Search results

Results for: 12.3.2.5 Develop new knowledge management approaches (x)
Create a Research Alert Live feed | Send Results to a Colleague
1 – 10 of 19 Results
KM and Beyond: Carla O'Dell at APQC's 2012 KM Conference

In this keynote presentation from APQC’s 2012 knowledge management conference, APQC President Carla O’Dell outlines the three trends she sees impacting the future of knowledge management: the ...

Type: Presentations  Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM)  Processes: 12.3.1 Develop KM strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.2.5 Develop new knowledge management approaches, 12.3.2 Assess knowledge management capabilities 
  • Relevance: 86%
  • Member Price: FREE
  • Nonmember Price: Download FREE
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 
  • Relevance: 63%
  • Member Price: FREE
Five-Stage Approach to Implementing a Knowledge Management System

Infosys  uses a five-stage approach to developing and implementing knowledge management system solutions.

Type: Case Studies  Topics: Content management, Knowledge and Information Management, Information Management, Information Systems, Information Technology, Information Sharing, Portals and Collaboration  Processes: 12.3.2.5 Develop new knowledge management approaches, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.2 Assess knowledge management capabilities, 12.3.2.6 Implement new knowledge management approaches, 12.3.3 Identify and plan KM projects, 12.0 Manage Knowledge, Improvement, and Change, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 7.1.3 Manage the IT portfolio, 7.0 Manage Information Technology, 7.1 Manage the business of information technology, 12.3.1.7 Assess IT needs and engage IT function, 12.3.1 Develop KM strategy  Industry: Logistics 
  • Relevance: 52%
  • Member Price: FREE
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 
  • Relevance: 52%
  • Member Price: FREE
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 
  • Relevance: 52%
  • Member Price: FREE
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 
  • Relevance: 52%
  • Member Price: FREE
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 
  • Relevance: 52%
  • Member Price: FREE
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%
  • Member Price: FREE
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%
  • Member Price: FREE
Lexmark’s Information City

Dennis Pearce, enterprise knowledge architect at Lexmark International, explains how Lexmark defines its different types of collaboration spaces based on the work being performed.

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%
  • Member Price: FREE
1 – 10 of 19 Results
Syndicate content