2011 Breakout Sessions
Thursday 11:00–12:00 p.m.
- Alcoa World Alumina–Evolving Practices for Communities of Practice
- A.T. Kearney–Driving Organizational Value Using KM at an International Consultancy
- El Paso Exploration & Production–You Have 30 Days to Launch a KM Effort
- U.S. Army TRADOC–Transforming the U.S. Army’s Learning Model to Better Engage the Learner
Thursday 1:30–2:30 p.m.
- CEMEX–Creating a More Agile Organization by Enabling Collaboration with Social Networks
- Rockwell Collins, Inc.–Shifting Individual KM Practices to Communication, Education, and Coaching
- Tata Chemicals Limited–A Journey of KM: Insight to Intelligence to Innovation
- U.S. Navy Carrier Team One–Using Best of Class KM to Mentor High Potentials
Thursday 2:45–3:45 p.m.
- APQC –KM Maturity: A Panel Presentation and Discussion
- Marathon Oil–Building Knowledge Connections in Upstream Oil and Gas
- MWH–Measure Your Organization’s Knowledge Network and Identify Ways to Stretch Your Budget
- Singapore Armed Forces–A Knowledge Organization Ready and Equipped to Meet Future Security Challenges
Friday 11:00–12:00 p.m.
- Deloitte Touche Tohmatsu Limited–Building Expertise in Knowledge Management
- Fluor Corporation–The Future of Knowledge Management: A Vision for 2020
- Pfizer –Demystifying Knowledge Mapping-An Approach to Understanding Community Knowledge
- Shell Exploration & Production–Passing the Knowledge Baton
A Journey of KM: Insight to Intelligence to Innovation
Thursday 1:30–2:30 p.m.
Dr. Devsen Kruthiventi, Head Knowledge Management–Tata Chemicals Limited
B. Sudhakar, Chief Human Resource Officer–Tata Chemicals Limited
Tata Chemicals Ltd (TCL) recognizes the value of enterprise wide knowledge sharing to enhance the company’s safety, environmental, and operational challenges. At TCL, KM efforts focus on driving business excellence by leveraging existing knowledge, promoting knowledge re-use, thereby improving productivity and innovation. During this presentation, Dr. Kruthiventi and Mr. Sudhakar will describe the journey of KM at Tata Chemicals Ltd over the past six years focusing on the knowledge sharing frameworks deployed across the organization.
A Knowledge Organization Ready and Equipped to Meet Future Security Challenges
Thursday 2:45–3:45 p.m.
NEO Kim Hai, Head KM Office–Singapore Armed Forces
To ensure that the Singapore Armed Forces (SAF) remain ready, relevant, and decisive, they are constantly innovating and transforming. Their latest transformation is moving towards a knowledge-based organization better equipped to meet future security challenges. The SAF understands the usefulness of KM in their daily work and has started to re-wire work processes and exploit the IT system set up at the SAF level for organization-wide knowledge activities. This session will take you on the SAF journey to support this transformation and describe the steps they are taking to equip their people with new competencies.
Building Expertise in Knowledge Management
Friday 11:00–12:00 p.m.
Stan Garfield, Community Evangelist–Deloitte Touche Tohmatsu Limited
The field of knowledge management encompasses a wide variety of disciplines, specialties, and technologies. It can be daunting to newcomers and veterans alike. How should KM practitioners learn about the field, build their expertise in it, and develop a positive reputation among colleagues? Based on the experience of a long-time KM leader, speaker, and author, this session will offer practical advice for becoming more knowledgeable in the field. Session participants will leave with 10 specific methods recommended for learning, weaving a network with other practitioners, and increasing personal expertise.
Building Knowledge Connections in Upstream Oil and Gas
Thursday 2:45–3:45 p.m.
Reid Smith, Enterprise Content Management Director–Marathon Oil
Tim Stouffer, Engineering Career Development–Marathon Oil
Knowledge can be difficult to define, and it’s harder to capture than data or information. Usually gained via experience, it often resides only in individual heads. For knowledge to have value it must flow. Several factors place urgency on Upstream Oil and Gas for making these knowledge connections. Fortunately solutions do exist which permit companies to “learn what they already know” and promote knowledge flow. This presentation covers some of the solutions, in varying stages of maturity, being used by Marathon’s Upstream organization.
