At EA Connect Days 2018 in Bonn, Kati Gholam, Enterprise Architect at TUI, explored how TUI transformed their Enterprise Architecture across different geographies with differing approaches to EA. She explained why GDPR was helpful with this project and the value of communication.
Introduction To Business Architecture – Part 1Alan McSweeney
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements.
Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation:
• Translates business strategic aims to implementations
• Defines the consequences and impacts of strategy
• Isolates focussed business outcomes
• Identifies the changes and deliverables that achieve business success
Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
The document discusses knowledge management, including definitions, types of knowledge, the importance of knowledge in the knowledge economy, organizational changes that can be expected with knowledge management implementation, and tools that can be used. It emphasizes that knowledge is a key intangible asset that organizations must manage, especially as the global economy shifts to being knowledge-based. Effective knowledge management focuses on generating, sharing, embedding, facilitating the transfer of knowledge to foster innovation and learning across the organization.
The Management Consulting Toolkit_ Fifty of the most versatile an.pdfssuserc31980
This document provides a management consulting toolkit containing 50 tools used by consultants for business analysis and transformation. The toolkit covers key areas like business performance analysis, future state design, transformation planning and execution, project management, change management, and team management. The introduction explains that the tools have proven useful and are intended to help practitioners. The remainder of the document lists and provides brief overviews of each of the 50 individual tools contained in the toolkit.
Building sustainability into the NHS Supply ChainUN SPHS
By Alexandra Hammond, Head of Sustainable Procurement and Supply, NHS England at the 5th Saving Lives Sustainably Global Forum 2022 on 23 November 2022.
Maturity models are frameworks that assess the evolution and capabilities of an organization, process, system, or product. They help organizations understand where they are currently, identify areas for improvement, and determine how to evolve capabilities over time. The document discusses why maturity models are needed, as many organizations are not effectively managing customer experiences in the digital era. It provides examples of maturity models used in different domains and outlines typical elements of maturity models like levels of proficiency. The document advocates that organizations understand where they are and use maturity models as guides to formalize knowledge and strategies for continuous improvement.
At EA Connect Days 2018 in Bonn, Kati Gholam, Enterprise Architect at TUI, explored how TUI transformed their Enterprise Architecture across different geographies with differing approaches to EA. She explained why GDPR was helpful with this project and the value of communication.
Introduction To Business Architecture – Part 1Alan McSweeney
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements.
Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation:
• Translates business strategic aims to implementations
• Defines the consequences and impacts of strategy
• Isolates focussed business outcomes
• Identifies the changes and deliverables that achieve business success
Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
The document discusses knowledge management, including definitions, types of knowledge, the importance of knowledge in the knowledge economy, organizational changes that can be expected with knowledge management implementation, and tools that can be used. It emphasizes that knowledge is a key intangible asset that organizations must manage, especially as the global economy shifts to being knowledge-based. Effective knowledge management focuses on generating, sharing, embedding, facilitating the transfer of knowledge to foster innovation and learning across the organization.
The Management Consulting Toolkit_ Fifty of the most versatile an.pdfssuserc31980
This document provides a management consulting toolkit containing 50 tools used by consultants for business analysis and transformation. The toolkit covers key areas like business performance analysis, future state design, transformation planning and execution, project management, change management, and team management. The introduction explains that the tools have proven useful and are intended to help practitioners. The remainder of the document lists and provides brief overviews of each of the 50 individual tools contained in the toolkit.
Building sustainability into the NHS Supply ChainUN SPHS
By Alexandra Hammond, Head of Sustainable Procurement and Supply, NHS England at the 5th Saving Lives Sustainably Global Forum 2022 on 23 November 2022.
Maturity models are frameworks that assess the evolution and capabilities of an organization, process, system, or product. They help organizations understand where they are currently, identify areas for improvement, and determine how to evolve capabilities over time. The document discusses why maturity models are needed, as many organizations are not effectively managing customer experiences in the digital era. It provides examples of maturity models used in different domains and outlines typical elements of maturity models like levels of proficiency. The document advocates that organizations understand where they are and use maturity models as guides to formalize knowledge and strategies for continuous improvement.
