An Academy of K n o w l e d g e M a n a g e m e n t a n d C o n te n t
S o c i a l M e d i a a n d C o l l a b o ra t i o n C h a n g e M a n a g e m e n t a n d C u l t u re L e a rn in g a n d Pe r fo rm a n c e C o n te n t a n d I n fo rm a t i o n M a n a g e m e n t C o m m u n i c a t i o n a n d L e a d e rs h i p K n o w l e d g e M a n a g e m e n t S t ra te g y
Ta k e p a r t i n c o n v e r s a t i o n s a b o u t l e s s o n s l e a r n e d a n d b e s t p ra c t i c e s a p p l i e d w i t h i n :
U n i v e rs i t y o f O x fo rd U n i te d N a t i o n s D e v e l o pm e n t P ro g ra m m e U S A rmy Wo o d G ro u p P S N U . S . N u c l e a r R e g u l a to r y C o m m i s s i o n Th e I n s t i t u te o f K n o w l e d g e a n d I n n o v a t i o n ( I K I - S E A ) S t ra te g i c K n o w l e d g e S o l u t i o n s Wo rk in g K n o w l e d g e c s p G l e n tw o r t h Genea Hu n te r Wa te r D e p a r t m e n t o f P ri m a r y I n d u s t r y ( V I C ) Ezypay C a n c e r C o u n c i l A u s t ra l i a N S W Tre a s u r y
K M A u s t ra l ia 2 01 3 f o c u s e s o n t h e i m p o r t a n c e o f k n o w l e d g e a s a s t ra te g i c a s s e t , f e a t u ri n g s u c c e s s f u l c a s e s t u d i e s f ro m p ro f e s s i o n a l s w h o h ave m a d e a re a l d i ffe re n c e w i t h knowledg e manag ement in their organisation.
E rn s t & Yo u n g
C u r re n t C o n g re s s Pa r t n e r s
Tw o - d a y c o n g re s s a n d w o rk s h o p s 2 3 - 2 5 J u l y 2 01 3 C r y s t a l Pa l a c e , Lu n a Pa rk , Sy d n e y
A U S T R A L I A
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This year’s Congress focuses on the importance of knowledge as a strategic asset, featuring successful case studies from professionals who have made a real difference with knowledge management in their organisation. Knowledge management only works when it’s a practical, every day, living process right across your organisation. Knowledge management theory that doesn’t apply to your organisation is useless, and knowledge kept in a silo is wasted.
DAY ONE – Tuesday, 23 July 2013
8.30 9.00 Registration and refreshments Chairperson’s opening remarks Cory Banks, Knowledge and Information Strategist, Glentworth Examining knowledge management: Past, present and future The past: managing knowledge before knowledge management Where is KM now? Where is KM heading? Ruth Bird, Bodleian Law Librarian, University of Oxford Creating an environment of collaborative knowledge culture across the organisation Embedding knowledge sharing and collaboration practices Encouraging content creation from all employees Building and maintaining a culture that values knowledge management What are the determinants and pitfalls to avoid? David Millar, Global Head of Knowledge Management and Innovation, Wood Group PSN Exhibition break and networking - KM Conversations The role of KM in inclusive innovation Inclusive innovation is more than innovation for the poor; it can be a blueprint for effective governance and a model for inclusive growth and sustainable development. What is Inclusive Innovation? How and why does it add value? How does KM play a role? David Galipeau, Co-lead, Knowledge, Innovation and Capacity Group, Asia-Pacific, United Nations Development programme Facilitating the advancement of knowledge management through effective change management: A Case Study Presentation Implementation of knowledge management initiative to improve knowledge management and prevent knowledge loss Introducing electronic collaboration tools in a rigorous, process-driven field and effectively managing the change Jutta Von Dincklage, Project Manager, Wiki Development, Cancer Council Australia Findings from knowledge management survey: Chris Kirby, Head of Research, Fifth Quadrant Exhibition break and networking(Please let us know of any dietary requirements two weeks prior to congress) » » » The changing focus of knowledge management: Improving business processes and efficiency: A Practical Case Study Examining the capabilities and role of KM to improve business processes Using KM to support lean manufacturing to raise performance across a global company Using KM as a tool to train new staff and to facilitate eLearning James Grey, Best Practice Transfer Specialist, Alcoa World Alumina How do data and KM work together? Integrating data management and knowledge managemente The impact of big data on knowledge management Richard Vines, Knowledge Management Specialist, Department of Primary Industries Exhibition break and wine tasting by Hungerford Hill Wines - REDS Knowledge continuity in a changing workplace Identifying key knowledge holders across the organisation with a focus on the retiring workforce Creating programs to share their knowledge before they leave Developing frameworks to support knowledge continuity once they are gone Cateen Quayle, Knowledge Manager, Hunter Water The leader challenge: Using a video case-based story telling approach Capturing, sharing and developing tacit knowledge within a community of practice A case example from U.S. Army Company Commanders and Platoon Leaders Nate Allen, National Defense University, US Army What have we learned so far? Group discussion Chairperson’s concluding discussion and onto drinks by Hungerford Hills Wines plus nibblies
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Social Media Story Telling Collaboration ROI Best Practice Technology
10.45 11.15 » » » 12:00
12.45 1.00 1.45
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A U S T R A L I A
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DAY TWO - Wednesday, 24 July 2013
