Planning exec
Transcript of Planning exec
Corporate Information and Operations
Siemens AG File: CIO FF_Template5/20/2010 Page: 1
Planning and Executing the Business Case for Knowledge Management
© Siemens AG 2003 Corporate Information and Operations
Knowledge Management
Demonstrating the Value of KM, 26-27 November 2003, LondonDr. Josef Hofer-AlfeisSiemens AG, Corporate Information and Operations, Management & Support Processes and Knowledge Management
This is Siemens
LightingAutomation andInformation and Energy and TransportationHealth Care
Business Areas:
g gControlCommunications
gyPower
p
Siemens represents one of the largest human and knowledge networks in the world:
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Siemens represents one of the largest human and knowledge networks in the world:more than 430.000 employeesacross borders into 190 countries and culturescollaborating with numerous customers and partnersderives 75 percent of total sales from products developed in the last five years
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Effective socio-technical KM systems Some usage indicators from March 2003
Overview from the top 4 group initiatives and from corporate activities:
Communities of Practice (CoP): >1500, including >250 cross-group or corporate,>90,000 community members90,000 community members
Knowledge Marketplaces with >75,000 users
Knowledge/Content, e.g. Proficiencies of >430.000 employeese.g. in various organizational structures, internal and external, … 190 countriese.g. codified in >250,000 knowledge objects in the marketplaces
Processes, e.g. per 1000 knowledge objects typically 300 downloads/month;e.g. 75% of Urgent Requests responded in less than 2 days in many communities
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Sources: Andreas Manuth, Information & Communication Networks, Dirk Ramhorst, Siemens Business Services, Bernhard Schoen, Information & Communication Mobile, Bodo Winkler, Siemens Med, Dr. Josef Hofer-Alfeis, Corporate Information & Operations, March 03
KM organization in Siemens:
~25 full-/part-time KM drivers on corporate, group and region level
>1000 part-time KM supporters (moderators, facilitators, ..), ~30 KM consultants
CoP KM: ~300 members; CoP Innovation Mngt.: ~100 members
Agenda
• Creating Strategies for the major KM drivers
• Executing KM strategies
• Diagnostics and Measurements on Knowledge and KM
• Integrating KM into a Business Process Framework
• Conclusions and Overview on Key Success Factors
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Conclusions and Overview on Key Success Factors
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action perspective of knowledge workers
Knowledge drivers and their basic objectives in any businessPerspectives and strategies of the major players in the KM arena
Learn from doing, from colleagues and from the worldCollaborate, improve and innovate
strategic perspective of business owner and management team
enabling perspective of the KM organizers
Collaborate, improve and innovate
Support knowledge sharing and creation by excellent KM systems and processesdevelop and rolloutoperate and maintain
personal development strategyKM instruments strategy
KM infrastructure strategy / roadmap
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strategic perspective of business owner and management team Improve knowledge work and learning
focused by the business strategy and orchestrated across support functions:coordinate adequate staffing and proficiency buildingdrive effective knowledge multiplication (diffusion)coordinate efficient knowledge documentation (codification) Knowledge Strategy
Co-operating Strategies needed to transform successfully
Management-driven Measure
K states and value
Transformationto
more performance& more innovation
on knowledgef th b i
top-down Knowledge Strategy
middle-bottom-up KM Instruments Strategy
User-/KM Org-driven
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for the business
middle-top-down KM Infrastructure Strategy
KM Org - driven
Measure KM state & value
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Evaluating knowledge to focus and co-ordinate actionsThe top-down Siemens-CIBIT Knowledge Strategy Process (KSP)
3 Key Performance Indicators2 Knowledge Areas
1 Business Transformation ( focus specific topic like Process, Org., Product …)
tam
4 Knowledge Portfoliocurrent impact
futu
re im
pact
5 Knowledge Cockpit
ficat
ion
Proficienciesand KSt k h ldO
wne
r and
Man
agem
ent T
eart
s
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Consolidation & Integration
of actions
This approach has originally been developed by
Knowledge Action Plan,Execution & Solution Strategy enriched by state-of-the-art KM
6 ImprovementAction ProposalsBus. perspective
proficiency diffusion codification diffusioncodi
f Stakeholders
Business Improvement Projects execution and controlling
Bus
ines
s O
K A
rea
Expe
rK
M T
eam