The document describes components of an operating model including business units, processes, people, ownership, and metrics. It provides examples of operating models from Shell Chemicals, GlaxoSmithKline, and John Deere. The operating model expresses how an organization operates across business and technology domains to guide investment decisions and enable growth.
Atomic Layer Deposition solutions for SiC Power ElectronicsBeneq
Atomic Layer Deposition solutions for SiC Power Electronics
Beneq provides Atomic Layer Deposition (ALD) equipment and materials for applications such as SiC MOSFETs. The presentation discusses the growing market for SiC power devices and how ALD can provide conformal thin films for gate dielectrics and surface passivation layers. Beneq's Transform batch ALD system enables both plasma-enhanced and thermal ALD processing for deposition of interfacial layers and thicker dielectric stacks. The Transform system offers high throughput and versatility for manufacturing of power electronics.
This complete presentation has PPT slides on wide range of topics highlighting the core areas of your business needs. It has professionally designed templates with relevant visuals and subject driven content. This presentation deck has total of fourty five slides. Get access to the customizable templates. Our designers have created editable templates for your convenience. You can edit the colour, text and font size as per your need. You can add or delete the content if required. You are just a click to away to have this ready-made presentation. Click the download button now. https://bit.ly/3goZGY8
This document provides an introduction to quantitative x-ray diffraction methods. It discusses that quantitative analysis aims to determine precise structural characteristics and phase proportions from experimental diffraction data. This requires accurate intensity measurements and careful sample preparation to produce uniformly sized, randomly oriented powder. Several quantitative methods are based on comparing intensity ratios between unknown and known internal standard peaks. The most effective methods involve modeling the entire diffraction pattern to duplicate the experimental pattern.
A Summary of TOGAF's Architecture Capability FrameworkPaul Sullivan
The document discusses the Architecture Capability Framework (ACF) in TOGAF. It provides guidance on establishing an architecture capability using the ADM process. Key aspects of ACF include defining organizational structures, processes, roles and responsibilities to support architecture. It also discusses using architecture maturity models to assess capability, an architecture skills framework, and an architecture governance framework. The governance framework provides guidance on setting up an architecture board and compliance strategy to ensure alignment with enterprise architecture.
This document discusses the history and fundamentals of nanoscience and nanotechnology. It describes how nanoscience involves studying materials between 1-100 nanometers in size, and how properties differ at the nanoscale due to large surface area to volume ratios and quantum effects. The document outlines key developments in nanoscience history from Maxwell proposing studying individual molecules in 1867 to modern discoveries like fullerenes and carbon nanotubes in the 1980s-1990s. Nanotechnology is defined as engineering functional systems at the molecular scale.
The document discusses linking strategy to operations for competitive advantage. It argues that while strategy development and linking strategy to operations remains fragmented, taking a systems approach to integrate strategy and operations can help companies implement strategies more effectively. The "Six Stages" framework outlines a process for developing strategy, translating it into specific measures and initiatives, aligning operations, and continually monitoring and adapting the strategy based on performance.
This document outlines 10 lessons for solution architects from an Association for All IT Architects. It summarizes each lesson in 1-2 sentences:
1. Solution architects should take ownership of technical products as they design solutions and emerging designs must be proven as architecture.
2. Minimum Viable Products are designed to capture value while dealing with uncertainty, as healthy tension on teams drives innovation.
3. Architectural decisions are key objects that must manage stakeholders, quality attributes, and ecosystem design rather than just systems. Effective engagement models are needed.
How Does the Product Role Change Between Firms by Zuora PMProduct School
In this talk, Alex discussed some parts of being a Product Manager, more specifically, how to be as effective as possible and the importance of learning by your mistakes.
1. The document discusses connected collaboration using social networks and collaboration tools to improve productivity, knowledge sharing, and communication within organizations.
