The Kaieteur Institute For Knowledge Management The Kaieteur Institute For Knowledge Management www.kikm.org www.kikm.org Expertise Expertise Management: Management: Strategies & Tools For Strategies & Tools For Better Better Intellectual Intellectual Capital Optimization Capital Optimization Bryan Davis, President, The Kaieteur Institute For Knowledge Management IBC-BRAZIL CONFERENCE – SAO PAULO August 2004
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The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Expertise Expertise Management:Management:
Strategies & Tools For Better Strategies & Tools For Better Intellectual Capital OptimizationIntellectual Capital Optimization
Bryan Davis, President,
The Kaieteur Institute For Knowledge Management
IBC-BRAZIL CONFERENCE – SAO PAULO
August 2004
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
TOWARDS A NEW LEVEL OF TOWARDS A NEW LEVEL OF INTELLECTUAL CAPITAL INTELLECTUAL CAPITAL
HIGH-PERFORMANCEHIGH-PERFORMANCE & &
KNOWLEDGE-MASTERYKNOWLEDGE-MASTERY
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Main MessageMain Message
Expertise Expertise Management is Management is one one of the most valuableof the most valuable KM applications you KM applications you can tacklecan tackle
The The reasonsreasons why this why this is worthwhileis worthwhile
It’s It’s not easynot easy – no – no standard road-mapstandard road-map
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Main MessageMain Message
Various approachesVarious approaches and tools available and tools available
Be Be creative, innovative, imaginative, creative, innovative, imaginative, inspiredinspired
Our Our Expertise Capitalization FrameworkExpertise Capitalization Framework brings insight, an integrated strategy and brings insight, an integrated strategy and discipline to this process so you can get discipline to this process so you can get effective results.effective results.
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Knowledge StrategyKnowledge Strategy““Knowledge Strategy – not knowledge Knowledge Strategy – not knowledge
management per se – should be the core management per se – should be the core of the organization. Managing the of the organization. Managing the innovation process is fundamental to innovation process is fundamental to driving the profitable growth of an driving the profitable growth of an enterprise...”enterprise...”
““Knowledge Strategy – not knowledge Knowledge Strategy – not knowledge management per se – should be the core management per se – should be the core of the organization. Managing the of the organization. Managing the innovation process is fundamental to innovation process is fundamental to driving the profitable growth of an driving the profitable growth of an enterprise...”enterprise...”
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Making 1+1=Making 1+1=1111“ “ In the knowledge economy, the whole In the knowledge economy, the whole
can be many times greater than the sum of can be many times greater than the sum of the partsthe parts””
“ “ In the knowledge economy, the whole In the knowledge economy, the whole can be many times greater than the sum of can be many times greater than the sum of
Knowledge-basedKnowledge-based business modelbusiness model
Knowledge fuelled/drivenKnowledge fuelled/driven
Knowledge workKnowledge work
Knowledge workersKnowledge workers
Knowledge networkedKnowledge networked
Knowledge is producedKnowledge is produced
“The means of production are now the minds of the producers” Don Tapscott
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Expertise Capitalization Is About Expertise Capitalization Is About Leveraging Intellectual CapitalLeveraging Intellectual Capital
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01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
It is About It is About Building A BetterBuilding A Better BrainBrain For The FirmFor The Firm
We are our We are our synapses !synapses !We are a We are a synaptic networksynaptic networkInter-connecting the brain-power in the firm to Inter-connecting the brain-power in the firm to create a create a smarter synaptic networksmarter synaptic networkBook ReferenceBook Reference::Synaptic Self: How Our Brains Become Who Synaptic Self: How Our Brains Become Who We AreWe Areby by Joseph Joseph LeDouxLeDoux PaperbackPaperback - 416 pages (January 20, 2003) - 416 pages (January 20, 2003) Language:Language: English English Penguin ; ISBN: 0142001783 Penguin ; ISBN: 0142001783
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
The ChallengeThe Challenge
CAPITALIZING ON EXPERTISECAPITALIZING ON EXPERTISE
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
The Problem:The Problem: Over 31 Billion Over 31 Billion US$ of Knowledge DeficitUS$ of Knowledge Deficit
IDC estimates that the Fortune IDC estimates that the Fortune 500 companies were operating at 500 companies were operating at a 12 billion US$ knowledge deficit a 12 billion US$ knowledge deficit in 1999.in 1999.
