to tiny size and flattened the playing field. Web 2.0 allows for more collaboration and relationship-based knowledge sharing through social networks and user participation. This represents a shift from traditional knowledge management focused on content and collection to a new model emphasizing context and connection.
KM SHOWCASE 2020 - Keynote Address - Zach WahlKM Institute
The document summarizes a presentation on knowledge management trends for 2020 and beyond. It discusses how knowledge management involves people, processes, content, culture and technology. It also outlines trends for 2020 like the need for clear return on investment from KM efforts and improved understanding of knowledge ecosystems. The presentation describes how knowledge graphs and ontologies can power artificial intelligence and outlines a logical architecture for a KM system.
This document summarizes a presentation about changing leadership strategies for libraries. It discusses four main issues facing libraries: 1) whether users are finding needed resources successfully, 2) if libraries are organized for the 21st century, 3) if libraries are effectively engaging their communities, and 4) if libraries are using numbers strategically. It then provides more details on each issue and recommends strategies libraries can take to address the issues, such as differentiating themselves from Google, understanding user workflows, investing in persona development, and adopting agile project management practices.
KM SHOWCASE 2020 - "Securing Explicit and Tacit Knowledge" - Dr. Cindy YoungKM Institute
The document discusses how to ensure knowledge is not lost once a project closes. It emphasizes having a knowledge retention mindset and integrating knowledge sharing practices throughout the project life cycle. It provides examples of knowledge management tools that can be used during projects and questions teams should consider in each process group to facilitate knowledge transfer between projects. The overarching goal is to establish methods to retain and share lessons learned so knowledge continues to benefit the organization after a project ends.
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.
Practical Knowledge Management: Assessing Where You Are, Where You Want to Be...Enterprise Knowledge
This document discusses practical knowledge management and outlines an agile process for assessing an organization's current knowledge management needs and developing a strategy. It begins by defining knowledge management and its business value. It then describes a benchmarking and iterative assessment process involving interviews, inspections, analysis and reporting to understand an organization's current and target states. Finally, it discusses best practices for developing a segmented strategy, change management and communication, and provides examples of successful knowledge management implementations.
President and Chief Performance Officer,
Transformation Leadership Coach, Speaker, Author,
Adjunct Associate Professor of Business Administration
Professor Dr. Frank L Harper Jr. PMP® is a proven deliverer of innovation and operations excellence through leading numerous process-and productivity-improvement initiatives, leverages emerging technologies for business transformation, orchestrates organizational change, while identifying and developing collaborative opportunities between business units and technology.
A self-proclaimed Strategic Hustler™, his technical savvy, leadership, teaching, solutions-focused thinking and execution has directed or contributed to strategic programs/projects with combined budgets of $4+ Billion supporting business units to identify, develop, and implement business solutions that maximize throughput, operational efficiency, customer service, and competitiveness. The effectiveness of these efforts generated combined revenues and savings of $10+ Billion for companies and governments on five continents [North & South America, Asia, Africa, and Europe].
A former shoe shine boy, or Street hustler, and scholar-athlete, he has received national and international honors for his pioneering work in the fields of information technology, industrial engineering, and project management. Community leaders applauded his views on community-based education and training. His forty-plus years of leadership and management experience extends beyond the corporate setting into community, sports, and spiritual endeavors.
Currently, Professor Dr. Harper who also holds an MBA in Marketing, MSc in Industrial Engineering, and BSc in Computer Technology/Industrial Engineering; is an Adjunct Associate Professor of Business Administration for the Cambridge Corporate University (Switzerland), President and Chief Performance Officer of Intelligent Systems Services LLC, (US) and Strategic Advisor / Trainer / Business Transformation Consultant for Innovative Management Services, Pakistan.
Practical Knowledge Management – Leveraging People, Process & Technology to E...Enterprise Knowledge
The presentation leverages several recent success stories from EK's client work to discuss current themes in Knowledge and Information Management systems design and development. It includes examples and discussion of Cloud, Agile, Taxonomy, and Change Management, amongst other themes.
Dara Baf has over 30 years of experience in IT with a focus on data warehousing and business intelligence. He currently works as a Global Data Services Manager at SAGE Publications where he manages enterprise data integration, data warehousing, and reporting. The document provides details on his extensive experience in data architecture, ETL, data modeling, and other data-related roles at various companies such as Microsoft, Amgen, Myspace, and Cognos.
