2012 Knowledge Management Conference Call for Presentations Suggested Topics

Suggested Presentation Topics

Knowledge-driven excellence comes in many forms, and organizations have different stories to tell depending on the maturity of their KM programs. APQC encourages submissions from cutting-edge organizations that have woven knowledge approaches into every aspect of their businesses, but we are also interested in hearing from firms focused on developing standardized processes that provide tangible business value. Regardless of where your organization is on its KM journey, your presentation is more likely to be accepted if it describes how your organization’s KM program fits into broader strategic objectives and contributes to enhanced business processes and performance.

The following are examples of topics consistent with the theme of this conference, but abstract submissions are not limited to these topics. Click here to see examples of presentations given at APQC’s 2011 conference


Description and Ideas


The “strategy” category includes setting objectives for your KM program, building a business case, and securing funding. Example topics include:

  • The strategic business issues or processes that KM is designed to address
  • Designing a value proposition and securing senior leadership support for initiating/expanding a KM program
  • Transitioning from isolated/localized KM approaches to a cohesive, enterprise-level program
  • Prioritizing KM projects, approving new approaches and technologies, and distributing funding in order to achieve the most impact on outcomes—for employees and for the organization


The “people” category includes governance, communications, change management, and promoting a culture conducive to knowledge sharing and collaboration. Example topics include:

  • Tactics for shifting employees’ attitudes toward KM
  • Specific activities and approaches for increasing engagement
  • The role of leaders and champions in supporting the KM effort
  • Increasing KM adoption after a major organizational change such as a merger, acquisition, or reorganization
  • Creating a “brand” to shape KM-related communications
  • Strategies and tactics for cross-generational knowledge sharing and collaboration


The “process” category includes designing, implementing, and measuring KM tools and approaches. Example topics include:

  • Successful implementations of KM approaches such as communities of practice, transfer of best practices, and lessons learned
  • How organizations embed KM in the flow of work, rather than making KM something separate that employees stop “work” to do
  • The relationship between KM and other disciplines, including organizational learning and HR/competency development
  • Engaging partners, customers, and suppliers in KM tools and approaches
  • How informal learning and social networks transform and augment traditional, formal methods of knowledge sharing and learning
  • Measurement approaches for KM initiatives and approaches
  • How to integrate KM measures into organization-wide measurement systems and connect knowledge performance measures to business results


The “technology” category includes designing and implementing content management processes and enabling technology for KM. Example topics include:

  • Innovative strategies and tactics for content management, including the use of tagging and folksonomies
  • The design and implementation of enterprise knowledge portals, collaboration platforms, and expertise location systems
  • The role of social networking, blogs, and wikis in enterprise KM