7th International Conference on Innovation & Knowledge Management, Bangkok

7th International Conference on Innovation & Knowledge Management, Bangkok

by Madanmohan Rao http://twitter.com/MadanRao
Editor, The KM Chronicles http://bit.ly/TU12l
Bangkok; Oct 9-10, 2014

Logging in now from the 7th International Conference on #Innovation & Knowledge Management, #Bangkok! (IKMAP 2014)

I. Dr. Mathana Santiwat, President of Bangkok University welcomes the delegates from Thailand, Hong Kong, Japan, India, France, Kenya, Australia, USA!
KM and innovation management are key for competitive advantage for companies and countries
Organisations and universities must be catalysts for knowledge and innovation for success
Cross-cultural platforms help exchange ideas and methods for innovation between Asia and the West

II. Prof. Rongbin Lee, Director of Knowledge Management and Innovation Research Centre, The Hong Kong Polytechnic University
“I” stands for international, for innovation, for iPad/iPhone and interactivity!

III. Dr. Vincent Ribiere, Managing Director and Co-Founder, The Institute for Knowledge and Innovation South-East Asia, Bangkok University
“I” is also for informal!
Need a good mix of practitioner and academic perspectives in innovation and KM, bridging theory and practice
Institute for Knowledge and Innovation, Southeast Asia has co-founded the Global Knowledge Network with IKMS/Singapore; Australia; Hong Kong http://km.techsparks.com
Murphy’s Law strikes as Vincent’s slides appear without images, but he does a great job of encouraging attendees to imagine the contents!

IV. Dr. Alex Bennet, Co-Founder and Principal of the Mountain Quest Institute, USA
“Collaborative Advantage in a Competitive Environment”
Competition has its limits, need to explore cooperative approaches also. Classical management/bureaucracy has to be improved
Soft competition is based on reputation; hard competition is ‘dog eat dog’ (power/ego based)
Alex Bennet, former opera singer, threatens to sing opera to wake up delegates if they are inattentive!
Bennet cites naturalist research which shows that survival is not by the fittest, but by those with cooperation, unity, sympathy
Our brains wire us to learn through social interaction: relationships, networks, stimulating family/friends/colleagues
Types of knowledge: surface (visible, easily understood), shallow (context; social knowledge); deep (domain expertise)
Old paradigm: local idea resonance. New paradigm: global idea resonance (eg. due to social media)
Idea Resonance: 1. Personal relationships 2. Work associates 3. Network connections (you may never have met them!)
Competitive collaboration depends on synergy, agreements, trust, collaborative knowledge
Kapeleris: Innovation increasingly involves cooperation and partnerships between a growing network of individuals and organisations
Levels of cooperation: arm’s length; sharing information; sharing and creating new knowledge; sharing insights
Success factors for collaborative competition: deep engagement, real commitment, tangible incentives
Case Study: Tata-Singapore Airlines collaboration: There is compatibility, competitive collaboration & adversarial competition
Knowledge economy is no longer a zero sum game; there need not be a win/lose scenario. Can we learn and share with all?

V. Dr. Arthur Shelley, Principal of Intelligent Answers and Senior Industry Fellow of RMIT University
“Innovative Education Opens Minds, Creates Knowledge and Drives Innovation”
Traditional education has not encouraged cooperation between students, but that can be changed and made more creative with collaborative models
Interdependencies in knowledge and learning can lead to success when knowledge flows are sychronised
The next generation of knowledge leaders will collaborate more via social curation and value creation
Educators today should teach how to build connections and relationships that enable the flow of knowledge and value
Performance is driven by Knowledge (what, when: knowing, experiencing); Skills (how, where: doing), Abilities (why, who: being, behaviours, attitudes)
Lifelong learning has evolved into lifestyle learning (blended into the way people live/work/play)
Evolution of learning: What’s going on -> So what -> Now what
Ask questions in the following order: why – value; who – people; what – process; how – tools
Interactive social learning is driven by a challenge, focus, socialisation, engagement, adaptations, design thinking

V. Puvanart Keoplang: Micro Knowledge Cluster: Competitive Capability Development (CCD) in Action Through KM System In Thailand
ASEAN is creating Economic Community in 2015 (AEC: 10 countries, single market, competitive region)
Thai cluster: characteristics: love people, love motherland, love to do, love to share. Clusters: batik, native woven fabrics, orchid farming.
Social media widely used in Thailand after flood crisis, political upheaval. Used by clusters to share practical knowledge about quality, techniques, new products

VI. Law Bing Lam: Application of KM in Garment Industries of Hong Kong
KM is not just for consultancy and hi-tech firms, but also for labour-intensive industries. Knowledge transfer – one-to-one/few
HK garment industry – management waves: productivity, quality, quick response (JTI), communication (EDI, IT), KM/innovation
Garment industry has largely tacit production knowledge (patterns, printing, embroidery). Transfer to explicit via knowledge libraries (eg. quality manuals, work aids).
Personalisation – via video clips. Ad hoc problem solving groups (offline, online)
Impacts: shorten lead time, quick resolution of technical problems, better quality
Tech Centre set up for KM also capitalises excess IT resources.
Challenges: increasing usage of knowledge libraries, communication barriers, overcoming trust, cultural differences (China, LatAm, Sri Lanka), lack of team work across boundaries
Recommendations: More direct contact, standardisation of terms, new tech tools, better team structuring; empathy: “put yourself in others’ shoes”
Qs: How to capture knowledge of retired staff? How can HK garment industry compete with other regions of the world?

VII. Patrick Rondé: Internal Structures and External Connectedness: Towards a Typology of French Clusters
How do clusters structure themselves, learn internally/externally, improve learning capacity and enhance their performance?
Research questions: Does the complexity and ownership structure of a cluster affect its openness?
France has over 71 clusters in areas like biotech, automotive and wine! French universities have partnered with Chinese universities on wine growing! (Work = Fun!)
(English spoken with a French accent is *the* best! :- )
Cluster differences: number/percentage of foreign MNCs, funding (source/amount), influence (global, regional; central peripheral), size
Clusters can adopt collaborative behaviours through several networking roles

VIII. Dr. Usama Fayyad, Managing Director and Chief Data Officer of Barclays Bank
“BigData, AllData, Old Data: Predictive Analytics in a Changing Data Landscape” (@UsamaF)
What matters: analytics throughout the organisation & ecosystem;
Data scientist is the highest paid position in computer science and IT these days
Data scientists conduct ‘data expeditions’ to explore messy data; discovery and learning on the spot
4 Vs of Big Data: volume, velocity, variety, value
Classic data (eg. relational databases) explodes into Big Data when you add un/structured data via social media such as LinkedIn, Facebook, blogs, etc. in analysing user profiles (social graphs)
Map-reduce – popularised by Google, eg. frequent indexing of a copy of the full Web
Big Data applications and uses: security/forensics, ad analytics, warehouse analytics
Hadoop reduces cost of data storage for enterprises. Data warehouses cost $100K per terabyte per year; $2.5K with Hadoop
Second biggest driver of Hadoop: Extract Transfer Load (ETL).
Value of #BigData: understanding content, context, community sentiment, customer intent
Startup NetSeer senses overall sentiment of an article, matches it to searcher’s intent
Knowledge management is not showing car purchase ads to those who search on ‘automobile’ and have already bought a car
RapidMiner has open source tools for advanced analytics, used by industry and academia
New trend: move the analytics to the data instead of the other way round.
Yahoo correlates email usage with news usage in the same session; incremental revenue of $16 million per year
Cars have simplicity on the outside, complexity inside.
Success comes from converting insights into predictive algorithms, eg. web retailers

IX. Dr. Helen Paige, Founder and Director of The Paige Group Australia
“Knowledge Management, Innovation and Restorative Justice”
Knowledge brokers: often forgotten in the KM world but play an important bridging and facilitation role
Paige cites the innovation framework from Innnovator’s DNA (see my book review: http://yourstory.com/2013/01/book-review-the-innovators-dna-mastering-the-five-skills-of-disruptive-innovators/ via @YourStoryCo)
Brokering takes place across passive/active, radical/conservative spectrum. Links poorly connected worlds, has a strong learning component, can change organisational culture
KM and innovation management can lend conceptual expansion to each other, and new practices

X. Dr. Vishnupriya Sengupta, Managing Consultant, PwC India
“From Transactional to Transformational KM: The MAKE recipe for Enterprise Success”
KM bridges the gap between ‘the bazaar and the Cathedral’
“Anyone who has never made a mistake has never tried anything new.”
PwC has a 2016 Global Knowledge Vision: Networks (‘Spark’ – mobile compliant), Content, Transformation of Knowledge Services
Four principles: Put yourself in others’ shoes (clients), Share/Collaborate, Invest in Relationships, Focus on Value Addition
Many KM initiatives focus on ‘push’ but not enough on ‘pull’ (‘what’s in it for me’)
KM = discipline + way of work + competitive advantage
Global MAKE 2013 winners: Samsung, McKinsey, Toyota, Schlumbeger, PwC, Apple, Google, Accenture, ConocoPhilips, Deloitte
Spark blends elements of social media such as Facebook, Twitter, blogging for enterprise work
Many offices of PwC are migrating from legacy Intranet to Spark, and are seeing benefits already
Spark uses: answering questions quickly, locating expertise, more teams with collaboration, better leadership programs, connection with far-flung events. Video: lots of good testimonials
No more operation in isolation, no more leadership working in ivory towers; 80% reduction in document version control
PwC won Global MAKE Award and Intranet Innovation Award
Pulse: PwC news, account deals
PwC has an online research desk with industry reports; turnaround time less than 48 hours for report requests
PwC has a two-day annual knowledge leadership meetings to share best practices
PwC has client account groups where authorised clients can log in to pose questions and get updates
Spark is three years old, more plans ahead. Next steps: consolidation of our databases

