Forrester Research reports that “29% of the global workforce (and rising) are anytime, anywhere information workers—those who use three or more devices, work from multiple locations, and use many apps.” We live in an era of the Intranet of Everywhere, and success is reserved for those who embrace it. During this high-impact talk, Berry shares proven strategies that empower success:

• Letting workers use the tools and channels they prefer, while ensuring that the knowledge they create with those tools is well-organized and easily findable by colleagues
• Gaining a unified, real-time view of all your company’s diverse knowledge streams and understanding the “who, what, when, where, and why” of each knowledge asset
• Automatically identifying subject-matter experts based upon automated analysis of all your knowledge assets and systems
• Unburdening teams from the never-ending task of manually tagging, cleansing, and deduping your enterprise data

The new frontier for knowledge practitioners is just that—the frontier, the edge, the face of the organization. As Tom Stewart and Pugh have written, “Knowledge is the Business—In leading knowledge-driven businesses, knowledge is what customers buy. Whether that knowledge is built into a product (e.g. a ‘smart’ phone), sold as knowledge itself (e.g. research reports), or embodied in people (e.g. a legal counselor), the customer is aware of it, pays for it, and judges it in making a buying decision.” Knowledge-driven products are everywhere, and success rides on a mix of business acumen and knowledge-integration skills—an ability to see a market possibility and to drive knowledge into product. Pugh discusses results of studying knowledge-based innovation, looking for two things: What made it competitive? What skills and processes did knowledge leaders bring to bear? She shares insights for sustaining a competitive edge and common differentiators, such as reducing transactions and search costs; providing access to inaccessible data or people; educating the customer (e.g., on regulation, market patterns); integrating with customer workflow; decision making processes; and helping customers improve their social capital, assets and attractiveness.

As product differentiation diminishes in many markets, companies are increasingly investing in the customer experience as a competitive advantage. Winning organizations have decision-making processes and feedback mechanisms that enable them to experiment and respond quickly to their evolving market landscape. They have also taken action to make their full portfolio of product and customer information accessible to their customer-facing processes. Earley looks at which Fortune 1000 companies are winning the customer experience arms race and how they are doing it and provides ways to frame the needs and opportunities to senior leadership.

Learn about the KM practices used at Kraft Foods focusing on the MASK method for knowledge capture. MASK, or Method for Analyzing and Structuring Knowledge, was developed in France by Jean-Louis Ermine for the Center for Atomic Energy. It is based on the philosophy that a body of knowledge is always structured in six points of view represented by six unique models. The MASK methodology has been successfully used by Kraft to capture and transfer critical tacit knowledge. It is of value to anyone interested in capturing knowledge in a way that makes it easy to find, understand and use.

If you were to ask the average 8-year-old, “What was the most fun part of your day?” what do you expect the answer to be? Would it be learning multiplication tables or long division? Probably not. In similar fashion, the most interesting part of your employees’ day is likely to be their conversations at the water cooler about last night’s game or TV show. It won’t be logging into the internal knowledge management system to upload their latest project’s progress reports, delivering feedback on peer’s work, or logging their time at the end of the day. The Achilles heel of most KM initiatives is adoptiongetting end users to engage and participate in KM processes and systems. Carroll and Tanner look at injecting game mechanics into the KM process so users have an incentive to participate and also some fun! Van Rooy talks about using gamification to encourage knowledge sharing and reveals some out-of-the-box ideas to improve engagement at American Express. He shares new tools to increase collaboration.

This informative session lets you peek behind the firewall of leading-edge intranets and digital workplaces from a number of different worldwide industries and includes award-winning sites from the 2014 Intranet Innovation Awards. These case studies of successful, active intranets provide ideas and insights to apply in your organisation.

As product differentiation diminishes in many markets, companies are increasingly investing in the customer experience as a competitive advantage. Winning organizations have decision-making processes and feedback mechanisms that enable them to experiment and respond quickly to their evolving market landscape. They have also taken action to make their full portfolio of product and customer information accessible to their customer-facing processes. Earley looks at which Fortune 1000 companies are winning the customer experience arms race and how they are doing it and provides ways to frame the needs and opportunities to senior leadership.

