Why Knowledge Management (KM) and Why Now? Knowledge guides humans in their use of information so that they can make better judgments, decisions and do their best work. Some organizations learned the value of knowledge the hard way when they lost it through inappropriate downsizing. Other organizations that have managed their knowledge in a mature, proactive and organized manner and have become more innovative and adaptable. They are able to connect high numbers of knowledgeable staff and keep them focused on enterprise objectives by having them willingly share their expertise with one another. The leading companies strike a balance between knowledge stored or embedded in documents, technologies and processes, and knowledge demonstrated by enhanced staff capabilities and access to one another. These organizations know where their knowledge is and they can get to it when required. In this light, they treat technology as an enabler to assist humans in delivering optimum business performance. Since many businesses are moving from primarily a physical materials perspective to an informational and relationship-based viewpoint, KM approaches appear to be inevitable. For many organizations knowledge is their product. For others, it distinguishes their products through the addition of value-added services. As business cycles shrink and customer relationships change more rapidly, only knowledgeable staff, flexible processes, and maneuverable technologies can support the swift transition required to continuously adapt, survive and thrive. KM holds the potential to enable such an adaptable environment in which human change is aligned with process and technology programs to provide business performance optimization. Getting there, however, can be time-consuming and risky due to a lack of awareness or resistance by those affected by the culture change, a soft business case and the difficulty of measuring success in traditional business terms. This seminar will address these challenges and provide comprehensive peer group discussions about the issues. It will also provide Frameworks for simultaneously delivering aligned Knowledge, Process, Technology and Human solutions. Covering both strategic and tactical aspects, it will help you start the evolution to a KM environment starting now. Seminar Features Structured group discussions Case studies from different industries A framework for aligned business, process, knowledge and technology development Reading lists and web site references Critical Success Factors for knowledge flow Personal vs. Company responsibility Handling KM programs and change management What You Will Learn The best practices for acquiring and enhancing human knowledge The lessons learned in creating and sharing knowledge Alternative measures of knowledge value-add How to synchronize Knowledge with stakeholder relationships Modeling / documentation techniques Methods of building formal and informal knowledge networks How to select the appropriate enabling technologies to deliver the knowledge needed Steps towards creating a sharing culture Issues in building a KM program Approaches to selling KM concepts Who Should Attend Senior Business and IT managers Data and Information Management Professionals Process Analysts and Designers HR Professionals Strategic Planners and Business Architects Change Management Professionals Project Managers and Team Leaders This seminar will help anyone who is contemplating KM investments determine the value of doing so. It will help those faced with implementing knowledge-enabling technologies or managing human-based business processes to make the right choices and build effective plans.

Seminar Outline

Why Knowledge and Why Now? Performance Improvement Drivers Knowledge as Product or Service Mass Customization and Flexibility Measuring Intellectual Capital Knowledge Shortage and Leverage The W5 of Knowledge Data, Information and Knowledge Types of Knowledge Dimensions of Knowledge Tacit vs Explicit Knowledge Measuring Knowledge Value Contribution to Business Performance The Role of Business Process Effectiveness and Efficiency of Flow Knowledge Sharing The Knowledge Life Cycle Optimizing Individual Knowledge Creating New Corporate Knowledge Distributing Corporate Knowledge Learning from Experience Knowledge Sharing Networks Communities of Practice Buying, Brokering and Selling Knowledge Case Study 1: Internet Technology Company Organizing Knowledge Knowledge Organization Taxonomies Models as Knowledge Frameworks Documenting Knowledge Requirements Policy and Business Rules as Knowledge Typical Knowledge Management Solutions KM in Production Processes KM in Customer Service KM for R & D, Marketing and Sales Lessons Learned: Closing the Loop Other Patterns and Repeatable Trends

Knowledge Management Technologies Embedded Best Practices and Rules Business Rules & Workflow Expert Systems Integrated Applications & ERP Human Collaborative Environments Knowledge Yellow Pages Groupware Multimedia Publishing & Intranets Knowledge Search / Access Facilities Data Warehousing and Mining Tools Electronic Document Management Environment Scanning Tools Individual Learning Environments Skills / Competencies Awareness Just-In Time Training The Knowledge Sharing Culture Critical Success Factors for Optimum Knowledge Flow Awareness & Appetite Access & Alignment Building a Knowledge Sharing Environment Sharing Horizontally & Vertically Incentives and Recognition Human Change Management Case Study 2: Regulatory Agency A Framework for Aligned Knowledge Development Business / Knowledge Traceability Process / Knowledge / Technology Alignment The Knowledge Management Framework Business Context and Stakeholder Relationship Management Architecture and Alignment Visioning Understanding Strengths and Weaknesses Redesigning Knowledge-Based Processes Developing Knowledge Mechanisms Implementing and Nurturing Knowledge Environments Unique Project Management Issues Summary Starting a K M Program Organizing KM Roles Justifying a Knowledge Program

What Makes This seminar Unique