XI. Dr. Ricky Tsui, Director of R&D, ARUP
“KM and Corporate Innovation: What’s the relationship?”
ARUP designed award-winning Canton TV Tower in Guangzhou (nickname: Sexy Lady!), and CCTV, HQ, Beijing
ARUP designed new Mumbai Airport, Beijing Aquatics Centre, Marina Bay Sands Resort, Singapore.
ARUP: Established 1946. Covers design + construction. Lessons learned used for its various projects. Stunning photos!
KM used for ARUP University, project reviews, foresight, skills development, lessons learnt. Starts at induction stage with Knowledge Handbook
Other elements of KM @ Arup: Technical Best Practice, Corporate Yellow Pages, Project Database, CoPs
Enterprise social networking tools include Yammer (tagging of solutions, project knowledge harvesting)
All projects have 3 min video intro. “Project Goodies.” Wiki page (eg. Arup Forge). Open discussion forum
Company created – Oasys – self-developed software packaged and sold to design community
Opal: brainstorming app for (i) early stages of new projects (ii) exploring new business ideas
Arup has 400 internally funded R&D projects each year. External research for new products also. Arup University – 60 accredited internal trainers in Hong Kong. Modules: eg. Smart City
Huge focus: increasing creativity. Creative problem solving approaches – training. A VC is hired to train innovative thinking
Design School modules – CSI (Collective Sense-making to Innovation) – get ideas from outside your usual circles
Learning from nature – inspiration from anthills used to design building without airconditioning in Zimbabwe!
Transfer of innovative design/materials – from Cornwall projects to Beijing buildings
Foresight and visioning exercises: how will buildings and cities look in 2050?
Penguin Pool events (named after London Zoo project): idea exchange with design community, get ideas from other industries, see what can cross over
Corporate innovation methods: Trust, Idea exchange, R&D, Learning from others, Understand future needs, Improve employee skills
Emerging frontiers: use of IoT to design smart cities and smart buildings

XII. Dr. Percy Chan, Quality and Global Supply Chain Director, GP Batteries
“KM Initiation and development in a Manufacturing Company”
Challenges in battery industry (primary, rechargeable) – longevity, cost, safety: poisoning, explosions
Healthy KM helps reduce defects, improve quality, enhance brand, improve marketing
KM success comes from harmonic environment: trust, tools, top-down leadership, involvement of retired staff for seminars/discussion, forums/cafes, IC tools
Knowledge retention by experienced staff includes video recordings + manuals (Standard Operating Procedure)
We invite many outside speakers for seminars; employees who attend external seminars must also conduct internal seminars with takeaways
Each key process has a knowledge broker who is given resources to update knowledge assets and flows
GP Battery blends KM with its Six Sigma practice. Awards given are Black/Green Belts, etc. based on dollar-savings generated (gifts + cash)

Looking forward to Day Two tomorrow! And now: Dinner Cruise on Chao Praya River :-)


I. Dr Madanmohan Rao, Editor the KM Chronicles (me!) :-)
“Next Generation Knowledge Management: Inter-Organisational Networks and Innovation Management”
The Knowledge Journey of a society: Existing knowledge (Indigenous knowledge, Organisational knowledge), New knowledge (Innovation management; Entrepreneuership, startups)
The Knowledge Cycle in an organisation: New practices (Creativity, invention), Next practices (Innovation, entrepreneurship), Best practices (Knowledge management, performance excellence)
Knowledge flows: Knowledge spiral (internalisation, externalisation, socialisation, combination), Process maps (serial, near, far, strategic, expert transfer), Types (experiential, narrative, symbolic/abstract), Inter-organisational flows (inputs, consultative, cooperative, collaborative, outsourcing, co-creation)
8C’s of KM/innovation management: Connection, Content, Community, Culture, Capacity, Cooperation, Commerce, Capital
Kinds of ecosystems: (1) KM associations/networks (2) company centric (3) government centric
Innovation: Idea generation and brainstorming; Networking with innovators, partners; Co-creation: partners, customers; Engagement with startups and entrepreneurs; Learning from failures; Moving on to new products and services
Ten Types of Innovation: Configuration: (1) profit model (2) network (3) structure (4) process. Offering: (5) product (6) product system or platform. Experience: (7) service (8) channel (9) brand (10) customer engagement
How large companies engage with startups:
Special interest groups (eg. IoT SIG)
Meetups (eg. SAP HANA; AWS)
Startup networks (MobileMonday, Startup Weekend)
Entrepreneurship networks (eg. TiE)
Hackathons (eg. Nokia, World Bank)
Incubators, accelerators (eg. NUS, IIT-Bombay)
Investment (eg. Infosys)
Corporate venture capital (eg. Intel, Qualcomm)
Acquisition (eg. Cisco, Google, Facebook)
Objectives: idea validation, idea generation, new features, new products, new patents/IP, new company (people, markets, culture)
Trend 1: Social Media and KM (i) Knowledge maps: Social network analysis, visualisation tools (ii) Knowledge session formats: Hybrid online + offline, internal + external (iii) Knowledge extraction: Narratives (blogs, microblogs), Webcasts (‘WeTube’)
Trend 2: Maturity frameworks in KM and innovation
Trend 3: Personal KM – creativity, collaboration. Capturing an idea, a relationship, a conversation (Steve Barth)
RT Arthur Shelley @Metaphorage
Terrific overview of the interdependencies of the many factors impacting knowledge flows inside & outside orgs
Insights on the social nature of #KM can be found in Indigenous proverbs. Knowledge sharing always been in all cultures
@MadanRao wooing the participants at #IKMAP about the social nature of knowledge & insights from indigenous knowledge
RT @louise1876 #IKMAP flows of knowledge @ikms_singapore @MadanRao

II. Prof. Chitoshi Koga, Professor of Doshisha University
“Intellectual Capital Research in Japan: Review and Future agenda”
Prof. Koga shares Japan’s intellectual asset mapping, reporting and communication strategies at the country, region, prefecture levels
Agencies involved: Ministry of Economy, Trade and Industry (METI), Patent Office, SME Organisations, Regional Innovation Organisations
Findings: (i) Larger firms have better access to IC resources than SMEs (ii) Context is more important than information
Japan has strong B2B relational capital. “Shared prosperity of business partners and employees” is a strong ethic
Return on Assets (RoA): “Time is money” – quick responses to customer needs saves time, enhances brand
Next IKMAP conference will be in Japan!
Dr. Jun Yao, Assistant Professor, Ritsumeikan University, Japan: IC is both an input and output in innovation
There are not more than five musical notes, yet the combinations of these five give rise to more melodies than ever be heard. – Sun Tsu
The Japanese style of KM is strongly influenced by Japanese style of management & culture; limits to scale?
Need to include studies of trust, credibility, sociology, cultural context and management style in KM/IC strategy

III. Paul Sun, Director of Cloud Computing of Industrial Technology Research Institute (ITRI), Taiwan
“Internet, Cloud Computing, Big Data and its applications”
Trend – “Emerging everywhere computing” – each new computing cycle creates 10X installed base of previous cycle
Reinvention of everything (Mary Meeker): reinvention of OS, communication, channels, content, day-to-day activities, money, industry vertical
AliBaba is becoming one of the Top 5 banks of the world!
Computing costs declined 33% annually from 1990-2013, storage (38%), bandwidth (27%)
Only 7% of Internet is tagged and 1% analysed
Case study: video surveillance as a service (VSaaS)
Generation 1 video surveillance: less than 1K surveillance cameras per site. 2: Less than 10K 3. More than 10K, on cloud
UK has one surveillance camera for every 11 people. China has 30M surveillance cameras; 800K in Beijing (2013)
Processing this video surveillance Big Data: rise of intelligent software analytics agents (eg. in Taipei)
Case study: 500 petabytes video surveillance/day generated, mostly automatically analysed. Faster action than “Big Brother”
We are no longer drinking from the data firehose – we are drinking from the data tsunami!
Reinvention of everything + Cloud computing + Big Data = Tech Tsunami!

