Our experienced speaker provides tips and techniques for making everyday knowledgeintensive activities more process-driven, effective, efficient, and innovative by mitigating daily friction, confusion, and underperformance. Using KM fundamentals, concepts, leadership, and models to enhance knowledge creation, he explains how the capture and sharing of declarative and procedural knowledge, problem-solving, decision making, planning, collaboration, continuity, innovation, and learning are enhanced. He discusses the tools supporting applications, from using knowledge repositories/forums on SharePoint to maximize learning to the use of chat, online meetings, OneNote, etc., to enhance knowledge sharing, innovation, and after-action reviews. He shares how they transform knowledge-intensive activities into knowledge processes with related goals and objectives supporting the organization’s mission and vision. Get lots of insights and ideas to use in your environment.

USACE is implementing an enterprise-wide, integrated KM strategy and program to promote and drive quality and improved performance standards across the organization. This talk shares its plan of approaches, methods, and tools to enable best practices and promote the flow of actionable information and knowledge within and across the enterprise. It covers the successes and setbacks the Corps of Engineers has faced as it attempts to increase its KM maturity faster than any other government organization. It offers stories, examples, and lessons learned about building relationships, creating an enterprise-wide community of KM practitioners, communicating the value of KM for getting senior leader buy-in and a step-bystep program methodology. Get lots of tips and insights from our knowledgeable speakers.

In an industry where regulations abound, often stifling even the notion of knowledge sharing, Fulton Financial Corp.—the holding company of a network of 200-plus bank branches—has broken out of the mold and has fully embraced KM. The enterprise-wide vision of KM has been thoughtfully and thoroughly supported and cascaded from the executive suite throughout the organization, resulting in a step change improvement in employee access to expertise. The KM focus isn’t simply on content, expertise, and collaboration; it aims to improve customer satisfaction, profitability, and growth and create more effective operations. To achieve those objectives, Fulton’s KM strategy is closely tied to the corporation’s strategic initiatives group and process improvement efforts. Lee and Groff share the organization’s vision, strategy, tactics, and lessons learned from the very beginning of the journey. Hear how the organization is using the corporation’s expertise to support the ultimate goal of excellence in service to its constituency—both internal as well as external customers.

Melendez, the lead internal consultant for implementing the professional knowledge transfer program at Saudi Aramco, discusses the structured, phased, and continuous approach to mitigating risk associated with an alarming amount of retiring experts. The program began with an assessment of an organization’s functions and activities and an identification of those with the expertise. It produces structured knowledge transfer/training plans between the provider and the recipient of knowledge. Different than traditional training plans, it is positioned as a mechanism to support business continuity and ensures redundancy with critical knowledge, which supports young professional development and organizational efficiency. The program, in its 8th year, continues to evolve and mature; it is practiced in more than 60% of the company’s departments, both professional and industrial workforces. Hear about the evidence of value generated, and pick up tips to use in your organization. Mohn discusses the knowledge continuity cycles as a framework for basic KM at the State Department, where every person starting a new job has to go through three basic knowledge transfer moments: on-boarding, to learn about the organization and the job; enriching the knowledgebase; and the departure continuity meeting, where knowledge is captured before the departing person leaves. These moments become standard procedure for organizations if they have the leadership’s buy-in and create knowledge artifacts such as Knowledge Continuity Records and “Tacit Knowledge Transfer” to the team members of the departing person. These artifacts persist through generations of staff.

Our first speaker discusses using the lenses as a diagnostic tool to understand what works and fits and where there are gaps and needs helps bring clarity to business and social transformation. This is particularly helpful for improving use and knowledge flows through the organization’s understanding of the right fit of tool(s) and services. Using the lenses to see the relevant dimensions and how they intersect not only helps organizations understand the needs for today, but works as a valuable method for framing an adaptive road map for the coming years. Having clarity to see the smaller actual pieces enables sensing their changes in order to adjust and adapt with more clarity of understanding. Janzen talks about a leading North American Pet Insurance’s process improvement initiative which recognized the importance of embracing process thinking and empowering a new company culture, while improving its customer engagement. This case study demonstrates the steps taken to achieve business transformation, fostering processes while building a collaborative and knowledge-sharing culture. Janzen discusses the challenges of automating a claims fulfillment process, embracing process thinking and an agile approach, in addition to the challenge of transforming both processes and culture. The result is an innovative solution that facilitates process improvement, creates a knowledge-sharing culture, while providing a customer first focus. The third presentation talks of an innovative culture if the team succeeds in offering an environment that stimulates its members to ideate and design new processes and products as answers to new and old problems. Hear about some handy tools and techniques that you can use in your team, about a process (adaptive or collaborative case management) that works and fundamentally changes how virtual teams work with information—creating a context in which they “extremely work out loud.”

Join your colleagues at the end of the day for an informal debriefing and meet with other attendees who have similar interests. Enjoy some great networking, stimulating discussions, and a chance to interact with some of the outstanding conference speakers and moderators. Open to all conference attendees.