Km masterclass part1 knowledge&km ha20140530sls

KM 1 – Knowledge and KM

Introduction: Knowledge and KM

Why is KM increasingly important?

Knowledge: practical insights, descriptions and models

Masterclass KM – SlideShare contribution, June 2014

http://de.slideshare.net/HoferAlfeisJ/presentations

Dr.-Ing. Josef Hofer-Alfeis

Consulting on Knowledge & Innovation Management

[email protected]

Design: Ron Hofer



mailto:[email protected]



Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2

KM Masterclass – Preface

The Masterclass Knowledge Management (KM) is

a set of six presentations describing and

explaining KM via definitions, concepts,

instruments and many practical examples, insights,

stories and exercises as well as links and

references.

The material is the result of 25 years of research,

consulting of challenging clients, discussions with

appreciated peers and communities as well as ten

years of lecturing on KM at various universities in

Germany and Austria including discussions with

many inspiring students, e.g.:

Zeppelin University, Friedrichshafen

University of the German Army, Munich

University of Applied Science, Munich

University of Applied Sciences for Economics

and Management, Munich

Donau University Krems, Austria

University Augsburg

Contents:

KM 1 – Knowledge and KM

KM 2 – KM Processes 1

KM 3 – Soc.-t. KM Systems 1 / Processes 2

KM 4 – Socio-technical KM-Systems 2

KM 5 – Plan & Control Knowledge & KM

KM 6 – KM and Idea / Innovation Mngt.

Any questions, remarks and ideas for

modification or improvement are appreciated –

please contact me, see slide „contact“ at the end

of the presentations.

Munich, May 2014, Josef Hofer-Alfeis


Consultancy clients, e.g.

kubus IT, Continental, ThyssenKrupp, MunichRe,

USEEDS, Roche, o2, Siemens, RHI, Erste Bank

Moderator of the WIMIP Community –

170 KM practitioners in industry / service

organizations

Lecturer on KM at University Augsburg

and University Tehran (MAKE award program)

Program board member for the Journal of KM

and the annual BITKOM KnowTech conference

Leading author of the BITKOM guideline for

KM processes

Author‘s introduction – since 1990 consultant,

researcher and lecturer in KM and Innovation Management


245

2014: >260 MM members

de.linkedin.com/in/jhaconsult/

22

http://de.linkedin.com/in/jhaconsult/




photo is important

visitors in total

since 2004: >16k


activity stream

KM … social networking …?

Using social networks?

for business?

Germany 2013: 30% of all

companies with >10 employees


Introduction: Knowledge, KM – and why?

Focus: Knowledge - practical insights, descriptions and models

Agenda


Knowledge is the capability for effective action

Peter Senge,

President, Society for Organizational Learning

The basic definitions in KM are still an ongoing discussion – some forum discussions to this topic:

One Sentence Definition of Knowledge (30 comments, May 2012) http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=100991985&gid=154868&commentID=73362991&trk=view_disc&ut=2snoMIInCpPl81

Knowledge vs. Information (43 comments, Aug. 2012) http://www.linkedin.com/groupItem?view=&srchtype=discussedNews&gid=89493&item=99140520&type=member&trk=eml-anet_dig-b_pd-ttl-cn&ut=3Qi0paofuyPl81

u“Knowledge“ in KM: a short definition for the practice

important groundwork slide

http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=100991985&gid=154868&commentID=73362991&trk=view_disc&ut=2snoMIInCpPl81



http://www.linkedin.com/groupItem?view=&srchtype=discussedNews&gid=89493&item=99140520&type=member&trk=eml-anet_dig-b_pd-ttl-cn&ut=3Qi0paofuyPl81












We only know what we know when we need to know it.

example: engineer’s approach

We always know more than we can say, and

we always say more than we can write down.

example: consultant’s expertise … consulting discussion …

documented consulting results

Everything is fragmented.

example: the Wikipedia experience intelligence to find work-arounds

uSome elementary characteristics of “knowledge” source, e.g. http://www.gurteen.com/gurteen/gurteen.nsf/id/newsletter104?open#L004191

http://www.gurteen.com/gurteen/gurteen.nsf/id/newsletter104?open#L004191


As we know, there are known knowns. These are things we know we know

We also know that there are known unknowns. That is to say, we know there are some things we do not know.