This presentation, delivered by Guillermo Galdamez at the Taxonomy Bootcamp Connect Conference, offers seven practical tips for improving taxonomy governance efforts in your organization - making sure that the taxonomy continues to grow and evolve alongside the organization, and communicating its value to stakeholders to be able to sustain support. The advice in this presentation is based on experience in taxonomy design and governance efforts across dozens of organizations of multiple sizes and various industries.
This is the three-hour "Taxonomy 101" Presentation delivered at KMWorld 2021 (Virtual, KMWorld Connect). The presentation details taxonomy and ontology definitions, business value, and design methodologies. It also covers the concept of Knowledge Graphs in detail. Special attention is given to the differences between taxonomy and ontologies (both from a use and design perspective).
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.
The document discusses knowledge management and virtual collaboration. It defines knowledge management as capturing and sharing a company's collective expertise to benefit goals. Virtual collaboration utilizes technology to facilitate teamwork across locations. The document provides examples of knowledge management initiatives and virtual collaboration tools to connect experts and share lessons learned.
KM Showcase: Conference View and Knowledge Management 2020 and BeyondEnterprise Knowledge
This presentation from Zach Wahl, Founder and CEO of Enterprise Knowledge and Chair of the KM Showcase was this year's opening keynote address at the conference. The presentation offers a definition of Knowledge Management and its value, and then details what Zach sees as the five major trends for KM in 2020 and beyond. The presentation explores the links between KM and Artificial Intelligence, leveraging KM technologies, and incorporating organizational design and change into KM efforts.
The document discusses knowledge management in the Canadian public sector. It provides an overview of how KM has been applied across departments, lessons learned, and the future direction of KM. Key areas discussed include tacit vs explicit knowledge, expertise research, and the importance of collaboration, culture, and technology in enabling knowledge sharing and organizational learning.
How can you do knowledge management on the SharePoint platform. Some of Knowledge Management is technology -- and some of it is people and process. Learn how you meld them together to get better knowledge management in your organization.
The document summarizes a webinar on developing a master plan for knowledge services. It discusses the need for organizations to have a knowledge strategy and strategic roadmap. It covers conducting a knowledge audit, developing a knowledge strategy, and implementing strategic planning. The webinar addresses questions about identifying collaborators within an organization, assessing current knowledge practices, and preparing for change management.
The document discusses transforming libraries through cloud-based solutions and knowledge services. It covers a webinar on this topic with several presenters. Guy St. Clair then discusses building a master plan for knowledge services, covering the need for a plan, identifying others doing similar work, and preparing for change management. He outlines a 10 step strategic roadmap that includes defining goals, terms, conducting a knowledge audit, developing a strategy, and setting metrics.
Soutron Global & Guy St Clair - Transforming Libraries - May 21, 15Tony Saadat
The document summarizes a presentation on transforming libraries through cloud-based knowledge services solutions. It discusses identifying knowledge gaps and stakeholders within an organization to conduct a knowledge audit. It promotes the role of specialized librarians in leading knowledge sharing initiatives and highlights the need for a customized tool to facilitate knowledge development, sharing and utilization. The presentation evaluates current knowledge practices and proposes using value network analysis to map relationships and implement changes to knowledge services.
The document discusses knowledge management implementation considerations at Andersen Consulting. It defines knowledge management and provides Andersen Consulting's definition. It outlines why knowledge management is important, noting a study that found Fortune 500 companies would lose $12 billion in 1999 due to knowledge management inefficiencies. The document discusses Andersen Consulting's investment in knowledge management, including its people, processes, technology and use of Lotus Notes. It identifies critical success factors for knowledge management as having the right strategy, people, processes and technology.
How to develop a Knowledge Management Strategy for your Library Practical Pr...unulwbpartnership
In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.
This document provides guidance on developing a knowledge management strategy for a library. It outlines several key steps: 1) Identify problems to be solved, such as knowledge decay or high staff turnover. 2) Prepare for change by getting sponsorship and studying the existing culture. 3) Create an implementation team with a range of expertise. 4) Perform a knowledge audit to understand current assets and gaps. 5) Identify human capital and information resources. 6) Create knowledge management solutions like access applications or a knowledge warehouse. 7) Link knowledge to people through communities, processes, and technology. An effective strategy requires managing people, processes, knowledge, and infrastructure.
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
Modelation - how a strategic data mashup integrates with modern data architec...Denodo
Watch full webinar here: https://bit.ly/3C1Ex23
Data Clarity is an approach to building trust in your data and your people. Modelation™ is a method to use business information models to communicate, collaborate, integrate and automate!