2. It provides examples of how Socialtext's social networking and collaboration platform helps companies like ProDrive Systems by allowing technicians to easily find information, connect with experts, and share best practices.
3. The conclusion emphasizes that organizational agility, resilience, and velocity will be critical for businesses to adapt in turbulent times, making social software and networking an important strategic technology.
The document discusses how to effectively engage advocates from different career fields in an advocacy marketing program. It focuses on seven key verticals: Information Technology, Programming/Development, Human Resources, Sales, Education, Project Management/Consulting, and Executives. For each vertical, it provides information on persona, positioning recommendations, potential challenges, and example challenges. The overall aim is to understand each audience in order to design appeals, challenges, and messaging that will resonate and generate high engagement.
ODCA President and UBS Infrastructure & Applied Innovation CTO, Correy Voo, will share the influence of ODCA requirements in his organization’s cloud strategy and will discuss how UBS leverages its participation in the ODCA to progress internally focused cloud strategies. He will also share insights into the architectural principles, frameworks and technical specifications being applied to the evolving requirements of the business.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
Hung Vu (Speaker) Studio archetype
Atomizing design into our lives: Design is more relevant now than ever before. How to use digital perspectives, methods, and process to change enterprise mind sets to produce positive, seamless interaction with customers. Integrating design in everyday experiences in new and delightful ways to connect and make lasting business value.
The document describes an affinity diagram, which is a tool used in group sessions to organize ideas and issues. It involves brainstorming ideas related to an issue or problem, grouping similar ideas, and categorizing the groups with descriptive headings. An example is provided where obstacles to implementing total quality management in an organization are identified, grouped, and categorized into themes such as "Already Overworked", "Communication Issues", and "Training". The affinity diagram process aims to add structure, break down complex issues, and gain agreement.
Pitching a new idea within your company oemba-may 19, 2017sandhibhide
This document provides an overview of pitching a new idea within a company presented by Sandhiprakash Bhide. It begins with a quick introduction of Bhide's background and experience innovating and launching internal startups. It then discusses some of the challenges of pitching internally versus externally, as well as available resources when pitching internally. The presentation provides tips on key elements to include in an internal pitch, such as outlining the opportunity and defining the problem statement. It also discusses what it takes to be successful, including leadership style and passion. Bhide shares some reasons for his own success with internal pitches and startups.
On February 3, 2010, the TAG Enterprise 2.0 society held an open meeting with members to discuss; What is Enterprise 2.0 and what does it mean for our organizations?
Presentation at the ACS Youth in IT Conference (Asia-Pacific).
Career resilience is the name of the game. Why career resilience is key to surviving profound technology change in our globalized world.
Rob also launched his book Direction through Disruption - A guide to career resilience during rapid technology and workplace change .
The document provides guidance on how to effectively engage C-level executives through customized experiences. It emphasizes that experiences must be tailored specifically for executives and their unique needs and interests. Experiences should focus on relevant content, create the right context for conversations between executives and their peers, and ultimately provide real value to this busy audience. Effective experiences are short, invite participation, and allow executives to both learn and share ideas with other C-level participants.
1. The document discusses a 10 step process for leveraging social media to develop product strategies and potentially pivot a company's strategy, products, or marketing based on insights from social media.
2. It involves identifying relevant social networks, participating in online communities, analyzing discussions, recording observations about customers' interests and needs, benchmarking topics over time, conducting interviews, reviewing a company's website and strategy, and deciding whether and how to pivot based on social media learnings.
3. The key is ongoing engagement with online communities to understand "tribes" of customers, their interests, pain points and ideas for products in order to innovate and better meet customer needs.
Knowledge Management in Enterprise 2.0 - Part 4Telekom MMS
The document discusses the "Enterprise 2.0 error" of focusing too much on informal use cases of social software in companies rather than formal use cases that provide clear benefits. It identifies three main problems: 1) excessive expectations about benefits from informal community activities, 2) communities cannot be business critical as they require informality, 3) informal use cases alone do not provide enough reason for regular participation. The key insight is that social tools should primarily enhance formal use cases like internal communication, projects/processes, and personal information management, which draw users to a platform, instead of focusing on communities.