But there are also unknown unknowns, ones we do not know we do not know.

And finally there are things, we do not know (at the moment), that we know them tacit knowledge

uKnowledge or Not-Knowledge source partly:The KNOW Network Alert, No. 186 - January 15, 2008

situative /

appearing

when needed

tacit

known

knowns

the unknown

known

unknowns

nknowledge n knowledge existent not existent

(m

om

enta

rily

)

aw

are

not

aw

are

today we only know about 1% of the animate beings

on our earth, e.g. in 2011 >20k new biologic

species have been discovered, examples

in fact not to be

named / described

?


Enterprise

u„Knowledge“: raw material, resource and product for the

business – a comprehensive view

Knowledge –

the capability for effective action

• individual competencies

• organizational capabilities

• codifiied knowledge /

information

Ideas / Inno-

vation opportunities

Patents ... (Intellectual

Property)

Standards,

Regulations ...

Customers, suppliers, partner, ... the world Relationships ... Knowledge


K. Area

Service XX

provision

K. Area

Product

Lifecycle Mngt

K. Area

Customer

Relationship

Mgt

in business-critical knowledge areas

uKnowledge areas – knowledge holders – knowledge quality

...

person

organization information

circulating in specific

knowledge holders

Total knowledge

Knowledge Quality:

• k. depth / proficiency?

• distribution / networking?

• codification?

K. Area

Quality Mngt,

Risk Mngt,

…

K


uKM strategies

...

person


circulating in specific

knowledge holders

Total knowledge

K. Area

Service XX

provision

K. Area

Product

Lifecycle Mngt

K. Area

Customer

Relationship

Mgt

in business-critical knowledge areas

K. Area

Quality mgt.,

Risk Mgt.,

…

K

KM-Strategy:

• Personalization?

• Codification?

• Networking &

Collaboration?

• blended approach

Knowledge

Strategy?

see KM 5


uKM actions and KM key players

K Area

Service XX

bereitstellen

K Area

PLM

K Area

CRM

K Areas

Quality mgt.,

Risk Mgt.,

…

...

person


Knowledge Worker

KM Support Org.

strategic control,

culture, resources,

mngt. energy

Management

KM key player

subject matter actions in

specific knowledge area

general KM measures for

any knowledge area

K

key players‘ needs

and intentions?


uKM is always an inter-disciplinary approach –

KM partner disciplines (examples)

Knowledge

the capability for effective action

• individual competencies

• organizational capabilities

• codifiied knowledge /

information

Enterprise

Customers, suppliers, partner, ... the world

relationships ... knowledge

Ideas / Inno-

vation opportunities

Patents ... (Intellectual

Property)

Standards,

Regulations ...

KM partner:

Personnel Development /

Talent Management,

„Learning/Training“ …

KM partner:

Organizational Development,

Process Mngt., Quality Mngt.,

Community Mngt. …

Social Networking Organization

KM partner:

Information Mngt., Communication,

QM …, Information Services, …

additional KM partners


various partner disciplines of KM are already active to support, e.g. learning and training, inter-connection by collaboration, information formalizing and distribution, but they are driving a kind of one-dimensional KM

The value added by the meta-discipline KM:

provide models and processes for “orchestrated” solutions across all three types of knowledge carriers: individual, organization and information

evaluate, involve and integrate contributions of the various KM partner disciplines, i.e. combine their solutions to more powerful multi-dimensional approaches

Examples:

Transferring business-critical knowledge to another site of a company

Maturing company-specific knowledge for performance and innovation

KM is a Meta-Discipline – why is it useful?