This figure is expected to increase This figure is expected to increase to 31.5 billion US$ by 2003, as the to 31.5 billion US$ by 2003, as the percentage of knowledge percentage of knowledge workforce increases from about workforce increases from about 20% in 1999 to over 40% in 200320% in 1999 to over 40% in 2003. .
This knowledge deficit is a metric This knowledge deficit is a metric that captures the costs and that captures the costs and inefficiencies that result primarily inefficiencies that result primarily from intellectual rework, from intellectual rework, substandard performance and the substandard performance and the inability to find knowledge inability to find knowledge resources (qualified information resources (qualified information and experts). and experts). (Sourced From Agilience.com)(Sourced From Agilience.com)
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Experts Are Valuable In Multiple Experts Are Valuable In Multiple WaysWays
EXPERTSResourcefulness
EXPERTSResourcefulness
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
What is Expertise Management ?What is Expertise Management ?
The The optimizationoptimization of who of who knows what in the knows what in the enterpriseenterprise
The The sharingsharing of knowledge of knowledge and experienceand experience
The The networkingnetworking of a firm’s of a firm’s intellectual capitalintellectual capital
Facilitating accessFacilitating access to to hidden or tacit knowledge hidden or tacit knowledge resourcesresources
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Language – Various Related Language – Various Related ConceptsConcepts
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Why Is it Needed ?Why Is it Needed ?
Effective Effective problem-solvingproblem-solvingSound Sound decision-makingdecision-makingTeam Team collaborationcollaborationCompetitivenessCompetitivenessMarket Market differentiationdifferentiationProducts and services - Products and services - innovationinnovationCoordinationCoordinationProject managementProject managementConnectedness - act as if firm has Connectedness - act as if firm has one brainone brain Knowledge economyKnowledge economy ! !
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
What’s The Value Of EM ?What’s The Value Of EM ?
QualityQuality - better answers to questions- better answers to questionsSpeedSpeed -timely sharing of expertise -timely sharing of expertiseResponsivenessResponsiveness -Flexible allocation of -Flexible allocation of know-how to a point of needknow-how to a point of needCohesionCohesion – creates a more potent force in – creates a more potent force in the market-placethe market-placeOptimizationOptimization – making the best use of – making the best use of available talent and brainpower to solve available talent and brainpower to solve problems and make decisionsproblems and make decisions
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Important Issues To Be AddressedImportant Issues To Be Addressed
Cultural and community Cultural and community factorsfactors
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Other IssuesOther Issues
Information ownership rightsInformation ownership rightsPeer rating of the user Peer rating of the user experienceexperienceMatching & findingMatching & findingConsistent language and Consistent language and terminologyterminologyTaxonomy & thesaurusTaxonomy & thesaurusStandardsStandardsValidation of accuracy of Validation of accuracy of informationinformationTimely updating and revisionTimely updating and revisionPrivacy & securityPrivacy & security
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
PRACTICAL STEPS FORWARDPRACTICAL STEPS FORWARD
In alignment with our KM FrameworkIn alignment with our KM Framework
Based on studying cases of expertise Based on studying cases of expertise management implementationmanagement implementation
Integrating state of the art thinking, Integrating state of the art thinking, techniques, tools, and metricstechniques, tools, and metrics
A A disciplined systematic approachdisciplined systematic approach
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
1. DEVELOPING THE STRATEGY1. DEVELOPING THE STRATEGY
Set strategy compass to Set strategy compass to capitalizecapitalize and optimize and optimize human capital assetshuman capital assetsCreate a Create a new political economynew political economy of knowledge – of knowledge – knowledge knowledge sharedshared is power ! is power !Develop a few Develop a few core principlescore principles to act as to act as governance for a new type of knowledge-sharing governance for a new type of knowledge-sharing , and knowledge-citizenship, and knowledge-citizenshipObtain explicit Obtain explicit top management top management commitment/endorsementcommitment/endorsementPublish, circulate, Publish, circulate, communicate and educate communicate and educate about the strategyabout the strategy
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Purpose & PrinciplesPurpose & Principles
““Simple, clear purpose and Simple, clear purpose and principles give rise to complex and principles give rise to complex and intelligent behaviour. Complex rules intelligent behaviour. Complex rules and regulations give rise to simple and regulations give rise to simple and stupid behaviourand stupid behaviour.”.”
