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​​​​SESSION 1​​

Dr Daniel's factory has enjoyed remarkable success in the past 24 months. The staff's quick response, superior teamwork and scouting capability for opportunity and risk have outperformed that of their counterparts in multinational companies. Family ties, community affection, social 'face' and personal recommendations co-ordinate well amongst all company members. The Chinese community's relational capital is perceived to have the effect of a consolidating and stabilising function in this high growth.

Chinese social system is regarded as a high-context social system - it depends less on precise wording than on collective understanding. The Chinese term 'guanxi' is used interchangeably in this case study with 'Chinese community relationships' to describe the knowledge embedded in the subtle and delicate interpersonal social interactions perpetuated among ethnic Chinese people in mainland China and overseas in settlements such as Hong Kong, Singapore and Taiwan. Guanxi comprises two aspects. One is a social construct of Chinese socie​ty and the other is the value generated by relational capital of guanxi in action. Historically, the knowledge embedded in guanxi is perceived as having three characteristics: affection (ganqing, in Chinese), reciprocity (renqing) and credit (xinyong).

In this ethnographic insider case study discussion, a few critical outcomes in the company's knowledge construction and flow are shared with participants for possible application in their own organisation's context: 1) 360-degree town hall dialogue; 2) group-level exchange of favours; and 3) acculturation.

About the Presenter:
Ir Dr. Daniel Ng CPA ACMA FBCS/FHKCS is an industrial engineer, CPA, Chartered Managemet Accountant, and Fellows of BCS and HKCS. He used to be Executive Director of a Hong Kong listed textile mills and now runs 5 business units. He is external examiner to HKU, and visiting lecturer to PolyU. His doctoral researchers are Integrated Reporting, Learning Organization and Big Data for SME Dynamic Capabilities. The latest research focus is on deep learning, Logical Bayesian Network and Random Matrix Theory.


Having started a KM project with the necessary licenses and IT management on board, information would need to be integrated from multiple sources. Even with data scientists managing the big data and social information the project is not actualising as quickly as expected and it is becoming harder to justify the ROI.

Based on common agile, lean and projects management methods, this presentation will demonstrate the processes and workflows required to manage a KM team or project in a flexible, iterative and agile manner. These processes draw on the underlying principles of agile and utilise a combination of #noprojects, Kanban, Scrum, Test Driven Development and XP. Specific topics include; 

  • Clear outcomes and continuous delivery of value
  • Iterative work and project management with regular releases, 
  • A collaborative team and organisation structure including self-organising teams, estimation and work planning, 
  • Continuous testing and quality assurance, and 
  • Iterative data modeling

Lastly we will look how to manage customer driven deliverables and why we should encourage the dreaded "scope creep" within knowledge management.​

About the Presenter:​
Evan pioneered the field of Agile Business Management; applying the successful concepts and practices from the Lean and Agile movements to corporate management. He keeps busy as a senior IT executive, business management consultant, non-executive director, conference speaker, internationally published author and father. 

Evan is known for getting things done by bringing enthusiasm, energy and humour to motivate people and drive his clients corporate objectives. He has a passion for building effective and productive organisations, filled with actively engaged and committed staff while ensuring high-levels of customer satisfaction. Evan's experiences when holding executive and board positions in both private industry and government has driven his passion for lean business management and he regularly speaks on these topics at local and international industry conferences.

As well as writing "Directing the Agile Organisation", Evan currently consults to organisations around Australia and SE Asia on Agile management and governance.


The Global Most Admired Knowledge Enterprise (MAKE) Award is an international benchmark of best practice knowledge management. This prestigious international award was launched in 1998 and sought to recognize organizations which out-perform their peers in creating stakeholders values by practising knowledge management and intellectual capital management. This sharing will identify the critical success factor of Hong Kong MAKE Winners Such winning recipes and lessons learnt will help participants to embark on a new KM journey or refine their KM implementation to better achieve their business objectives.

About the Prese​nter:​

Ms Nicole Sy works as a Knowledge Management Specialist. She provides knowledge management related consultancy services to external clients such as CLP Power Ltd., Dragon Air, Leo Paper Ltd., Child Assessment Services of Health Department of the HKSAR Government, Housing Department of the HKSAR Government. In addition, she has been involved in many various knowledge management projects and corporate knowledge management training in many prestigious companies in Hong Kong. Ms Sy is also the Program Leader for the Certified Knowledge Professional (CKP). Her knowledge management specializations are: information and knowledge audits, methods to manage and measure knowledge management performance, developing and implementing knowledge management strategies/knowledge management system, knowledge management process development and the design/implementation of knowledge management tools. Ms Sy has obtained the B.Comm. (Hon) and MSc (Information System) qualifications. Before joining the KMIRC, she worked as Marketing Manager in various industrial sectors, covering retailing (Li & Fung Retail Group), manufacturing (Universe Holdings Ltd) and telecommunications (PCCW Ltd).