10 Skills Robots Can’t Replace In The Workplace (Yet)Bernard Marr
Machines have made great strides, but there are still plenty of workplace skills only humans have. Ensure your success by cultivating these top 10 skills.
The document describes components of an operating model including business units, processes, people, ownership, and metrics. It provides examples of operating models from Shell Chemicals, GlaxoSmithKline, and John Deere. The operating model expresses how an organization operates across business and technology domains to guide investment decisions and enable growth.
Atomic Layer Deposition solutions for SiC Power ElectronicsBeneq
Atomic Layer Deposition solutions for SiC Power Electronics
Beneq provides Atomic Layer Deposition (ALD) equipment and materials for applications such as SiC MOSFETs. The presentation discusses the growing market for SiC power devices and how ALD can provide conformal thin films for gate dielectrics and surface passivation layers. Beneq's Transform batch ALD system enables both plasma-enhanced and thermal ALD processing for deposition of interfacial layers and thicker dielectric stacks. The Transform system offers high throughput and versatility for manufacturing of power electronics.
This complete presentation has PPT slides on wide range of topics highlighting the core areas of your business needs. It has professionally designed templates with relevant visuals and subject driven content. This presentation deck has total of fourty five slides. Get access to the customizable templates. Our designers have created editable templates for your convenience. You can edit the colour, text and font size as per your need. You can add or delete the content if required. You are just a click to away to have this ready-made presentation. Click the download button now. https://bit.ly/3goZGY8
This document provides an introduction to quantitative x-ray diffraction methods. It discusses that quantitative analysis aims to determine precise structural characteristics and phase proportions from experimental diffraction data. This requires accurate intensity measurements and careful sample preparation to produce uniformly sized, randomly oriented powder. Several quantitative methods are based on comparing intensity ratios between unknown and known internal standard peaks. The most effective methods involve modeling the entire diffraction pattern to duplicate the experimental pattern.
A Summary of TOGAF's Architecture Capability FrameworkPaul Sullivan
The document discusses the Architecture Capability Framework (ACF) in TOGAF. It provides guidance on establishing an architecture capability using the ADM process. Key aspects of ACF include defining organizational structures, processes, roles and responsibilities to support architecture. It also discusses using architecture maturity models to assess capability, an architecture skills framework, and an architecture governance framework. The governance framework provides guidance on setting up an architecture board and compliance strategy to ensure alignment with enterprise architecture.
This document discusses the history and fundamentals of nanoscience and nanotechnology. It describes how nanoscience involves studying materials between 1-100 nanometers in size, and how properties differ at the nanoscale due to large surface area to volume ratios and quantum effects. The document outlines key developments in nanoscience history from Maxwell proposing studying individual molecules in 1867 to modern discoveries like fullerenes and carbon nanotubes in the 1980s-1990s. Nanotechnology is defined as engineering functional systems at the molecular scale.
The document discusses linking strategy to operations for competitive advantage. It argues that while strategy development and linking strategy to operations remains fragmented, taking a systems approach to integrate strategy and operations can help companies implement strategies more effectively. The "Six Stages" framework outlines a process for developing strategy, translating it into specific measures and initiatives, aligning operations, and continually monitoring and adapting the strategy based on performance.
This document outlines 10 lessons for solution architects from an Association for All IT Architects. It summarizes each lesson in 1-2 sentences:
1. Solution architects should take ownership of technical products as they design solutions and emerging designs must be proven as architecture.
2. Minimum Viable Products are designed to capture value while dealing with uncertainty, as healthy tension on teams drives innovation.
3. Architectural decisions are key objects that must manage stakeholders, quality attributes, and ecosystem design rather than just systems. Effective engagement models are needed.
How Does the Product Role Change Between Firms by Zuora PMProduct School
In this talk, Alex discussed some parts of being a Product Manager, more specifically, how to be as effective as possible and the importance of learning by your mistakes.