IV. István Márton Kiss
“Who Tweets About Technology? Investigating the Role of Twitter in the Diffusion of Technological Information”
Twitter properties: short effective diameter, low reciprocity, short but intense bursts, led by a small proportion of users
Case study: Windows8 and MacOS Mountain Lion launch Tweet frequency. Component size, network diameter, path length, degree distribution
Twitter user categories: officials, enthusiasts, news/blogs, business, techies, average users
Analysis: Top 100 central users, matrix of identity groups v/s in-degree and betweenness centralities
Advantages: quick sensing of market sentiment, insights into product rating/usage
Future research: Tweet quality, sentiment analysis, resolution of questions/concerns

V. Paul Hector
“A Tale of Two Cities: Building an Analytic Framework”
Cities matter in the knowledge economy; concentrations of intellectual capital via human, relationship and structural capital
Comparisons (Bangkok, Addis Ababa): quality of life, salary levels, income levels (rise of slums), tolerance, cohesion; sustainable + smart
Knowledge-based development framework for cities (UNESCO): 4 principles – Pluralism, Inclusion, Equity, Openness.
4 building blocks – Knowledge preservation, creation, dissemination, utilisation
Unexpected insights: there are sharply contrasting perspectives on cultural diversity; definitions/roles of human rights are contested
“We are in danger of making our cities places where business goes on but where life, in its real sense, is lost.” – Hubert Humphrey

VI. Prof. Eric Tsui, Associate Director, Knowledge Management and Innovation Research Centre, The Hong Kong Polytechnic University
“Cloud Computing and Big Data for Supporting Knowledge Work, Innovation and Learning”
Books cited: Taming the Unpredictable; The Future of Work, Predictive Analytics, Case Studies in Service Innovation (Ian Miles)
We are being continually distracted and disrupted at work. Different metrics needed to guide our performance. Reflection, social & lifelong learning needed
We are facing not just information overload but innovation overload (eg. new kinds of social media)
Service industry is based on customer experience, dynamic capabilities, co-creation of value. Cloud helps companies scale, deals with spikes.
MTR (HK transportation, property portal) – hybrid cloud solution
Cloud evolution: today – adolescent cloud. Tomorrow – knowledge cloud. M2M, P2P connections
Cloud services – PolyMath (math discussion), Amazon Mechanical Turk, Recaptcha, UPS fleet maintenance; others in astronomy (spotting galaxies)
More accurate data is as important as your algorithm. “Datafication” – treating content as data
Creativity, innovation, agility are key for excellence in the knowledge economy
Eric Tsui is helping launch a HKPolyU MooC on Knowledge and Big Data

VII. Ratvilai Rangsisingpipat: “Impact of Customer Knowledge Collaboration (CKC) In Product Innovation: Case Study of LeKise Lighting”
Good examples of incremental and radical innovation based on customer insights and tech changes in lighting (eg. number of spirals; LCD/LED).
Recommendations: use direct, persistent and interactive research
Voravee Ruengaramrut: Gamification and Innovation Capability in Thai Firms (knowledge sharing, intra-firm coopetition, organisation learning)
Gamification engagement: Game mechanics – elements, rules; Game dynamics – run-time behaviour
Lugkana Worasinchai: “Exploring Potential Benefits of Big Data in Value Generation in Healthcare Applications” – case studies from six hospitals – longitudinal data in hospitals still largely untapped. Challenges – ethical, political, economic
Allan Deacon: “Managing Quality, Knowledge and Innovation for Competitive Advantage”
Hilarious pics of intended/actual products, quality (Titanic – but crew did not have info/skills), pics of TV sets from 1930s onwards,
“You don’t listen with your mouth open!”
Quality movement phases: quality control – assurance – TQM (product + process + company)

IKMAP Conference closed by Prof. WB Lee and Vincent Ribiere; IKMAP 2016 will be hosted in Kobe/Japan in Oct 2016 by Prof. Chitoshi Koga!
Thanks to Vincent and his entire team for the superb event, looking forward to their next event already: Creative Bangkok, Oct 13-17! http://www.creativebangkok.org/


KM Singapore 2014: Enabling Innovation through Learning and Knowledge

KM Singapore 2014: Enabling Innovation through Learning and Knowledge

by Madanmohan Rao http://twitter.com/MadanRao
Editor, The KM Chronicles http://bit.ly/TU12l
Singapore; October 1-3, 2014

The eleventh KM Singapore conference, one of my favourite annual KM events, kicked off this October with the theme “Enabling Innovation through Learning and Knowledge” (http://www.KMsingapore.com). (See my earlier articles from KM Singapore 2013, 2011, 2010 and 2009: http://km.techsparks.com/?p=557 http://km.techsparks.com/?p=268 http://km.techsparks.com/?p=160 http://km.techsparks.com/?p=15). The event is organised by the Information & Knowledge Management Society (http://www.ikms.org).
Book based on IKMS KM Excellence awards: “Knowledge Management Initiatives in Singapore” by Margaret Tan and Madanmohan Rao
IKMS has launched the KM magazine GLOBE; editor: yours truly!

I. Karuna Ramanathan, IKMS president

Harnessing knowledge is necessary for Singapore’s workforce competitiveness
KM is connected to learning, growth, strategy – more than systems and technology
Thailand, Australia, Singapore, Hong Kong KM organisations have collaborated to create KM Global Network; Japan and France will join next!

II. Ho Kwon Ping, Chairman, Banyan Tree

Keynote speaker Ho Kwon Ping, Chairman, Banyan Tree jokes about his introduction: “Flattery can get you anywhere!”
KM is more than ‘massaging facts’ – benchmarking, best practices; responsibility of C-suite as well as entrepreneurs
KM is about understanding and solving problems; strong connection to innovation. Analytics has also become important for interpretation
Banyan Tree has departments dedicated to KM, data mining, projects, etc. for hotel management
KM is ingrained in our culture; knowledge is part of our strategy. Exemplified by the importance of interdisciplinary brainstorming
KM is important even in small organisations, right from our startup days 20 years ago. We embedded innovation along with KM at the very start
You are dead – right from the start – if you don’t create a corporate KM culture irrespective of your brand, size, earnings
It is a myth that KM is only for the big boys and giant MNCs. Startups are uniquely positioned to create a KM culture from the bottom up
We started off with a resort without a beach! So we converted it into an ‘all pool villa’ model – now that is a trend
Innovation begins with “I” – it is everyone’s job
Without a knowledge edge, you will be trampled on. Strategic KM is a critical success factor for startups, SMEs
KM helps empower and inspire employees across the organisation. CEO needs to embrace KM + productivity as part of survival strategy
KM should not fall through the cracks, it should become everyone’s responsibility. Challenge: making it systematic
Senior managers should embed their own unique culture of KM within broader KM culture of the organisation, don’t just follow textbook templates
A small soy sauce manufacturer can also create its own unique KM culture
KM helps succeed in a world of complexity and uncertainty. Helps you learn from your experience and from the outside world
KM is a key to survival and not just a reward for success

III. Alex Bennet, Bangkok University; Mountain Quest Institute
“Stirring Your Creative Juices”

You are a verb, not just a noun. You are not static. It can be pleasurable or painful.
Creativity comes from insights, diversity, individual special talents and multidimensional skills
Creativity = situational / fundamental; personal (inner) + historic (outer)
Creativity helps perceive new possibilities and relationships (DeSousa 2006)
Knowledge is context sensitive and situation dependent. Creativity and innovation are in relationship like information and knowledge. Innovation is an outcome of creativity and knowledge
A practice is a pattern, see the bigger dots and not only the details, that way you can see how the context changes
Creativity is seeing patterns in information. Innovation is creativity connected with opportunity.
Innovation is anticipation of outcome based on past/new knowledge. Knowledge uses information as a building block
Thoughts and images have a profound creative and motivating power within human consciousness
Measure for the future, design your practices and tools and thoughts not just for the present.
Energy follows thought – measure for the future if you want innovation, not the past. Innovation is an outcome, not a capacity.
Special Issue of Journal of Entrepreneurship Innovation and Management (JEMI) on Connecting See Alex’s article in “KM Theory and Practice” (link to free PDF) http://www.greenchameleon.com/gc/blog_detail/special_issue_on_connecting_km_theory_and_practice
Creativity tugs on the unconscious. Pipeline: Preparation – Incubations – Illumination – Verification/Validation.
Conscious probing, Unconscious mind at work, Flash/insight/tug, conscious exploration/testing
Creativity, innovation and knowledge push at the boundaries of comfort, values, environment
#Creativity pushes at thresholds of sense and meaning. Creativity is spurred by associative patterning through the mind, and social networking
We think as individuals and organizations within thresholds: above we can’t comprehend, below dismiss as unimportant
Creativity helps create new scenarios of the future. Brain helps create associate patterns, learn how to connect with other pattern-seers
Cozolino (2006): We are just beginning to understand that we have evolved as social creatures.
The richer your environment, the more potential stimulation of your creative juices. Seek enriched environments
Relationship Network Management: Choose with whom you interact. Practice/participate in mentoring
Patrick Lambe: How to get dissonant ideas? Alex: Marry! Look at how patterns exist in best practices

IV. Arthur Shelley, author, Organisational Zoo
“Learning drives knowledge drives innovation drives learning”
Learning is not the product of teaching. It is the product of the activity of learners. – John Holt
Creative learning comes from collaborative engagement, leads to knowledge creation and learning
Shelley (@Metaphorage): Learning is like a diet – not just about reading, but application; not saying, but doing
Try to engage people in aligned conversations that matter. Juggle physical, social and political aspects of your enviroment
Success steps: interact to learn (face to face + virtual); combine work and learning environments; discover and reflect on patterns; challenge theory; adapt to contexts; focus on outcomes; engage learners in their world
Bloom’s hierarchy: Knowledge (remember), understand (comprehend), apply (do); analyse (sense, critique), synthesise; create
Learning environment design: context, facilitated dialogue, reflections, assessment, ongoing enhanced performance
Growth curve for KM projects: Anticipate, Challenge, Interpret, Decide, Align, Learn (Shoemaker, Krupp, Howland)
Andragogy (adult learning): Learners are not students but participants; learning style is customized/flexible; learners contribute; focus is on problem
Andragogy focuses on design thinking. See www.YangLiuDesign.com for examples of conversation/hierarchy maps
Humour is one of the most under-utilised tools in organisational learning – Edward DeBono
Patrick Lambe: Can we all be leaders together? Shelley: Not all want to be leaders; collaborative leadership requires special people
Hear, hear! Mok/IKMS: We need to focus not just on problem solving, but problem finding.
Me: How to be an effective facilitator for KM? Shelley: Leaders should not just advocate but facilitate ideas
Shelley: When I was KM head at Cadbury, our biggest challenges was training CoP heads to be facilitators

V. Me!
“Next Generation KM: Ecosystems, Innovation and Social Computing”
One-line summary of my workshop: Knowledge cycle = New practices -> next practices -> best practices.
Long term success comes from creativity, innovation and knowledge management (entrepreneurship + intrapreneurship)
Frameworks of KM: knowledge spiral, process maps, Boisot’s types of knowledge, inter-organisational flows [inputs, consultative, cooperative, collaborative, outsourcing, co-creation]
Innovation capacity: idea generation and brainstorming; networking with innovators, partners; engagement with startups and entrepreneurs; learning from failures; moving on to new products and services
Types of innovation: CONFIGURATION: (1) profit model (2) network (3) structure (4) process. OFFERING: (5) product (6) product system or platform. EXPERIENCE (7) service (8) channel (9) brand (10) customer engagement
Social media impact areas on KM: socially-constructed expertise; Web + corporate social media; knowledge mapping; knowledge facilitation; realtime feedback/analytics; alignment
Metrics: Activity, process, knowledge, people, org/business. Align these with maturity frameworks. Use numbers + anecdotes!

