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Knowledge man​agement is an action-o​riented domain. Successful KM implementations support our efforts to create, transfer, exchange, share and so much more. Through these actions, many organizations have successfully moved toward the near utopian knowledge environment. So if action is so important, why are so many KM workshops, lectures, and sharing sessions just another passive sage on the stage event? This full day interactive workshop will focus on the domains of leadership, technology and culture in engaging people to achieve organization​al objectives. ​​​In the masterclass’s collaborative environment, you will explore a number of action-oriented activities that support KM which you can quickly emulate and bring back to your organisation. Join John for this engaging activities to enhance your KM program.

This interactive workshop highlights why leadership and knowledge are co-dependent and how they combine to form the foundation of creating value and sustained performance. Together we will explore how creation of knowledge and managing its flow through organisations can be accelerated. Knowledge leadership stimulates behavioural interactions that bestow trust and engage participation in a way that leverages many interdependent factors and generate synergies. These, in turn, trigger the development of new knowledge, insights and capabilities leading to greater learning and productivity across the wider organisation. Continuous cycles of knowledge generation through the strategic planning cycles reduce the risk of knowledge loss and accelerate transfer of ideas and concepts to trigger wider application. Knowledge leaders harness the potential of organisation to drive innovation and growth, through proactive cycles of convergent and divergent conversation. Collectively these approaches optimise decision-making and prioritisation of actions and generate opt​​imal outcomes. Join Arthur in this workshop to experience these cycles so you can lead your people in your organisation.


Knowledge Management has had lofty aspirations from the beginning. Humans are social creatures so sharing knowledge to solve problems and make better decisions tends to happen naturally. We see it all the time in small groups so it makes sense that using technology to expand that knowledge transfer across an enterprise would be an easy win. Time, however, has shown that for each example of a successful KM program, there are two more that showed only average results. Interventions that work in one company will have no uptake in another and at times, other solutions emerge that have significant impact despite being more organic than planned. "On time, on budget" is often our focus, but in the end the real measure of a successful program is whether it achieved the business outcomes as projected.

This workshop looks at five aspirational business goals of KM, looks at ways they were approached, if they worked in the past, and how we might tackle them in 2015. Join Stuart and discuss some of the accepted methods, but also allow you to strategically discuss your own programs with your peers in order to ensure they are best aligned for maximum business value. Filled with case studies and examples, you will be encouraged to share your own stories, insights and ideas so we can reinvigorate the original outcomes of KM while avoiding the mistakes of the past.
Planning, developing, and executing any public, military, or private sector program requires a multi-dimensional view of many disciplines. The PMO executing the programe has to be integrated and managed to deliver the desired outcomes and outputs - to meet the cost, schedule, and technical requirements of the program and the customer. Knowledge management and project management are complimentary disciplines and practices that must work hand-in-hand to deliver the PMO mission. It is a process of demonstrating the value of knowledge management concepts, strategies, and implementing practices before you can introduce knowledge management into the project management process and methodology. Join Bill to learn about A KM framework that you can adapt for your organisation’s own use. The KM framework is built around the concept of performing and learning based on the concept of learning and performing through the real time capture and reuse of relevant program knowledge and experience that will improve delivery of the desired outcomes and drive efficiencies into program execution. Bill will also cover a fast learning processes to learn before executing, during program execution, and after program completion; establishing a core knowledge base and communities of practice and also address the issues of workforce turnover and knowledge loss that can severely impact PMO performance and success.

Last Updated on 10-May-2015 (GMT +08:00)