KM Australia - Asia Pacific Congress 2011

8/7/2019 KM Australia - Asia Pacific Congress 2011

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Presen t a t i ons f rom kn ow le dg e m an ag eme n tp rac t i t i one rs r ep re sen t i n g :

United States Army Training and Doctrine Command (United States of America)

The World Bank & Global Indigenous Knowledge and Innovation Partnership (Iran)

Aussie Home Loans (Australia)

Daniels Sharpsmart (Australia)

University of Wollongong (Australia)

Production Services Network (Scotland)

Step Two Designs (Australia)

The George Foundation (Australia)

Singapore Armed Forces, MINDEF (Singapore)National Australia Bank (Australia)

Minter Ellison Lawyers (Australia)

How to shape and c r ea t e t he fu t u re o f kno wl ed ge m an a g eme n t

An open interactive forum including three international KM gurus:

Ron Young, Chief Knowledge Of cer, Knowledge Associates International Limited (United Kingdom)

David Gurteen, Director, Gurteen Knowledge (United Kingdom)Nicolas Gorjestani, Former Chief Knowledge and Learning Of cer, The World Bank;

Executive Director, Secretariat, Global Indigenous Knowledge and Innovation Partnership (Iran)

Early Birdexp: 17/06/11$1495 + GST

@KMAustralia tinyurl.com/KMlinkedtinyurl.com/KMaustraliafb

18 - 21 JULY 2 011 - CRYSTAL PALACE LUNA PARK, SYDNEY

C O L L A B O R AT I O N

K N O W L E D G E S H A R I N G

C O M M U N I C AT I O N

E L E A R N I N G

T E C H N O L O G I E S

# k m a u s


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DAY ONE – Tuesday, 19 July 2011

8.30 Registration and refreshments

9.00 Chairperson’s opening remarksDavid Gurteen, Director, Gurteen Knowledge (United Kingdom)

9.15 International practitioner’s keynote address: Management mindsets in the 21stcenturyExploring the intangibles that are most dif cult to address in growing and nurturing»

a knowledge sharing and learning culturePerspectives on mindset and behavioural challenges in organisational renewal that»

impact the knowledge ecology of an organisationChanging organisational culture to create the winning enterprises of the 21st century»

that thrive on collaboration and innovationNicolas Gorjestani, Former Chief Knowledge and Learning Of cer, The World Bank;Executive Director, Secretariat, Global Indigenous Knowledge and InnovationPartnership (Iran)

10.00 Executive corporate partner session: TBA

10.45 Exhibition break and networking

11.15 Interactive “Go and complexity” session part 1 : Praxis using a complex board gameThe ancient games of Go and Chess have been used as metaphors for the Complexand Complicated domains respectively. Learning the difference is a great way torecognise and explore complex environments for appropriate practice andmanagement. This session will help you to:View complexity theory in a tacit and engaging way »

Apply this to how you look at business and managing change »

Discover the game of Go as both a metaphor and a brain training exercise for»

managing success in complex environmentsFacilitated by: Stuart French, Business Systems Manager, Daniels Sharpsmart;Dr Helen Hasan, Associate Professor, Information Systems; Director of the Social

Innovation Network, University of Wollongong

12.00 Australian practitioner case study : The role of communication and knowledgemanagement in establishing multinational philanthropic support for health researchThe communication challenges of working across Australia, England, China and India »

Creating systems to capture knowledge and communicate this across these markets »

How the George Institute is applying current health knowledge to improve health»

outcomes for people in the developing world Susan Murray, Executive Director, The George Foundation

12.45 Extended exhibition break and networking

1.45 Australian practitioner case study : Informal knowledge sharing throughsocial online learningMeasuring the appetite for social learning via online technologies such as virtual»

classrooms, podcasting and online learning spacesDe ning basic requirements and functionality for online learning technologies »

Methods for distributing social learning throughout the organisation»

Lessons learned and next challenges » Cheryle Walker, Manager Virtual & eLearning, Organisational Capability, NationalAustralia Bank (NAB)

2.30 Lead corporate partner session: TBA


3.40 Open interactive forum: What is the future of KM? And how do we in uence it?Hear the thoughts from three international knowledge management experts on howto shape and create KM’s future and then have the opportunity share your thoughtsand interact with the speakers and the group. Facilitated by:Ron Young, Chief Knowledge Of cer, Knowledge AssociatesInternational Limited (United Kingdom);

David Gurteen, Director, Gurteen Knowledge (United Kingdom); Nicolas Gorjestani, Former Chief Knowledge and Learning Of cer, The World Bank;Executive Director, Secretariat, Global Indigenous Knowledge and InnovationPartnership (Iran)