““Simple, clear purpose and Simple, clear purpose and principles give rise to complex and principles give rise to complex and intelligent behaviour. Complex rules intelligent behaviour. Complex rules and regulations give rise to simple and regulations give rise to simple and stupid behaviourand stupid behaviour.”.”
DEE HOCK,
The Brain Behind The Founding Of VISA
A $Trillion Organization!
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
2. PEOPLE & CULTURE2. PEOPLE & CULTUREPersonal
HomePages
ChangeManagement
Social Capital
Recognition & Rewards
Social Networks
Roles
Community Affiliations
Professional Profile
People &
Culture
Personal HomePages
ChangeManagement
Social Capital
Recognition & Rewards
Social Networks
Roles
Community Affiliations
Professional Profile
People &
Culture
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Multiple Dimensions To ConsiderMultiple Dimensions To Consider
The personalThe personalThe community and socialThe community and socialThe top down viewThe top down viewThe bottom up, grassroots viewThe bottom up, grassroots viewThe inside viewThe inside viewThe outside perspectiveThe outside perspectiveNetwork viewNetwork viewCustomer viewCustomer viewA “holistic” perspectiveA “holistic” perspective
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Process Mapping ExampleProcess Mapping Example
Non-Expert Has A Question
How To Channel
Request ?
Client Need Triggers Service
Requirement
On-LineInformally &
Off-Line(leverage social network)
Who To Ask ?
Peer ?Senior ?
Junior ?
Questions & Answers Stored For Reuse
After Action Reflections & Rating Of The Experience/Exchange, and quality
of the expert advice
E-Mail Communication
Which System To Use ?
Document Mgmt Expertise Locator
Answer Received
Inside or Outside
Answer From User ?
Draw Search Inference
System Matches With Profiles
A Community ?
ANATOMY OF A TYPICAL REQUEST FOR ADVICE FROM AN EXPERT
Via Phone, Fax, or e-Mail
Complete Client Service Request
Non-Expert Has A Question
How To Channel
Request ?
Client Need Triggers Service
Requirement
On-LineInformally &
Off-Line(leverage social network)
Who To Ask ?
Peer ?Senior ?
Junior ?
Questions & Answers Stored For Reuse
After Action Reflections & Rating Of The Experience/Exchange, and quality
of the expert advice
E-Mail Communication
Which System To Use ?
Document Mgmt Expertise Locator
Answer Received
Inside or Outside
Answer From User ?
Draw Search Inference
System Matches With Profiles
A Community ?
ANATOMY OF A TYPICAL REQUEST FOR ADVICE FROM AN EXPERT
Via Phone, Fax, or e-Mail
Complete Client Service Request
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
4. SUPPORTING 4. SUPPORTING INFRASTRUCTURE ELEMENTSINFRASTRUCTURE ELEMENTS
Build Leadership Champions
Expertise Management Knowledge
Bank
Organize Events
eg. Knowledge Fairs, Cafes
Create Effective Project
Teams(s)
Enhance Knowledge
Worker Environments
Equip With
Collaboration Tools
Training & Education
Training & Education
Other Elements:Time; Resources;
Funding..
Build Leadership Champions
Expertise Management Knowledge
Bank
Organize Events
eg. Knowledge Fairs, Cafes
Create Effective Project
Teams(s)
Enhance Knowledge
Worker Environments
Equip With
Collaboration Tools
Training & Education
Training & Education
Other Elements:Time; Resources;
Funding..
