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- Daily Applications in KM
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In today’s dynamic business climate, it is necessary to gather all of your KM skills into a well-rounded plan. A solid plan requires adaptation to the current cultural environment and circumstances.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), Portals and Collaboration, Information Technology Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.4 Design and launch KM projects, 12.0 Manage Knowledge, Improvement, and Change Industry: Aerospace- Relevance: 81%
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- Transforming the Boundaries of Collaboration Across Financial Regulatory Enterprises
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The Federal Reserve Bank of Cleveland is leading an effort to transform the way that bank examiners from various financial regulatory enterprises collaborate and share knowledge.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), Portals and Collaboration, Information Technology Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.4 Design and launch KM projects, 12.0 Manage Knowledge, Improvement, and Change Industry: Financial Services/Banking, Government/Military- Relevance: 81%
- Member Price: FREE
- Nonmember Price: Download FREE
- Combining Social Computing and Organizational Development Efforts into a Virtual Technical Network
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Over the last several years, social computing has grown at an exponential rate, as evidenced by the popularity of Twitter, Facebook, and LinkedIn.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM) Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.3.4 Identify appropriate KM methodologies (e.g., self-service, communities, transfer), 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects Industry: Pharmaceutical- Relevance: 79%
- Member Price: FREE
- Nonmember Price: Download FREE
- Unleashing Potential Through the Power of Stories
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ManpowerGroup set out to harness the experience of local staff across multiple lines of business in over 80 countries around the world.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM) Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.3.4 Identify appropriate KM methodologies (e.g., self-service, communities, transfer), 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects Industry: Professional Services/Business Services- Relevance: 79%
- Member Price: FREE
- Nonmember Price: Download FREE
- Knowledge Management as a Competitive Differentiator
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In some organizations, knowledge management (KM) is considered overhead that doesn’t directly contribute to the bottom line. In others, however, that status is changing.
Type: Best Practices and Business Drivers Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Business Case Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.3.5 Create business case and obtain funding Industry: Construction, Engineering, Petroleum/Oil/Gas- Relevance: 76%
- Member Price: FREE
- Emerging Practices That Drive KM Engagement and Participation
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During APQC’s Collaborative Benchmarking study Engagement and Participation for Knowledge Sharing and Collaboration , the research team identified 17 best practices for increasing employee engagement and ...
Type: Best Practices and Business Drivers Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), KM Culture, KM Change Management Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 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, 12.3.4.4 Create training and communication plans Industry: Consulting/Consultants, Government/Military, Non-Profit, Petroleum/Oil/Gas, Professional Services/Business Services, Research Organization- Relevance: 76%
- Member Price: FREE
- Align the Knowledge Management Program to Key Business Processes
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A successful knowledge management (KM) measurement strategy begins with effective KM tools and approaches focused on critical business processes.
Type: Best Practices and Business Drivers Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), 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, 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3.3 Identify and plan KM projects, 12.3.1.10 Develop strategic measures and indicators Industry: Government/Military, Petroleum/Oil/Gas- Relevance: 73%
- Member Price: FREE
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Building a Collaborative Culture in Your Organization
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Some managers see collaboration as a “nice to have” that interferes with core processes and productivity—in other words, time spent talking to colleagues is time spent not doing your job.
Type: Product Collection Topics: KM Culture, Knowledge and Information Management, Knowledge Management (KM), KM Change Management Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.3.3 Assess culture and readiness for KM approach, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.4 Create training and communication plans, 12.3.4.5 Develop change management plans, 12.3.4.6 Design recognition and reward approaches, 6.3.5 Develop and train employees, 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees- Relevance: 69%
- Member Price: FREE
- Nonmember Price: $395.00
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- Make Career Progression a Payoff for Employees Who Participate in Knowledge Management
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To encourage employees to get involved in knowledge management (KM), APQC recommends embedding competency development and career progression support in KM approaches.
Type: Best Practices and Business Drivers Topics: Competency Models, Human Capital Management, Employee Training & Development, KM Culture, Knowledge and Information Management, Knowledge Management (KM), KM Change Management Processes: 6.0 Develop and Manage Human Capital, 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, 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3.3 Identify and plan KM projects, 6.3.4 Manage employee development, 6.3 Develop and counsel employees, 6.3.5 Develop and train employees Industry: Construction, Consulting/Consultants, Engineering, Financial Services/Banking, Government/Military, Petroleum/Oil/Gas, Professional Services/Business Services- Relevance: 68%
- Member Price: FREE
- Networks of Excellence and Communities of Practice at El Paso
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El Paso Corporation is one of North America’s largest providers of natural gas and related products.
Type: Case Studies Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM) Processes: 12.3.3.1 Identify strategic opportunities to apply KM approach(es), 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.8 Deploy the KM project Industry: Petroleum/Oil/Gas- Relevance: 66%
- Member Price: FREE