Knowledge Portfolios: Knowledge areas and their impact on key performance indicators (Information & operations unit example)
People/Knowledge/Quality MngtService Mngt
UnderstandingMobileBiz
Top-level Knowledge Portfolio
Detail-level Knowledge PortfolioProject Management
Project MngtIT Core
Competences
Biz Underst. EconomicsProcess &Data Mngt
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Business Case:Business/org. transformation in post-merger phaseKey Performance Indicators:•Client success and satisfaction•Process & project performance•Employee satisfactionCurrent impact: in 2002/03Future impact: in 2003/04
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The complete Knowledge Cockpit to plan improvementsExample: Knowledge Area “Value Selling”
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Knowledge Action Plan: typical action samples
Define – install – operate – create - promote …
• Subject Matter Expert for …• Role and Career for Project Managers• Knowledge Transfer Workshops with internal/external K Stakeholders for …• Competence Network / Community of Practice for …• Regular project / leaving expert debriefings in …• Learning processes from projects with clients in …• Cookbook / Framework / Training for …• Taxonomy … Content structure in …
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• Process model and implementation for …• Sustaining Experience Sharing and Proficiency Building in …
How to leverage this value of improvement proposals in the business?
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Agenda
• Creating Strategies for the major KM drivers
• Executing KM strategies
• Diagnostics and Measurements on Knowledge and KM
• Integrating KM into a Business Process Framework
• Conclusions and Overview on Key Success Factors
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Conclusions and Overview on Key Success Factors
Realizing improvements in knowledge work and learningfor the business-critical Knowledge Areas (KA)
People/Knowledge/Quality Mngt
Service MngtUnderstandingMobileBiz
Top-level Knowledge Portfolio role-specificcompetence models
EFA & Competence
Survey
specifictrainings
Project Mngt
IT CoreCompetences
Biz Underst. EconomicsProcess &Data Mngt
KnowledgeArea
RoadmapKnowledge Area Coach from Management Team
business requirements
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Subject Matter Experts /Communities of Practice in the K Area
KA expertise & requirements
KM Projects
inter-disciplinaryKM Team
State-of-the-art KM and KM RoadmapOrchestration across support functions
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KM Players & Knowledge flows and examples of KM interventions to improve knowledge state and processes
Teams,employees
Use & creation of knowledge,
Examples of KM interventions
org for KMTrainings
Urgent R
eques
…
Debriefing Reports
Lessons Learned t R
eque
sts
Ans
wer
s
BestPractices
Solutions
Experiences
employeesin the daily business
gcollaboration …
Guidelines
Templates
…
Management Processes
Operational Processes
Support Processes
org for KM& Content
Communication… K Culture
Initiative
Trainings
Urgent Request ProcessKnowl.TransferTools
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st
… Urg
ent
Methods
…
Sharing &assessment
of knowledge
KnowledgeMarketplace
Standardization and distribution of knowledge
departments,support functions,
CoC’s
Communities ofPractice
CommunitySupport
Community Workspaces& ShareNet Support
KM Tools and Solutions Examples
CIO-internal Competence Networks /Communities of Practice (CoP)• Guideline for Founder and
ModeratorCommunication ShareNet Workspaces
• TeaTime• Meeting Point• Events• Media
Tools & Solutions forCompetence & Knowledge
Management in CIOKnowledge Transfer Tools
• Consulting offering
Communication
Trainings
for Competence Networks / CoPs• Content Structure template • Urgent Request procedure• Feedback module• News Channel
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• Project Debriefing• Leaving Expert Debriefing• Debriefing Moderation offering• Knowledge
Transfer Workshopinternal/external
• top+• Financial Basics• Value Selling• ShareNet
Basics
• Competence Strategy• Sustainable KM
Implementation• CIO ShareNet• CIO Content
Management
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Why is an inter-disciplinary KM Team so important?KM systems are holistic socio-technical systems
Most of the effective and enduring KM solutions result from a coordinated collaboration of various management disciplines: Knowledge, HR, Information/IT, Org/Process, Innovation/Intellectual Property, … , g , p y,
Simple example: Leaving Expert / Project Debriefing • Process design and implementation (e.g. Preparation – Transfer of
Knowledge areas / Relationships / Responsibilities / Lessons Learnt –Codification and demand-specific provision/distribution): KM Team
• Integration into HR / Project Management processes: HRM/PM• Integration into collaboration and document management