VI. Terry Smagh, Qlik
“Humanization with Innovation – The Natural Sense of Things”
[Good branding for an analytics product – Qlik (quick + click!)]
“In a good KM culture, there is no such thing as a bad question.” Don’t let first impressions become lasting impressions
Humanising service – best-selling product of McDonald’s on a morning in the US is milkshakes – the only thing which last for the 45-minute commute
Information is the new oil. Data explosion – machines, social, web. Big Data is too important to be left to the quants
Analytics: not all decision-making has the luxury to allow you to stop, reflect, analyse, act. You need to decide, do, discover almost together.

Terrific parallel workshops at #KMSG14, pity I can’t attend others especially when I am conducting one myself! ;-) #bittersweet
Networking break – great to meet the VP of KM Association of Japan! Please tie up with CII for India partnership! :-)
IKMS conference feedback is not through the usual forms but post-its on whiteboards!


I. Viswa Sadasivan, CEO Strategic Movers
Keynote: “Knowledge Management but not Control?”

Management refers to flow, pace, volume of knowledge in the KM context. ‘Control’ can have negative connotations
There is a profound difference between information and meaning. – Warren Bennis
Viswa draws important connections between information, meaning, truth, significance, facts, beliefs, judgement, faith, trust, values, subjectivity – in context of companies (management) and government (censorship)
Viswa shows how these issues surface in the context of Palestinian rights; identity, history and current reality complicate the picture
Viswa shows graphic clips of Israel – Palestine conflict with views from both sides (and #GazaUnderAttack tweets)
Caution: need to check accuracy of info/images on social media.
Knowledge is power. Authority influences the way people interpret incidents
Persuasion trinity: Logos, Pathos, Ethos (logic, emotion, ethics)
Success factors for knowledge leadership: an attitude of transparency and accountability. Leader should be in constant touch with the people
Singapore should not try to be Switzerland or Japan or London or Silicon Valley – it should be Singapore
If Singapore government wants to ban a movie, it should explain why – and be prepared to keep explaining it
KM cannot be decreed, should be rooted in process and culture (Siemens, MAKE winner)

II. Vincent Ribiere, Institute for Knowledge and Innovation, Bangkok
“Emerging Ideas on KM & Innovation”

Approaches to viewing KM – oil well (drill)
Incremental innovation: Gillette keeps adding blades, but there are limits. Hilarious pic of multi-blade “face fuckerupper” !!!
Practical innovation – French bread with ends split in two! Can we ever invent again something as useful as toilet bowl?
Creativity, imagination, diversity, speed, openness, flexibility are more valued these days (along with rigor, discipline of industrial era)
Balance/tension between KM and innovation – between what we know and what we don’t know
Learn from the past (KM) but don’t be too attached to it, move on (#innovation). Need ‘ignorance management!’
Vincent shows video of how ideas begin with copying, then transformation/variation/tinkering, eg. James Watt’s version of steam engine
English spoken with a French accent is ze best! :-)
Copy, transform, combine: three elements of #creativity
Next issue of our KM/innovation magazine has a book review by @MadanRao (Austin Klein: Steal Like an Artist)
Innovations are new combinations of ideas – tipping point in long process of changes
Bisociation: combination unrelated things to get new ones. Croissant + donut = Cronut!
Vincent showing magnificent hilarious slides of student who wrote “True” morphing into “False” for test answers!
Vincent: 5 steps to creativity: doubt, explore, diverge, converge, re-assess
Vincent: Organisational ambidexterity: exploration + exploitation; deductive + inductive reasoning
Ravi Sharma: Can creativity be taught? Vincent: Yes, but people must be willing to be creative. Education often kills creativity

III. Ravi Sharma, NTU
Smart Cities: A Brave New World for KM?

A smart city should not just have automated cameras for traffic violations but tweak the rules during rains (slipper road – allowance)
We don’t yet know what smart cities really are. Basic automation not as smart as informed context
70% of the world’s population will live in cities by 2050: WHO #IoT
Narendra Modi has requested #Singapore’s help in creating 100 smart cities in #India
Cohen’s Smart City wheel: inclusive, green, well governed, good use of mobiles.
Geoff Trotter @KMPact: Caution re. Cohen’s model – a city won’t be smart if it is not inclusive of those who have AND those who have not!
IBM’s 3i framework: Instrumentation, Integration, Intelligent (city data streams)
See Global City Indicators – 53 metrics for policymakers and the public, on quality of urban life
Recent smart city studies have been done by Lee Kwan Yew Centre for Innovative Cities; socialisation is as important as #analytics
#WorldBank’s 4 pillars of knowledge economy: Economic regime, Education, ICTs, Innovation system
Knowledge creation v/s adoption: 2X2 matrix of country rankings.
KM is everybody’s business but doesn’t have to be everybody’s job
Steve Leonard, IDA: Singapore has to be big enough to be relevant, small enough to experiment with smart city initiatives
Smart city success calls for integrated planning + coordinated action + shared accountability. Risk: surveillance society
We should be wary of having data about everything but knowledge about nothing
Smart city should not be only for elite; should have inclusiveness, participation, sustainability

IV. Panel
An honour and delight to moderate the panel with Alex Bennet, Vincent Ribiere, Arthur Shelley, Ravi Sharma!
Q: How can humour be used in KM? Shelley: Cartoons, humour, gamification engage people well
Q: What are the similarities of KM in non/military settings? Alex: Settings and environments vary, but motivation is key to success
Q: How to balance vendor push? Ravi: Vendor tail should not wag the dog! Paint the future but don’t own it!
Q: How do virtual environments affect innovation? Vincent: It allows you to go global, allows anonymous feedback/criticism
Q: How do learning and KM reinforce each other? Shelley: By creating appropriate social environments for learning and growth – the “living organisation”
Q: How to overcome mindblock in #creativity? Alex: Don’t acknowledge it! Use stillness, meditation, change your frame of reference
Q: How to create effective learning environments? Ravi: Everyone learns from all! I learn from my graduate students
Q: How to extract value from conversations? Shelley: Map benefits, beneficiaries, in/tangible outcomes + outputs
Q: How to map tacit knowledge? Alex: Embodied/kinesthetic, affective, intuitive, spiritual
Ravi Sharma: Alex has hit the nail on the head: KM should be about rising above process to answer your higher calling

V. Roundtables (musical chairs!)
Leadership, Culture, Policy, Strategy, Sys/tech, Best Practices, Metrics, Social Media, Innovation, Country focus (Thailand)
Chairing the Metrics Roundtable:
Observations: Many companies don’t have clarity on how their KM initiative can be measured; no baselines exist. Many companies don’t know how to balance full-time and part-time KM roles, KPIs
Recommendations: 1. Have clarity on intended impacts, baseline 2. Have passionate champions 3. Persevere (can take upto 3 years for success!)


Masterclass I: Alex Bennet (opera singer, double MS degrees, PhD, US Navy CKO, author!)
“Engaging Tacit Knowledge”

