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Michigan State University has over 450,000 alumni around the world. The school's University Advancement department sought to create a representation of alumni and donor sentiment and likelihood of philanthropic engagement based on data gathered from social media. However, these analyses often took weeks to process, limiting the school's ability to gather valuable insights in a timely manner. This case study describes how MSU leveraged business intelligence and predictive analytics to gain deep insight into an individual alum's potential to give, resulting in the following positive results: -An annual ROI of 55% -An average annual benefit of $34,434 -And more The case study purports to show how organisations can identify new opportunities for revenue generation by embracing a BI and predictive analytics strategy.

Interesting tips & tricks to implementing a Enterprise wiki. Good case study from CorVu.

"When given the choice of whom to work with, people will pick one person over another for any number of reasons: the prestige of being associated with a star performer, for example, or the hope that spending time with a strategically placed superior will further their careers. But in most cases, people choose their work partners according to two criteria. One is competence at the job (Does Joe know what he's doing?). The other is likability (Is Joe enjoyable to work with?). Obviously, both things matter. Less obvious is how much they matter-and exactly how they matter."

"The series publishes 50- to 150-page publications on topics pertaining to data mining, web mining, text mining, and knowledge discovery, including tutorials and case studies"

Syngenta is a global agriculture business that helps farmers make better use of their available resources, primarily through agrochemical and seed production. In order to continue to advance crop productivity, it invested more than $1.4bn in research and development (R&D) across 150 international sites in 2014.

In this paper, we survey a number of different knowledge management strategies and a range of driving forces for knowledge management activities. We synthesise these using an extended version of an existing "KM spectrum"; apply a knowledge engineering approach to provide further guidance for the KM spectrum; and then describe a simple classification approach that links the driving forces to KM strategies, using a number of published heuristics. Finally, a case study is presented in which we apply our approach and discuss its usefulness.

"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

APQC's Knowledge Management (KM) Capability Assessment Tool is a diagnostic that lets KM practitioners measure every aspect of their KM programs, from strategy and business case development to specific processes and technologies, and find out how they stack up against the competition. This white paper describes the assessment tool, the 12 categories in which participating organizations are measured, and how knowledge managers can leverage the assessment results to improve their strategic decision making.

IBM - Watson Analytics and Prediction Engine

" The service sector is growing at a fast rate and competitive advantage is gained mainly through development of innovative services. Understanding Service Innovation has become an imperative, a critical competence. We have joined forces with our partner KnowledgeBoard to co-edit the publication: "Supporting Service Innovation through Knowledge Management - Practical Insights & Case Studies""

"This link to the pages of the KIN SNA ALG giving lots of useful presentations, documents and member case studies and the KIN SNA toolkit"

" CIPD Change Agenda paper including case studies from NHS, Royal Bank of Scotland, PWC and IBM. "

Berners-Lee urges the adoption of more democratic services, including Facebook alternatives GnuSocial and Diaspora as well as the Status.net project, which gave rise to a decentralized incarnation of Twitter. "As has been the case since the Web began," he says, "continued grassroots innovation may be the best check and balance against any one company or government that tries to undermine universality."

Look for the Fujitsu case study

Nowadays organizations have realized the importance of knowledge and knowledge management.  The organizations know that machines, equipments, and building cannot count as the most important properties of the organization. It is clear that the most important property of every organization is organizational knowledge and correct management of it will cause core competencies for the organization and also victory against the competitors. Of course knowledge and knowledge management both are important for an organization, but are all knowledge management efforts in the organizations successful? If knowledge management efforts fail in an organization, what are the main failure factors of this phenomenon? This paper attempts to answer this question by analyzing a failed case study in implementing a knowledge management system .

There IS a killer application, it's one that is proven in practice, and delivers results every time, if applied wisely. In some cases - multi-million dollar results. In fact, as I started compiling my list of value delivery through KM, I found that most of the success stories related to this one application. And it is not a software application at all. It is an application of minds. It's the Peer Assist.

An example of how the different viewpoints can provide the depth to Twitter. This is a squidoo lens that someone has created by collating and organising the tweets around a certain hashtag - in this case #HackEdu - a conference about how education is changing.

"Some of the most promising blockchain use cases currently in development include financial instrument and trade identification, data delivery, payment systems, land registration, contract law, and even identity verification."