The Impact of Data Analytics in Digital Transformation Programs
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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.
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- Key articles in the issue discuss real-time text analytics using social media data, why analytics projects fail, the bright job prospects for data scientists, how IBM has used analytics for transformation, and forecasts of popular analytics software.
- Short descriptions and headlines are provided for additional sections and departments in the magazine including executive interviews, columns on healthcare and other analytics topics, and previews of upcoming analytics conferences.
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Knowledge Retention Framework and Maturity Model
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.
To ISO or not to ISO?
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.
Accelerating Knowledge at Scale
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 Management
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 transformation
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.
Resilience and KM
(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 Discussion
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.
The Value of Knowledge
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
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 COVID
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.
AI and Big Data in KM
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 Program
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 Standards
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.
Behavioral DNA of Collaborative Leadership
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 Management
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...
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.
Could a Rural Island Inspire KM Approaches?
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 User
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.
Alchemy of Data Elements - Top Down Meets Bottom Up
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.
Bridging Islands of Knowledge
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Sattamatka.satta.matka.satta matka.kalyan weekly chart.kalyan chart.kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta.fix fix fix Satta matka nambarHow MJ Global Leads the Packaging Industry.pdf
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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2. IDEO’s Human-Centered Design
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4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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The Impact of Data Analytics in Digital Transformation Programs
- 1. The Impact of Data Analytics in Digital Transformation Programmes Luis Suarez - Digital Transformation & Data Analytics Adviser - panagenda @elsua Source - https://unsplash.com/photos/a2VqhP3d4Vg 1 #SIKM
- 2. Why are we here today? Source - https://unsplash.com/photos/vLXdetEcB40 2
- 3. Is it because … • If 15% show high engagement, what about the “other” 85%? • 5% fluctuation * 1,000 employees = 50 * 43,000 = 2,150,000 EUR – Excluding side effects (i.e. think of losing sellers) • To reach optimal productivity, a new hire usually needs 3.5 years Source - http://bit.ly/GallupUKDisengaged 3
- 4. Or is it because …? “For 70% of Executives, the accuracy of their data is what keeps them up at night.” (Forbes Insight) “Only one third of our decisions are correct.” (Martina Koederitz, IBM GM DACH) “We ignore about 80% of our data.” (Christoph Keese, Axel Springer AG) 80% Shadow IT Source: Frost & Sullivan 2013, GigaOM 2014 $330b Cost of Burnout per Year Source: WHO 4
- 5. Or maybe is it because, literally…? Source - http://bit.ly/2HnVK98
- 6. Is this really us? 6 Source - https://www.flickr.com/photos/49503168860@N01
- 7. What can we do? More information about Gallup and Q12® http://www.gallup.de/183104/engagement-index-deutschland.aspx Engaged Not Engaged DIS-Engaged GALLUP Engagement Index – 2001 to 2016 Test Group: Workers over 18 in Germany 7
- 8. Can Social Analytics save us? Source - https://unsplash.com/photos/YS_51ncQL5o 8
- 9. Let’s see … Source - https://unsplash.com/photos/4-EeTnaC1S4 9
- 10. Time to play! • Do we know and understand the data we produce? • How are our collaborative systems being used by our knowledge workers in their day to day work life? • What is the main purpose of email, apps and enterprise social networking platforms? 10
- 11. eMail Sales BeNeLux Sales DACH Sales UK Sales FR Sales CEE Sales Nordic Sales ME Sales USA Sales LASales APAC Sales ZA 11
- 12. Apps - File Sharing 12 count versus volume
- 13. Apps – MS Teams 13
- 15. Source - https://unsplash.com/photos/awnUXlrFscM So, what do you reckon? 15
- 16. Source - https://unsplash.com/photos/HcZXiWL_piM Can Social Analytics Help Transform The Digital Workplace? 16
- 17. Thank You! Luis Suarez Digital Transformation & Data Analytics Adviser panagenda GmbH – Make Your Data Work For You Lahnstr. 17 ● 64646 Heppenheim (Germany) Skype: l.s.r. ● Cell: +34 679 722 947 Office: +49 721 47040-111 ● E-Mail: luis.suarez@panagenda.com Twitter: @elsua LinkedIn: https://www.linkedin.com/in/elsua/ Blog: http://www.elsua.net 17
- 18. Questions? 18