Date   

Re: Perspectives on KMWorld conference #research #periodicals #KMWorld

Thomas Blumer
 

Hi Allan,

Thank you for the great summary. I missed a final word from you on the video :-)

Some of the notes I took are:
-Combination of semantic, personalized and social search approaches
-The hidden value of emails and how to harvest them
-Build (KM) reputation based on value and actions and not credentials or titles
-How to ask questions without losing face within a company
-KM for KM folks (best practices and learning)

I seemed to me that the (vendor driven) message of the KM World was "use social media and KM will work." As the statements from Allan's interview indicated, the new tools will not solve the fundamental issues KM has to overcome. The new tools have to show business value to be successful and the psychological aspects that enable knowledge transfer and allow identifying experts will be the key ingredient.

Best regards,

Thomas


Re: Perspectives on KMWorld conference #research #periodicals #KMWorld

Arthur Shelley
 

Allan,

Thanks for sharing these insights. It is great to see a strong emphasis on people (and therefore behavior and social interactions) in every one of the responses.
I also enjoyed seeing names of people I have had similar discussions with in the past and that some of them have shifted their thinking (or at least emphasis), even though they have changed roles/organisations (or perhaps because of this). More on this in my Feb webinar.

Arthur
Tweeting as Metaphorage

On 10/12/2009, at 6:00, <allancrawford@...> wrote:

 

I had the chance to interview Stan and a few others at the end of the recent KM World conference.  The interview question was simple -- what was your main take away from the conference.
 
Here are a few of the responses:

Carla O'Dell (APQC): Video will make a big difference in how we share knowledge..."YouTube has changed the world of KM"

Jim McGee: The return to the organizational dimension of KM and the shift away from being enamored with technology

Bob Wimpfheimer (Dr Pepper): It has shifted how I think about KM.  Previously it has been storing documents and making them available... I've come to see it's much more important to connect people with people

Jon Husband:  After years of taking about how to reuse knowledge, optimize it and classify it, people are beginning to understand that it’s really not very useful if people can't access it, share it and build upon it --- and that involves learning.  We are going to see blending of the disciplines we now know as learning, KM, personal development, organizational change...

Eric Mack (ICA):  The talk about social tools and social media...the primary value of these social tools is in the connection they provide between other peoples knowledge and the work we do…social networking tools allow us to bridge the connection between our experience and knowledge and that of others.

Patrick Lambe (Straits Knowledge): KM is in a long pause.  It has reached the limits of what it can do based on how we currently understand how knowledge is use in organizations.  It is still focused on individual transactions and individual pieces of knowledge….it needs to get to grips more with how organizations work as organisms…as thinking organisms.  It is touching that with the collective intelligence and wisdom of crowds stuff but it is nowhere near sophisticated enough to show results…and I think that is where it needs to go.

Stan Garfield (Deloitte):  KM is definitely not dead…it’s alive.  But we still have a lot of things to do…the things that I think are more important than the technology is the leadership…the things we need to do to get people to behave in a certain way to get communities to take off.  These are leadership issues…not technical challenges.  

The consistent themes appear to be that KM is about connecting people to people...KM is social... and success is dependant upon behaviors.  Even with the emergence of E2.0...techology is an important enablor for the connections ("YouTube has changed KM")...but is not the center of KM.  Something that many members of the SIKM group have been saying for a long time.

You can see the video complication of these interviews at www.kmisalive.com

 
 
 


Re: Perspectives on KMWorld conference #research #periodicals #KMWorld

Murray Jennex
 

I want to second Arthur's observation!  It appears to me that for once academia and practice are in agreement as I know my journal, the International Journal of KM, tends to a more people and organizational focus and the conference track I chair at the Hawaii International Conference for System Sciences, HICSS, titled Knowledge Management Systems, primarily focuses on organizational and people issues (as well as technical issues).  I do think we are in a time where technology is catching up to what we need it to do for us to further develop KM, but it will still be the organizational and people issues that will be the hardest to solve.....murray jennex
 
In a message dated 12/9/2009 6:35:45 P.M. Pacific Standard Time, arthur@... writes:



Allan,

Thanks for sharing these insights. It is great to see a strong emphasis on people (and therefore behavior and social interactions) in every one of the responses.
I also enjoyed seeing names of people I have had similar discussions with in the past and that some of them have shifted their thinking (or at least emphasis), even though they have changed roles/organisations (or perhaps because of this). More on this in my Feb webinar.