Participant concerns: how to tap tacit knowledge for creativity (individual/group), role of language in knowledge extraction/learning, value extraction, role of the unconscious, documenting/classifying explicit knowledge, personal KM habits, individual triggers, preserving knowledge, capture/transfer tacit knowledge, KM for mentally ill people (!), best techniques
Steps: 1. Connect with yourself 2. Engage your imagination 3. Release your ideas
Build capacity through increasing connections between conscious and unconscious (the road to extra-ordinary consciousness)
‘Flow’ – comes from meditation or activity (eg. running, dancing)
Group activity: “The flashing Energy Ball (UFO Ball) is a very cool device which consists of a 1.5- inch ball with two small metal electrodes”
Left Brain – logic, accuracy, analysis, control, reason, practical
Right Brain – passion, creative, yearning, peace, love, poetry, freedom
When experts get deep into their domain they are sometimes unable to communicate to others who are way below their expertise
5 ways of sharing tacit knowledge: flows (CoPs, teams, fairs), explicit capture (videos, dialogue, scenarios, docs), unconscious access (skills, knowing), boundary management (partnering), mentoring (exchanges, apprenticeships)
Depends on information, context, relationships and culture
Types of knowledge: surface knowledge (captured in notes, doctrine), contextual (social knowledge), deep knowledge
Scenario planning is KM for the ‘edges’ of possibilities and ecosystems
What spaces have you created in your organisation for informal knowledge flow, eg. scenic balcony, water fountain, alcoves?
(ba) How do you create spaces/events where ‘knowledge moments’ occur?
Knowledge dimensions: embodied/kinesthetic, affective, intuitive, spiritual
Knowledge = capacity, Knowing = sensing. Subconscious = memory; superconscious = spirituality
Knowing informs knowledge; knowledge supports knowing. Knowledge facilitators sense energy flows and enable knowledge flows
Wisdom has values for the greater good (unlike knowledge, which can also be use for evil!)
Embodied knowledge (somatic) – sensory (5 senses, eg smell), kinesthetic (movement)
Change management is about embedding new patterns in your behaviour and thinking
Affective knowledge: emotional/feelings, influences your actions. Emotion = external expression of feelings
Intuitive intelligence: almost mysterious.
Look at ultrasound scans live – your inner body is moving all the time
Spiritual knowledge: moral, higher guidance
Surfacing Tacit Knowledge: 1. External triggering (dialogue, external situation) 2. Self-collaboration (internal dialogue) 3. Nurturing (meditation, inner tasking, lucid dreaming, hemispheric synchronisation)
Embedding tacit knowledge: Embodied (patterns, training) Intuitive (exposure, travel, contemplation) Affective (emotional intelligence, sensitivity, self awareness) Spiritual (holistic, respect, purpose, values, dialogue)
Sharing tacit knowledge: consciously, unconsciously. Mentoring, shadowing (imitation, mimicry), group learning
Inducing resonance: amplifying meaning, increasing emotional content & receptivity, shared ownership
Hemispheric synchronisation: reaching the unconscious creative state through the window of consciousness (via binaural sounds)
Creativity emerges from interactions within and without. Be the creator you were meant to be!
Unconscious mind has million times the activity/power of the conscious mind. 95% of brain activity is beyond our conscious awareness

II. Masterclass: Patrick Lambe: Knowledge Audit Revisited
Knowledge audit is about discovery and diagnoistics, not compliance; comparison with self, not others
Mapping of knowledge assets, culture, pain points
Participants’ view: audits are about improvement, fact finding, cost-benefit analysis; systematic and meticulous
Patrick Lambe is writing a book on knowledge audits (send me a review copy! ;-)
Early knowledge audit work was on info assets (librarians; content). There were also communication audits (flows)
Knowledge audit focus: assets, flows, gaps, culture, processes, pain points, people’s skills/experiences/abilities
Surveys should be supplementary instruments of an audit. Interviews are time consuming.
Surveys can be ‘gamed,’ hard to understand context sometimes; people may not reveal all in interviews
Key approach: evidence based.
Six components: documents (platforms, records), skills (easily acquired, soon; good in routine contexts): training, CoPs, mentoring), experience (built over time; good in non-routine contexts: mentoring, storytelling, expertise interviews), natural talent (born winner, find & them happy!), relationships (team, networking, sharing), methods (training, sharing, documentation)
Relationships shape communication and knowledge – a raised eyebrow can have meaning in a specific context!
Case study: knowledge in dealing with hijacking of Singapore Airlines Flight 117 in March 1991. Relationships and experience were critical
Techniques for knowledge sharing/elicitation: stories, facilitation, interviews
Lambe shows great speeded-up video of knowledge audit workshop in action: post-its gathering on boards, sheets. “Gallery viewing”
SMRT train failures – classic example of knowledge failures; objectives, maps, learning AARs were missing, public info flow non-existent (twitter)
SMRT Twitter account opened after the first accident; “This Twitter account is open 9-5 on weekdays!” -> ridicule on Net
Gallery approach for audit has good energy, but transcription/analytics/updates are difficult; need software, also to handle scale and multiple locations/offices
Check out Aithin http://aithinsoftware.com/ – knowledge audit and knowledge mapping software

Vincent Ribiere:
Definition of critical knowledge: scarce; useful; difficult to acquire/use
Gaps: strategic (what firms needs to do), knowledge (what firm needs to know)

I use my “8 Cs” framework for knowledge audits: connectivity, content, community, capacity, cooperation, commerce, culture, capital

Thanks to NTU, Prof. Margaret Tan (my co-author) and World Scientific Publishing for booksiging of “KM Initiatives in Singapore!”
THANKS to all IKMS ExCo members for a fabulous unique conference — and a terrific farewell dinner — see you all next year… :-)


Top 25 Quotes about Football: Motivation, Inspiration, Power and Humour!

Top 25 Quotes about Football: Motivation, Inspiration, Power and Humour!

by Madanmohan Rao

Football is not just about goal tallies and revenue figures but also inspiration and style! Sports and games offer useful lessons for entrepreneurs about the importance of teamwork, preparation, passion, attitude, definitions of success, dealing with failure and having a sense of humour at the end of the day.

[See full list of quotes here: http://yourstory.com/2014/07/football-quotes/ ]


KM India: Bangalore, February 21-22, 2014

KM India: Bangalore, February 21-22, 2014

by Madanmohan Rao
Editor, The KM Chronicles http://bit.ly/TU12l

Looking forward to the CII annual KM India conference in 2014:
KNOWLEDGE SUMMIT 2014 http://bitly.com/1mGF1xw
Theme: “Made in India – Using KM to create a Product Revolution and Profitable Businesses”
(also see the KCommunity Ning site for attendee profiles)

See my blogposts from four earlier KM India summits:
2013 (http://km.techsparks.com/?p=511), 2012 (http://km.techsparks.com/?p=363), 2010 (http://km.techsparks.com/?p=219) 2009 (http://km.techsparks.com/?p=60)

KM India 2014 promises a terrific lineup of workshops, sessions, and featured companies, as well as the annual MAKE awards:

1. The Boston Consulting Group & Zensar Technologies: “Building Digital Enterprises”
2. “Co-Creation: Knowledge Management and Innovation in the 21st Century” by Dr Oleg Lavrov, Co-Chair, KM Alliance of Russia
3. Round Table with Product Companies: “The promise of new tech and new thinking for meaningful evolution of KM”

1. CEOs Plenary: Is India Inc successful in managing and converting knowledge into business value
2. New trends in KM: Big Data/Cloud/Mobility/Analytics
3. Made in India -Challenges and Opportunities for creating products and IP from India
4. Product Development Companies which help in KM management
5. “New ways of approaching KM – as a practice rather than technology”
6. Best KM Practices across sectors

Indian Most Admired Knowledge Enterprise (MAKE) Award Ceremony

Featured companies:
Aditya Birla Group
Amdocs Development Centre India Pvt. Ltd
Bizosys Technologies
Capillary Technologies
Cognizant Technologies
Fidelity India
Forrester Research
Frictionless Ventures Pvt. Ltd.
Frost & Sullivan
GE India
Globals Inc
Government of Karnataka
Heckyl Technologies
IIM Indore
Infotech Enterprises
Infrasoft Technologies
iSPIRT Foundation and
ITC Infotech
LPS India Solutions Pvt. Ltd
Manipal Health Enterprises Pvt. Ltd.
Strand Life Sciences
Tata Consultancy Services
Titan Company
Zensar Technologies Ltd


Knowledge Management: The Year in Review

Knowledge Management: The Year in Review

by Madanmohan Rao
Editor, The KM Chronicles
Bangalore; January 22, 2014

With the year 2014 kicking off, a panel of four KM practitioners discussed their KM achievements in the year 2013, what worked well, what were the challenges faced, and what are some targets and initiatives for 2014. The broader themes were KM planning approaches, duration of plan cycles, assessment and recalibration, and alignment with new business goals. The panelists and participants provided real-life examples with tips and recommendations for KM practitioners.


    LNV Samy, VP, Global Technology and Delivery Centre (India, China and Australia), Technology Consulting and Integration Solutions, Unisys

LNV Samy manages the development of new services, the creation of packaged services for sales and delivery, technology research, development and support of products and solutions in India, China and Australia. He has more than 30 years of experience in the IT industry with BAE Systems (Australia), Fujitsu Australia, and ABB India. Samy is a member of IEEE and Australian Computer Society. He was a member of the Industry Advisory Committee – Macquarie University, and ICT R&D Roundtable – Austrade, Australia. He has served on the panel of judges for the Australian Business Excellence Awards and program committees of technology conferences including IEEE and SEPG. Samy holds a BE (Honors) from the University of Madras, India, M.Tech. in Software Engineering from Macquarie University, and MBA from Macquarie Graduate School of Management, Australia.

    Nirmala Palaniappan, Senior Manager – Social Enterprise, Oracle

Nirmala heads the knowledge management function for Oracle’s APAC Business Units (focused on tech but also catering to other lines) and has been with Oracle for six years now. As a KMer, she has had the opportunity to work on a diverse set of projects and programs such as Intranet development, content management platforms, expertise locators, enablement of communities, social tech (blogs, microblogs, social networking), internal mobile apps, process improvements and cultural change. She has presented various conceptual papers and case studies at international conferences on some of these topics. The pillars of the current KM strategy at Oracle are customised solutions, holistic solutions, cultural shift and sustainability. Nirmala enjoys the experience of coming up with unconventional ideas, pursuing them until they take on a concrete form and start proving their potential.

    Ved Prakash, Global KM Practice Head – Application Management, CGI

Ved Prakash currently heads Knowledge Management in CGI, a Canada-based global IT services and consulting organisation with 70,000 members. Ved has set up KM vision and strategy for CGI and has rolled out various initiatives to implement the strategy. Ved previously was the Chief Knowledge Officer of Wipro, recognised globally with MAKE (Most Admired Knowledge Enterprise) Awards consistently over the years. Ved was in Wipro for twenty years where he also played the roles of Delivery Head for Healthcare & Life Sciences business, and Practice Head for Energy & Utilities sector. Ved has conducted KM strategy and visioning workshops for CXOs across the globe. He has been an invited speaker on KM in many national and international forums. He has been a member of CII National Mission on Knowledge and a member of Bureau of Indian Standards national committee on framing KM standards for Indian organisations. Ved holds an MBA from IIM Bangalore, and a B.Tech in Computer Engineering from Pantnagar University where he was a Gold Medalist.