Joint KM projects with Personnel Development / Talent Management

Expert Career System based on a Knowledge Strategy

Expert Career System enriched by communities of practice

Demography-orientiented KM

Joint KM projects with Innovation Management:

Network building for innovation managers and drivers (community of practice)

Specific KM support for innovation managers

Collaboration areas for KM and Quality / Process Management:

Avoiding / learning from failure … Lesson-Learned- / Best-Practice-Sharing …

Reuse of product / service knowledge, e.g. via helpdesk „knowledge data bases“

Process modelling / improving … Lesson-Learned- / Best-Practice-Sharing …

Areas of inter-disciplinary collaboration – examples


KM comprises all management activities, which are concerned with knowledge

systematically, goal-oriented and in most cases independent of the knowledge area, i.e. its

content.

Its objective is to drive for the effective, proficient, networking and learning organization.

my own definiton, for more see D-A-CH-WM-Glossar (in German) http://wm-wiki.wikispaces.com/file/view/D-A-CH_Wissensmanagement_Glossar_v1-1.pdf 2014-05

“Managing as if Knowledge were Important”

Nick Milton, Knoco Ltd. http://www.nickmilton.com/2014/03/managing-as-if-knowledge-is-important.html 2014-05

uKM definition – an approach old corny joke: you are KMer

– you should know that …

http://wm-wiki.wikispaces.com/file/view/D-A-CH_Wissensmanagement_Glossar_v1-1.pdf










http://www.nickmilton.com/2014/03/managing-as-if-knowledge-is-important.html













KM definition: still in many discussions – example http://www.linkedin.com/newsArticle?viewDiscussion=&articleID=136969185&gid=154868&trk=EML_an

et_nws_c_ttle-0Rt79xs2RVr6JBpnsJt7dBpSBA

Oct 2011

>130 „definitions“

http://www.linkedin.com/newsArticle?viewDiscussion=&articleID=136969185&gid=154868&trk=EML_anet_nws_c_ttle-0Rt79xs2RVr6JBpnsJt7dBpSBA





“The most important, and indeed truly unique, contribution

of management in the 20th century was the

fifty-fold increase in the productivity

of the manual worker in manufacturing.

The most important contribution management

needs to make in the 21st century is

similarly to increase the productivity

of knowledge work and the knowledge worker”

KM – why is it important now?

Management guru Peter F. Drucker, 1909-2005 stated …

image source:

http://projektmanagement.wordpress

.com/category/projektmanagement/p

age/49/

http://projektmanagement.wordpress.com/category/projektmanagement/page/49/





Work: knowledge is the major resource in high-income countries …

knowledge-intensive work grows versus manual “mechanical“ work

People: education and self-responsibility

Organization: self-organization, networking and collaboration … learning

Infrastruktur: digitalization and information networking

Economy: global, open, internet-based …

Additional trends: Outsourcing … automatization … mobility … complexity …

KM – why is it important now?

an interplay of many factors …


Knowledge is the major resource in high-income countries source: http://www.bloomberg.com/slideshow/2014-01-21/best-countries-for-business-2014.html#slide16 22.01.2014

behind Hongkong, Kanada,

USA, Singapur/Australien

http://www.bloomberg.com/slideshow/2014-01-21/best-countries-for-business-2014.html#slide16















guilds … chambers of crafts

schools, universities, …

regulations, laws, …

publicly / government sponsored collaboration

between companies …

social networks, self help groups, consumer protection, …

public knowledge repositories, e.g. Wikipedia, LEO, … wer-weiß-was (who-knows it), …

public cultural and scientific organizations/events

media …

religion, popular wisdom, tales, …

…

also important:

the quality of “public KM” in a society - examples

Lessons Learned

process?