Arthur
Tweeting as Metaphorage

On 10/12/2009, at 6:00, <allancrawford@...> wrote:

 

I had the chance to interview Stan and a few others at the end of the recent KM World conference.  The interview question was simple -- what was your main take away from the conference.
 
Here are a few of the responses:

Carla O'Dell (APQC): Video will make a big difference in how we share knowledge..."YouTube has changed the world of KM"

Jim McGee: The return to the organizational dimension of KM and the shift away from being enamored with technology

Bob Wimpfheimer (Dr Pepper): It has shifted how I think about KM.  Previously it has been storing documents and making them available... I've come to see it's much more important to connect people with people

Jon Husband:  After years of taking about how to reuse knowledge, optimize it and classify it, people are beginning to understand that it’s really not very useful if people can't access it, share it and build upon it --- and that involves learning.  We are going to see blending of the disciplines we now know as learning, KM, personal development, organizational change...

Eric Mack (ICA):  The talk about social tools and social media...the primary value of these social tools is in the connection they provide between other peoples knowledge and the work we do…social networking tools allow us to bridge the connection between our experience and knowledge and that of others.

Patrick Lambe (Straits Knowledge): KM is in a long pause.  It has reached the limits of what it can do based on how we currently understand how knowledge is use in organizations.  It is still focused on individual transactions and individual pieces of knowledge….it needs to get to grips more with how organizations work as organisms…as thinking organisms.  It is touching that with the collective intelligence and wisdom of crowds stuff but it is nowhere near sophisticated enough to show results…and I think that is where it needs to go.

Stan Garfield (Deloitte):  KM is definitely not dead…it’s alive.  But we still have a lot of things to do…the things that I think are more important than the technology is the leadership…the things we need to do to get people to behave in a certain way to get communities to take off.  These are leadership issues…not technical challenges.  

The consistent themes appear to be that KM is about connecting people to people...KM is social... and success is dependant upon behaviors.  Even with the emergence of E2.0...techology is an important enablor for the connections ("YouTube has changed KM")...but is not the center of KM.  Something that many members of the SIKM group have been saying for a long time.

You can see the video complication of these interviews at www.kmisalive.com

 
 
 


Perspectives on KMWorld conference #research #periodicals #KMWorld

Allan Crawford
 

I had the chance to interview Stan and a few others at the end of the recent KM World conference.  The interview question was simple -- what was your main take away from the conference.
 
Here are a few of the responses:

Carla O'Dell (APQC): Video will make a big difference in how we share knowledge..."YouTube has changed the world of KM"

Jim McGee: The return to the organizational dimension of KM and the shift away from being enamored with technology

Bob Wimpfheimer (Dr Pepper): It has shifted how I think about KM.  Previously it has been storing documents and making them available... I've come to see it's much more important to connect people with people

Jon Husband:  After years of taking about how to reuse knowledge, optimize it and classify it, people are beginning to understand that it’s really not very useful if people can't access it, share it and build upon it --- and that involves learning.  We are going to see blending of the disciplines we now know as learning, KM, personal development, organizational change...

Eric Mack (ICA):  The talk about social tools and social media...the primary value of these social tools is in the connection they provide between other peoples knowledge and the work we do…social networking tools allow us to bridge the connection between our experience and knowledge and that of others.

Patrick Lambe (Straits Knowledge): KM is in a long pause.  It has reached the limits of what it can do based on how we currently understand how knowledge is use in organizations.  It is still focused on individual transactions and individual pieces of knowledge….it needs to get to grips more with how organizations work as organisms…as thinking organisms.  It is touching that with the collective intelligence and wisdom of crowds stuff but it is nowhere near sophisticated enough to show results…and I think that is where it needs to go.

Stan Garfield (Deloitte):  KM is definitely not dead…it’s alive.  But we still have a lot of things to do…the things that I think are more important than the technology is the leadership…the things we need to do to get people to behave in a certain way to get communities to take off.  These are leadership issues…not technical challenges.  