    Raju Ramakrishna, Group KM Manager, Wipro

Raju currently heads the KM ‘Business Value-add’ team in Wipro which focuses on delivering business value to its various business units covering around 90,000 employees. He has been a part of the KM team in Wipro for the past 10 years starting from KM for the Energy & Utilities business unit and now manages a team of 11 people who deploy various KM initiatives across Wipro Technologies. Raju has driven KM initiatives with an eye on improving engagement and effectiveness. He has conceptualised and implemented various KM initiatives within Wipro like Talking Heads, Code Cracker contest, and KM Points system, which amongst others generated increased visibility amongst top management, and increased engagement and effectiveness amongst the workforce. Raju believes KM should showcase quantified business value to the organization and works on programs with that as a goal.


Dr. Madanmohan Rao is a KM author and consultant based in Bangalore. He is the editor of The KM Chronicles and four other book series. He is co-founder of the Bangalore K-Community, and can be followed on Twitter at @MadanRao


KM has benefitted the innovation drive at Unisys: the number of patents filed has increased 50% year-on-year, and patent evangelists have been trained in project teams. Savings have been realised in cross-training activities. Within two years, software re-use has saved 10,000 man hours, or about $125,000. This has been achieved through software libraries, training and reuse evangelists. The Unilight Festival for knowledge sharing has participation from 75% of the employees, and the festival is well branded as well (there are even T-shirts for the festival).

Plans for 2014 include refining the value ladder in its KM maturity framework, and extending KM capabilities to more internal and external stakeholders. Unisys achieved its goal of reaching the MAKE Level 5 and sustaining the KM excellence, and sees its social media capability as a separate business opportunity. Its social media maturity model has been covered in an Ark Group report (http://amzn.to/NpHAoE), and Unisys was identified as one of the “Five companies rocking social media” (http://socialtimes.com/5-companies-that-are-rocking-social-media-infographic_b85710).

The KM drive at Oracle is targeted in the areas of strategy (project sustainability), business (customised solutions), effectiveness (holistic practices), and impact (cultural shifts). There are emerging opportunities in apps for expert locators, blending social and visual displays, and Webcasts for training and knowledge sharing.

The merger of CGI with Logica to create the world’s fifth largest IT/BPS firm has led to a blending of cultures oriented towards large as well as small projects, and North American as well as European workforces. Knowledge retention and knowledge acquisition are key KM focus areas, especially via bridging silos and harnessing the power of many. The global EVP for performance and KM drives the knowledge initiatives. The KM Council includes the CEO, HR head and group heads, and has monthly meetings. Community leaders and Knowledge Primes drive the KM agenda in vertical and horizontal roles.

The knowledge discovery tools provide ratings of project performance, and the KM framework (with the acronym ACTIONED) is now going into high gear after the ‘acquisition noise’ has died down.

Wipro completed a re-calibration exercise for its KM initiative in 2013. The KM practice first started way back in 1999, and KM was created for every account in 2007-2012. Workshops on next-generation KM were held in 2013 on topics such as taxonomy, KM architecture and knowledge quality. Three new groups have been formed to expand on notions of KM for customers, next-gen KM, and internal KM. Increased business value has been captured via KMPACT. Wipro’s KM maturity framework includes five phases: initiate, design&deploy, measure&broadbase, sustain and create business value.

Customised KM plans have been drawn up for the ‘focus accounts’ with most value. Thanks to KM, collaboration between subject matter experts has increased, and error resolution time decreased by 20% in Severity 3 Tickets (accounting for 70% of the total volume). Project management surveys henceforth will always have questions on KM. For the coming year, KM will contribute to the understanding of emerging business models; its business value will continue to be showcased, and new kinds of mobile apps will be harnessed.

The ensuing discussion included inputs from visiting professor Pratyush Bharathi from the University of Massachusetts, and KM practitioners from Societe Generale, Tech Mahindra, and Mindtree. The panellists and practitioners made a number of recommendations for KM planners:

1. Focus not just on quantitative metrics but on the quality of knowledge. Go beyond just activity metrics on portals to actual knowledge processes and workflow.
2. Involve a broad range of stakeholders and show how KM meets current and upcoming needs. Address the needs of a broader range of employees and not just managers.
3. Use social media to speed up access to knowledge and to experts. Social media helps create an endless supply of reusable knowledge along with validation mechanisms, and creates new kinds of social networks and social capital.
4. Use social media internally as well as externally. Social media helps explore inter-organisational ties. Earlier tools did not help harness external social capital effectively.
5. But do not get hung up on technology and tools; 80% of KM work will be in issues of culture and process, and only 20% will be in technology.
6. Pay attention to platform design – thanks to the consumer Internet, expectations of employee Intranet design have also increased, and tools must be attractive and easy to use.
7. Identify the ‘hot spots’ where KM need is easily perceived (eg. RFPs).
8. Focus on errors and mistakes and not just best practices, eg. in retro meetings when deals are lost.
9. Align KM with organisational goals of revenues, profits, employee satisfaction and customer satisfaction.
10. Bring in the voice of the customer, eg. Webcasts by customers addressing their core issues and challenges.
11. Address the needs of individual knowledge workers; ‘personal KM’ is a core issue in an age of information overload and ubiquitous connectivity.
12. Describe the KM message with a few core areas rather than a very broad message which will be distracting or difficult to understand.

In February, the annual KM India conference will be held in Bangalore (http://bit.ly/1aBJXkI), and K-Community members are encouraged to attend (some member companies are already sponsors of the event). In March, the K-Community will help with IIM-Bangalore’s event on Social Media, Knowledge Management and Innovation; details to follow! Please sign on to CII’s KCommunity site (http://kcommunity.ning.com) for more information on KCommunity activities across India.


KM Russia 2013

KM Russia 2013
Moscow, November 27-28, 2013

by Madanmohan Rao

Logging in now from KM Russia 2013 in the beautiful Glasunova Gallery! Theme: Co-Creation http://kmrussia.ru/en/index.html
Vadim Shiryaev, president of SOMAR, kicks off #KM Russia 2013 in Moscow! Case studies from Russia, UK, Asia

1. Ron Young, Knowledge Associates
Opening keynote: Knowledge, Co-creation and Innovation
Co-creation is a mix of knowledge management and innovation management
Universities are being challenged now by technology and digital medium
Incubators around the world are bringing together academia and startups to create the next big tech stars
Check out KM publications from Asian Productivity Organisation www.apo-tokyo.org
1990s: Time management. 1990s: Information management. 2000s: Knowledge management. 2010: Social enterprise management
New term I learned from Ron today: “social electrons” inter-connected particles (from quantum physics)
Accountants are now trying to standardise knowledge asset audits!
Effective collaborative teams working together naturally are the key to creating new knowedge
Early view – active firm, passive consumer. Now – co-creation, customers involved from idea stages onwards
A co-creative learning enterprise is a two-way learning engine. Techs exist, models and methods need to be refined
Need of the hour is effective co-creation engagement platforms. Read the book, ‘The Power of Co-Creation’
Blend episodic and continuous learning/innovation

2. Lynn Ilon, Seoul National University
Global Knowledge Alliance www.GKAlinks.com
Change of knowledge from stock to flow to network (industrial age, information age, knowledge age)
Podcasts, Amazon. Twitter, Facebook.
Industrial age: How much is there, how much gained/lost
Information age: who has info, how fast can it be accessed, how well can it be accessed
Knowledge Age: What is the context? Can it be used in dynamic circumstances? Can it be diverse?
Growth, change, range of knowledge
Adaptive, collaborative, collective knowledge

Now: social and collective creation. Knowledge is contextual and socially constructed
My Q: What are the implications of co-creation for IPR? A: “The more you give away, the more powerful you are”

3. Case Studies
Case Study I: RGD and Co-creation in Russia (Russian Railways)
(inspired by Ron Young and his co-creation model).
Aims: create new products, improve knowledge levels of staff.

Case Study II: Lukoil
KM system called SPIK (for communication and innovation)
KM aims: best practices, career building
2007: launch. 2008: portal, groups. 2009: tech teams. 2010: Portal usability. 2011: KM activities improved 2012: KM for PR, innovation
Scope of KM: refining, petrochemistry, gas processing. Strategic development, R&D, energy operations
KM components: bank of ideas and innovation, centre of goal settings, vendor assessment, questionnaires, asset management expertise
VP of Lukoil is an active blogger on the portal. Activity + competency profiles are built on the site
Lessons learned categories – industrial safety. 100 best practises developed in 2007-2012; made $200 million worth of practices
Q from PwC: What are good interaction platforms and knowledge exchange tools for tens of thousands of employees?
Q: How can blogs be used in the inter-organisational context, with customers and partners?
Q: Where are KM and social media headed, what will this do to innovation, companies and societies in the long run?