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g gplatform, enabling of virtual team debriefings: IT
• Integration into content structures and processes: Content Mngt.• Integration with knowledge processes of organizational
structures (org. units, teams, Communities of Practice, Centers of Competence): KM Team
Knowledge innovation corridors and magnets from Knowledge Portfolios in the KSP
detail Knowledge Portfoliosf t h l i
P-K-Q MngtService Mngt
UnderstandingMobileBiz
Knowledge Portfolio 2bMature Technologies: Else
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-1 0 1 2 3 4 5 6Current Impact
Futu
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Knowledge Portfolio 2aMature Technologies: Telecommunication
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-1 0 1 2 3 4 5 6Current Impact
Futu
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pact
Key
BasicNot relevant
Promising
Mat
ure
Tech
nolo
gies
for technologiesof an R&D unit
ProvidingK Portals
IT CoreCompetences
Biz Underst. EconomicsProcess &Data Mngt
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Knowledge Portfolio 2cNew Technologies: NGN Products
-1
0
1
2
3
4
5
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-1 0 1 2 3 4 5 6Current Impact
Futu
re Im
pact
Basic
KeyPromising
Not relevant
Knowledge Portfolio 2dNew Technologies: NGN Services
-1
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-1 0 1 2 3 4 5 6Current Impact
Futu
re Im
pact
BasicNot relevant
Promising
Key
New
Tec
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ogie
s M
top-level Knowledge Portfolioof an Info & Operations unit
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Agenda
• Creating Strategies for the major KM drivers
• Executing KM strategies
• Diagnostics and Measurements on Knowledge and KM
• Integrating KM into a Business Process Framework
• Conclusions and Overview on Key Success Factors
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Conclusions and Overview on Key Success Factors
Measuring Knowledge and KMExamples of applied approaches
• Infrastructure usage monitoring (# of downloads, …)• KMS activity indicators (active memberships, documents processed, …)
KM Maturity Assessment based on the KM Maturity Model KMMM
Value
X • KM Maturity Assessment based on the KM Maturity Model KMMM,cross-organizational KM State Benchmarking
Knowledge KM
State X
Knowledge KM
State
Value X • KM user satisfaction surveys (CoP Assessment, KMS users survey)• Business impact of KM projects (Cost savings, value created, …)
(Siemens Catalogue of proven Cost-Benefit Arguments SCoBA)
• Info/Knowledge Object reuse rate
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Knowledge KM
State
Value XX
• Knowledge quality/reuse feedback• Business Impact of Knowledge Area (KSP)• Length of information „genealogy chain“• Level of Proficiency, Diffusion, Codification (KSP)
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ROI in KM projects: Examples from the Siemens Catalogue of proven Cost-Benefit Arguments (SCoBA) - Good practice sharing of benefit arguments
• reduced resource and infrastructure requirements by improving processes for codified knowledge assets: ~ Mio’s € savings
• reduced travel and collaboration cost by online collaboration (workshop with 70Cost reduction
• more efficient search for & access to information: > 48h saved per year/user of Information Management System (15.000 users)
• reduced time to make an offer due to faster access to experts, crucial knowledge assets and avoiding redundant work by ShareNet:in average 8,900h time savings per month
• reduced problem solving time by Communities of Practice ensuring permanent availability of experts and high quality documents: half day per week in average
reduced travel and collaboration cost by online collaboration (workshop with 70 people from 15 countries, 76 postings in ShareNet): ~100 thousands of € savings
Time reduction
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• new customer contracts won by Siemens regional units due to urgent request in ShareNet: worth ~Mio’s €
• new customer contracts won by globally reusing knowledge objects in ShareNet (competitor info, pricing concepts): worth ~ Mio’s €
• innovation and business improvements due to over 160.000 implemented ideas in FY 01/02 via 3i initiative: = tens of mio’s € value of benefit
availability of experts and high quality documents: half day per week in average
Sales increase/Growth/ Innovation
Agenda
• Creating Strategies for the major KM drivers
• Executing KM strategies
• Diagnostics and Measurements on Knowledge and KM
• Integrating KM into a Business Process Framework
• Conclusions and Overview on Key Success Factors
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Conclusions and Overview on Key Success Factors
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Siemens Reference Process House and positioning of KSP and KM (wip)
Management ProcessesStrategic Planning Business Review Strategic Controlling
KSP, (K Balance Sheet?, K
Controlling?)