The consistent themes appear to be that KM is about connecting people to people...KM is social... and success is dependant upon behaviors.  Even with the emergence of E2.0...techology is an important enablor for the connections ("YouTube has changed KM")...but is not the center of KM.  Something that many members of the SIKM group have been saying for a long time.

You can see the video complication of these interviews at www.kmisalive.com

 
 
 


Re: Employee Contributions to KM Initiatives: Participation Targets Established? #metrics

Allan Crawford
 

As others have said...I have not worked in an organization that established participation targets.  Although we certainly tracked use of various systems such as our knowledge asset respository and our discussion forums.  What we did do was target programs and projects where we felt KM could make the biggest difference and then "measured the results" by collecting stories and asking the teams and the managers..."what's working, what could be going better...and what can be done to have a greater impact on the busienss outcomes."  By systematically doing this we were able to show the benefits of the program to Senior Management...which allowed us to not only to sustain, but grow the program.
 
Allan Crawford
CSUN Master's in KM program


From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of bill@...
Sent: Tuesday, December 08, 2009 12:44 PM
To: sikmleaders@...
Subject: RE: [sikmleaders] Employee Contributions to KM Initiatives: Participation Targets Established?

 

Short answer:  We never established participation targets..better, we believe, we established the types of information and experience that we wished to capture for reuse which was tied to our strategy and performance goals and that of our customers..the reasoning is that participation leading to capture and reuse of critical knowledge (information + experience) will be dependent on the value that people derive from participation, pushing or pulling knowledge, and how that knowledge is used and for what purpose when retrieved.

Bill

 BillKaplan  CPCM

a service disabled veteran owned small business

 571.934.7408 (o)

 703.401.4198 (c)

 http://www.linkedin.com/in/ckobill

 www.workingknowledge-csp.com

From: sikmleaders@yahoogroups.com [mailto:sikmleaders@yahoogroups.com] On Behalf Of doug
Sent: Tuesday, December 08, 2009 14:46
To: sikmleaders@yahoogroups.com
Subject: [sikmleaders] Employee Contributions to KM Initiatives: Participation Targets Established?

 

Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.


(Event) Digital Asset Management: Free webinar series January 14 - February 4 #webinar

Seth Earley
 

Hi there,

 

I met a number of folks at the SIKM dinner in San Jose a few weeks back.  It was nice to put faces with names.

 

I mentioned to some of you that we were running another of our free conference call series in January and promised to post the details when available.

 

This series is on Digital Asset Management.  Feel free to forward to colleagues. (These are educational calls – not vendor pitches.  We will likely have a sponsor or two but separate the commercial message)

 

DAM implementations are typically associated with non text content – images, video, illustrations, marketing assets, etc.  Some people treat these the same as usual content management applications (after all, aren’t all electronic assets “digital”?) but DAM presents a unique set of challenges in organizations of all types.

 

-----------------------------

 

Earley & Associates presents a free 4-part Jumpstart webinar series dedicated to the strategic, organizational and technological challenges of Digital Asset Management (DAM). The series of 90-minute weekly webinars begins with laying the groundwork for building the business case for DAM, and subsequent sessions tackle marketing resource management, optimizing creative workflows, and the impact of taxonomy on asset reuse. We will close with an overview of the DAM vendor landscape, including tool selection considerations and the vendor selection process.

Dates: Thursdays, January 14-February 4, 2010
Time: 1:00-2:30pm Eastern
Cost: Free

For session details and registration, please visit: http://www.earley.com/webinars/jumpstarts/digital-asset-management    

Seth

 

Seth Earley

President
_____________________________

EARLEY & ASSOCIATES, Inc.
Cell: 781-820-8080

Email: seth@...  
Web: www.earley.com

 

Follow me on twitter: sethearley

 


Re: Employee Contributions to KM Initiatives: Participation Targets Established? #metrics

Matt Moore <innotecture@...>
 

Doug,

I reckon the answer is that old favourite: it depends.

It depends on:
- What the initiative is (is it writing a manual, creating a domain community, etc).
- What the goals of the initiative are (& therefore how many people have to be involved).