1. The document discusses connected collaboration using social networks and collaboration tools to improve productivity, knowledge sharing, and communication within organizations.
2. It provides examples of how Socialtext's social networking and collaboration platform helps companies like ProDrive Systems by allowing technicians to easily find information, connect with experts, and share best practices.
3. The conclusion emphasizes that organizational agility, resilience, and velocity will be critical for businesses to adapt in turbulent times, making social software and networking an important strategic technology.
The document discusses how to effectively engage advocates from different career fields in an advocacy marketing program. It focuses on seven key verticals: Information Technology, Programming/Development, Human Resources, Sales, Education, Project Management/Consulting, and Executives. For each vertical, it provides information on persona, positioning recommendations, potential challenges, and example challenges. The overall aim is to understand each audience in order to design appeals, challenges, and messaging that will resonate and generate high engagement.
ODCA President and UBS Infrastructure & Applied Innovation CTO, Correy Voo, will share the influence of ODCA requirements in his organization’s cloud strategy and will discuss how UBS leverages its participation in the ODCA to progress internally focused cloud strategies. He will also share insights into the architectural principles, frameworks and technical specifications being applied to the evolving requirements of the business.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
Hung Vu (Speaker) Studio archetype
Atomizing design into our lives: Design is more relevant now than ever before. How to use digital perspectives, methods, and process to change enterprise mind sets to produce positive, seamless interaction with customers. Integrating design in everyday experiences in new and delightful ways to connect and make lasting business value.
The document describes an affinity diagram, which is a tool used in group sessions to organize ideas and issues. It involves brainstorming ideas related to an issue or problem, grouping similar ideas, and categorizing the groups with descriptive headings. An example is provided where obstacles to implementing total quality management in an organization are identified, grouped, and categorized into themes such as "Already Overworked", "Communication Issues", and "Training". The affinity diagram process aims to add structure, break down complex issues, and gain agreement.
Pitching a new idea within your company oemba-may 19, 2017sandhibhide
This document provides an overview of pitching a new idea within a company presented by Sandhiprakash Bhide. It begins with a quick introduction of Bhide's background and experience innovating and launching internal startups. It then discusses some of the challenges of pitching internally versus externally, as well as available resources when pitching internally. The presentation provides tips on key elements to include in an internal pitch, such as outlining the opportunity and defining the problem statement. It also discusses what it takes to be successful, including leadership style and passion. Bhide shares some reasons for his own success with internal pitches and startups.
On February 3, 2010, the TAG Enterprise 2.0 society held an open meeting with members to discuss; What is Enterprise 2.0 and what does it mean for our organizations?
Presentation at the ACS Youth in IT Conference (Asia-Pacific).
Career resilience is the name of the game. Why career resilience is key to surviving profound technology change in our globalized world.
Rob also launched his book Direction through Disruption - A guide to career resilience during rapid technology and workplace change .
The document provides guidance on how to effectively engage C-level executives through customized experiences. It emphasizes that experiences must be tailored specifically for executives and their unique needs and interests. Experiences should focus on relevant content, create the right context for conversations between executives and their peers, and ultimately provide real value to this busy audience. Effective experiences are short, invite participation, and allow executives to both learn and share ideas with other C-level participants.
1. The document discusses a 10 step process for leveraging social media to develop product strategies and potentially pivot a company's strategy, products, or marketing based on insights from social media.
2. It involves identifying relevant social networks, participating in online communities, analyzing discussions, recording observations about customers' interests and needs, benchmarking topics over time, conducting interviews, reviewing a company's website and strategy, and deciding whether and how to pivot based on social media learnings.
3. The key is ongoing engagement with online communities to understand "tribes" of customers, their interests, pain points and ideas for products in order to innovate and better meet customer needs.
