Category Archives: KMWorld Track A

WELCOME & KEYNOTE: Hacking KM or How to Innovate!

Morning Keynotes – Tuesday 15 November 
08:45 – 09:45

Phillips introduces the concept of maneuver strategy that combines speed, agility, and innovation which he believes should be the pinnacle of corporate strategy today. The three maneuver strategies—preemption, dislocation, and disruption—can be used at any level of planning and can definitely help you hack KM! Get insights and ideas from many real-world examples and be prepared to hack or innovate your organization!

Presented by: Jeffrey Phillips

KEYNOTE: Thinking & Searching Outside of the Box

Morning Keynotes – Tuesday 15 November 
09:45 – 10:00

Our industry helps people retrieve information by searching, browsing, and visualizing the data stored within their content management systems. This endeavor is inherently introspective in so far as it focuses on the close analysis of an enterprise’s internal content. This talk is an exercise in thinking outside of that box. Clarke explores ways in which an enterprise’s internal content can be mined for information, even when the answers don’t always exist within the data we are querying. He discusses the use of natural language processing and semantic query expansion techniques, demonstrating the power of ontologies and machine reasoning to interrogate internal content in new and powerful ways.

Presented by: Dave Clarke, Maish Nichani

A101: Informed Decision Making: Organizational Awareness, Clarity, & Shared Understanding

TRACK A • KM Strategies & Practices: People – Tuesday 15 November 
10:45 – 11:30

As the Combined Arms Center commenced its journey to improve the decision- making governing its apportionment of resources (i.e., time allotment, fiscal resources, and scheduling of man-hours), it required a change in culture. That culture-change revolved around the power of historical data that allowed a substantial look into the past while affording a useful (and a more predictive) view ahead, regardless of the echelon where one’s duties were conducted. As this data was accumulated, then presented, and later illustrated graphically, the shared substance contributed to leadership decisions and initiated shared-understanding of content that subordinate organizations and their members could expect from one another. This understanding enabled directors, department heads, and action-officers to articulate and convey the practical difficulties that naturally occur with competing organizational demands. The workforce now enjoys a more substantial influence in crafting the Combined Arms Center’s capacity to design, build, improve, and train America’s Army. Those graphic depictions, substantiated from live and authoritative data, engendered more informed decision-making at varying levels, empowered and informed decisions starting with the data’s posting to the information’s processing to its consumption, and finally, to a realization of the knowledge delivering greater organizational awareness.

Presented by: Guy Buice

A102: Integrated KM

TRACK A • KM Strategies & Practices: People – Tuesday 15 November 
11:45 – 12:30

The Dubai Police Force has expended considerable effort and resources into developing a strategic perspective to KM. It has developed a unique program to motivate staff into sharing their expertise, thus harnessing the power of its new program, called “Integrated KM,” to overcome the various security challenges ahead. Every phase of this three-phased program has a specific aim and process. The first phase, started in 2013 and known as “inventory of skills and knowledge,” is specifically aimed at registering 80% of knowledge that is possessed by Dubai police officers in electronic form. The second phase of this program, begun in 2014, The Knowledge Project, is aimed at filling the knowledge gaps that exist within the Dubai police departments; this work was bridged through six steps. The third phase, known as The Knowledge Maturity Model started in 2015 and aims to measure the level of knowledge within Dubai Police, according to standards of the learning organization.

Presented by: Ibrahim Al Marri, Jamal Al-Jallaf

A103/104: Harnessing Knowledge Sharing

TRACK A • KM Strategies & Practices: People – Tuesday 15 November 
13:45 – 15:30

Holmquest discusses what life on a submarine taught him about collaboration. The life of a crew on a submarine is juxtaposed to a team of knowledge workers in the enterprise. Learn what creates the foundation of camaraderie and what may be missing from your team’s dynamics. See how the pillars of positive psychology, the study of positive emotions, traits, and institutions have a dramatic impact on our daily work and the way our teams function and collaborate. Take home tips to use in your organization! Tessier shares how Shopify’s support team has doubled each year over the last several while its knowledge resources has not kept up. In early 2015, the most used knowledge resource was Slack, an online messaging app. She discusses harnessing the knowledge sharing occurring through the app to improve documented knowledge resources, the improved and up-to-date knowledge resources agents use to find answers they need to do their job, and more. Hear how Abbott’s Engineering Knowledge Network initiative, which includes solutions for intranet, communities of practice, technical training webinars, and knowledge call center, contributed to engineering better solutions faster. The network connects 6,500 engineers working in 10 operating divisions at 100 worldwide locations. Lessons learned along the way with tools and technologies, as well as program governance and cultural roadblocks, are included.

Presented by: Leland Holmquest, Dana Tessier, Patrick Spracklin

A105: Hacking “Need to Know”: Accelerating Cultural Change

TRACK A • KM Strategies & Practices: People – Tuesday 15 November 
16:15 – 17:00

Hear how several organizations accelerate and shift culture change. The HP Software Services KM Program leverages its organization’s award-winning change practices to facilitate a robust KM organization that is able to rapidly respond to increasingly challenging business needs. Cross-functional, self-organizing teams are leveraged to crowdsource content harvesting, content improvement, and promotion of reuse on a continual basis. Raytheon speakers describe how the aerospace industry’s approach to achieving the balance between codification and personalization KM strategies, “Need to Share,” represents a significant strategic shift in KM strategy for both the aerospace industry and the U.S. government, which is consistent with the efficiency gains demanded by customers. These insights are widely applicable and demonstrate a balance can be achieved between business speed, value, and risk by focusing on formal, compiled product knowledge.

Presented by: Tanja Rimbach, Vijayanandam V M, Kevin Lynch, Randall Ramsey