Observations:
- Setting a baseline & then building on that is often better than a target per se. However you may not be able to get away with this for political reasons.
- Setting targets can drive some really weird behaviours.

Two stories:
- When I was working a CoP programme at an Australian Federal Govt Dept, we measured participation levels over time in terms of attendance at comunity meetings (email lists were a little technologically advanced for this org, so it was all F2F & video conferencing). We took continued attendance as a proxy for perceived value.. This was more about setting a baseline than looking for a total figure. We calculated that about 60% of staff had been involved in one of our sessions.
- When I worked for a large, international services firm as an Asia-Pac KM person, there was a big global push to sign people up to the global KM database - participation targets. I was asked why so few Japanese people had signed up. I told them it was because most of the Japanese staff didn't speak English, they had their own Japanese-language databases and the global one had no Japanese content in. I was told this wasn't a good enough reason. Targets had been set. It was suggested that the invitation email be translated into Japanese. I replied that this was all very well but what would happen after the Japanese staff logged on and found nothing there for them? I suggested that all Japanese staff automatically be set up with database accounts and then left alone. Targets met, everyone happy. N.B. We did looked at alternative channels to engage the Japanese part of the business with global KM activities - but not through database spamming.

Matt


From: doug
To: sikmleaders@...
Sent: Wed, December 9, 2009 6:45:31 AM
Subject: [sikmleaders] Employee Contributions to KM Initiatives: Participation Targets Established?

 

Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc..) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.



Re: Employee Contributions to KM Initiatives: Participation Targets Established? #metrics

 

Short answer:  We never established participation targets..better, we believe, we established the types of information and experience that we wished to capture for reuse which was tied to our strategy and performance goals and that of our customers..the reasoning is that participation leading to capture and reuse of critical knowledge (information + experience) will be dependent on the value that people derive from participation, pushing or pulling knowledge, and how that knowledge is used and for what purpose when retrieved.

 

Bill

 

 BillKaplan  CPCM

a service disabled veteran owned small business

 

 571.934.7408 (o)

 703.401.4198 (c)

 

 http://www.linkedin.com/in/ckobill

 

 www.workingknowledge-csp.com

 

From: sikmleaders@... [mailto:sikmleaders@...] On Behalf Of doug
Sent: Tuesday, December 08, 2009 14:46
To: sikmleaders@...
Subject: [sikmleaders] Employee Contributions to KM Initiatives: Participation Targets Established?

 

 

Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.


Re: Employee Contributions to KM Initiatives: Participation Targets Established? #metrics

Celia Bohle
 

Hi Doug,

See also "The 90-9-1 Principle":
http://www.90-9-1.com/

Best regards,

Celia



Mark May schrieb:

 


Hi, Doug.

We have not set targets within IBM.  But a guideline that I reference in internal discussions about vitality and community health is Gartner's study from last year on "How to Determine Levels of Engagement for Generation Virtual."  http://www.gartner.com/it/page.jsp?id=721008

The study said:

  • Up to 3 percent of individuals will be creators, providing original content and can be advocates that promote your product and services.
  • Between 3 percent and 10 percent of individuals will be contributors, essentially followers, who add to the conversation, but don't initiate it. They can recommend products and services as customers move through a buying process, looking for purchasing advice.
  • Between 10 percent and 20 percent of individuals will be opportunists, who can further contributions regarding purchasing decisions. Opportunists can "add value" to a conversation that's taking place, while walking through a considered purchase.
  • Approximately 80 percent of individuals will be lurkers (and all users start as such), essentially spectators, who reap the rewards of online community input, but only absorb what is being communicated. However, they can implicitly contribute and validate indirectly reporting the value from the rest of the community.

The study was done for marketing organizations, but I think the result can be applied to KM initiatives too.

Best regards,
Mark


From: "doug" com>
To: sikmleaders@yahoogroups.com
Date: 12/08/2009 02:47 PM
Subject: [sikmleaders] Employee Contributions to KM Initiatives: Participation Targets Established?
Sent by: sikmleaders@yahoogroups.com





Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.



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Re: Employee Contributions to KM Initiatives: Participation Targets Established? #metrics

Mark May
 


Hi, Doug.

