This hands-on learning experience engages participants, through discussion exercises and other activities, to apply design thinking to relevant and real knowledge needs within their organizations. It covers the essential principles, procedures, and tools leaders need to innovate in their KM initiatives, including insights definition, ideation, disciplined collaboration, and experimentation/execution. Working in teams, participants start by defining the critical knowledge necessary to drive optimal outcomes tailored to their organizational needs. After selecting a specific knowledge gap, tools and templates are shared to learn and practice generating unique insights about unmet customer needs, provoking existing rivers of thinking to generate unique ideas and executing innovate ideas as disciplined experiments to manage risk and maximize learning. Discover the techniques and behaviors that support client-driven innovation to be able to share them with your team.

Got a favorite KM topic or knowledge sharing challenge you want to debate with our fast-thinking, long-time KM pro and practitioner? The speedy repartee, leading edge thinking and insights will astound you during this session! Always popular, Snowden, who loves debating, will provide both fun and entertainment as well as spark discussion and new thoughts. Join us! Bring your statement and see what happens in this interactive session.

Designed to empower participants to create a change culture that supports making their organization’s vision into a reality, this session incorporates two exercises with the end goal for participants to complete a worksheet to put knowledge gained into action. Exercise 1: What are we trying to achieve and why? Whether you are the change sponsor or a change agent/project manager tasked with driving the change effort, developing a compelling and clearly articulated business case for the change and envisioned impact is key. Learn how to create the foundation for the organization to undertake change by defining the case for change in alignment with its mission and vision. KM tools and techniques are instrumental for collaboration, and creating and sustaining a shared understanding of the case for change. For geographically disbursed organizations, having the requisite tools for managing knowledge is even more important. Exercise 2: How can we operationalize the change vision and who needs to be part of it? Now that the business case for change is understood along with expected outcomes, we must now co-create and build-ownership of the change by determining which stakeholder groups will be impacted and how. Take a pulse check on stakeholder perceptions and support them to successfully navigate the change journey from current to future state. Use insights from the stakeholder impact analysis to develop change communication messages and determine the types of information the stakeholders will require to operate successfully in the new environment.

Learn tactics and initiatives used by successful KM practitioners around the world as Eng shares insights from the research and findings of one-on-one interviews with KM program managers for 19 KM programs on five continents. Hear about the similarities and differences among these programs as well as both innovative tactics and significant challenges faced by these KM program managers. Our speaker also identifies the major factors needed for a successful KM program and explores the skill set that every KM program manager should cultivate for success.

Longtime KM vets share their knowledge of KM strategies, practices, failures, and more. They discuss lessons learned from the trenches, how to sell KM, learning from failure and how to effectively communicate KM. There is lots of time for audience participation, so come with your challenges, failures, and questions, and ask our experienced practitioners!