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Results for: 12.3.2.4 Enhance/modify existing knowledge management approaches (x)
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Knowledge Analytics: Understanding the Step-by-Step Process

Knowledge Analytics (SM) is a seven-step process for deploying KM approaches, evaluating their impact, and using the resulting analysis to improve business decision making.

Type: Presentations  Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Business Case, KM Measures  Processes: 12.3.1.5 Identify links to key initiatives, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.1 Develop KM strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2 Assess knowledge management capabilities, 12.3.2.2 Evaluate existing knowledge management approaches, 12.3.2.3 Identify gaps and needs, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.1.10 Develop strategic measures and indicators 
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Knowledge Analytics: A Fresh Way of Thinking About an Old Problem

Knowledge Analytics (SM) is a process designed to facilitate conversations with senior leaders and assimilate new, data-driven insights about knowledge into business decision making.

Type: Articles and White Papers  Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Business Case, KM Measures  Processes: 12.3.1.5 Identify links to key initiatives, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.1 Develop KM strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2 Assess knowledge management capabilities, 12.3.2.2 Evaluate existing knowledge management approaches, 12.3.2.3 Identify gaps and needs, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.1.10 Develop strategic measures and indicators 
  • Relevance: 86%
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How Alcoa Successfully Transferred Best Practices Using Communities of Practice

APQC Executive Director Cindy Hubert describes the steps that Alcoa World Alumina, a leading producer of alumina and primary aluminum, took to implement best practices it had learned through benchmarking and embed ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Business Transformation, Process, Change Management, Organization and Management, KM Implementation, Knowledge and Information Management, Knowledge Management (KM), Process Improvement, KM Change Management, Project Management  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.2.6 Implement new knowledge management approaches, 12.4.1 Plan for change, 12.4 Manage change, 12.4.3 Implement change  Industry: Metals, Mining 
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Examples of Mature Collaborative Processes

What does it mean to reach the highest level of knowledge management (KM) maturity? What sets organizations at this level apart from their competition?

Type: Case Studies  Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), Innovation  Processes: 12.3.2.1 Assess maturity of existing KM initiatives, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.2 Assess knowledge management capabilities, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects  Industry: Consulting/Consultants, Healthcare, Petroleum/Oil/Gas, Professional Services/Business Services, Software 
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Measuring Collaboration at Lexmark

Collaboration metrics can be tricky.

Type: Presentations  Topics: Content management, Knowledge and Information Management, Information Management, Document Management, Measurement, Business Excellence, Information Sharing, Portals and Collaboration, Information Technology, Organization Structures, Organization and Management  Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.5.1 Assess alignment with business goals, 12.3.5 Manage the KM project life cycle, 12.3.5.2 Evaluate impact of KM (strategy and projects) on measures and outcomes  Industry: Computers, Consumer Products/Packaged Goods, Electronics, Software 
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Lexmark's Lessons Learned in Virtual Collaboration

Dennis Pearce, enterprise knowledge architect at Lexmark International, discusses Lexmark’s key lessons learned during the development of its virtual collaboration spaces.

Type: Presentations  Topics: Content management, Knowledge and Information Management, Information Management, Document Management, Information Sharing, Portals and Collaboration, Information Technology, Organization Structures, Organization and Management  Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.5.1 Assess alignment with business goals, 12.3.5 Manage the KM project life cycle  Industry: Computers, Consumer Products/Packaged Goods, Electronics, Software 
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Value Streams and Processes at Lexmark

Lexmark sees its business in terms of process but also connects all of its efforts to key business value streams.

Type: Presentations  Topics: Content management, Knowledge and Information Management, Information Management, Document Management, Information Sharing, Portals and Collaboration, Information Technology, Organization Structures, Organization and Management  Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.5.1 Assess alignment with business goals, 12.3.5 Manage the KM project life cycle  Industry: Computers, Consumer Products/Packaged Goods, Electronics, Software 
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Moving to a New Structure for Virtual Collaboration at Lexmark

Dennis Pearce, enterprise knowledge architect at Lexmark International, explains the systematic process Lexmark is using to migrate to a new platform for virtual collaboration and content management.

Type: Presentations  Topics: Content management, Knowledge and Information Management, Information Management, Document Management, Information Sharing, Portals and Collaboration, Information Technology, Organization Structures, Organization and Management  Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.5.1 Assess alignment with business goals, 12.3.5 Manage the KM project life cycle  Industry: Computers, Consumer Products/Packaged Goods, Electronics, Software 
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How Lexmark Used APQC’s PCF to Structure Its Collaboration Spaces

Dennis Pearce, enterprise knowledge architect at Lexmark International, explains how APQC’s Process Classification Framework provided the structure for Lexmark’s streamlined virtual collaboration ...

Type: Presentations  Topics: Content management, Knowledge and Information Management, Information Management, Document Management, Process, Business Excellence, Information Sharing, Portals and Collaboration, Information Technology, Organization Structures, Organization and Management  Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.5.1 Assess alignment with business goals, 12.3.5 Manage the KM project life cycle  Industry: Computers, Consumer Products/Packaged Goods, Electronics, Software 
  • Relevance: 52%
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Temporary Collaboration Spaces

Dennis Pearce, enterprise knowledge architect at Lexmark International, describes the benefits of designating certain collaboration spaces as temporary.

Type: Presentations  Topics: Content management, Knowledge and Information Management, Information Management, Document Management, Information Sharing, Portals and Collaboration, Information Technology, Organization Structures, Organization and Management  Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.5.1 Assess alignment with business goals, 12.3.5 Manage the KM project life cycle  Industry: Computers, Consumer Products/Packaged Goods, Electronics, Software 
  • Relevance: 52%
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