?
•Siemens Reference Process House - binding Standard•for overarching Process Management / Standardization
Business Processes
Supply Chain Management (SCM)
ReturnDeliverMakeSourcePlan
Customer Relationship Management (CRM)
CareSellUnderstandPlan
f ( )
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Support ProcessesProcess &Information
Mgt.Financial
Mgt.HumanResour-
cesEnviron-
mentQuality
Mgt.Commu-nication
RealEstateMgt.
Procure-ment
Product Lifecycle Management (PLM)
Phase outCommer-cializeRealizeDefineProduct
Portf.-Mgt.Plan
KnowledgeMgt.
?
Support Process Cluster “Knowledge Management”(DRAFT)
Govern KM…From mandate to efficient organization, KM strategy and program.
Develop and rollout KM Systems and Tools
Improve Knowledge (States and Processes)
Manage Relationships
g Pr
oces
ses
for K
M
From KM stakeholder contact and promoting KM solutions to satisfiedKM stakeholders
From knowledge strategy and its action plan to improved proficiencies,knowledge diffusion and codification (static and dynamic aspects)and KM systems requirements
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Operate KM Systems and maintain KM Tools
Enabling ProcessesEnabler processes specifically necessary to run the Support Process KM
Ope
ratin
g
From business- & KM systems requirements to ready-to-use KM solution
From customer demand to KM system performance and efficiency, andKM service delivery
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Agenda
• Creating Strategies for the major KM drivers
• Executing KM strategies
• Diagnostics and Measurements on Knowledge and KM
• Integrating KM into a Business Process Framework
• Conclusions and Overview on Key Success Factors
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Conclusions and Overview on Key Success Factors
Using KM to drive performance and innovationConclusions and Lessons Learnt
Evidence via business examplesKey success factors for realization :
Planningg• integrating proficiency, diffusion and codification issues by a comprehensive
knowledge model• focusing and orchestrating business improvement actions by top-down Knowledge
Strategy• co-ordination of KM players and their strategies:
• business owner and management team (Knowledge Area Coaches)• interdisciplinary KM team (HR, IT, Org/Process, ….)• Knowl. Workers (Employees, Teams, Communities, Centers of Competence, org units)
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Implementation
Knowl. Workers (Employees, Teams, Communities, Centers of Competence, org units)
• implementing KM holistically via Socio-technical Architecture and Process Model• appropriate measurements
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A comprehensive Knowledge ModelExample: The knowledge space of a world-class restaurant cooking
plus communities of suppliers,peers and customers
Knowledge: the capability
in cooks …
g p yfor effective action
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in cookbooks …in teams and comunities …
Codification
Prof
icie
ncy
3-D knowledge spaceSources for content: Max Boisot, CIBIT, SiemensSource of images: Bocuse à la carte – Kochen mit dem Meister. Falkenverlag, Niedernhausen/Ts. (1985)
Tips – interactive forums – courses with livecamRecepies – online shops, e.g. www.bocuse.com
or more in www.frank-buchholz.de
Knowledge
Knowledge: our definition and basic dimensionsModel of the 3-D Knowledge Space and basic metrics
lowdiffusion
high d.