Case Study III: Elena Klimenko, PwC Russia. KM via social networks is a big part of our life now
Average age is 29 years, hence a major thrust of KM is social media
KM metaphor – more like a noisy marketplace than a solemn church!
KM aim – people engagement, client engagement, business/value growth
SPARK (KM initiative at PwC): make large company feel small, improve innovation
KM rollout – “90-day sprints” – requirements, vendor selection, rollout, education/training
We used the term ‘Wave’ rather than pilot project (has connotations that it may be dropped)
Wait till you see my “8 Cs” !!! Elena: We used a “3 Cs” framework for our KM initiative: Connect, Collaborate, Create
Social collaboration bridges productivity concerns and engagement models
KM impact areas: effective client teams, onboarding, more people engagement, idea sharing
Testimonials: KM increased team morale, form new teams quickly, unify scattered teams
KM impacts – a two-week proposal was finished in one week; a research question received 23 replies from 17 countries
RT @chris_collison Elena Klimenko explaining how #KM and their SPARK platform accelerates the integration of 40,000 new PwC employees every year.
Move from push to pull, cerntralised output to mass collaboration, corporate resources to my network

Case Study IV: DME Airport. Largest in Eastern European (passenger volume). 13K employees. Challenges – job rotation, mobility
KM challenges at DME: Not invented here syndrome. Distrust of the ideas of others and best practices.
Knowledge portal, aviation directory/encyclopaedia, Wikis, regulatory practices
Focus areas – collective cognitive resources. Expertise, brainstorming. Portal is the airfield of knowledge activity
KM @ DME and Senge models: Personal mastery, mental models, building shared vision, team building, systems thinking

Case Study V: Tatiana, St Petersburg consultancy: We were doing KM without realising it was called KM!
Some companies prohibit BYOD.
KM metrics – IC, market cap, return on assets, scorecards, ballpark
Sharing of KM best practices will improve the Russian market

4. Geoff Turner, Park Advisory
#Cocreation: firm and client work together, share knowledge and other resources, create value for both parties
KM trends – increasing use by SMEs (99% of all businesses). Flexible, remote operation (good for cloud services)
KM should align with today’s entrepreneurs: transparent, collaborative, impulsive, agile, highly driven

5. Chris_Collison, Founder, Knowledgeable
“KM, Culture and Performance: Messages for HR”
KM has many fellow travellers – personal development, OD, business improvement, innovation, etc.
Rising KM trends – datamining/visualisation, content curation, microblogging, informal networks, idea management
Hear hear! Chris: Case studies are a great way to see how KM works in practice and what’s ahead
Case studies: Sochi, Sberbank, Syngenta, Schlumberger
i. Sochi – satisfying a hunger for knowledge. Delivering on Winter Olympics (held every two years). OGKM (Olympic Games KM) extranet. Technical manuals, Observer programme, statistics, software solutions. Secondment programme – next host country joins current host country.
ii. Sberbank – the need to be ambidextrous. Get new ideas (50,000 ideas from 242,000 employees) and also value past experience. Tempting to forget valuable old lessons during the excitement of innovation!
iii. Syngenta – recognising the right behaviours. Agrichemicals MAKE award winner. TREE awards – transfer, reuse, embed, tough experience. (embed a good practice, share a difficult experience)
iv. Schlumberger – harnessing the power of networks. 100 CoPs, Eureka team for CoPs (15 years!), Schlumberger Fellow Principal. Knowledge networks accelerate time-to-competence. Alumni network keeps connects alive.
“Your entire career is your exit interview” – knowledge loss is less of an issue, CoP membership and participation is expected (intellectual + social contributions)

What stops us from sharing and learning from the past?
(1) Tall poppy syndrome – tallest poppy gets cut down
(2) Shrinking violet syndrome – ‘we have nothing to share,’ excess humility
(3) Not invented here syndrome – ‘we are unique,’ ‘we want to be unique’
(4) ‘Real men don’t ask for directions’ – we don’t want to be seen as lost. Fear of asking for help, being seen as incompetent

Ask yourself – how much hunger is there for knowledge in your organisation, do you know how to balance new ideas and old experience, what are good knowledge sharing behaviours to recognise, how would you connect KM with professional development

6. John Girard, Sagology
(via Skype): It is minus 7 degrees here in North Dakota too, just like Moscow!
Trends: A move away from the term KM. Perception – KM term is seen as too ‘business like,’ eg. by US defense departments
For US Air Force, practice of KM was more important than talking about KM or calling it KM.
Tools like Google Trends show that mentions of KM term took off when ‘info management’ was plateauing. A 2013 issue of Foreign Affairs magazine has an article on the rise of Big Data.
Strategic wargaming should be used more often by companies; execution excellence through disciplined rehearsal. Wargaming hindsight becomes business foresight

7. Case Studies from Russia
Case profile 1 from Russia:
Trust + motivation = engagement, based on shared values.
McKinsey’s “7 Ss of KM: Structure, Systems, Strategy, Skills, Style, Shared Values, Staff
At your work, do you get the opportunity to do what you do best every day? Do you get recognition for that (eg. in last seven days)?

Case profile 2 from Russia:
Dealing with 27 emotional types, within team collaboration settings

8. Perspectives from Russia
Speaker begins Day Two with the ‘Three Finger Feedback’ method for Day One presentations: thumbs up (what worked well), middle finger (what sucked), forefinger (changes for improvement)!
Speaker (from www.Marketelogi.ru) runs through list of famous tech gurus who made wrong predictions about computers, storage, etc.
Russian design/manufacturing house observes that keiretsu of Japan can also be seen as a form of co-creation.
Next opportunity for Russian SMEs: KM for entrepreneurship.
Artist communities are more open for co-creation than others like financial sector.

9. Rudolf D’Souza, InKnowWin Consulting
Co-creation: New insights, new IP, new revenue streams. Historical examples of co-creation in action – Jesus, Gandhi. Leap of faith involved. Gates Foundation is working on co-creation.

10. David Gurteen, Knowledge Cafes
Gurteen shows paintings of lectures in the old ages; are lectures the best means of teaching/learning? No more ‘death by powerpoint!’
Cafes and pubs are the settings for real learning. Knowledge cafes – format always works. People love to talk – discover their power. Shyness for speaking in public varies across the world.
Cafe formats – short PPT, trigger questions, 3 rounds of conversation by table (max 5; shuffle after one round; maybe more than 3 rounds if time permits), whole group circle. Share actionable insights.
Rules: dialogue, not debate; everyone is equal, no hierarchy; ok to just listen, or drift; no need to summarise or come to consensus.
Facilitator should not exercise too much control.
Outcome = what you take away in your head; deeper understanding of key issues; deeper understanding of each other’s perspectives; better appreciation of your own point of view; improved relationships; position to make more informed decisions
Some of my interesting cafe topics: passion; two participants were tango dancers!
Applications: to learn from each other, surfacing issues, clarification, improvement in inter-team dialogue, new ideas, staff empowerment to speak up
Impacts: overhaul work processes,
Nancy Dixon uses conversation for organisational sensemaking. “Our most effective KM tool is conversation.”
Discussion: Conversations are also about emotion; structure can help for different contexts; there needs to be follow-up to make it effective
Success factors: provocative questions. The question drives the power and learning of the conversation.
Q: So which is the most effective KM tool? A: It depends on the context!
Vadim: lunch and bar are the most effective KM techniques!
(On a large scale: ask each person what they learnt; cluster their observations)

FYI: My article on KM and “The New Conversation Manifesto”

11. My presentation on KM Successes – View from Asia
(see my books at http://amzn.to/NpHAoE)

KM has worked well for many Asian organisations:
Globalising companies (productivity, innovation)
Government agencies (knowledge retention)
Technology providers (SMAC: social, mobile, analytics, cloud)
Startups, SMEs (KM for entrepreneurship)

“8 Cs” of knowledge management: connectivity, content, community, commerce, capacity, commerce, culture, capital
Categories of metrics: activity, process, knowledge, people, business

Future scope for KM and social impacts (co-creation):
Disaster relief and mitigation
Poverty reduction
Improving healthcare
Eliminating illiteracy
Preserving the environment
Increasing employment, livelihoods
Guaranteeing safety
Sustainable inclusive innovation

12. Vincent Ribiere, Bangkok:
Innovation works best along with KM; tap internal and external stakeholders. Need to create ‘ba’ like spaces and environment for nurturing such knowledge.

13. Perspectives from Russia
Speakers from Russia: “We were doing co-creation but not realising that that’s what we were doing”
Mind management & KM – tools such as PinPoint, P2M and IIOSS are useful here (see ww.RulesPlay.ru). Books present info in 2D, but the mind ‘sees’ info in 3D or beyond.
Knowledge is a good by-product of some processes.
KM should be embedded in processes and project activities, and not take hours.
Companies should devise better ways of ideas management; why is it that many people get their best ideas before/after work and not during work?

Case profile: WikiVote – co-creation through crowdsourcing
Go beyond accumulating knowledge, use it for decision making.
Framework used: OODA: observe, orient (experience, cultural traditions), decide (hypothesis formulation), act (test)

Two speakers joining from the US via Skype on Thanksgiving Day: Nancy Dixon and Larry Prusak!

14. Larry Prusak
I am pleased that Russia is having a KM conference (so do several other countries like India, Malaysia, Brasil). I am of Russian ancestry myself!
Need to accelerate how knowledge is used in organisations and society.
One of the great achievements of the last 50 years is the democratisation of knowledge.
With the end of WWII and colonial empires, the knowledge monopoly broke up. Now R&D, univs have spread around the world. No country today has a monopoly on ‘useful’ knowledge, eg. sci tech management.
“Never before have so many people know so much about so many things.”
Era of hyper-competition. For any organisation to succeed, you have to look outside also; have to have ties with the outside world. There was a time when you could have all the knowledge you needed within the organisation (eg. Ford).
You need to map knowledge inside and outside and harness them. Use specific knowledge networks.
I am going to Northern India for knowledge networks in poor areas (sponsored by big companies, NGOs, World Bank)
KM used to focus on epistemic/documentable knowledge. Know-how.
I did KM work for PeMex (Mexico) – they said they could do the deep-drilling work themselves (am not faulting them for their pride!). Reinvention is wasteful, and you may not get the best knowledge you need.
US and USSR had an intense Cold War (eg. space race, knowledge race). Now – collaboration.
Message: seek the best knowledge from outside also; co-develop knowledge. Build the capability to bring outside knowledge in. Build windows and doors, not a fortress. This is about efficiency, not just morality.