​​​​SESSION ​2

The capability to adapt and innovate faster than your competitors will be critical to achieving high performance and gaining market share. Clients are continually look for providers that can Innovate in agile ways, be always on and available, and deliver a unique and personalised experience. This was previously possible in stable markets with extensive resources to manage customer expectations. As the baby boomers retire, those relationships are being disrupted and are continuing to change as the new generation is far more mobile. This case study looks at how a small services company adapts to the changing environment by accepting risk and applying agile and KM strategies to its operations and customer relationships. It does this by identifying new opportunities, changing colour and key personnel, demonstrating transparency and trust while delivering a personalised experience for the client's representative.​​

About the Prese​nter:​

David's early background is in project management in the construction industry on large projects such as power stations, shipyards and Stadiums. He joined the Department of Defence in 1989 on the New Submarine Project before working across Defence in the management fields of program evaluation, human resources, information, knowledge, quality, risk and enterprise architecture. David has also worked as a successful management consultant in facilities management and enterprise architecture. He was previously the information architect for a major government department and managed several major procurement projects in government departments for both services and solutions. David is now delivering his extensive skills back into government departments on a consulting basis in decision support systems and procurement and knowledge management. David has a Cert IV in training and assessment, a Diploma in engineering, a Grad Dip in Public Sector Management and a Master's degree in Project Management. He has been a Certified Practicing Project Director and is an accredited workplace trainer and Assessor. He is the President of the ACT KM forum, Convenor of the ACT Information Governance Community of Practice and is on the Board of the Institute for Information Management. He chairs the AIIM International KM Standards working group and is a founding member of the Knowledge Management Global Network. David lectures at the University of Canberra on Information Management and Knowledge Management Systems at the post graduate level.​​


The "A" Grade is frequently viewed as indicative of a student's complete and accurate acquisition and recall of knowledge taught. Students strive to attain it, and parents goad them to do so. This presentation will discuss two issues, namely, (1) the meaning of the "A" grade, and (2) the curse of the "A" grade. Organisations rely on mainly grades for hiring, especially for entry level position, and the implications of the two issues to HR will also be discussed.​​

About the Prese​nter:​

Dr Lee is currently the programme director of the MSc (Knowledge Management) and MSc (Information Studies) programmes offered by the Wee Kim Wee School of Communication and Information, Nanyang Technological University of Singapore. He is a chemical engineer by training, but furthered his studies in the areas of information science and knowledge management. In addition to NTU, he has also held teaching positions at the Singapore and Temasek Polytechnics. His current teaching assignments include graduate courses in the areas of knowledge management, business information services, and special libraries. He is the founder of a​​nd​


In 2004 PAHO determined it needed to instill the methods and practices of the Knowledge Management Era into the Public Health activities of its 39 Member Nations. It formed an "IKM Office" led by a Deputy Director (DD), reporting directly to the PAHO Director. The DD engaged a 3-year Professional Advisory Team from the GWU- IKI Institute. GWU-IKI was the precursor organization that partnered with Thailand's Bangkok University in establishing the IKI-SEA, Institute for Knowledge and Innovation-South East Asia, and GWU-IKI has evolved itself into the non-profit International Institute for Knowledge and Innovation [I2KI], based in the Washington D.C.,USA, Region, a Coalition of 13 Entities. From 2004 through 2007 the joint PAHO/IKI Team infused KM Theory to Practice methodology, tools and practices into an Architectural Environment that permeated the Bilingual activities of PAHO's 39, North and South America and Caribbean Nations. The sustainability of that transformation is reflected by the Office of "KM Bioethics and Research" in August 14, 2015.

*Pan American Health Organization , formed in 1902​

About the Prese​nter:​

For more than 55 years Dr Francesco A. Calabrese and the teams on which he participates have brought innovative and practical technical and leadership results to clients. An engineer and systems thinker by training and experience he has consistently been cast in leadership roles and built cohesive and effective team performances with diverse, international human capital resources. His mentoring/coaching services are honed by years of combining engineering, technology, teaching and business experience in the analysis, innovative design and successful implementation of: knowledge enabled, information and telecommunications systems and integration programs; civil engineering projects; country-wide and successful team building via experiential learning and mentoring. His private, government and academic venues range globally from individual leadership, teaching and consultant roles to full P&L executive positions in small to large, public and private corporations. ​

Last Updated on 27-August-2015 (GMT +08:00)