The traditional triangle of people, process, and technology delivering value has become a cliche during the last 3 decades, but it remains relevant. The question, however, is which people, when, with what processes and technology? Snowden, creator of the Cynefin framework, looks beyond increasingly industrial models of design thinking to creating co-evolutionary processes between unarticulated user needs, technology capability, and system opportunities to create a biological model of emergent value. It includes reports on radical new work on workforce and customer engagement through the creation of human sensor networks to provide real-time decision support and a continuous flow of micro-innovation.

“If Schneider knew what Schneider knows” is the vision of our 3-year KM&C program, Communities for our Collective Intelligence. Our first speaker focuses on the business value highlighted by the members of the 100-plus communities of practice, their sponsors, and the engagement of the leaders of this France-based multinational corporation. He discusses the results of the 2013 and 2014 surveys on 15,000 community members, one focused on employee engagement, the other one focused on the perceived value, represented by the election of the coveted Active Community Labels. At Microsoft Services, Knowledge is the business, it’s what they sell. KM analytics is a key service of the 9-year old KM Initiative that allows executives, KM practitioners and people managers to drive a knowledge culture. Monney shares real life ex- amples, critical success factors and lesson’s learned as well as future trends in KM analytics.

Working with business partners? Communicating with vendors? Providing customer support? In today’s world, delivering products and services often requires coordination across a number of different stakeholder groups. Socially enabling your extranet provides the means to effectively collaborate and share knowledge in this complex environment. From driving improved innovation and product development to allowing end users to collaborate effectively and address shared problems, social technologies drive improved performance across the value chain. This discussion highlights industry leading extranet capabilities and shares best practices as you begin socially enabling your extranet.

At the 1992 Winter Olympics Geoff Bodine watched the U.S. bobsled team struggle during their competitions. He didn’t know much about bobsledding, but he knew a great deal about racing in NASCAR. He took his knowledge of racing cars and applied it to the first U.S.-made bobsled chassis. Ten years later after Bodine stepped in to help the U.S. Winter Olympic team, the U.S. bobsledders won not one, not two, but three medals at the 2002 Winter Olympics in Salt Lake City and again in 2010 in Vancouver. Auto racing made a great pairing of skills again but this time in the medical industry. Formula-1 pit crews passed key lessons to surgical teams about the use of efficient teams in checklists, briefings, and databases to look for errors. The practice is called cross-teaming or adjacent innovation, and it’s a driver of ground-breaking innovations.

Intel’s engineering organizations are sponsoring and expanding mindfulness training programs designed to address innovation challenges. These grass- roots-inspired programs provide individuals with the personal tools to engage themselves and others in more fulfilling and effective ways, while allowing a culture of innovation to thrive. Get tips and insights for kick-starting innovation in your organization. The second presentation discusses a continuum of collaboration and crowdworking programs created by the U.S. Department of State’s Office of eDiplomacy. The VSFS was launched by Secretary of State Hillary Clinton in 2009, empowering the next generation of diplomats through e-internships and microvolunteering. The VSFS uses an internal crowdworking platform, called CrowdWork, to facilitate collaborative work worldwide.

Storytelling or narrative is big business. Top medical schools are instituting programs in “narrative medicine” so doctors can better analyze patient stories; journalists are replacing the inverted pyramid with protagonists and story arcs; legal scholars are investigating how storytelling can clarify the maze of law and its implications; and top executives at IBM and the World Bank have promoted the business value of storytelling as a way to change these huge organizations. Interest in this ancient genre of communication stems from the rising importance of “sharing knowledge” as a competitive advantage and realizing its inspirational and instructive value as a duo that abstraction and conventional analysis cannot match. Hence, the re-birth of the “story” to spark action, encourage shared values, share knowledge and best practices, get people to work together or march forward together into the future. Learn how innovative narrative techniques are developed and deployed to operationalize knowledge-sharing strategies in two well-known organizations: a global pharmaceutical company and, a large government defense contractor.

The transformation of work will accelerate faster in the next 10 years than ever before and content will be even more important for that work. New technologies will simplify and focus our working lives allowing us to be more creative, collaborative, and productive. During the next 10 years, the way we collaborate, share, and create will be turned upside down, from the complex environment of today to a future of simple execution. Our speaker explores the transformation that is entering office environments today to inspire attendees to envision what it will be like to work in the future.