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
5. ENABLING TECHNOLOGY5. ENABLING TECHNOLOGY
Decide on Decide on platformplatform model modelFind the best fit with Find the best fit with strategic IT strategic IT architecturearchitecture and contextand contextSelect appropriate Select appropriate orientation and orientation and toolkittoolkitImplementImplement Technology TechnologyConsider Consider complementary complementary technologiestechnologies – eg – eg workflow, video, workflow, video, videoconferencing…videoconferencing…Work on systems Work on systems integration, & fine tuningintegration, & fine tuning
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Other Complementary SoftwareOther Complementary Software
Video server ( eg. ePresence)Video server ( eg. ePresence)
Social Network Analysis and Social Social Network Analysis and Social Networking software for mapping relationships Networking software for mapping relationships
e-Learning softwaree-Learning software
Workflow for embedding of process know howWorkflow for embedding of process know how
Grid TechnologyGrid Technology
Others..Others..
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
System Selection CriteriaSystem Selection Criteria
Basic Software Features & Functions
50 %
Technical Considerations
30%
Cost Considerations20 %
Openness/Standards/XML
+ List Of Other Similar Specific Capabilities to fit the Context - TBA
Usability
Technology ParadigmEase Of
Integration/Time To Deployment
Cross-Platform Support/Open
Systems Standards
Vendor
10%
Acquisition Cost
Cost Of Ownership
Implementation Cost
Financial Stability, Profitability, & Management
Market Position,
Reputation
Customer Installed Base/Service & Support
Object Database
(text; images;Photos;
Videoclips)
Web Browser Based User
Version
EXPERTISE MANAGEMENT – WORKING EVALUATION FRAMEWORK
Potential Return On Investment
(ROI)
Messaging & Communications
Community Profile
MyPersonal
Profile
Official Firm
Profile(Resume)
Search & Expertise Matching Engine
Peer Rating&
Feedback System
Visual Navigation
Option
Content ProfilingSystem
Basic Software Features & Functions
50 %
Technical Considerations
30%
Cost Considerations20 %
Openness/Standards/XML
+ List Of Other Similar Specific Capabilities to fit the Context - TBA
Usability
Technology ParadigmEase Of
Integration/Time To Deployment
Cross-Platform Support/Open
Systems Standards
Vendor
10%
Acquisition Cost
Cost Of Ownership
Implementation Cost
Financial Stability, Profitability, & Management
Market Position,
Reputation
Customer Installed Base/Service & Support
Object Database
(text; images;Photos;
Videoclips)
Web Browser Based User
Version
EXPERTISE MANAGEMENT – WORKING EVALUATION FRAMEWORK
Potential Return On Investment
(ROI)
Messaging & Communications
Community Profile
MyPersonal
Profile
Official Firm
Profile(Resume)
Search & Expertise Matching Engine
Peer Rating&
Feedback System
Visual Navigation
Option
Content ProfilingSystem
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Software Marketplace ModelSoftware Marketplace Model
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
6. TECHNIQUES & METHODS6. TECHNIQUES & METHODS
Learn and exploit Learn and exploit knowledge harvestingknowledge harvestingKnowledge reuseKnowledge reuseKnowledge mappingKnowledge mappingKnowledge Knowledge augmentationaugmentationStorytellingStorytellingVisualizationsVisualizationsAfter action reviewsAfter action reviewsTaxonomiesTaxonomies
Video clips archiveVideo clips archiveEmbedding expertise Embedding expertise in workflow processesin workflow processese-Learning e-Learning courseware/corporate courseware/corporate universityuniversityCreating simulationsCreating simulationsCase based Case based scenariosscenariosFuture centre Future centre
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
THE EMERGING SCIENCE THE EMERGING SCIENCE OF NETWORKSOF NETWORKS