Regional

distribution of

professional KM

indicator:

2014 Knoco Global

Survey of KM

369 contributions

www.knoco.com

125

18

http://www.knoco.com/


No time for KM?

source: km4dev




• overview and 3D space of knowledge quality

• codified knowledge – defined, described, structured: examples

• distributed and/or networked knowledge: examples

• flat vs. deep knowledge – level of expertise / proficiency: examples

• tangibility – explicit vs. implicit or even tacit knowledge: examples

Agenda


Design: Ron Hofer

uKnowledge has different holders and specifities

knowledge holder – knowledge specifity

person – education, experiences, abilities, …

organization – distributed and/or networked capabilities in

groups

collective: everybody knows it

complementarily connected: the group knows it only

together (everybody has only a part of a „puzzle“)

information – codified (defined, described, structured)

knowledge = described capability

information = knowledge??

not disjunctive, but overlapping sets


e.g. knowledge about

a process, product, market, …

Example: knowledge holders and knowledge networking

in a business knowledge area

expert

documents

files

joint

documents

joint files

group

(community, team,

org. unit, …)

IT-

systems


uKnowledge specifities:

dimensions and characteristics useful in KM

content / knowledge area / activity space / topic

/ theme / … „what are we talking about?“

quality (e.g. in a specific knowledge area)

level of expertise

level of distributedness and/or

connectedness/networking

level of codification

tangibility / visibility

explicit / externalized

implicit (not yet externalized)

aware

(momentarily) not aware = tacit

additional specifities:

value

truth / validity

…

combinations like

knowledge breadth, e.g.

number of knowledge areas

with certain level of expertise,

…


Example for knowledge area „find the way from A to D“ typically any relevant knowledge area is represented in all three specifities

professional

guide

tourist, being the

2nd time there

various proficiency

levels

proficiency of somebody,

who has done it before A B

B C C D

partial knowledge

diffused and inter-

connected across

various persons

navigation system

codified knowledge

in various maps

and guidebooks

travel reports

distribution /

networking

codification

codification

depth /

proficiency

Additional Dimension: Knowledge Content, e.g. geographical, economical, metrological, …

explicit / implicit / tacit?


uBasic concepts: 3D knowledge quality space and

basic KM processes improve/adapt knowledge quality

codification exp

ert

ise/p

rofi

cie

nc

y

world-class expert

beginner

skilled & trained

profess’l expert

in

div

idu

al

co

llecti

ve /

co

mp

lem

en

tary

Sources: Max Boisot, CIBIT, Siemens, JHA

Improve:

describe, structure, define

Improve:

deepen & detail

abstract & enrich


unsystematical KM is nothing new in business and private life:

intuitively – personally – semi-professional

biased by one knowledge holder

separately driven by various KM key players* and/or support functions

too much fokused on specific KM instruments or solutions

professional approach:

systematic: KM theory, concepts, processes supported by practical experiences

balanced: all three knowledge holders and their interplaying are incorporated,

i.e. balancing the three knowledge quality dimensions for the best joint solution

orchestrated: coordinated proceeding of KM with all involved partner disciplines

taylored: oriented on needs and possibillities of the organization (s. KM 5 Knowledge Strategy, KM-State-and-Needs-Analysis)

uWhy KM as a discipline for ist own?

Characteristics for a professional KM approach?

often heard objection:

„KM is nothing new!?“

* person, organization, information


Managing all knowledge holders – example HELIOS Kliniken GmbH

„KM in health care – knowledge sharing drives to success“

source: Helios Kliniken internet homepage 2009









Agenda


Codified knowledge- examples (1)


Codified knowledge- examples (2)

17 advices, what to do / not to do with a candle candle information, March 2014

photo advice, how to dress in foreign culture Iran, May 2014


room for legal studies

in Munich townhall,

May 2014


Codifying knowledge – example:

Expert Debriefing how to make apple strudel

your knowledge about

„appropriate apples“?

notes about

ingredients

and

proceeding

plus video record, e.g.

how to tear the dough thin and flat


Codified knowledge: Lessons Learned / Best Practices in

Frequently Asked Questions on battery product page

http://www.akku.net/akku-faq.html#25

Can fast charging destroy my storage battery?

http://www.akku.net/akku-faq.html




Codified knowledge: example of measuring the level of

codification and expertise source: test 6/2001 (Stiftung Warentest)

additional similar test assessments:

test 09/2007 – software for English learning

test 10/2007 – school books on history

test 02/2009 – career guidebooks

what is measured: correctness

completeness tracability

source listing reliability of sources

structuring detailing

...