We have not set targets within IBM.  But a guideline that I reference in internal discussions about vitality and community health is Gartner's study from last year on "How to Determine Levels of Engagement for Generation Virtual."  http://www.gartner.com/it/page.jsp?id=721008

The study said:
  • Up to 3 percent of individuals will be creators, providing original content and can be advocates that promote your product and services.
  • Between 3 percent and 10 percent of individuals will be contributors, essentially followers, who add to the conversation, but don't initiate it. They can recommend products and services as customers move through a buying process, looking for purchasing advice.
  • Between 10 percent and 20 percent of individuals will be opportunists, who can further contributions regarding purchasing decisions. Opportunists can "add value" to a conversation that's taking place, while walking through a considered purchase.
  • Approximately 80 percent of individuals will be lurkers (and all users start as such), essentially spectators, who reap the rewards of online community input, but only absorb what is being communicated. However, they can implicitly contribute and validate indirectly reporting the value from the rest of the community.

The study was done for marketing organizations, but I think the result can be applied to KM initiatives too.

Best regards,
Mark


From: "doug"
To: sikmleaders@...
Date: 12/08/2009 02:47 PM
Subject: [sikmleaders] Employee Contributions to KM Initiatives: Participation Targets Established?
Sent by: sikmleaders@...





Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.



------------------------------------

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<*> Your email settings:
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<*> To change settings online go to:
   
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<*> To change settings via email:
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Employee Contributions to KM Initiatives: Participation Targets Established? #metrics

doug <dmadgic@...>
 

Have you established employee participation targets in your knowledge management initiative? We are trying to determine an appropriate levels of participation and knowledge contribution within Cisco's services division. Please specify how you are defining participation - i.e. is it creating best practice white papers, leveraging knowledge base, contributing to communities, adopting a tool, uploading content, etc.) and whether the target is a based on a % of employees, # of actions/behaviors, or something else. Thanks very much.


KM Master's Degree program - deadline for registration #learning

Allan Crawford
 

The purpose of this post is to let the SIKM group know more about the online Master's degree program in KM at Cal State Northridge...and to let you know the next cohort starts in February with the application deadline of December 23.  If you know of people that may be interested in this program...please this along to them....
 
And I applogize to those of you that are on both this list and ACTKM for the cross posting.....
 
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
 
With the recent passing of Dr Vaine  (if you are not familar with this tongue in cheek character...and Patick Lambe's alter ego...check out Green Chameleon site)  - and Dave Snowden's admonishment that KM is Dead - we would like to let you know that KM is alive in California - and that you can get a degree in KM at Cal State University Northridge...
 
The CSUN online Master's in KM program has been in existence for just over 4 years and we are in the middle of our 3rd cohort. The next program begins in February 2010 - with registration closing Dec 21.  The program is open to all students with an undergraduate degree from an accredited university.
 
The program is an alternative to a traditional MBA. It is a two year, entirely online, degree program tailored to the working mid-career adult.  The focus is on developing leaders that are equiped with the knowledge and the skills to help organizations leverage and build on what they know in order to thrive in today's hyper competitive knowledge based world.
 
Students take two classes a semester with three semesters per year.  Lectures are asynchronous and online. We use social media tools including microblogs, wikis, blogs, discussion forums and tools such as skype and go-to-meeting for a rich online experience.
 
The program brings together faculty from the academic and practitioner worlds.  Students come from a wide variety of backgrounds and locations around the globe.
 
Courses include:
  • Intro to KM
  • Communication
  • Application of KM (KM Case histories)
  • Creating a learning organization
  • Technology for KM professionals
  • Information organization for KM
  • Competitive Intelligence
  • Policy and Law and their relationship to KM
  • Enterprise content management strategy and development
  • Leadership and management in a 21st century knowledge-based organization
  • The KM business
  • Capstone
For more information on the program, the faculty and registration see the website at http://tsengcollege.csun.edu/kmdl/index.htm and feel free to contact me via e-mail or phone.
 