4.50 Chairperson’s closing remarks and end of day one

5.00 Networking drinks

Featuring wine tastingby Pepper Tree Wines

DAY TWO - Wednesday, 20 July 2011

8.30 Registration and refreshments 9.00 Chairperson’s opening remarks

David Gurteen, Director, Gurteen Knowledge (United Kingdom)

9.15 International practitioner case study: Networking as ‘The way we do businessaround here’- a Production Services Network case studyInfusing a knowledge sharing culture in a globally expanding organisation »

Achieving a networking culture where people share as part of normal business »

Issues of mutual trust, personal awareness of skills and resource investments »

Examples of where PSN clients have bene ted from such networking »

Alan Thompson, Global Knowledge Manager, Production Services Network (Scotland)

10.00 Event partner session: TBA


11.15 Interactive “Go and complexity” session part 2: Organisational strategies,communication and collaborationMost organisational learning and innovation takes places through collaboration insmall group settings. Team building programs incorporating the playing of Go*Teamhave proved eminently suitable in developing the capability to apply the Complexity Theory to the workplace. This session will help you:Appreciate elements of Complexity Theory as applied to self-directed teams »

Get tips for encouraging adoption for strategic innovation in the workplace »

Appreciate the value of play in exploring the complex domain »

Facilitated by: Stuart French, Business Systems Manager, Daniels Sharpsmart;Dr Helen Hasan, Associate Professor, Information Systems; Director of the SocialInnovation Network, University of Wollongong

12.00 International practitioner case study: Moving towards a knowledge-based

organisation

Understanding the usefulness of KM in daily work»

Re-wiring work processes and exploiting the IT system set up for organisation-wide»

knowledge activitiesEquipping our people with new competencies » Kim Hai Neo, Head, KM Of ce, Singapore Armed Forces, MINDEF (Singapore) Singapore Armed Forces is the overall winner of the Asia MAKE Award

12.45 Extended exhibition break and networking

1.45 Australian practitioner case study: Catering for the modern day knowledge worker:skills and capabilities that facilitate collaborative knowledge work

This session is designed to challenge your concepts of organisational learning,collaboration and knowledge work and will begin to shed light on the importanceof new skills for workers that truly engage in knowledge work.How managing a distributed workforce requires a new framework for skills delivery »

Why collaboration is not “connection” and why connection is vital for successful»

knowledge workWhy the methods for sharing and capturing knowledge will need to change »

Why workplace constraints foster greater innovation and promote skills acquisition » Rob Wilkins, Head of Learning & Development, Aussie Home Loans

2.30 International practitioner case study: US Army KM perspective… where the action is!State of knowledge management in the US Army: a balancing act »

Advances in KM from a practice perspective: how KM supports command and»

organisational mission, informs senior leaders and supports the enterpriseThe ‘way ahead’ for KM in the US Army » Joseph Oebbecke, Chief Knowledge Of cer, United States Army Training and DoctrineCommand (United States of America)

3.15 Exhibition break and networking »

3.45 Australian practitioner case study: How new technologies can help knowledgemanagement

Role of social and collaborative tools to support KM »

Integrating business systems and data » James Robertson, Managing Director, Step Two Designs

4.30 Concluding collaborative discussion : Making knowledge management actionableSharing what you’ve learnt during the two-day conference »

Collaborating on the best practices in knowledge management »

Sharing practical take-away tips and tools on doing KM initiatives»

Facilitated by: Anthony Loschiavo, Know-How Manager, Minter Ellison Lawyers

5.15 Chairperson’s closing remarks and end of conference

Featuring wine tastingby Pepper Tree Wines

# k m a u s

The event will follow a new conversational forum format this year . Each speaker will conclude their presentationwith a question to the audience. A short time will then be given over to conversation where the audience will discussthe speakers talk and the question at their tables before going into a traditional Q&A.



For more information on our workshop facilitators please visitthe workshop tour now showing at www.kmaustralia.comor email [email protected]

Effective knowledge management is only possible when all four dimensions of KM: personal, team, organisation

and inter-organisation, are implemented fully as part of a holistic organisational approach. If any key aspect of any

dimension is missing, the result will be mediocre at best, and likely fail, at worst. Many organisations have only

partially focused on this critical issue to date. Furthermore, the strategies, processes, methods and tools are

situational and will therefore vary according to each organisation and to each of the four dimensions.

This workshop looks at each dimension in detail, in the context of extraordinary, strategic, and operational KM

that is more ‘principles led’.

Registration: 12:30pm

Workshop starts: 1:00pm

Workshop ends: 4:00pm

Facilitated by: Ron Young, Chief Knowledge Of cer,

Knowledge Associates International Limited

Workshop EUnderstanding the four dimensions of knowledgemanagement: personal, team, organisation andinter-organisation

Within the US federal government, the military took a lead role in pioneering knowledge management.

This workshop will present the success stories that could serve as models for other organisations.