Knowledge Management in Enterprise 2.0 - Part 4Telekom MMS
The document discusses the "Enterprise 2.0 error" of focusing too much on informal use cases of social software in companies rather than formal use cases that provide clear benefits. It identifies three main problems: 1) excessive expectations about benefits from informal community activities, 2) communities cannot be business critical as they require informality, 3) informal use cases alone do not provide enough reason for regular participation. The key insight is that social tools should primarily enhance formal use cases like internal communication, projects/processes, and personal information management, which draw users to a platform, instead of focusing on communities.
10 Skills Robots Can’t Replace In The Workplace (Yet)Bernard Marr
Machines have made great strides, but there are still plenty of workplace skills only humans have. Ensure your success by cultivating these top 10 skills.
Classical strategy approaches such as the SWOT analysis or Porter's five-force model focus mainly on the own abilities and the competition of an organization. The customers and their needs all too often come late or are even left out.
In times of globalized markets and changing customer needs this is no longer sufficient for creating a unique positioning and designing a value-adding strategy. Customer experience becomes a key driver for the long-term success of organizations and is an important competitive advantage.
With the approach of Jobs-to-be-done it is possible to design strategies focused on the problems and needs of customers and derive optimal solutions. In this presentation, Claude Diderich and I will show corresponding approaches and effective tools.
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people – all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
Work 2028: Trends, Dilemmas and OpportunitiesMarc Wagner
How will we work in 2028? What effects do digitization and AI have on our work and our lives? How will management take place in ten years and how will companies have changed? Detecon investigated these and other questions together with Deutsche Telekom and Henley Business School. The results were summarised in the comprehensive study "Work 2028 - Trends, Dilemmas and Opportunities". The survey included 50 influential leaders from a wide variety of industries and sectors in various countries.
Leigh Durst challenges small-to-mid sized businesses to embrace the shift from traditional to tradigital business. Review 10 Super characteristics that will create business superheroes in 2010. Learn the single most important question you need to ask your customers in order to focus yourself to win affinity. You'll walk away with 10 action steps you can take in the next month to gain traction and build Super Muscle.
Similaire à Sharing Deep Smarts - Experience-based Knowledge (Downloadable version) (20)
Knowledge Retention Framework and Maturity ModelSIKM
The document discusses knowledge retention (KR) frameworks and maturity models. It begins with an overview of KR, including what it is, who engages in it, and why organizations practice it. It then presents a KR framework with six elements: context, stakeholders, purpose, processes, learning and gaps. Next, it introduces a five-level KR maturity model to assess KR practices. The levels range from ad-hoc to optimized. It also provides sample assessment questions. Finally, it outlines a four-step KR process for organizations: assessment, baseline, analysis and reflection. The goal is to establish ongoing KR processes that contribute to knowledge sharing and transfer.
The document discusses ISO 30401, the International Organization for Standardization's standard for knowledge management systems. It provides an overview of ISO and how it develops standards. ISO 30401 defines requirements for establishing, implementing, maintaining and improving a knowledge management system. While adoption is voluntary, the standard can be used to evaluate a KM program or work towards certification. Certification involves an independent auditor assessing if a program meets at least 80% of ISO 30401's requirements. The presentation provides insights into both using and certifying to the standard from the perspective of the first certified ISO 30401 auditor.
The document discusses accelerating knowledge transfer at scale through a case study of the Growth Network community. It describes how the community grew rapidly from several hundred to over a thousand members. This posed challenges around maintaining quality knowledge sharing and engagement as the community expanded. To address this, the Growth Network implemented several strategies, including multidimensional onboarding, listening tours, shifting to topic-based groupings, introducing foundational content, developing ambassador and peer-led groups, and focusing on members' whole-person needs. The results were a suite of executive-led groups, advisory councils, a hybrid conference model, and recurring wellness programs, allowing knowledge to scale across the larger community.
The crossroads of Information Architecture and Knowledge ManagementSIKM
Here are the key points about changing an organization's conversational architecture:
- An organization's conversational architecture refers to how and where it interacts with customers and stakeholders (e.g. via website, social media, call centers, etc.).
- Making changes to an organization's conversational architecture is a major undertaking as it impacts how the organization communicates externally.