Allan Crawford
Academic Lead
CSUN Master's in KM
310-994-1619
 
 
 


Job Opening: Global Platform Manager, Collaboration #jobs

Stan Garfield
 

If you are interested in this position or know someone else who might be, please directly contact Paul Maranville at 312-962-4765 or pmaranville@...

LOCATION MILWAUKEE, WISCONSIN

RESPONSIBILITIES

The Global Platform Manager, Collaboration (GPMC) is an enterprise technology program

manager with responsibility to gather requirements, develop technology strategy, manage

vendor selection, develop implementation plans and drive adoption of collaboration

solutions within the Global Enterprise. This role is considered an

individual contributor with additional responsibility of managing two direct reports to

support the development of collaboration solutions to meet defined business requirements.

Under the general direction of the Director of Platform Management, the GPMC is

responsible for strategic planning and guidance around the defined collaboration

environment. The goal of the individual, and the team they manage, is to develop short

term and long term strategies for the enterprise. They will work with business unit leaders

to gather requirements for these technologies. Additional expectations include bench

marking performance of technology and services against internal and external sources, the

development of a compelling communication plan; as well as consistent use of "Best

Business Practices" for ongoing year over year platform improvement. The Platform

Manager will be responsible for the deployment of new services and platforms; including

the successful hand-off to the Global Service Delivery Team leads for ongoing service and

support. Additional expectations include the development, maintenance, and publishing

of technology strategy documents, technology road maps, and platform technology

presentation materials for consumption by, and presentation to, the enterprise.

Specific and key responsibilities include:

 Identify key strategic business and functionality requirements from Business Units and

regions of the world.

 Solicit input from outside industry experts on vision and direction.

 Team with strategic partners in defining solutions that meet business needs.

 Develop long term vision of platform technologies and solutions through collaboration

with architecture leadership.

 Develop global priorities and business plan objectives.

 Select appropriate technology for deployment and application.

 Define the implementation plans (timing, sequence, etc.) of technology road maps.

 Ensure sustainable market-leading commercial structure through rigorous supply base

management.

 Gather benchmarking data on platform technology and service delivery models.

 Develop and communicate business value of global programs.

 Prepare appropriate communication materials to present to business and IT leaders:

(PowerPoint, Wiki, Portal Page Content).

 Collaborate with Global Service Delivery Managers to ensure consistent deployment

and best practice sharing.

 Chair and facilitate the Global Platform/Program Office.

 Collaborate with the Global Program Office to maintain and deliver the Service

Catalogs, and Global Score Cards.

 Recommend Enterprise IT Policies.

 Provide mentoring and leadership for Global Project Managers, ensuring the viability

and completeness of platform visions and strategies.

REPORTING STRUCTURE

The Global Platform Manager, Collaboration will report to the Director of Platform

Management who reports to the Global Infrastructure Vice President. This position will

have two direct reports.

THE SUCCESSFUL CANDIDATE

MINIMUM EXPERIENCE

8 to 12 years experience with 4 to 8 years of related experience

managing groups, projects, strategic planning, and technical services.

EDUCATION

Bachelor's degree in business, engineering, or computer science

discipline. Master's degree is desirable.

QUALIFICATIONS

 Strong background in Infrastructure services such as voice, data networking, client

computing, collaboration and end user support services.

 Strong project management / program management skills.

 A proven track record of managing platforms or services through all life-cycle phases in

accordance with established directions and standards.

 Proven ability to develop business cases for technology introductions.

 Ability to establish and maintain a high level of trust and confidence in the group's

knowledge of, and concerns for, business needs.

 Ability to team with strategic providers in defining solutions that meet business needs.

 Experience in working with global teams, projects and implementations.

 Strong analytical skills to analyze system and application requirements and relate them

to appropriate technology solutions.

 Proven ability to develop business cases for new technology introductions.

 A proven track record of managing technology through all life-cycle phases in

accordance with established directions and standards.

 Outstanding technical and nontechnical communication skills; written, verbal, and

presentation with proven applicability across all levels both inside and outside the

company.

 Ability to establish and maintain a high level of trust and confidence in the group's

knowledge of, and concerns for, business needs and requirements.

 Ability to team with strategic providers in defining solutions that meet business

requirements.

 Experience in working with, and leading, global teams, projects, and implementations.

