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Results for: 12.3.3.1 Identify strategic opportunities to apply KM approach(es) (x)
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Daily Applications in KM

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 
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Transforming the Boundaries of Collaboration Across Financial Regulatory Enterprises

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%
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Combining Social Computing and Organizational Development Efforts into a Virtual Technical Network

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%
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Unleashing Potential Through the Power of Stories

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%
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Knowledge Management as a Competitive Differentiator

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%
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Emerging Practices That Drive KM Engagement and Participation

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%
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Align the Knowledge Management Program to Key Business Processes

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%
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Building a Collaborative Culture in Your Organization

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 
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Make Career Progression a Payoff for Employees Who Participate in Knowledge Management

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%
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Networks of Excellence and Communities of Practice at El Paso

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%
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