- Careful consideration needs to be given to any changes as they can significantly alter customer and stakeholder experiences and expectations when interacting with the organization.
- All parts of the organization that interface with external audiences would need to be involved in planning and implementing changes to conversational architecture to ensure a coordinated approach.
- Testing any changes is important before full implementation to work out
A system-thinking approach to a learning organization transformationSIKM
The document discusses building a learning organization at GE Renewables. It outlines several challenges related to learning and collaboration. It then describes a multi-phase approach to transforming the organization into a learning organization where leadership is committed to learning, problems are solved collectively, and new expertise is developed. Finally, it discusses components of the learning organization operating model including expertise development, problem solving capacity, and knowledge sharing communities.
(1) The document discusses building resilience through knowledge management practices. It emphasizes the importance of knowing yourself, possessing deep knowledge in your field, and being insatiably curious.
(2) Specific knowledge management practices that build resilience are discussed, including using silence to promote reflection, sharing stories to build context and connections, carefully selecting social interactions, and actively seeking knowledge through questioning.
(3) Resilience prepares individuals and organizations to operate effectively in ambiguous and changing environments. Developing a clear mission, making knowledge accessible, and cultivating a learning culture where questions are encouraged can help create resilience.
Expert Knowledge Transfer - Reflections and Panel DiscussionSIKM
The document discusses expert knowledge transfer and the Leonard-Barton Group's approach. It outlines their methodology of using active learning techniques like observation, practice, partnering, taking responsibility, discovery, and storytelling. These guided experience activities called OPPTY help transfer both explicit and tacit knowledge more effectively than passive lectures. The document also provides examples of their work with Alpha Engineering and a small city utility, and notes that knowledge transfer is often delayed too long after it is needed. A panel discussion followed with experts discussing how to help organizations move knowledge transfer earlier in the process.
This document provides an introduction to Knowledge Resources Management (KRM) and the concept of return on investment of knowledge (ROIK). It discusses how knowledge is often undervalued in organizations despite its importance. The value of knowledge is described using formulas that calculate benefits and costs. Strategies are presented for implementing KRM practices like knowledge mapping and portfolio management to better capture ROIK. The goal is to manage knowledge resources effectively by understanding, measuring and communicating its value and impact on organizational performance.
Communities of Practice - Challenges, Curiosity and Dragons SIKM
Arup is an independent firm of designers, engineers, and consultants working across the built environment. They help clients solve complex challenges by turning ideas into reality.
Arup's challenges include improving health and well-being while transitioning to zero-carbon and adopting circular economy principles. They also focus on enhancing resilience to climate change and creating more equitable societies.
Arup has over 15,000 employees across 89 offices in 33 countries. They utilize their 40+ skills networks, which are communities of practice that virtually connect people to share knowledge across geographies. These networks are led by skills leaders and aim to ensure Arup remains best-in-class in its capabilities.
Data Curation - Data probity in a time of COVIDSIKM
The document discusses the importance of data probity, or ensuring the integrity and quality of data. It notes that data harvested today must be able to answer unknown future questions. It advocates for transparency in research through pre-publishing protocols and data, using open licenses, and supporting peer review. The key aspects of data probity discussed are having an identifiable source, transparent methods, publication before analysis, maintaining point data before aggregation, and having a repeatable, auditable trail.
The document discusses using artificial intelligence and big data in knowledge management. It covers extracting knowledge from data through information architecture and data curation. It then discusses utilizing AI to deliver knowledge through chatbots using natural language processing, predicting trending knowledge areas, and personalizing knowledge delivery. The goal is to provide knowledge management that is dynamic, accurate, and personalized through leveraging AI technologies.
Tips & Tricks for Your Lessons Learned ProgramSIKM
This document provides tips for establishing an effective lessons learned program. It discusses levels of learning from passive to active collection and distribution. Tips include customizing existing software, integrating search mechanisms, collecting inputs to refine taxonomies, tracking institutionalization of lessons, using videos and content writing, standardizing where possible, and leveraging machine learning. The document emphasizes getting creative with branding and promotion, and encourages discussion of experiences to facilitate collective learning.
