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- 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: 86%
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- 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: 86%
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- Creating a Global Virtual Hallway Using Yammer
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As organizations become more dispersed and virtual interaction replaces personal contact, connecting with colleagues and getting answers in real time is challenging.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), Portals and Collaboration, Information Technology Processes: 12.3.3.4 Identify appropriate KM methodologies (e.g., self-service, communities, transfer), 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, 7.4 Manage enterprise information, 7.0 Manage Information Technology Industry: Consulting/Consultants, Professional Services/Business Services- Relevance: 86%
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- KM as 1st Responder: The Role of Knowledge Management in Mergers and Acquisitions
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In today’s fast-paced global economy, more and more organizations are undergoing mergers and acquisitions to move into new markets, gain intellectual property, and create synergies between lines of business.
Type: Articles and White Papers 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, 12.3.3.4 Identify appropriate KM methodologies (e.g., self-service, communities, transfer) Industry: Aerospace, Electronics, Petroleum/Oil/Gas, Pharmaceutical- Relevance: 72%
- Member Price: FREE
- Embedding Lessons Learned "in the Flow" (Slides)
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These are slides from APQC’s September 2011 knowledge management (KM) community call presentation.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM) Processes: 12.3.3.4 Identify appropriate KM methodologies (e.g., self-service, communities, transfer), 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- Relevance: 72%
- Member Price: FREE
- Embedding Lessons Learned "in the Flow" - September 2011 KM Community Call
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Although many organizations are quite successful at capturing lessons learned, they fall short when it comes to transferring and putting lessons into action.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM) Processes: 12.3.3.4 Identify appropriate KM methodologies (e.g., self-service, communities, transfer), 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- Relevance: 71%
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- Cultural and Technological Forces That Are Changing the Knowledge Management Game
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This is an excerpt from The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business , a new book by APQC President Carla O’Dell and APQC Executive Director Cindy Hubert.
Type: Articles and White Papers Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Business Case, KM Culture Processes: 12.3.1 Develop KM strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.3.3 Assess culture and readiness for KM approach, 12.3.3.4 Identify appropriate KM methodologies (e.g., self-service, communities, transfer)- Relevance: 62%
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- Using Communities of Practice to Drive Organizational Performance and Innovation - Air Products and Chemicals
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Air Products and Chemicals was among the best-practice organizations studied as part of APQC’s Collaborative Benchmarking study Using Communities of Practice to Drive Organizational Performance and Innovation ...
Type: Case Studies Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Implementation, KM Culture 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 Design and launch KM projects, 12.0 Manage Knowledge, Improvement, and Change Industry: Chemicals- Relevance: 43%
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- Nonmember Price: $50.00
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- Using Communities of Practice to Drive Organizational Performance and Innovation - Arup Group Limited
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Arup Group Limited was among the best-practice organizations studied as part of APQC’s Collaborative Benchmarking study Using Communities of Practice to Drive Organizational Performance and Innovation .
Type: Case Studies Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Implementation, KM Culture 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 Design and launch KM projects, 12.0 Manage Knowledge, Improvement, and Change Industry: Architecture and Design, Construction, Engineering- Relevance: 43%
- Member Price: FREE
- Nonmember Price: $50.00
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- Using Communities of Practice to Drive Organizational Performance and Innovation - Ernst & Young
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Ernst & Young (EY) was among the best-practice organizations studied as part of APQC’s Collaborative Benchmarking study Using Communities of Practice to Drive Organizational Performance and Innovation .
Type: Case Studies Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Implementation, KM Culture 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 Design and launch KM projects, 12.0 Manage Knowledge, Improvement, and Change Industry: Accounting, Consulting/Consultants, Professional Services/Business Services- Relevance: 43%
- Member Price: FREE
- Nonmember Price: $50.00
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