To get the most value from your data, you need a hybrid approach – a Top down AND Bottom up! Practitioners need direction, visionaries need some "clarity" - Data Virtualization is an "Enabler" of a Business Model of Meanings (Universal Semantic Model).
Join Seven Verbs, Denodo and Data Governance Lead, David Bowen to see how Business Information Models can be pushed into a data pipeline. How an abstraction layer (Data Virtualization) is essential to a Semantic Model and how communication and collaboration are critical to its success.
Key Takeaways:
- A Business Model of Meanings (Universal Semantic Layer) is enabled with modern data architectures
- Business Information Models are a tool for improving "Data Clarity"
- Finding the value of your data is a team sport
- You can do it, we can help
The document provides background information and guidance for starting a knowledge management (KM) initiative. It discusses KM business propositions around operational effectiveness, market leadership and innovation, and customer intimacy. It offers tips for gathering information, building tools, identifying projects, and working a KM plan. Key recommendations include learning an organization's business goals, focusing on the primary goal, being inclusive, keeping promises, and connecting KM to daily work.
The document discusses knowledge management (KM), including different types of knowledge, intellectual capital, and why KM is needed. It defines KM as a framework for capturing, sharing, and creating new knowledge to improve business performance. Challenges of KM include getting employee participation and preventing information overload. Metrics for measuring KM include number of knowledge base users and submissions, and stories of successful knowledge reuse.
Knowledge Management (KM) Strategy for Wipro ConsultingRagesh Nair
I put together this very high-level KM strategy deck for Wipro Consulting, as part of an interview assignment. This is purely my vision and thought process, and does not reflect Wipro's opinions or strategy in any way.
The document discusses the role of HR in knowledge management. It states that HR can institutionalize knowledge management in an organization by focusing on collaborative teams, corporate education, performance management, and developing a knowledge sharing culture through incentives, training, and communication. HR's role includes being a steward of human capital, facilitating knowledge, building relationships, and enabling rapid deployment of knowledge throughout the organization. The document emphasizes that HR should catalyze a culture change that encourages learning, sharing, and collaboration.
In EK CEO Zach Wahl's presentation from KMWorld Connect 2020, he discusses the importance of putting KM in terms of business value and ROI. The presentation details EK's Proprietary KM Maturity Benchmark, a process to understand your organization's current, and target state, and specific metrics regarding KM ROI and Business Value.
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.
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Role of hr in knowledge management final pptTanuj Poddar
This document discusses the role of HR in knowledge management. It defines knowledge and knowledge management, and outlines the knowledge management processes. It discusses how HR can facilitate knowledge sharing through practices like job rotations, training, knowledge communities, and aligning incentives. The document argues that HR should drive a culture of collaboration and knowledge sharing through communication, workshops, and making knowledge management part of company training modules. HR is positioned as a key facilitator for institutionalizing knowledge management.
Role of hr in knowledeg management final hard copy 2003Tanuj Poddar
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Similar to Soutron Global Guy St Clair - Transforming Libraries (20)
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
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Soutron Global Guy St Clair - Transforming Libraries
1. Transforming Libraries
Thursday March 19, 2015
11.00am PST/2.00pm EST
2014 Soutron Global
Cloud-based Library, Information, and KM/Knowledge Services Solutions
2. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Transforming Libraries
Today’s Presenters
Guy St. Clair Maria PhippsTony Saadat
3. Our presenter – Guy St Clair – asks:
1. Why you? Are you a specialist librarian or a strategic knowledge
professional? Can you be both?
2. Changing times and changing responsibilities—is it your job to be
concerned with the management strategy of the larger company or
organization?
3. WIIFM? What are the benefits to you if you participate in strategy
planning?
Future Ready!
Transforming Libraries
Cloud-based Library, Information, and KM/Knowledge Services Solutions
4. "Managing Library Transformation"
Transforming Libraries
“Our goal at Soutron Global is to partner with our clients to
manage the library transformation by introducing the best
technology in the most cost effective manner…..
We have created a collaborative culture that is differentiated
and unique…..”
Tony Saadat
Cloud-based Library, Information, and KM/Knowledge Services Solutions
5. Building Your Master Plan for Knowledge Services
Is Knowledge Strategy Part of Your Job?