 Proven relationship development skills.

 Skilled at sophisticated decision making and problem solving.

 Can accomplish change management while tolerating ambiguity.

 Practices effective focus, priority, and timing and teaches these to the team.

 Unquestioned integrity, values, ethics, and trustworthiness.

 Proficient in Microsoft Suite Applications (Word, Excel, PowerPoint and Project).


Michael Sampson's collaboration video #video #collaboration

Matt Moore <innotecture@...>
 

Hello,

We recorded Michael Sampson's session at the NSW KM Forum this week (well most of it). More here: http://vimeo.com/7991776

Many thanks to Michael & all the participants!

Regards,

Matt


Performance Enhancing - Request for case studies / input #books #call-for #case-studies

Matt Moore <innotecture@...>
 

Hello,

You may remember this article that I wrote with the help of many good people a while ago: http://innotecture.wordpress.com/2009/03/09/learning-knowledge/

Well it's going to become a book. Published by the prestigious Innotecture Press imprint. I'm on the look out for case studies, interviewees and chapter reviewers. Some more background:
Title: Performance Enhancing
Audience: KM, L&D and OL professionals
Purpose: To examine the opportunities presented by combining knowledge management and organisation-based learning.
Structure:
Pt 1 - The Why - Theoretical, historical & professional issues
Pt 2 - The How - Creating combined interventions to enhance performance (how do we do it better)
Pt 3 - The Who - Case Studies

Any help much appreciated.

cheers

Matt


KMers Chat Schedule #KMers

Robert Swanwick
 

This week's topic: "The relationship between Social Media and KM"
Next week's topic: "13 tips for KM" from Stan Garfield

Chat's are Tuesdays at 12pm ET.

View more information about this week's chat at http://bit.ly/83RWbZ

Join any of the chats by pointing your browser to http://KMers.org/chat or use your favorite Twitter app with the hashtag #KMers

Swan


Re: KM queries: Governance, usage and metrics #governance

Varol Onur Kayhan <onurk77@...>
 

Hi Jeevan,

I am doing research concerning your first point (i.e., governance).  Basically, I argue that there are two alternative modes of governance, expert-governance and community-governance, to ensure high quality knowledge in knowledge repositories.  I am in the process comparing and contrasting them.  I've talked with a couple of major organizations about these two mechanisms.  If you are interested, I'd be happy to talk to you about my preliminary findings...

Sincerely,
Varol


From: jeevan kamble
To: sikmleaders@...
Sent: Fri, November 27, 2009 12:52:56 PM
Subject: [sikmleaders] KM queries: Governance, usage and metrics

 

Dear All,

I am working on a presentation to cover some of the pointers on KM as listed below. Most of the answers are already available but thought to repeat the queries to know some unknown old and new experiences. Would like to know your valuable insights on:
  1. Knowledge Management Governance model to effective KM implementation and also strong governance mechanism for the system to ensure quality adherence and compliance
  2. How to increase KM tools/system usage / adoption rate among employees
  3. Any experiences on implementing wiki, blogs in their way of work
  4. KM Metrics
Would be great if you could provide me the examples.

Thanks & regards
Jeevan


The INTERNET now has a personality. YOURS! See your Yahoo! Homepage.


KM queries: Governance, usage and metrics #governance

Jeevan Kamble
 

Dear All,

I am working on a presentation to cover some of the pointers on KM as listed below. Most of the answers are already available but thought to repeat the queries to know some unknown old and new experiences. Would like to know your valuable insights on:
  1. Knowledge Management Governance model to effective KM implementation and also strong governance mechanism for the system to ensure quality adherence and compliance
  2. How to increase KM tools/system usage / adoption rate among employees
  3. Any experiences on implementing wiki, blogs in their way of work
  4. KM Metrics
Would be great if you could provide me the examples.

Thanks & regards
Jeevan


The INTERNET now has a personality. YOURS! See your Yahoo! Homepage.


Re: KMWorld wrap-up #KMWorld #Twitter #KMers

Robert Swanwick
 

The Twitter Chat went really well. I know that we had several of the SIKMleaders members on the chat. Thank you for your support. Just like this community or any other, it is what the members put into it.