“Knowledge” =capability for effective action*
• in individuals• in organizations
• in information about it
“Knowledge” =capability for effective action*
• in individuals• in organizations
• in information about it
ncy
diffusion
highworld-class
expert
expert
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Codification
Prof
icie
n
Sources:* Peter Senge,CIBIT, M. BoisotSiemens AG
low
beginner
skilled &trained
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The holistic KM solution approach: System ArchitectureSuccessful KM solutions are socio-technical systems
Knowledge Strategy and CultureM t
KM ProcessesKnowledge Communities
KMOrgani-zation
Measurements
Knowledge / Content
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Knowledge Marketplaces
Integrating KM into business means implementation and integration work in all six dimensions coherently driven by a KM Roadmap
Holistic KM solutions: System Architecture in detailSuccessful KM solutions are socio-technical systems
... are the knowledge creation and sharing processes as well as other KM processes
and their integration into the business processes
... means values, culture, leadership & strategy and
rewards & recognition for a
KM Processes
Knowledge Strategy and Culture
Knowledge Communities
KMOrgani-zation
Knowledge / Content
... are networks of knowledge stakeholders creating and
sharing knowledge related to specific knowledge areas
rewards & recognition for a knowledge-intensive
organization
... are specific Knowledge
Management functions which initiate, promote and support KM-
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Knowledge Marketplaces…are the (standard) Knowledge
Sharing Platform including technical platforms, tools, workplaces, services, and
infrastructure as well as office spaces and communication
channels and events;
activities
... means the capability for effective action in people, organizations and codified in descriptions, processes and systems,
which is medium in knowledge repositories and flows. …concerns issues of structure,
quality, validity and value
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Using KM to drive performance and innovationConclusions and Lessons Learnt
Evidence via business examplesKey success factors for realization :
Planningg• integrating proficiency, diffusion and codification issues by a comprehensive
knowledge model• focusing and orchestrating business improvement actions by top-down Knowledge
Strategy• co-ordination of KM players and their strategies:
• business owner and management team (Knowledge Area Coaches)• interdisciplinary KM team (HR, IT, Org/Process, ….)• Knowl. Workers (Employees, Teams, Communities, Centers of Competence, org units)
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Implementation
Knowl. Workers (Employees, Teams, Communities, Centers of Competence, org units)
• implementing KM holistically via Socio-technical Architecture and Process Model• appropriate measurements• integrating Knowledge Strategy Process (KSP) and KM processes in
Business Process Framework
Contact
Dr. Josef Hofer-AlfeisSenior Consultant, Knowledge Management
Strategy, Diagnostics and Measurements,KM Competence Development,Facilitator of theCommunity of Practice KM
Siemens AG, CIO PM MSKCorporate Information and OperationsProcess ManagementManagement & Support Processes and Knowledge ManagementSüdallee 1 (München-Airport)
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D-85386 Munich, GermanyFon +49-89-636-36408 // Fax +49-89-636-718838 // Mobile +49-171-7659829mailto:[email protected]
KM & KSP Consulting Services:Siemens Business Services: http://www.siemens.com/index.jsp?sdc_p=t4c61s3u2o1052006d1065184pn1052006fl0m&sdc_sid=24119695695&
Mailto:[email protected] Technology: http://intranet.ct.siemens.de/en/tech/abteilungen/ic/ic1/index.html Mailto:[email protected]
www.siemens.de
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Further Readings on Siemens KM
Current Siemens KM books:
• T Davenport G Probst (eds ): Siemens KM Case Book 2nd editionT. Davenport, G. Probst (eds.): Siemens KM Case Book, 2 edition, Wiley/Publicis, 2002
Books with Siemens Contributions:• M. Bellmann, et al (Hrsg.): Praxishandbuch Wissensmanagement,
Symposion, 2002• C. W. Holsapple (eds.): Handbook on KM, Springer, 2002• Ulrich Reimer, et al (eds.): WM2003: Professionelles
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Ulrich Reimer, et al (eds.): WM2003: Professionelles Wissensmanagement – Erfahrungen und Visionen, GI-Edition, Lecture Notes in Informatics, 2003
• APQC International Consortium Benchmarks on KM: Siemens selected as Best Practice Partner
• 1999/2000 Successfully Implementing KM
External Recognition
• 2000/2001 Communities of Practice• 2001/2002 Retaining valuable Knowledge• 2002/2003 Using KM to drive Innovation• 2003/2004 Transfer of Best Practices (invited)
• Most Admired Knowledge Enterprise study (MAKE from TELEOS/The KnowNetwork):
• international 1998 - 2003: 6th time only German company among the 20 best world wide and ranked number 7 in 2003 out of 101 companies
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• In Europe: 2001/2 ranked number 5 out of 91 companies• Invited speeches at numerous international conferences• Knowledge Management Case Book, 3.500 copies sold in 12 months
ISBN Order Number: 3-89578-159-2 at PMCD / Wileyand many other publications