Guy St. Clair
President and Knowledge Services Evangelist
SMR International
Lecturer in Discipline, Knowledge Services
Columbia University in the City of New York
Consulting Specialist for Knowledge Services
Soutron Global
Transforming Libraries into
Digital Information Resource Centers
Cloud-based Library, Information, and KM/Knowledge Services Solutions
6. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
Managing intellectual capital is the one issue that
increasingly challenges all knowledge workers, including
business and enterprise leaders.
Intellectual
capital
is
the
sum
of
everything
everybody
in
a
company
knows
that
gives
it
a
compe99ve
edge.
(Intellectual
capital:
the
new
wealth
of
organiza4ons,
1997)
Thomas
A.
Stewart
7. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
Knowledge Worker
Writers
Editors
Analysts
Advisors
[sometimes subject-
specific]
Strategic Knowledge Professional
Specialist librarians
Information professionals
Content professionals
Records managers
Corporate archivists
[all - or many - usually
subject-specific]
Knowledge Strategist
Knowledge services
managers:
Developing and
implementing strategies for
managing information,
knowledge, strategic
learning
In some cases:
Responsible for corporate-
wide KD/KS/KU success
8. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
Specialist
Librarian?
Strategic
Knowledge
Professional?
Something
Else?
What is your objective as a knowledge worker?
9. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
We Manage the Knowledge-Sharing Process
Our job is to focus on how knowledge is used to advance – to move forward –
the goals of the employing organization (however those goals are defined) to
ensure that the company or the organization succeeds in achieving its mission.
We have a process:
§ Knowledge Development (sometimes)
§ Knowledge Sharing (always)
§ Knowledge Utilization (sometimes)
10. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
We use strategy to achieve our goals.
We use management to control how what
we want to get done gets done.
We use leadership to provide
guidance and direction to
ensure that what we want to
get done gets done.
1. Why you? Are you a specialist librarian or a strategic
knowledge professional?
11. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
In your professional
position you have the
opportunity to drive
the KD/KS/KU
connection in the
larger organization,
linking knowledge-
developed content to
knowledge sharing
and knowledge
utilization.
Knowledge Development
Knowledge Sharing
Knowledge Utilization
12. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
Knowledge
Management (KM)
Knowledge
Services
Knowledge
Strategy
KD/KS/KU
Knowledge Management (KM):
Successful knowledge development/
knowledge sharing/knowledge utilization
(KD/KS/KU) to ensure that the company’s
intellectual capital supports the corporate
mission
Knowledge Services:
The convergence of information
management, KM, and strategic learning
in support of KM and knowledge strategy
Knowledge Strategy:
The organization’s business strategy that
takes into account its intellectual
resources and capabilities
13. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
The
management
and
service-‐
delivery
methodology
that
converges
informa9on
management,
knowledge
management,
and
strategic
learning
into
a
single
over-‐
arching
opera9onal
func9on
Providing
the
founda9on
for…
Knowledge
Services
Informa9on
Management
Knowledge
Management
(KM)
Strategic
Learning
14. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
2. Changing times and changing responsibilities—is it your
job to be concerned with the management strategy of the
larger company or organization?
…the management
discipline that ensures
organizational effectiveness
by matching intellectual
capital management with
the corporate or
organizational mission.
15. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
§ Strategy
§ Something like “a set of actions or activities that will produce an
established and/or agreed-upon goal”
§ Shawn Callahan: strategy is “a plan to be executed in the future
to achieve specific objectives”:
§ Strategy should be viewed as a combination of
§ the actions that are intended to result in anticipated business outcomes; and
§ the actions that emerge as a result of the many complex activities that are
undertaken within an organization
Shawn Callahan
§ Knowledge Strategy:
§ The organization’s business strategy that “takes into account its
intellectual resources and capabilities”
Michael Zack
16. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
§ Enables all stakeholders to
focus on the organization’s
purpose, business, and values
§ Provides a blueprint for action –
a knowledge “road map”
§ Identifies milestones for
monitoring achievements in KD/
KS and assessing the results of
knowledge initiatives
§ Awareness building – “opens the
discussion” so more people can
connect with the organization as
a knowledge culture.
17. Cloud-based Library, Information, and KM/Knowledge Services Solutions
POLL
Polling Question # 1: How do you describe the connection
between the specialized library/research unit and
organizational success?
q Strong [13%]
q OK but could be better [74%]
q Weak [13%]
q No opinion or not applicable [ 0%]
18. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
3. How do you benefit if you participate in strategy
planning?