8.30 9.00 Registration and refreshments Chairperson’s opening remarks Cory Banks, Knowledge and Information Strategist, Glentworth Why should your CEO care about knowledge management? Getting buy-in from senior management on knowledge management initiatives Communicating the benefits of knowledge management across your organisation Simon Cheung, Asia-Pacific Knowledge Leader, Ernst & Young Creating organisational memory: Building a knowledge management program in lean times In 2008, the NRC found itself with increasing retirements and 50% of its staff with less than 5 years experience. It was time to create a KM program. Management allocated one staff person and $50,000 for the first year with $10,000 for the next two years. In 2010, NRC received the Merit Award for its KM program. Hear about: How NRC built its KM program with a limited budget NRC’s KM business case NRC’s KM tactics and initiatives How KM saved NRC 59 million dollars in the first two years NRC’s internal KM marketing tools Patricia Eng, Senior Advisor for Knowledge Management, U.S. Nuclear Regulatory Commission Social Media Story Telling Collaboration Exhibition break and networking - KM Conversations ROI Best Practice Technology Ongoing commitment: sustaining interest in knowledge management practices How do you keep knowledge management alive after the implementation stage? Motivating your organisation to stay committed to knowledge management James King, Chief Technology Officer, Ezypay Managing the risk of workforce turnover and knowledge loss What is knowledge loss? Why does knowledge loss occur? Managing and mitigating the risks of workforce turnover and preventing knowledge loss William Kaplan, Founder and Principal Consultant, Working Knowledge csp What have we learned so far? Interactive discussion Extended exhibition break and networking (Please let us know of any dietary requirements two weeks prior to congress) » » Change Management – KM’s symbiotic partner or alter ego? Are we managing change or are we managing knowledge relating to the change and does it matter? To successfully change culture we need to successfully manage change. Jeanette Allom-Hill, Change Leadership Director & Chair, NSW Public Sector Community of Change Professionals, NSW Treasury Panel Discussion: People make or break KM – how do you develop intrinsic motivation? In this session, delegates will have the opportunity ask questions and start discussions with the panellists on the role of motivation in successful collaboration and KM initiatives.
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12.45 1.00 2.00
Panellists: William Kaplan, Founder and Principal Consultant, Working Knowledge csp Nate Allen, Chief, Business Transformation Division, US Army Vincent Ribiere, Managing Director and Co-Founder, Institute for Knowledge and Innovation Southeast Asia – Thailand Office, Bangkok University Facilitator: Cory Banks, Knowledge & Information Strategist, Glentworth
3.30 4.00 » » » 4.45 5.00 Exhibition break and networking Rethinking Knowledge Management Case study: What we have learned from knowledge assessments from 20 military and 5 corporate and aid organizations How KM programs can enhance shared understanding, organizational learning, and individual and team decision-making Audience participation: Practical solutions for delegates to apply immediately within their organisation Mike Prevou, President, Strategic Knowledge Solutions Concluding discussion: What have we learned? What will we take home? What will we do next? Chairperson’s closing remarks and end of congress
POST-CONGRESS WORKSHOPS Morning: Thursday, 25 July 2013
Registration: About the workshop: KM Strategic Alignment: A top down and bottom up approach Many organizations struggle with demonstrating the benefits of KM. This is often due to the lack of a clear KM strategy definition at the early stage of a KM initiative. We believe that an emphasis should be put first on the most critical knowledge domains of a company. Knowledge criticality is often perceived in different ways by people at the operational level than by people at the strategic level, so the idea is to collect both points of view and to look for an alignment later on. This workshop will present • • Steps and tools allowing to first identify critical knowledge domains from different points of view Align these points of view in order to identify where KM activities are most needed Each phase focuses on a critical component for success. 1. Knowledge Concepts: Developing a concept for KM in your organization based on your desired outcomes, identification of what is critical and relevant knowledge, the culture of your organisation, and an assessment of your KM maturity, Attendees will complete the workshop with an understanding of how to apply the model in their organisation’s context. This model helps you to focus on: • Easily stated and easily understood outcomes • Tied to select measures of (KM) success • Tracked to existing strategic initiatives and measures of value. and your readiness to take on a KM investment. 2. Knowledge Strategy: Understanding the strategic plan of the greater organization of which you are part and the ensuring that the business case for KM investment over the longer term can be made. This includes developing a KM strategic plan that is linked to the overall strategic plan of the organization to ensure that there is funding and resources to sustain the investment. Measures of success are also discussed. 3. Implementing Practices: Your KM implementation should be based on your unique environment and desired outcomes - what makes sense in your context.