Knowledge with increasing level of codification described by „know-

ledge sediments“ with examples concerning communities of practice

standard, code, patent, ... database, standard repository, obligatory training...

guideline, Best Practice, rule, ... document mngt. system, handbook,

reference process model, training...

typical approach, good practice, ... Q&A forum, FAQ, seminar ...

idea, draft, rough concept, ... concept modeller, wiki, workshop...

„seeds for ideas“, trend, meaning, ... creativity instruments, blogging, coffee corner ...

knowledge KM processes / instruments









Agenda


… imagine, we would make the

following two group exercises …

exercise 1 – everybody is on his own:

10 words are read to you

you try to keep them in mind

guess: how many will you remember

to write down? *

exercise 2 – we build groups of ten:

15 words are read to the group

every group tries to keep them in mind

guess: how many will you remember to

write down as a group? **

10 / 15

words

list

* ty

pic

al re

sult: 5-8

word

s | *

* 13

-15 w

ord

s


distributed and collective, e.g. joint language

distributed and complementary = networked – examples:

trivial – but surprising: in this room – who is next with birthday?

real – business-relevant:

comprehensive knowledge about products and processes

fictive: in this room we surely could combine our

complementary knowledge to create an innovation

real – business-relevant: : collective intelligence / Crowd Intelligence

„Swarm Intelligence“ (many of the same kind with rules for cooperation)

symbiosis (many different complementing to something greater)

example: prediction markets, e.g. estimating the chip price at HP –

employees bet anonymiously on the future price of memory chips in six months:

<70% improved forecasting compared to usual expert team

uDistributed and/or networked knowledge: examples


Distributed networked

knowledge: example

Old towns are grown artefacts

of distributed networked knowledge:

no individual masterplan but the

result of networking of many citizens

source: Suedd. Zeitung, 2014-05-12


Access – MM visitors / month source: WIKIMEDIA / SZ 15 May 2014

started 2001, currently >4,5MM articles in Englisch,

>1MM in German, >200k in

>1,5MM registered users and an unknown number

of unregistered users have contributed


ask mommy


www.best-in-class.com

… offering

distributed/

networked

knowledge via

expert teams /

networks …

http://www.best-in-class.com/






ad hoc networking of fans of

this type of photo brainteaser

– where-is-this? –

to get information about the

unknown location, where the

photo has been shot


http://www.crowdworx.com/ 22.10.12

… making the knowledge

of the crowd useful for

business questions

http://www.crowdworx.com/

http://www.crowdworx.com/


Distributed / networking knowledge of medical online

consulting: measuring the level of expertise – example source: test 4/2003 (Stiftung Warentest)

similar test assessments:

01/2010 – user evaluation of hotel portals


Organizational forms with distributed and/or networked

knowledge – examples

expert network /

Community of Practice

customer company

product / process knowledge,

requested image / brand knowl.

reqirements, ideas

factual image, brand knowledge

business

relationship static &

dynamic

aspects

personal relationship

partners

relationship knowledge

… joint rituals specific

expertise

department, project

or process team

joint task

& context

joint collective

knowledge area

individual

perspective

joint

persp.