• A healthy, enabling work environment
• Workplace ambiance changes
– from competition to collaboration
– from “information power” to
“relationship power”
– from stress to resilience
– from “doing the job” to adding value
Nancy
Reed
Marsh
Vice-‐President,
Organiza9on
Development
GlaxoSmithKline
Beecham
19. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
We use strategy planning—
including our business
unit’s knowledge strategy
planning and how it aligns
with enterprise-wide
planning—to remove (or at
least alleviate somewhat)
uncertainty often
associated with “surprises”
in the workplace.
20. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
It’s not a “job.” It’s a
profession.
Specialist librarians are
recognized as doing more
than is asked. In doing so,
they contribute to the
larger organizational work
environment as that
healthy “enabling”
workplace Marsh describes
21. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
The specialist librarian has
never been a gatekeeper,
and has long recognized
that there is no real power
in being one.
Our value is in our ability
to focus primarily on “who-
knows-what” (not on
artifacts) and to connect
our clients with the people
they need to know).
22. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
In today’s workplace, the
employee who competes for
leadership attention—even
with resource allocation—
soon becomes an
organizational “problem””.
23. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
Principle-‐based
The
way
people
naturally
want
to
work
Replaces
(or
challenges)
hierarchy
24. Cloud-based Library, Information, and KM/Knowledge Services Solutions
Building Your Master Plan
Collegiality is more than:
§ Commonality
§ Agreement
§ Coactivity
§ Concurrence
§ Collaboration
Collegiality is the defined
relationship between
(among) colleagues, built
on respect, sincerity,
cordiality, and courtesy.
25. Cloud-based Library, Information, and KM/Knowledge Services Solutions
POLL
Polling Question # 2: What is your preferred method for
managing collegiality in your workplace?
q Getting to know people as they use the library [46%]
q Participating in non-library activities [41%]
q Using a dedicated collaboration networking tool [10%]
q Prefer not to respond or not applicable [ 3%]
26. Coming April 23, 2015
TRANSFORMING LIBRARIES
Building Your Master Plan for Knowledge Services:
Your Strategic Road Map
Talking Points for April 23:
1. Why does your company need a master plan for knowledge services?
2. Who else has done any work with anything like this? Are you aware of
collaboratively minded colleagues who can advise you?
3. Are you prepared to lead – or identify change leaders who will advise
you – the required change management/change implementation
process?
The April 23 Transforming Libraries Webinar is based, in part, on
Starting KM in Your Organization: Here’s Your Strategic Road Map
SMR Int’l Special Report January 2012
Cloud-based Library, Information, and Knowledge Management Solutions
27. The Courses
§ KMKS106 Critical Success Factors: Measuring Knowledge Services
(online April 6-22, 2015)
§ KMKS101 Fundamentals of KM and Knowledge Services
(SLA Annual Conference, Boston MA, June 12, 2015)
§ KMKS102 The Knowledge Audit: Evaluating Intellectual Capital Use
(SLA Annual Conference, Boston MA, June 13, 2015)
§ KMKS105 Change Management and Change Implementation in the
Knowledge Domain
(online September 16-30, 2015)
§ KMKS101 Fundamentals of Knowledge Management and Knowledge Services
(online October 13-28, 2015)
§ KMKS104 Networking and Social Media: Technology-
Enabled Knowledge Sharing
(online February 10-25, 2016)
Contact: http://www.sla.org/learn/certificate-programs/cert_knowledge_mgmt/
Perhaps of Interest
THE SLA/SMR INTERNATIONAL
KM/KS CERTIFICATE PROGRAM
28. Guy St. Clair
President
SMR International
10 Park Avenue (Suite 4-F)
New York NY 10016 USA
+1 917.797.1500
guystclair@smr-
knowledge.com
Tony Saadat
President and CEO
Soutron Global
1653 Aryana Dr.
Encinitas, CA 92024
+1 760.870.4243 X123
tsaadat@soutronglobal.c
om
Contact information
Cloud-based Library, Information, and KM/Knowledge Services Solutions
29. Tony
Saadat
CEO Soutron Global
tsaadat@soutronglobal.com
Thank you
Cloud-based Library, Information, and Knowledge Management SolutionsCloud-based Library, Information, and KM/Knowledge Services Solutions
Follow
Us
h)p://www.linkedin.com/company/soutron-‐global
h)ps://twi)er.com/SoutronGlobal
Maria
Phipps
Library Consultant Soutron Global
mphipps@soutronglobal.com
Gary
Brooks
Account Manger Soutron Global
gbrooks@soutronglobal.com