KM Strategic Alignment: A top down and bottom up approach
8:30am 9:00am 12:00pm
Workshop starts: Workshop ends: Facilitated by:
Vincent Ribiere, Institute for Knowledge and Innovation Southeast Asia – Thailand Office, Bangkok University
Blueprint for creating a sustainable knowledge management framework
Registration: Workshop starts: Workshop ends: Facilitated by: 8:30am 9:00am 12:00pm
About the workshop: Planning, developing, and implementing a Knowledge Management framework follows a proven and logical methodology. Using the Working Knowledge Concept I Strategy I Practice (CSP) Model, this workshop will address the components of this model and how you might approach its use in your organization.
William Kaplan, Founder and Principal Consultant, Working Knowledge csp
Identifying and capturing expertise: How to elicit the knowledge of your experts
Registration: Workshop starts: Workshop ends: Facilitated by: 8:30am 9:00am 12:00pm
About the workshop: The lifeblood of any organization is its experts and their expertise. Locating, capturing, and sharing this expertise is not always easy but critical to an organization’s success. In this workshop you will learn: • • How to define and identify expertise/critical knowledge Methodologies used by the U.S. Nuclear Regulatory Commission, a large international oil company, and the US Army to identify, capture, and transfer core knowledge from experts to others in the organization Methods and tactics for transferring and using knowledge to think like an expert Ways to capture and effectively transfer expertise to different skill levels Audience participation: attendees will learn and practice techniques for capturing and codifying organizational knowledge
• Senior Advisor for Knowledge Management, U.S. • Nuclear Regulatory Commission • Mike Prevou, President,
Strategic Knowledge Solutions
At this year’s congress, we added to the opportunities to collaborate and learn! So that you’re able to get more value out of attending, during the breaks, you’re welcome to join in on the informal ‘KM Conversations’ focused on six different aspects of KM, facilitated by experts and prominent leaders in the KM space.
Social Media Facilitated By: Alister Webb, Telstra
ROI Facilitated By: Arthur Shelley, Intelligent Answers
Best Practice Facilitated By: Helen Paige, The Paige Group
Technology Facilitated By: tba
Collaboration Facilitated By: Bridgid Costello, Comcare
Story Telling Facilitated By: Michelle Lambert, KMRT
POST-CONGRESS WORKSHOPS Afternoon: Thursday, 25 July 2013
Designing a community of practice (CoP) for Strategic Purposes
Registration: Workshop starts: Workshop ends: Facilitated by: 12:30pm 1:00pm 4:00pm In this workshop, we will explore these sustainability and vibrancy issues facing CoPs and go even further. In the style of a clinic we will focus on defining results and how those results can be achieved (similar to an incubation model), we will to use examples from the participants and see how CoPs can be leveraged for both non-profit and for-profit business purposes - business intelligence, trend spotting, inclusive innovation, social or behaviour influence and product/service development and delivery improvements. A few themes to highlight are: • • • Role of CoPs as ‘Change Agents’ Leveraging Change to increase CoP Engagement and Impact Communities of Practice as Business Intelligence About the workshop: Communities of Practice (CoP) have traditionally been implemented to gather people with a common area of interest with the hope that they will participate in an open and common dialogue to resolve issues and solve problems. Many CoPs are left to languish in multi-focus information sharing and low participation. However, some can be very successful.