The challenges, barriers, and successes that underlie KM adoption »

Blueprint of a KM approach to achieving large enterprise KM adoption »

Lessons learned from TRADOC’s KM endeavours and their impact on shifting the KM culture»

Real world examples of how to capture and re-use knowledge»

How the Army uses Web 2.0 efforts to support mission objectives »




Facilitated by: Joseph Oebbecke, Chief Knowledge Of cer,

United States Army Training and Doctrine

Command

Workshop FSuccessful KM endeavours and models

This half-day workshop looks at speci c ways of leveraging Indigenous knowledge in development. The workshop

learning material is based on Nicolas’ operational experience in harvesting effective Indigenous practices from

around the globe, and designing programs to support community empowerment through the effective use and

sharing of the intellectual capital that is embedded in traditional community-based knowledge systems.

The workshop will focus speci cally on effective approaches for:

Organising Indigenous knowledge “community-to-community” learning exchanges »

Promoting grass-roots innovation and appropriate mechanisms to protect Indigenous knowledge »

Building partnerships with the scienti c community for the validation of Indigenous knowledge »




Facilitated by: Nicolas Gorjestani, Former Chief Knowledge

and Learning Of cer, The World Bank; Executive

Director, Secretariat, Global Indigenous

Knowledge and Innovation Partnership

Workshop GLearning from Indigenous knowledge systems

This half-day workshop looks at a speci c knowledge sharing platform that uses the narrative approach to help

harvest key elements of the tacit experiences in organisational life. The learning material is based on Nicolas’

operational experience with pioneering and managing the World Bank’s Debrie ng Programme, which won the

APQC International Best Practice Award for knowledge retention. The workshop will focus on effective approaches

for:

Designing a debrie ng platform for harvesting tacit knowledge »

Developing good stories and narrative to help promote organizational change»

Measuring programme impact through a results framework to monitor inputs, outputs and outcomes »

Registration: 8:30am

Workshop starts: 9:00amWorkshop ends: 12:00pm

Facilitated by: Nicolas Gorjestani, Former Chief Knowledge

and Learning Of cer, The World Bank; Executive

Director, Secretariat, Global Indigenous

Knowledge and Innovation Partnership

Workshop DHarvesting tacit knowledge

Harnessing knowledge is not an end in itself. It is usually part of a broader business transformation program. An

effective knowledge and information management strategy should support an organisation as it seeks to deliver

against its business strategy. Knowledge management success is therefore a mix of short term wins as well as

demonstrating a long term approach to improving organisational KM maturity. This workshop will provide:

A short presentation looking at what is driving change in knowledge management and a quick translation»

guide to assist you convert CEO speak into knowledge management results

A hands-on opportunity to estimate your organisation’s knowledge management maturity and ensure you»

achieve maximum business outcomes from your knowledge management strategy

A means to map your strategic direction to SharePoint quick wins »


Workshop starts: 9:00am


Facilitated by: Jenepher Surbey, Principal Consultant,

Unique World

Workshop CUsing SharePoint to drive a transformationalchange agenda

Knowledge managers frequently nd themselves preoccupied with ghting defensive actions around

understanding and buy-in, instead of directly planning, orchestrating and executing knowledge management

strategies and programmes. In this workshop Edgar Tan will take the participants through a facilitated and staged

participatory planning process to:

Diagnose speci c pain points in the operations that can be supported through KM »

Identify cultural factors that support or inhibit more effective knowledge sharing and use »

Focus managers on the areas they believe are of highest priority to them »

Help managers identify appropriate KM approaches, methods and tools to support their priority areas »




Facilitated by: Edgar Tan, Co-Founder, Straits Knowledge, Exco

Member, Information and Knowledge Management

Society (iKMS)

Workshop BA participatory planning process for knowledgemanagement projects

ost-conference workshops: Thursday, 21 July 2011

Pre-conference workshop: Monday, 18 July 2011




Facilitated by: David Gurteen, Director, Gurteen Knowledge

Workshop AImplementing the Gurteen Knowledge Cafe

Knowledge sharing is a key issue for knowledge management and for organisational success. But real

knowledge sharing requires an open mindset and continues to be a challenge for many organisations. In fact, it

can be dif cult to even get people to talk openly to one another other about their speci c corporate interests,

opportunities and responsibilities . One way of energising an organisation to achieve real knowledge sharing

bene ts is the use of Knowledge Cafés. A Knowledge Café is an effective vehicle for opening up conversations

and discussions that lead to sharing. One way of thinking of the Knowledge Café is as a tool that is used to

share tacit knowledge. It can be used within teams or Communities of Practice to question entrenched

assumptions, to help facilitate learning from others and gain a deeper collective understanding of a

subject – through conversation.

KM Australia - Asia Pacific Congress 2011

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