2012 KM Conference - Breakout Session Presentations

Download the Breakout Session Presentations

Block 1, Thursday, April 26 from 11:00 A.M. – 12:00 P.M. 

Session/Slides Speaker Session Description
Combining Social Computing and Organizational Development Efforts into a Virtual Technical Network Merck

Over the last several years, social computing has grown at an exponential rate as evidenced by the expansion in the use of Twitter, Facebook, and LinkedIn as examples.  The utility of such technologies and human network constructs has not gone unnoticed by the business world looking to become higher performing and better connected externally with customers and suppliers as well as internally among the work force.  This case study will present an internal capability approach that combines a social computing platform, an adoption strategy, and standard work processes with organizational transformation elements to create a virtual technical network, delivering key capabilities for expertise location and communities.

Enabling the SPARK of Knowledge: A Sustainable Solution for Standard Processes and Related Knowledge Chevron

How do you make core functional knowledge easily accessible to all practitioners across the global enterprise? Without a proper framework for information management and governance, your best KM efforts are at risk of not being sustainable. This presentation describes the journey that Chevron's procurement and supply chain management organization has undertaken to untangle the web of information and to design, build, implement, and operate an enterprise one-stop-shop for Standard Processes and Related Knowledge (SPARK).

Knowledge War: Using KM to Gain Strategic Advantage in Defense Intelligence* Defense Intelligence Agency

The profession of intelligence and knowledge management are guilds almost purposely built for each other—the former almost as old as time, and the latter born of the information revolution.  Both KM and intelligence are formidable forces in countering complex asymmetric threats. Taken together at the Defense Intelligence Agency (DIA), these create strategic advantage in both work and battle spaces. DIA’s full-spectrum KM efforts focus on improving the alignment of people, knowledge, processes, and technology to provide decisional advantage and efficiency to defense and intelligence community policy makers, military leaders, and warriors.

Transforming the Boundaries of Collaboration Across Financial Regulatory Enterprises Federal Reserve Bank of Cleveland

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. As a multi-year effort, we are implementing a strategy to expand the supervision and regulation function’s capabilities to share information securely and support knowledge-centered work environments within the Federal Reserve and across financial regulatory agencies.  Learn about the overall strategy, approach, and lessons learned.


Block 2, Thursday, April 26 from 1:15 – 2:15 P.M.

Session/Slides Speaker Session Description
Daily Applications in Knowledge Management (Aerospace) L-3 Communications In today’s dynamic business climate, it is necessary to gather all your KM skills into a well-rounded plan. A solid plan requires adaptation to the current cultural environment and circumstances. In this presentation, we discuss some of the daily challenges and solutions we have found with technology as well as the power of intangible exchanges. We highlight SharePoint workspaces and other practical methods for engaging the work force and assisting management in program execution. We wish to share some practical steps for more successful KM project execution.
Improving the Flow of Knowledge in Product Development at Toro

The Toro Company

The Toro Company began its journey toward improving technical knowledge capture and sharing in 2004. Today it has made significant progress in creating a strong culture of knowledge engineering, which has led to a 50 percent improvement in warranty on new products. Toro’s success can be attributed to two main ideas: specialization groups and A3 lessons learned. This presentation will explore the introduction, structure, maintenance, and continuous improvement of these key tools at Toro.
Improving the Thinking Side of KM

U.S. Army Natick Soldier Research, Development and Engineering Center, McDermott Consulting, and GeoStrategy Consulting

Many organizations are wrestling with knowledge transfer approaches for a multi-generational work force, potential knowledge gaps associated with impending Boomer retirements, and understanding the intricacies of retaining knowledge unique to their missions.  At the U.S. Army Natick Soldier Research, Development and Engineering Center, the Chemical Technology Team was selected to pilot various knowledge transfer methods and pioneer new approaches for capturing knowledge from technical experts over a multi-year period.  The lessons the team has learned to date, both in terms of tactical methods and the strategic approach, may inform the way you tackle the challenges of engaging professionals in a dynamic future environment.  Topics that will be addressed in the session include expert thinking, mentoring, skill and capability assessments, master classes, using strategic frameworks, and network mapping.

Block 3, Thursday, April 26 from 2:30 – 3:30 P.M. 