Creating a More Agile Organization by Enabling Collaboration with Social Networks
Thursday 1:30–2:30 p.m.
Sergio Escobedo, Innovation Director–CEMEX
Gilberto Garcia, Sr. VP of Innovation–CEMEX
Josue Rodriguez, Innovation Manager–CEMEX
In November 2009, CEMEX launched a transformation process to introduce a global collaboration model that focused on five strategic innovation initiatives appointed by the CEO, and required them to connect more than 2,000 experts in more than 30 countries. In just 12 months, this model was not only adopted by the 2,000 plus experts, but there was also a "viral adoption" by an additional 17,000 employees generating more than 400 business communities. This session will explore how CEMEX created a case for social networks; and what approaches they used for adoption, the lessons learned, and next steps.
Demystifying Knowledge Mapping- An Approach to Understanding Community Knowledge
Friday 11:00–12:00 p.m.
Paige Kane, Director Knowledge Management–Pfizer
Melissa O'Neill, Knowledge Management Program Manager–Pfizer
How are knowledge maps for communities of practice (CoPs) developed? At Pfizer, knowledge mapping helped them create their community’s scope and content, and structure their SharePoint sites. This session will take the audience through each step of their process and show what knowledge is needed by the community members for knowledge mapping.
Driving organizational value Using KM at an International Consultancy
Thursday 11:00–12:00 p.m.
Helen Clegg, Director of Knowledge Management–A.T. Kearney
Hugo Evans, Chief Information Officer–A.T. Kearney
As a management consultancy, knowledge is A.T. Kearney’s competitive advantage. The ability to quickly and effectively process, assimilate, and repurpose knowledge is critical to their success in the marketplace. In two years, A.T. Kearney has seen a complete transformation in their knowledge management function–away from back-office support activities to strategic enablement that drives value for client delivery functions. During this presentation, Helen Clegg and Hugo Evans will explain how this transformation was achieved, outline the framework they used, and share “teachable moments” discovered during the transformation process.
Evolving Practices for Communities of Practice
Thursday 11:00–12:00 p.m.
James Grey, Global Knowledge Manager, World Wide Refining–Alcoa World Alumina
Alcoa has been developing and sustaining communities of practice since 2004, and has created sustainable foundations that support process improvement efforts and the transfer of best practices. During this presentation, James Grey will walk you through the evolution of communities within Alcoa, and share why continuing to invest in this field pays such large dividends.
KM Maturity: A Panel Presentation and Discussion
Thursday 2:45–3:45 p.m.
Amy Edwards, Senior Manager–Deloitte Touche Tohmatsu Limited
Jim Lee, KM Senior Advisor–APQC
Michael Yokell, Consultant
This session will feature three perspectives on the value and use of knowledge management maturity models. The first panelist will share the history of APQC’s Levels of Knowledge Management Maturity™ model and how it is being used to assess and drive KM capabilities at several organizations. The second panelist will discuss how KM maturity adds value to an organization’s business objectives through increased knowledge sharing. And the final panelist will describe how quantitative methods were used to show a correlation between KM maturity and improved business financial performance.
Measure Your Organization’s Knowledge Network and Identifying Ways to Stretch Your Budget
Thursday 2:45–3:45 p.m.
Amy Broughton, Strategic Intelligence Manager–MWH
Seth Yoskowitz, Senior Consultant–MWH
Organization chart don’t necessarily tell the whole story of how people connect and transfer knowledge within the organization. To get a better picture, organizational network analysis (ONA) measures the level and quality of relationships and knowledge flow within a group. Trends in information networks can be used to diagnose issues that may block effective knowledge transfer–like overloaded knowledge brokers, lack of connection between groups, or isolated experts. This educational session will feature case studies exploring how ONA can help you visualize and measure knowledge transactions, measure the impact of KM initiatives, and identify the most important actions to allow you to stretch your KM budget.
