The KM journey in Shell is heading for a new turn. Manders discusses how KM developed and evolved over the past 15 years and zooms in on recent experiences with implementing a complete set of KM tools, processes and Working Out Loud behaviors. He talks about how KM in Shell realized $300 million value in the last couple of years, how they aim to triple the impact by 2020, and what other qualitative and quantitative impact they have made in Shell’s communities. Learnings, as well as structures and practices shared, as well as the next step in their journey: moving KM under the Organizational Development function in HR, describing the logic behind this decision, objectives, and expectations. Manders discusses future developments envisioned to further improve the KM capability in Shell. To learn more about Shell’s techniques plan to take workshop 16 on developing scenarios!

Schlumberger has more than 2 decades of KM experience and custom-built KM tools. Communities of practice and discussion forums are the backbone of a thriving knowledge-sharing environment that delivers daily business value. In 2016, Yammer was launched alongside these existing tools. Hear how Yammer and other software tools worked together and later merged to deliver better value with minimal business interruption. The UNICEF team shares how it reinvigorated its decade-old Yammer network, growing it from a stagnant 1,000 monthly users to more than 5,600 in a span of 18 months. It wasn’t with bots, and it wasn’t a tech-focused solution. UNICEF’s Learning and KM team created a brand new way of talking about collaboration with its proprietary “BUILD” model—a simple process of making collaboration relatable to the staff’s work for children across the globe. Learn how to accelerate your own internal collaboration programs with simple, meaningful changes that matter.

This global leader in oil and gas projects, technologies, systems, and services, with 40,000- plus employees operating in 48 countries, launched its first KM initiative in 2010. Senior management envisioned a workplace in which employees could continuously deliver additional value through global collaboration and experience-sharing and transfer critical knowledge from the soon-to-retire Baby Boomers. The merger between Technip and FMC further increased the demand for the portfolio of KM services and placed a renewed importance on the program’s underlying mission—to connect people and leverage their collective experience. The KM program grew to encompass five global centers of excellence to serve the enterprise: communities of practice and structured collaboration, enterprise wiki and surveys, multimedia and e-learning, facilitated knowledge-sharing meetings and events, and knowledge architecture (workflow, search, taxonomy, dashboard and Sharepoint expertise). The program has been successful in connecting and aligning global teams to reduce costs, improve efficiency, increase employees’ awareness of available resources and ensure employees have the information they need to do their jobs effectively. Get tips and techniques to use in your organization!

Dutch yacht builder Feadship is recognised as the world leader in the field of pure custom superyachts. With deep roots dating back to 1849, it has built fame and success on continuous innovation, with each of the yachts in their fleet setting a new standard in terms of craftsmanship, design, engineering, and construction. KM plays an essential role in this innovation, known as “the relentless pursuit of perfection.” Scientific research has shown time and again that knowledge and the management thereof are crucial to how innovative a company is and how well it deploys that innovation. This talk shares how a leading global shipbuilding company uses elementary principles of KM to foster innovation. It includes KM practices, a clear KM framework, a practical KM maturity model, a knowledge map of the organization, and various methods that affect the knowledge value chain. It also identifies the critical success factors that facilitate the organization’s rich, collaborative knowledge culture, enabling Feadship to stay at the forefront of global innovation in its field as well as future challenges.

Today’s leading organizations recognize the value that a practical, yet innovative KM strategy can have on their effectiveness and future success. KM often doesn’t get a seat at the table because there are common misunderstandings about what knowledge management even is, or organizational leaders are skeptical about its benefits because they’ve been burned by previous failed efforts. Having a KM champion within an organization can help connect those in need of KM solutions with the experts, tools, processes, and know-how to improve collaboration and knowledge flow between team members and departments. Syed shares how he has communicated the value of KM to the senior leaders of his organization and gained their buy-in to incorporate KM initiatives into their overall strategic plan. Hear how he developed a KM strategy for the service desk team and used this initiative to spread the word up and across the organization about the benefits that a well-designed taxonomy, content strategy, enterprise search, and a culture of collaboration can have on the productivity and engagement of its workforce.