Agenda


flat vs. deep knowledge – level of expertise / proficiency:

examples of measurements reputation in media / expert communities / …

comparison via

benchmarking,

assessments, …

examination results, e.g. school, university, …


Individual level of expertise: measurement example source: test 2/2004 (Stiftung Warentest)

additional similar test assessments:

test 04/2008 – gynecologist

test 05/2014 – pharmacists

20 urologists tested

(in Germany)









Agenda


uBasic concepts: 3D knowledge quality space and

basic KM processes improve/adapt knowledge quality

codification ex

pert

ise/p

rofi

cie

nc

y

world-class expert

beginner

skilled & trained

profess’l expert

in

div

idu

al

co

llecti

ve /

co

mp

lem

en

tary

Sources: Max Boisot, CIBIT, Siemens, JHA

Improve:

describe, structure, define

Improve:

deepen & detail

abstract & enrich

tacit … implicit … explicit

increasing level of knowledge codification


uExplicit and implicit / tacit knowledge

*

to make knowledge explicit (externalized)

is a question of effort –

theoretically you may even lift an iceberg

Sources: http://eisberg.know-library.net/


uExplicit and implicit / tacit knowledge

examples

explicit knowledge – examples

informally articulated:

gossip … talk … discussion …

informally documented:

message … story … report …

formally documented:

FAQ … Lesson Learnt … Best

Practice

product / process model

guideline … standard … patent

implicit knowledge (in person /

group / information) – examples

not (yet) articulated … hard to articulate / describe …

(still) tacit, because no trigger yet

(undocumented) experiences

art, craft, skill, e.g. sailboarding

characteristics, e.g. analytic or design thinking

values

relationship, context understanding

”between the lines” …in “Big Data”*

in artefact ...

*what has to be stocked in walmart stores before a hurricane, besides flashlights,

water bottles and boots? strawberry pop tarts and beer http://www.linkedin.com/groups/Knowledge-

embedded-in-big-data-77700.S.275624713?trk=group_search_item_list-0-b-ttl&goback=.gna_77700 Oct. 2013

http://www.linkedin.com/groups/Knowledge-embedded-in-big-data-77700.S.275624713?trk=group_search_item_list-0-b-ttl&goback=.gna_77700


















Tacit knowledge is internal in nature and is relatively hard to code and extract. Not only does tacit knowledge need to be discovered, extracted, and captured; it has to be creatively disseminated so that this shared knowledge can be efficiently used to extend the KM base

(Davis, 2002). Wagner and Sternberg (1985) defined tacit knowledge as ‘‘that work-related practical knowledge learned informally on the job’’. This definition defines only one part of tacit knowledge, that is, the part that encompasses know-how. The other part of tacit knowledge is the cognitive dimension (Beamer and Varner, 2001) which consists of beliefs, values, attitudes, ideals, mental maps, and schemata which are related to the cultural shaping of the individual and the group. This cognitive dimension of tacit knowledge is a most important, yet most difficult, part of enabling knowledge creation and dissemination.

Within these two dimensions of tacit knowledge there are four categories: hard-to-pin-down skills; mental models; ways of approaching problems; and organizational routines (Lubit, 2001). Metalworkers frequently cannot explain how they know the right temperature and amount of pressure to apply to a metal deformation but, over time, they learn such tacit skills that cannot be described by a process chart or in words. These skills are transferable to apprentices only as they work for several years with the master metalworker.

Tacit knowledge Quelle: Harlow, H.: The effect of tacit knowledge on firm performance. JOURNAL OF KNOWLEDGE MANAGEMENT, VOL. 12 NO. 1 2008, pp. 148-163


Group exercise: knowledge holders and specifities

Define jointly in your group the knowledge

area you will discuss.

It should be defined in its name by an

activity and an object – some examples:

conduct meeting

manage work-life-balance

cook dinner dish

manage public relations

plan journey

manage project

your choice ...

Then discuss examples in that knowledge

area for:

1. knowledge holder person

and its specific expertise?

2. knowledge holder group and its specific

organizational capability –

differentiate between

2a. collective capability?

2b. connected/networked capability?

(what is the name for the

„puzzle-like“ capability?)

3. knowledge holder information

and its documented knowledge?

4. flat and deep knowledge?

5. implicit and explicit knowledge?

6. tacit knowledge?


Knowledge, KM – and why?