Passing the Knowledge Baton
Friday 11:00–12:00 p.m.
Ed O'Neal, Learning Transfer Manager, Shell Upstream Americas–Shell Exploration & Production Company
As businesses experience the “The Big Crew Change” by downsizing and/or outsourcing work, managers fear the loss of tacit, critical business knowledge found inside the heads of exiting employees. This session demonstrates a very practical approach to working with managers to assess what tacit knowledge, skills, and information are critical to your business, as well as the best methods for efficiently conveying that knowledge to others. This session will also examine what knowledge-sharing processes and tools can enable knowledge-sharing, documentation, and retention.
Shifting Individual KM Practices and Technology to Communication, Education, and Coaching
Thursday 1:30–2:30 p.m.
Lynda Braksiek, Manager, Knowledge and Critical Skills Management–Rockwell Collins, Inc.
Michael Gries, Manager, Knowledge and Process Development–Rockwell Collins, Inc.
2010 brought a renewed vision for knowledge management to Rockwell Collins. For 10 years, they have worked to create KM practices, in and above the flow of business processes, only to see the adoption rate of these practices remain constant. This presentation will focus on the plan to live out their vision, and move into an era of adoption by making KM practices relevant, increase knowledge worker utilization and satisfaction, and realize value even sooner.
The Future of Knowledge Management: A Vision for 2020
Friday 11:00–12:00 p.m.
Jeff Hester, KM System Requirements Lead –Fluor Corporation
John McQuary, Vice President–Fluor Corporation
Over the past ten years, Fluor's knowledge management program has achieved success and recognition both inside and outside the enterprise. KM is no longer an initiative, but simply the way we get things done and drive strategic value. Looking ten years into the future, what is the next step in the evolution of KM? Using a “day in the life” perspective, this session will look at the implications and opportunities for KM in the future, with specific actions you can take now to begin making that vision a reality in your enterprise.
Transforming the U.S. Army’s Learning Model to Better Engage the Learner
Thursday 11:00–12:00 p.m.
James E. Bradley, Deputy Chief Knowledge Officer (DCKO)–U.S. Army Training and Doctrine Command (TRADOC)
The Army Learning Concept (ALC) 2015 is a major TRADOC initiative with a goal of transforming the Army's learning model. KM will play a crucial role as social media, other Web 2.0 tools, and various KM techniques will be employed to establish life-long learning. In this new environment, experiential/accidental learning has priority and instructor facilitation is used to best capture and disseminate tacit knowledge and lessons learned. During this session, James Bradley will explain the ALC 2015 concept and KM’s role in improving and facilitating the adult learner environment.
Using Best of Class KM to Mentor High Potentials
Thursday 1:30–2:30 p.m.
CAPTAIN Ralph T. Soule, Executive Steering Committee Chairman–U.S. Navy Carrier Team One
Many organizations have professional development programs that include mentoring of promising future leaders. Others have vibrant KM efforts to improve their business results. U.S. Navy Carrier Team One includes both as a means to get consistently successful business results and as a “learning laboratory” for developing its talent. They employ a KM talent management process to identify, groom, and select personnel for leadership positions in their KM infrastructure that builds capability for other jobs of increasing responsibility in carrier maintenance. This session will provide an overview of U.S. Navy Carrier Team One’s KM program, the key leadership roles and how they contribute to KM and business results, and the process used to identify and groom people for those positions.
You Have 30 Days to Launch a KM Effort
Thursday 11:00–12:00 p.m.
Tom Wilker, Manager of Technical Excellence–El Paso Exploration & Production
El Paso Corporation’s Exploration and Production business unit was reorganized from a functional discipline alignment to a multi-discipline asset team environment. To maintain, functional discipline knowledge transfer communities of practice were instituted. After a year and half, El Paso has seen improvement to multiple business processes and over a million dollars in capital savings resulting from the creation of its Networks of Excellence. During this presentation, Tom Wilker will explain how they were able to launch these networks in 30 days and share meaningful lessons learned during deployment.