Integration of Knowledge and Innovation StandardsSIKM
This document discusses the integration of knowledge and innovation standards over time. It provides an overview of how organizations in the 1990s began recognizing knowledge as an asset and the need to manage it holistically. International standards for knowledge management have developed since the 2000s, including the BSI PAS 7500 and ISO 30401 standards. The document argues that standards for areas like quality management, asset management, and innovation should be integrated and implemented together through a framework that focuses on communication, collaboration, learning, and knowledge sharing to drive innovation.
1) The document discusses using the "Organizational Zoo" as a creative metaphor to visualize an organization's culture and stimulate constructive conversations about behaviour and culture.
2) It introduces different animal archetypes that represent different behaviours, such as lions representing aggressive leadership and bees representing collaborative teamwork.
3) The zoo metaphor provides a safe way to discuss potentially sensitive cultural issues and help leaders understand how their own behaviours impact culture and relationships within the organization.
More Than a Feeling: Emotions and Knowledge ManagementSIKM
Matt Moore presented on emotions and knowledge management. He discussed how emotions are rarely talked about in knowledge management but are important to understand as they drive human behavior. Moore outlined some fears in the knowledge management field such as people no longer caring about knowledge or technologists being right that people don't matter. The discussion covered how emotions are constructed by our brains and bodies and impact organizations. Knowledge managers need to consider how emotions affect designing products, programs and managing communities.
Applied Knowledge Services: A New Approach for Management and Leadership in t...SIKM
Guy St. Clair and Barrie Levy propose a new approach called "knowledge services" for managing organizations in the 21st century. Knowledge services converges information management, knowledge management, and strategic learning into a single operational function to ensure the highest levels of knowledge sharing. The knowledge strategist is responsible for defining the knowledge culture and leading the organization as a knowledge culture. Critical success factors for knowledge services include conducting a knowledge audit to evaluate how well knowledge is shared, leading change instead of managing it, and facilitating collaboration across the organization.
This document discusses how the rural island of Gabriola Island in Canada inspires approaches to knowledge management (KM) through its community practices. It provides examples of how the island's small population of 4000 year-round residents collaborates on issues like shelter, food and water security, health, equity, and trails. Implicit KM practices on the island include environmental scans, action reviews, peer assists, dialogue circles, and deliberate cross-group networking. Key elements that support these practices are the island's boundaries that encourage thinking at different scales, an abundance mindset, contributions to meaningful goals and systems, diverse emergent social networks and "incubators", and humility and respect.
Tom Barfield - Navigating Knowledge to the UserSIKM
This document discusses how an artificial intelligence system called Keeeb can help navigate knowledge to users. Keeeb allows users to search across internal and external sources, collect relevant information, and discover what others have collected. It uses signals from user searches, collected content, and other metadata to automatically recommend personalized content to users. For example, a research agent can monitor sources on behalf of a user, capture new information matching their saved searches, and route it to their collection on an ongoing basis. This helps automate research and keeps users updated with the most relevant information.
The Impact of Data Analytics in Digital Transformation ProgramsSIKM
The document discusses how data analytics can help with digital transformation programs. It notes that executives are often concerned with the accuracy of their data and that organizations ignore a large percentage of the data they collect. The document then examines how social analytics could help organizations better understand how employees use collaboration tools and data in their work. It presents examples of analyzing email, file sharing apps, messaging platforms, and internal social networks. The conclusion suggests that social analytics may be able to help transform the digital workplace.
Alchemy of Data Elements - Top Down Meets Bottom UpSIKM
This document discusses data elements, which are the basic building blocks of information systems such as fields, attributes and cells. It notes that while data elements are important, their definitions and handling are often removed from business understanding and left to low-level tasks. The document advocates mapping different labels for the same data element, such as social security number and SSN. It provides references for further information on data dictionaries and semantically representing data elements.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.