Session/Slides Speaker Session Description
Creating a Global Virtual Hallway Using Yammer Deloitte Touche Tohmatsu Limited
 
As organizations become more dispersed and virtual interaction replaces personal contact, connecting with colleagues and getting answers in real time is challenging. Enterprise social business tools such as Yammer enable global collaboration, closing the gap between in-person and virtual interaction. This session will focus on Deloitte’s experience in rolling out Yammer globally, including:
  • Deloitte’s vision for Yammer and how it helps achieve strategic goals;

  • implementation approach, including integration with existing systems;

  • guidelines for using Yammer;

  • governance, moderation, and content retention policies and processes;

  • communications, training, and rollout;

  • global Yam Jam event;

  • metrics, analytics, and reporting; and

  • proven practices and lessons learned.

Driving K-based Change: A Hybrid of Western/Eastern Approaches The World Bank Though we utilize the same term "knowledge management," it has very different perspectives between the Western and Eastern world. In the West, for instance, K-collaboration often resides on an IT platform, whereas it almost automatically means dynamic interaction in physical spaces in the context of Eastern KM where Nonaka's "Ba" concept has strongly influenced. The speaker will compare both approaches with several real cases, including the World Bank’s ongoing initiatives and Asian companies’ best practices, along with implications on how we can blend the benefits of the different approaches to drive knowledge-based organizational changes.
Knowledge Management at Ecopetrol: A Real Case of Implementation

Ecopetrol S.A.

Ecopetrol is the main oil company in Colombia, the fourth largest in Latin America, and number 13 in the annual ranking of the largest energy companies globally according to PFC Energy 50 (January 2011). Since 2003, knowledge management has begun to consolidate as a router element in achieving business goals. This presentation describes Ecopetrol’s experience with the consolidation of knowledge management within its strategic framework, the process evolution, interaction mechanisms and tools, roles and responsibilities, performance measurement proposals, and some achievements and lessons learned from the experience to date.


Block 4, Friday, April 27 from 11:00 A.M. – 12:00 P.M.

Session/Slides Speaker Session Description

The Merging of KM Minds:  How We Integrated Knowledge Management between Schlumberger and Smith International

Schlumberger

This presentation will cover the lessons learned from the efforts involved in the integration of knowledge management systems and processes after the merger of Schlumberger and Smith International Inc. Prior to the merger, the two companies were at significantly different stages of KM maturity.  The presentation will cover the strategy adopted post-merger, the activities and resources used for KM integration, and the challenges that were faced during the effort.

Product Schools: Experience-based Knowledge Transfer That Drives Results

General Mills Inc.

Rarely does a student learn in school the exact science or technology he or she will encounter in the food industry. At General Mills, we transfer the knowledge required to develop and produce our proprietary products to employees through Product Schools. Learning specialists partner with subject matter experts to develop these unique learning experiences. Not only do Product Schools help bring new employees up to speed, but they also enable manufacturing teams to start new production lines in significantly less time. Our flagship program, Cereal School, has led over 3000 global employees through a hands-on intensive program that includes making and eating cereal.

Unleashing Potential through the Power of Stories ManpowerGroup  Nine years ago, ManpowerGroup set out to harness the experience of local staff across multiple lines of business in over 80 countries around the world.  The intent was to leverage that collective knowledge and expertise to improve service delivery and foster a culture of collaboration. It has been an interesting journey from concept to embedded practices that reach all parts of the organization.  With a simple program that combines web technology, business processes, and dedicated colleagues, everyone has benefited from the practical know-how captured in stories about helping clients solve their world of work challenges.
Optimizing Knowledge Management with Proven Marketing Strategies Aspen Technology Inc.
 
Knowledge management initiatives can fail to meet objectives if they are not marketed.   Using proven marketing strategies to implement and "sell" KM programs can improve adoption rates, shorten the learning curve, increase awareness of benefits and ultimately, create value.  A knowledge manager must follow a framework of best practices similar to that of a marketer: identify customer needs (knowledge gaps); target the audience (define requirements); develop, brand, and distribute the (knowledge) product; utilize metrics to evaluate success (KPIs); and document lessons learned for continuous improvement. This talk focuses on creating a marketing foundation to underpin a successful knowledge management initiative.

* - The slides for these presentations are not available.