David Galipeau, Co-lead, Knowledge, Innovation and Capacity Group, Asia-Pacific, United Nations Development Programme
Making it real: Knowledge Centred Support (KCS) introduction and overview
Registration: Workshop starts: Workshop ends: Facilitated by: 12:30pm 1:00pm 4:00pm
About the workshop: Paul Jay and Aprill Allen bring their wealth of knowledge and experience in knowledge management, project management and operational service support to deliver a workshop that covers the below objectives:. The workshop below covers the below objectives: • • • • Introduce you to the KCS Concepts and methodology, Demonstrate measureable results Implementation Strategies Answer common Questions & Objections
Paul Jay, Knowledge Management Specialist, Director, Best Practice Establishment Pty Ltd; Aprill Allen, Knowledge Bird, Dev Logic
Knowledge Centred Support is a knowledge management methodology that was formulated in 1992 by the Consortium for Service Innovation. KCS challenges traditional knowledge management approaches, but addresses many of the struggles that knowledge support professionals face on a daily basis, and delivers measurable results.
About the workshop: What if you could find a quick and easy tool to help you: Identity skills and knowledge gaps among a group of people? Forge links between participants and enable effective networking? Identify subject matter experts as well as areas for expertise? Create a burst of energy during an event? Design your knowledge management strategy? Support the building of a community of practice? Design the community’s activities, learning plan, FAQs and e-forum topics?
“Message in a Bottle”: Experience it, learn about • it, and use it for mapping your knowledge and •
Registration: Workshop starts: Workshop ends: Facilitated by: 12:30pm 1:00pm 4:00pm • • • • •
What if you mastered a tool that would then help you:
Alexandra Lederer, Genea
Pre-requisite for the workshop: Bring a stack of business cards with your contact details
In this hands-on workshop you will be able to experience the “Message in a Bottle” tool designed by Danone and adopted/ adapted later by Alexandra Lederer in multiple situations at Amadeus. You will also receive valuable tips and tools to be able to run one of these activities yourselves in the future. We will leverage our innovative minds to brainstorm about ways to further improve this knowledge mapping tool.
What is a conversational event? This congress will follow an interactive conversational format. Each speaker will present a case study for 25 minutes and conclude their presentation with a question to the audience. The remaining 15-20 minutes of each session will be given to the audience to discuss the speakers talk and the question at their tables before going into a traditional Q&A. This conversational format is intended to create an informal, relaxed atmosphere in which you, the conference participants, can get to know each other, learn from each other and build relationships.
Remember to tweet - over the past three years KM Australia has become one of the most tweeted KM events in the Asia-Pacific
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$1695 + GST = $1864.50 $1495 + GST = $1644.50 $1445 + GST = $1589.50
The member discount is available to members from our supporting organisations listed at www.kmaustralia.com
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Workshop A B C D E F
Half Day Post-Congress Workshops $695 + GST = $764.50 $695 + GST = $764.50 $695 + GST = $764.50 $695 + GST = $764.50 $695 + GST = $764.50 $695 + GST = $764.50 Workshop Workshop Workshop Workshop Workshop
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1. Bookings can be submitted at any stage prior to the event, subject to availability. A limited allocation is being held and booking early is therefore recommended. In the event of the booking not being accepted by Ark Group Australia the total amount will be refunded. 2. Payment must be received in full prior to the course. 3. All speakers are correct at the time of printing, but are subject to variation without notice. 4. If the delegate cancels after the booking has been accepted, the delegate will be liable to the following cancellation charges: Cancellations notified over 45 days prior to the event will not incur a cancellation fee. In the event of a cancellation being between 45 and 30 days prior to the event, a 20% cancellation fee will be charged. For cancellations received less than 30 days prior to the event, the full delegate rate must be paid and no refunds will be available. All bookings submitted by e-mail, fax, or over the telephone are subject to these booking conditions. All cancellations must be received in writing. Ark Group Australia will not be held liable for circumstances beyond their control which lead to the cancellation or variation of the programme. All bookings, whether Australian or overseas will be charged Australian GST at the prevailing rate at the time of booking. Delegates are responsible for their own travel, accommodation and visa requirements. 5. 6. 7. 8. 9.
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EVENT VENUE DETAILS conference/exhibition venue Workshop venue Harbour ViewHotel North Sydney Crystal Palace, Luna Park 17 Blue Street,North Sydney NSW 1 Olympic Drive 2060 Australia Milsons Point NSW 2061 T: +61 2 9955 0499 Ph: 02 9033 7540 Toll Free: 1300 785 453 www.crystalpalacesydney.com Preferential accommodation rates are available at the Vibe Hotel. Please book directly with hotel quoting “Ark Group”.
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