The reason for employee engagement is the passionate pursuit of a better customer experience. Being people-centric isn’t a new concept, but KM and digital workplace tools that can make it a reality have advanced significantly in recent years. Hear case studies of what a people-centric organization looks like; how your knowledge, processes, people, and culture have to align; and organizational disciplines that result in the best employee and customer engagement. Go beyond technology solutions to learn how to drive change, even transformation, in your business. Learn how to leverage knowledge, analytics, process, and relationships to lead your organization to create more engagement both internally and externally.

This panel of leading supporters of KM shares insights in a far-ranging discussion of client case studies of successful knowledge-sharing in high-functioning organizations and communities. Barendrecht discusses the future of work and KM with intelligent collaboration and technology disruption. He talks about new disruptive technologies that are changing KM practices, shares a model for managing digital transformation and some examples from various industries.  Passmore discusses how the introduction of intelligent knowledge management systems can improve productivity and simplify organizational information management. He talks about the role of the “intelligent intranet” in highly regulated environments and how it enables the dissemination of the right information to staff and stakeholders while ensuring the process of creation, curation and governance is simple and efficient.  Gearhard discusses how traditional methods of finding and connecting information are based on search and retrieval of individual documents and bits of information requiring the end user to understand the relationship of the data to create the needed connections to do their job while AI-enabling technologies such as Natural Language Processing (NLP) and Machine Learning (ML) enable creation of a Digital Thread allowing for a connected view of information and creating efficiencies within many different workstreams.  Learn how leading organizations are applying these technologies to seamlessly make answers and insights available to knowledge workers in order to radically improve first-time fix rates, support response times, time-to-market of new products, on-boarding of new employees and more. 

As organizations invest in upgrading information-centric legacy systems to the cloud that include collaborative capabilities, leaders expect these investments to improve how their people work and collaborate. They voice outcomes they expect such as improved knowledge sharing, decision making and learning. PwC hosts an esteemed panel of KM experts to discuss the practical implications of organizations wanting to improve collaborative intelligence. They define collaborative intelligence as harnessing the power of people working in organizational networks in all forms. The panel members each bring deep knowledge and experience of how collaborative intelligence can be achieved, enhanced, and act as the lever to bring results to another level. Collaborative work calls upon many skills and includes teaming behaviors, emotional intelligence, stimulating diversity of thought and communicating with purpose. These tap into levers that move the intangibles in an organization. The facilitated panel shares their personal experiences from corporate settings, Federal agencies, academic and international organizations including sharing specific case study examples of the struggles and successes of optimizing collaborative intelligence.

Marshall discusses how adult learning principles guide the development of training courses designed for adults, take into account that adults bring life experience and knowledge to the learning environment, and that they prefer self-directed learning. They are more likely to participate in training that is goal-oriented and centered around real-life problems. Learn how incorporating all learning styles can greatly enhance your KM efforts and make the task of getting people on board with change easier and more effective. Saudi Aramco is a very big and diverse company that has manifested challenges to connect employees to the right knowledge assets (explicit or social) efficiently to boost learning and collaboration. When the company conducted the KM Maturity assessment corporate-wide, it highlighted the shortcoming of a ready platform to easily connect people to their desired knowledge. The solution was the role-based knowledge map (RBKM) of organizations, a new methodology to establish the link between knowledge assets and employees through the platform of roles. Roles can span organizations to connect similar jobs together and draw the contextual knowledge around it, proactively. Based on the RBKM, CoPs, documents, videos, courses, Wiki pages, experts, and events and announcements are mapped together in front of the employees in a KM portal to boost learning, collaboration, and operational efficiency. Hear how the challenge was met to establish a new process from the fragmented responsibility of KM functions around the company. Get insights and ideas to deploy in your organization.

Transforming your organization into an enterprise of the future entails risk. This talk presents the basic steps involved in conducting a Futures Risk/Opportunity Audit, along with observed systemic improvements in agility and resilience. The audit is particularly valuable as the business, economic, and political climate becomes increasingly more turbulent. The audit and its accompanying methodology have evolved over the past 30 years and have been successfully applied in more than 50 private companies, government agencies, civil society organizations, and industry associations. Case examples showing the following types of outcomes are discussed: increased organizational agility for navigating and succeeding in turbulent times; enhanced strategic planning resulting from an evidence-based approach; improved strategic decision making based on foresight, rather than on narrowly defined or generally accepted versions of a probable future; building a knowledge workforce of the future through development of skills such as complex thinking and systemic foresight.