Group items tagged

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.

Gamification expert Yu-Kai Chou has developed a framework that takes a human-centered approach to analyzing gaming strategies. This changes the focus to how the user interacts with the training program or business application as well as the rewards, gains or detriments that can occur. He created a framework called Octalysis, which can be used to assess and visually represent how well strategies are implemented based on core drives, which then fall into quadrants of deeper understanding.

More than 20 of the world's top 50 cities ranked by GDP will be located in Asia by the year 2025, up from 8 in 2007. During that same time period, our research suggests, more than half of Europe's top 50 cities will drop off the list, as will 3 in North America. In this new landscape of urban economic power, Shanghai and Beijing will outrank Los Angeles and London, while Mumbai and Doha will surpass Munich and Denver. The implications-for companies' growth priorities, countries' economic relationships, and the world's sustainability strategy-are profound.

Senior executives searching for growth face a stark new reality: roughly 400 midsize cities in emerging markets-cities they mostly will have never heard of-are posed to generate nearly 40 percent of global growth over the next 15 years. That's more growth than the combined total of all developed economies plus the emerging markets' megacities (those with populations of more than ten million, such as Mumbai, São Paulo, and Shanghai), which together have been the historic focus of most multinationals. Learning about consumer attitudes in the emerging markets' "middleweight" cities (three-quarters of which have less than two million people), figuring out market entry strategies for them, and deciding how to allocate resources within and across them will all be crucial priorities in the years ahead.

Each of the 15 behaviors types uses different psychology strategies and persuasive techniques. For example, the methods for persuading people to buy a book online (BlueDot Behavior) are different than getting people to quit smoking forever (BlackPath Behavior

Google doesn't rely on any one strategy, but deploys a number of them to create an intricate-but powerful-innovation ecosystem that seems to roll out innovations by the dozens.

"Gareth Morgan (Porthcawl, Wales, 22 December, 1943) is a British / Canadian [organizational theorist]], management consultant and Distinguished Research Professor at York University in Toronto. He is known as creator of the "organisational metaphor" concept and writer of the bestsellers Images of Organization.[1], Imaginization: New Mindsets for Seeing, Organizing and Managing, Riding the Waves of Change and other books on management. He is also well known for his writings on social theory and research methodology, especially through his books Sociological Paradigms and Organizational Analysis (written with Gibson Burrell)and Beyond Method: Strategies for Social Research. The common theme uniting his work is that of challenging assumptions - to help develop new ways of thinking in social research, organization and management theory and practice, and, by implication, in everyday life."

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.

"Tullow Oil, a London-based independent oil and gas exploration and production company, regularly wins awards for its innovative approach to problem solving. Its business culture is based on investing in the best people and then trusting them to work together to keep Tullow on the leading edge of the industry. Tullow's CIO recently challenged his team to develop an approach to devolve control of IT project prioritization to non-IT leaders within the company. This article explains the approach developed and how it is working to keep the business's IT strategy aligned with Tullow's entrepreneurial spirit and commitment to collaborative decision making."

How do you meet the needs of your business and create a social intranet that people actually want to use? Read our 5 stage process to help you simply succeed.

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.

" Innovation Culture - MIT Sloane talk by the charismatic CEO, Terri Kelly. The top things I took from this inspiring talk are: - Staff turnover only 5% (the new hire process is lengthy and rigorous to ensure cultural fit) - CEO is elected by staff (CEO is one of the few job titles in the organisation - Costs are regarded as 'investments' - Every individual has a sponsor or coach - Leaders get there through others wanting to follow, not their power - Innovation culture is the MAIN driver of business results - Business units are no larger than 250 people (the founder talked about divide to multiply) - 'Give them the right tools, minimal bureaucracy, responsibility for P&L, expect people to lattice (network), organise around small teams'. Lastly, the culture at Gore has evloved of 50 years - it takes huge effort (equal to strategy and business development) and a lot of time to change culture I screen grabbed some of the culture survey questions that staff fill out about their leaders (not the other way round) http://members.ki-network.org/innovation/Innovation%20SIG%20Picture%20Library/Forms/DispForm.aspx?ID=1"

'Upon my soul you mustn't come into the place saying you want to know, you know' Perhaps an early example of the need for a knowledge sharing strategy?

" Report of recent US survey of HR Managers reveals lack of preparation for demographic changes and lack of knowledge strategies to address them… "In the USA only 12% of HR Managers see Knowledge Retention as a priority despite the fact that 20% of the workforce will be eligible for retirement over the next few years…""

" Report presenting the major findings of of a March 2009 Deloitte Survey looks at how Talent tactics and strategies have changed since their January 2009 survey."