Stan has been kind enough to reprise his 13 KM tips from KMWorld on a #KMers chat in Dec. Check http://KMers.org for details.

Swan

--- In sikmleaders@..., "Swan" <swan_fun@...> wrote:

It was fantastic to meet SIKMleaders at KMWorld including of course Stan. Thanks again to Stan and Sue for organizing the dinner. For my money long, slow dinners are where some of the best collaboration takes place (See Keith Ferrazzi's "Who's Got Your Back")

A new community has launched (in Beta) for Knowledge Management professionals to collaborate for free. Whereas SIKMleaders uses the phone, this new one (#KMers) is going to use Twitter Chats.

Stan has been using his vast amount of community expertise to help guide #KMers and we hope it will be a great new collaboration arrow in many people's networking quiver.

More info at http://KMers.org You need not be a Twitter user to watch, but you will need an account to contribute. First chat taking place 11/24 at 12pm ET. Topic: "Best from KMWorld09".

Please let me know if anyone has any questions. Either here or I am @swanwick on Twitter.

All the best,
Swan


Multiple portal/ECM job openings at Deloitte #jobs

Stan Garfield
 

Deloitte has the following three roles available across the country, with multiple openings (by region) listed on the careers section at http://careers.deloitte.com/united-states/experienced-professionals/experienced.aspx .

The key requirement is implementation experience with one or more portal and ECM platforms (SAP Portal/NetWeaver, Plumtree, Vignette, SharePoint, BEA Portal, Websphere Portal, Documentum, FileNet, Hummingbird, Open Text, iManage, eiStream, Captiva). Consulting experience is also key.

 

Senior Managers in the Web Channel Solutions practice are required to have:

·         10 years of relevant consulting or industry experience

·         At least 4 years of experience managing large technology engagements

·         A minimum of 6 full life cycle implementations

·         A willingness to travel 80 - 100% of the time

·         Experience managing Portal implementation projects

·         A minimum of 5 years experience with one or more Portal capabilities such as Security, Search, Personalization, Internationalization, Categorization, Taxonomy, Messaging, Collaboration, and Publishing

·         A minimum of 5 years experience with one or more Portal and ECM platforms: SAP Portal/Netweaver, Plumtree, Vignette, SharePoint, BEA Portal, Websphere Portal, Documentum, FileNet, Hummingbird, Open Text, iManage, eiStream, Captiva, Vignette

·         A minimum of 4 years experience developing statements of work and/or client proposals

·         Ability to architect a portal solution and provide optimization recommendations to portal managers

·         Ability to recommend platform selection and application integration options to clients

Managers in the Web Channel Solutions practice are required to have:

·         8 years of relevant consulting or industry experience

·         At least 2 years of experience managing large technology engagements (with team sizes ranging from 10-25 resources)

·         A minimum of 4 full life cycle implementations

·         A willingness to travel 80 - 100% of the time

·         A minimum of 3 years experience managing Portal implementation projects

·         A minimum of 3 years experience with one or more Portal capabilities such as Security, Search, Personalization, Internationalization, Categorization, Taxonomy, Messaging, Collaboration, and Publishing

·         A minimum of 3 years experience with one or more Portal and ECM platforms: SAP Portal/Netweaver, Plumtree, Vignette, SharePoint, BEA Portal, Websphere Portal, Documentum, FileNet, Hummingbird, Open Text, iManage, eiStream, Captiva, Vignette

·         A minimum of 2 years experience developing statements of work and/or client proposals

·         Ability to architect a portal solution and provide optimization recommendations to portal managers

Senior Consultants in the Web Channel Solutions practice are required to have:

·         4 years of relevant consulting or industry experience

·         At least 2 years of experience leading teams

·         A minimum of 2 full life cycle implementations

·         A willingness to travel 80 - 100% of the time

·         A minimum of 2 years experience with more than one major Portal platform: SAP Portal/Netweaver, Plumtree, Vignette, SharePoint, BEA Portal, Websphere Portal

·         A minimum of 2 years experience with fundamental Portal navigation and usability techniques

·         A minimum of 2 years experience with Portal architectures, functional components, interfaces, and processes

 

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