Change management impact of the success of Knowledge Management
When an organization adapts new technologies, procedures, or work methods, it typically prepares a structured and gradual change management plan in order to get a better response and achieve effective implementation and lasting benefits. In KM, early change management advances an initiative’s implementation and growth.
The new change plan should keep employees excited and keep their environment smart. Learn how the organizations can change the collaboration status quo in a period when employees were not ready to share knowledge to an increased self-exposure among employees in the organization to help them exchange ideas, ask questions, and creating a learning environment.
A people focused vision of Knowledge Management
When we think of Knowledge Management, we often think of systems. What if we instead looked at people and how human capital is our biggest repository? How do we create an environment of continuous learning by harnessing the collective knowledge of an organization?
The program has evolved to a more people focused strategy, an open environment for informal learning and knowledge exchange among individuals, work teams, study groups, and others. In this session, learn how people talent is built and not bought, how you can leverage social and collaborative learning, and why creating an environment of continuous learning is essential.
How to build a Knowledge Management program on a culture uncomfortable with sharing
Based on some organization’s operations, confidentiality policies ensure their success. However over confidentiality also proves to be a problem especially when internally related departments are not able to coordinate and share knowledge and information. Learn to earn trust from the organization in everything from content control to security features, site design, and the content contribution strategy.
Analyzing the Knowledge Management Achievement Gap: Are We Getting the Most Out of Our KM Programs?
Most leading organizations have developed enterprise KM capabilities in some form, aimed at capturing and reusing their collective knowledge to improve organizational efficiency and effectiveness. However, many organizations find that knowledge-sharing momentum declines dramatically after the initial enthusiasm wears off. In many cases, KM may have started to feel like a burden rather than something that delivers clear benefit to the business. A clear-eyed and analytical diagnostic of KM operational effectiveness may yield important insights that can be used to renew and refresh an enterprise knowledge-sharing program.
This review should address trends and gaps in overall participation, knowledge contributions, content quality, and use of shared content. Comprehensive, in-depth data gathering and analysis on these topics helps identify concrete opportunities to improve KM activities and outcomes, as well as guides focused interviews to further understand root causes and potential solutions for the "KM achievement gap".
Imagine: Looking Beyond a Place to Store Content
The definition of reimagine is to imagine again or anew—to recreate. The way people learn and digest information is completely different than it was a few years ago. Gone are the days of providing flat, text-dense PDFs or Word documents where users have to scroll through hundreds or thousands of words to find the one piece of information they need. Their users are now consuming knowledge in more modern ways. This presentation will look beyond finding the information you need at the time of need it to scrutinize if the information is easily consumed.
Measuring the Results of and Forecasting Benefits from Knowledge Management
Professionals in the applied sciences make progress through careful experimentation and measurement. In pursuits where human behavior and other intangibles are at stake, such as KM, progress isn't as straight forward. To make good decisions about where to invest our time and effort, KM professionals need a measure of what efforts work and a way to forecast their potential benefits. Fortunately, some smart people in fields very different from KM have shown that you can reduce uncertainty and make better predictions with little hard data.
This session will look at how to apply some of those principles to KM using models such as Fermi questions and Monte Carlo simulations. With these models, we can begin to reduce the uncertainty in projects and generate numbers to work with. And with those numbers as a starting point, we can make more informed and analytical decisions that consider the tangible and intangible variables that determine program success. The result? Better decisions and better tools for reacting to the outcome of KM efforts.
Sharing Knowledge to Improve Project Management and Outcomes
One frequently overlooked benefit of complex, large-scale projects is the wealth of knowledge they generate. As a project team moves a project toward completion, it constantly presents new contextual information, better ways of doing things, and less successful methods that other teams should avoid. By encouraging project teams to document and share what they learn, organizations can ensure that relevant best practices and lessons are applied in other, similar projects and situations.
This both helps sustain project benefits over time and amplifies the impact of projects beyond their envisioned range of influence. In this session, strategy will be shared on the integration of knowledge and project management. Citing examples from the major projects undertaken, best ways to use communities of practice, collaboration platforms, lessons learned, and training to capture relevant knowledge from projects and share that knowledge with others who may benefit, will be described.