The average workday has become disjointed. While workers enjoy the “freedom” that comes from being able to do their jobs without being chained to their desks, it is not without its obstacles. There is certainly no shortage of mobile apps for employees, yet each app only does one thing well, and it is becoming clear that work information is spread out between too many apps. As employees rely more on mobile access, the elusive single-screen, unified mobile experience could be the answer to enterprise information discovery woes. Our speaker, a Fast Company columnist and enterprise technology expert, discusses ways to overcome the information overload challenge using contextual capabilities now provided by mobile devices, a consolidated user experience, and activity streams. Get tips on how to best create a mobile enterprise that empowers productivity while increasing employee satisfaction!

In organizations around the globe, staff are demanding the usability of in-home devices at the workplace. Mobile devices are transforming how we work, but there are still questions to answer to make them effective. This practical discussion provides real-world insight into how to design and deliver a mobile enterprise. It’s simpler and easier than you might think! See many screenshots and examples from leading organizations, and use the ideas gained to plan your own mobile projects.

Content is an essential component for organizations developing an information-rich, data-driven strategy to serve customers or citizens. While compliance remains a key driver, organizations increasingly look to enterprise content management (ECM) to meet customer-focused requirements. Forward-thinking technology managers are putting more focus on using content to drive revenue and less on just operational cost reduction. Content is now viewed along with data as part of a bigger information ecosystem. Traditional ECM suites continue to be disrupted by SaaS and file synch and share platforms. Archive vendors are stepping up and competing more often with ECM vendors. ediscovery vendors are bringing analytics further upstream into the content life cycle. This session outlines the future of ECM and the key trends to consider when setting the groundwork for a new or modernized content strategy.

As product differentiation diminishes in many markets, companies are increasingly investing in the customer experience as a competitive advantage. Winning organizations have decision-making processes and feedback mechanisms that enable them to experiment and respond quickly to their evolving market landscape. They have also taken action to make their full portfolio of product and customer information accessible to their customer-facing processes. Earley looks at which Fortune 1000 companies are winning the customer experience arms race and how they are doing it and provides ways to frame the needs and opportunities to senior leadership.

In today’s era of Big Data unstructured information is the new oil. How you manage and mine this information can make the difference in providing real value to an organization. Minicucci demonstrates how to leverage content analytics to discover and clean up your Big Data and how to discover content such as PII (personally identifiable information). Once data is clean, the true knowledge value of integrating structured information such as CRM or MDM into the search engine can be seen by a true knowledge view of information. Our speaker uses real-world examples to illustrate the value of 360-degree views that bring together structured and unstructured information to show concepts such as sentiment analysis by integrating CRM, MDM, and multiple unstructured repositories. Our second speaker shares Accenture’s story on the improvements made to content findability for its management consulting practice. Within a year, management consulting saw a 30% increase in its people’s ability to find relevant content within the knowledge repository, the Knowledge Exchange. Hear about the content management program focused around four key pillars: getting best content in, reducing the noise, improving content access, and raising awareness.

Mayo Clinic’s delivery of high-quality, affordable healthcare depends on integrating knowledge to promote innovation across patient care, research, and education. Providing the best current health information and services requires an agile and responsive content management ecosystem for creating and managing content as well as meeting the emerging needs for the delivery of “smart” content. The Clinic’s solution was to extend traditional CM technologies with a semantic services layer to support standards-based knowledge interoperability within and between organizations. Nelson shares the technical architecture and design choices made to build and deploy its Knowledge Content Management System (KCMS). KCMS’s solution to the problem of knowledge integration and flexible access is twofold: First, it utilizes the capabilities of the CMS to author, manage, and deliver the information. Secondly, it tightly integrates the CMS with a semantic services layer that provides the intelligence that enables users to find the right information, no matter who authored it or how it is stored.