Small WorldsSmall WorldsSix Degrees – We Are All ConnectedSix Degrees – We Are All ConnectedComplexity & Self-OrganizationComplexity & Self-OrganizationEmergenceEmergenceA Common Architecture & Pattern To NetworksA Common Architecture & Pattern To Networks
Book Reference :Book Reference : Linked: The New Science of NetworksLinked: The New Science of Networksbby Albert-Lásló Barabásiy Albert-Lásló Barabási http://www.nd.edu/~networks/linked/http://www.nd.edu/~networks/linked/
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
KEYKEY NETWORK PRINCIPLES NETWORK PRINCIPLES
The principle of The principle of self-similarity self-similarity ( same fractal pattern throughout)( same fractal pattern throughout)The principle of The principle of network phase network phase transitions transitions ( ( eg. “tipping points”eg. “tipping points” ) )The principle of The principle of preferential preferential attachment attachment eg. the rich get richer..hubs) eg. the rich get richer..hubs)
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
IMPORTANT PRACTICAL IMPORTANT PRACTICAL IMPLICATIONSIMPLICATIONS
MotivateKey
Influencers
ConcentrateOn
Hubs
Manage Weak Ties
MotivateKey
Influencers
ConcentrateOn
Hubs
Manage Weak Ties
Priorities/Segmentation
•New Business
•Deal Making
•Innovation
•New Services
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Social Networking SoftwareSocial Networking Software
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
7. ASSETS TO BE OPTIMIZED7. ASSETS TO BE OPTIMIZED
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Change & Getting To “Yes” !Change & Getting To “Yes” !
SWEET SPOT
sensory
emotional
psychological
cognitive
Spiritual or transcendent
Achieving Buy-in
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
Expertise Networks As Expertise Networks As Enabling InfrastructureEnabling Infrastructure
““You cannot run on tracks you You cannot run on tracks you have not laid”have not laid” – Stan Davis, – Stan Davis, FuturistFuturist
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
SELECT REFERENCESSELECT REFERENCES
ArticleArticle
The Trillion-Dollar Vision Of Dee HockThe Trillion-Dollar Vision Of Dee Hockhttp://www.fastcompany.com/magazine/05/deehhttp://www.fastcompany.com/magazine/05/deehock.htmlock.html
BooksBooks
Sharing Expertise – Beyond Knowledge Sharing Expertise – Beyond Knowledge ManagementManagement. Edited by Mark Ackerman, . Edited by Mark Ackerman, Volkmar Pipek, & Volker Wulf.Volkmar Pipek, & Volker Wulf.
Learning To FlyLearning To Fly. Chris Collison & Geoff Parcell . Chris Collison & Geoff Parcell
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
OUR VALUE TO OUR CLIENTS
Formulation, elucidation, & co-implementation of winning knowledge strategies
Superior return on investment from strategic knowledge initiatives in the knowledge market-place
Become smarter than competitors at playing the knowledge game using the latest techniques and technologies
Condition knowledge leaders for peak knowledge fitness
Reduction of knowledge risks by becoming better informed
EC/ARWGEC/ARWG- EXPERTISE - EXPERTISE CAPITALIZATION CAPITALIZATION ADVANCED RESEARCH ADVANCED RESEARCH WORKING GROUP ( A WORKING GROUP ( A CONSORTIUM) CONSORTIUM)
01.07.200401.07.2004 The Kaieteur Institute For Knowledge Management www.kikm.orgThe Kaieteur Institute For Knowledge Management www.kikm.org
THANK YOU/ MUITO OBRIGADO !THANK YOU/ MUITO OBRIGADO !
Do You Have A Knowledge Problem We Can Help You Do You Have A Knowledge Problem We Can Help You Solve ?Solve ?
Contact Information:Contact Information:Bryan DavisBryan DavisPresidentPresidentThe Kaieteur Institute For Knowledge Management The Kaieteur Institute For Knowledge Management 67 Alberta Avenue, 67 Alberta Avenue, Toronto, Ontario, Canada, Toronto, Ontario, Canada, M6H 2R7. M6H 2R7. Tel:(416) 651-1837 Tel:(416) 651-1837 Fax: (416) 651-2108 Fax: (416) 651-2108 E-Mail: E-Mail: [email protected]@kikm.org