3D space of knowledge quality

codified knowledge

distributed and/or networked knowledge

level of expertise / proficiency

tangibility – explicit, implicit, tacit knowledge

Summary & discussion

?


Contact

Dr.-Ing. Josef Hofer-Alfeis

Consulting for Knowledge and Innovation Management

Josef-Sterr-Str. 4, 81377 München, Germany

T +49 89 85661623

M +49 173 9775943

Email [email protected]

Skype JHofer-Alfeis

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Partner

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Knowledge | Innovation | Intellectual Capital Mgt.

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Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014

BOOKS:

Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.): Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und Erfahrungen. Publicis Publishing Books, new edition 2013

Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X

Learning to fly: practical knowledge management from leading and learning organisations – Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091

Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001. ISBN: 0-87584-870-2

Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing ,2002. ISBN: 3895781819

Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3-9810595-4-0

LINKS:

www.knowledgebusiness.com www.apqc.org/membership-knowledge-management www.pwm.at www.c-o-k.de/index.htm www.xing.com/net/pri3b94dax/knowledgemanagement/ www.xing.com/net/wm www.wissenmanagen.net/ www.cogneon.de www.eknowledgecenter.com Bookmark services from JHA:

JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks Important discussion forums for KM & Innovations Mngt. (selction):

http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren

JOURNALS:

Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)

Journal of Knowledge Management (Fokus Forschung; englisch)

KM Review (Fokus Anwendung; englisch) http://www.melcrum.com/products/journals/kmr.shtml

COMMUNITIES OF PRACTICE / BODIES:

WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip

Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten, z.B. gfwm-regional München: http://www.gfwm.de/group/121

BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz

PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:

Improving Knowledge Management for Service Organizations, Munich Re, Communities Meeting, Hohenkammer 2014

Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012, and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email

Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement - Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband 2011, www.knowtech.net

~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen Forschern/Interessierten für Technologie-Innovation – „Technologie-Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011, http://knowledgecamp.mixxt.org/networks/files/folder.10675

Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech Konferenzband 2009, www.knowtech.net

Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of the ageing workforce. Int. J. Human Resources Development and Management, Vol. 9, Nos. 2/3, 2009

~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn

~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net

~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,

~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;

~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz. Wissensmanagement, Heft 2/2008, S. 38-39

~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx

~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in: KnowTech Konferenzband 2006, www.knowtech.net

~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net

~: Effective Integration of KM into the Business Starts with a Top-down Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-728

http://www.knowledgebusiness.com/

http://www.apqc.org/membership-knowledge-management





http://www.pwm.at/

http://www.c-o-k.de/index.htm





http://www.eknowledgecenter.com/


http://www.xing.com/net/wm

http://www.wissenmanagen.net/

http://www.cogneon.de/


http://delicious.com/hoferalfeisj/jhas-30-innolinks














http://www.melcrum.com/products/journals/kmr.shtml

http://www.melcrum.com/products/journals/kmr.shtml

https://www.xing.com/net/wimip

http://www.gfwm.de/group/121

http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-twitter?from=new_upload_email





http://www.knowtech.net/

http://knowledgecamp.mixxt.org/networks/files/folder.10675

http://knowledgecamp.mixxt.org/networks/files/folder.10675



http://www.bitkom.org/de/publikationen/38337_45785.aspx




Analysis of KM / InnoM state and needs via interviews with key people and design

of an inter-disciplinary KM / InnoM program

Moderation of developing a knowledge strategy with the business strategy by the

management team

Support of KM strategy definition, KM implementation and controlling

Systematic and transparent design of expert career systems based on a

knowledge strategy

Support with specific KM / InnoM instruments – examples:

Debriefing of teams or leaving experts

Development and improvement of communities of practice and other social networks

Coaching by development of an individual knowledge strategy / KM program

Dr.-Ing. Josef Hofer-Alfeis:

Consulting Offerings for KM and Innovation Mngt. (InnoM)

Km masterclass part1 knowledge&km ha20140530sls

Leadership & Management