15. Ron Young on MAKE Awards
MAKE Awards were founded by Rory Chase in 1998
Vadim Shiryaev jokes – should Russia take part in MAKE Europe awards for KM, or MAKE Asia awards? :-)
Next year MAKE Awards will come to Russia.
Eight measures: culture, leadership, knowledge-based offerings, maximising IC, collaborative environment, learning organisation, customer knowledge, organisational wealth
MAKE methodology:
Delphi research methodology
Panel of around 50 experts: senior executives, KM/IC experts
Three rounds of consensus building to identify the MAKE winners:
Round 1: Nominations
Round 2: Finalists
Round 3: Winners (finalists are visited)
Metrics: shareholder return, return on assets, return on profits, return on capital employed, value added, brand value, R&D expenditure, value added


KM Asia 2013

KM Asia 2013

by Madanmohan Rao http://twitter.com/MadanRao
Editor, The KM Chronicles http://bit.ly/TU12l
Singapore, Nov 12-14

I am back again in Singapore for one of my favourite annual knowledge management conferences, KM Asia! I will be conducting a workshop on KM Maturity Models on Thursday (http://www.kmasia.com/agenda-daythree.asp#afternoon). See some of my posts from earlier conferences (http://km.techsparks.com/?p=473 http://km.techsparks.com/?p=214 http://km.techsparks.com/?p=72).

Here are my tweetnotes, will massage them into a Top Ten Takeaways piece later! In addition to the sessions, it’s always great to meet the delegates, this time from Singapore, Malaysia, India, Russia, etc.!

Logging in now from Knowledge Management Asia 2013 in #Singapore! www.KMasia.com #KMasia #KM #KMers

My Ark Group report: Next Generation KM: Insights and Practice for Resilient Organisations http://www.wlrstore.com/ark/next-generation-km-insights-and-practice-for-resilient-organisations.aspx #KMasia

My new KM book (gov, public sector): KM Initiatives in #Singapore – with Prof. Margaret Tan http://www.worldscientific.com/worldscibooks/10.1142/8767 #KMasia

I. Nancy Dixon

The first era is Leveraging Explicit Knowledge and is about capturing documented knowledge and making it readily available – connecting people to content. The second category is about Leveraging Experiential Knowledge and it gave rise to communities of practice and reflection processes. It is primarily focused on tacit knowledge and connects people to people. The third category is Leveraging Collective Knowledge and it is about integrating ideas from multiple perspectives to create new knowledge and innovation. In the third era, management values the sensemaking capabilities of employees, that is, the ability of employees to jointly make sense of complex situations.

Nancy describing evolution of KM: Pre-1995 (training). 1995 onwards – Drucker – “Knowledge is an asset we need to manage”
Some people don’t like the notion of “managing” knowledge, but we seem stuck with the term KM
Era 1: explicit knowledge, content Era 2: experiential/tacit knowledge, CoPs, reflection, expertise locators, project engineering Era 3: collective knowledge, sensemaking, complexity
Era 1: Connect people to content. Warehouse of stable useful info. Now we know knowledge keeps changing
Explicit knowledge focus lead to standardisation of practices, reduction in duplication of effort
Books of Era 2 (p2p): Social life of Information, Common Knowledge, Communities of Practice, Knowing-Doing Gap
Era 2 – KM results were better: productivity enhancements, reducing of silo effects across organisations.
Era 2 limitations – only lateral movement of knowledge, largely tactical, mostly frontline (not vertical), and no creation of new knowledge
GM had great KM but went bankrupt. So KM has to focus on difficult problems, get past key challenges
Books of Era 3: The Difference (cognitive diversity – beyond identity diversity), Black Swan, Wisdom of Crowds, Leadership without Easy Answers
Leaders convene conversations but do not control content or outcome. Interdisciplinary creation of new knowledge. No single heroes. Need insights
Collective sensemaking – conversational event, varied disciplines. Focus on complexity
Nancy describes her appreciative inquiry approach, open space, and future search, for her client Huawei
60% of my work is in Era 2 approaches to KM, now Era 3 work is increasing. Ask yourself which Era your work chiefly addresses
Activity 1: Post-its: Idea Management (analytical knowledge), Experience management (tacit knowledge), Info management (explicit knowledge)
Thanks to my publisher for promoting my new KM book here! (KM in gov, public sector in #Singapore) http://www.worldscientific.com/worldscibooks/10.1142/8767
Discussion at my table: newer companies with fresh KM initiatives can be way ahead of legacy orgs/initiatives! Strategy focus, tools
Discussion at my table: KM has been sexy and turf grab has started – learning department, CIO, strategy, marketing, etc!
Activity wraps up, Nancy asks for table reports. Stunned gasp from audience as she says table reports can be boring sometimes, hah hah!
Nancy: Depending on how you use it, #Wiki as a tool can fit into all three Eras of KM (glossary, projects, collaboration)
Singapore Power: We started off with CoPs for best practices as well as new practices. Quality improvement groups for each customer
Singapore Power: We have moved beyond availability of power to assurance of high quality power (is #Bangalore listening? ;-)

II. David Snowden
“Beyond Big Data, or the Limits of Silicon Over Carbon”
Hear hear! Nancy: David Snowden is regarded as a provocateur, I don’t always agree with his blogs!
David Snowden: I am a ‘constructive irritant!’
Through the decades I’ve maintained that KM is about decision making and innovation
I know a company which had three KM initiatives, each failed and they went on to become KM consultants!
The key to KM is human sensor networks, important at the national level in regions like Middle East. Also rapid sensor mechanisms for companies
The data hype has gone through cycles. Data warehouses – 1980s. Human sensors – post 9/11. Now – big data.
Don’t assume you can replace human networks with big data. Doesn’t apply for pre-emptive work. Need to know difference between what and why
Stasi of east Germany had formidable network of human sensors, beyond what machines can do!
Silicon is not the same thing as carbon. Augmentation is not the same as replacement
Humans and technology can work in complimentary focus areas, need to understand the differences and balances. Ref: Mary Douglas.
Human brains’ focus: pattern entrainment & first fit satisficing. KM should not be aimed at making human beings autistic!
NLP is a pseudo-science, but still popular – I find that deeply disturbing, can’t put people in boxes like that
For some skills (eg driving), it takes years for body-mind coordination to evolve into an automatic habit
Autonomic v/s novelty receptive: success can blind you to the new thing – see Microsoft, IBM
Embodied: extra-neural; embedded: scaffolding; enacted: co-evolve with reality; extended: into the environment
David jokes that he once did research at IBM which showed that astrology was a better predictor than Myers-Brigss indicators!
David jokes that he’s lost weight because of bicycling, but some people think I have cancer!
Take a trail snapshot of the apps you use in a day, and you get a sense of modern-day augmentation via tech
Art = the secret tool for improving business. Abstraction, art, poetry are key to understanding and success
What about proverbs? Some of my work is on metaphor-based command and communication languages for military
If you align people, you lose diversity, differences and tension which is importance for collective sensemaking during strategic surprise
See what happened during the financial crisis when bonuses were aligned with shareholder expectations: devastating
Narratives affect architecture and should shape design of space
Social computing: shift from applications to architectures and object/people interaction

III. Brigitte Ireland, Global Knowledge Awareness & Adoption Leader and Asia-Pacific Knowledge Leader, EY, Hong Kong: “From knowledge practitioner to business advisor” We have 167,000 people in 140 countries. 50% under age of 30. Highly mobile. Need flexibility, media tools
Survey: KM helps open up new markets, improve profits, develop new goods/services, deepen client engagement, more innovation, improve insights, create a more dynamic culture
CEO cares about KM for strategic business impacts, eg. sales process (understanding client issues, build relationships, be aligned)
Brigitte shows 2X2 Holden International’s Power Matrix for Influence v/s Authority. eg. on social media
Advice – don’t sell KM, sell solutions. Indentify wants as well as needs. Understand social styles, avoid jargon

IV. Ron Young, Chief Knowledge Officer, Knowledge Associates, UK: Achieving Knowledge Driven Results, Developing knowledge driven mindsets

Cambridge University celebrates 800 years of education and knowledge mission
I have been working with Asian Productivity Organisation, download their books free (new one: KM for the Public Sector). Also check out 2011 World Bank Knowledge Report
Ron jokes that people today don’t have time for time management! 5 wives and 1 husband = 5 Ws and 1 H of learning!
1980s: time management. 1990s: info management. 2000s: KM. 2010s: social enterprise 2020s: co-creation
Dimensions of KM (4X4 matrix) – communication, collaboration, process, creation/innovation. Map across individuals, groups, organisations, society
Even 5% improvement in organisation’s communication capability leads to improvement in performance
Co-creation of products, services and experiences with customers and partners is the pinnacle of KM

V. Dr Devsen Kruthiventhi, Head, Knowledge Management, Learning & Development and Employee Communication, Tata Projects, and former Head, KM, Tata Chemicals, India: “Harmonising Your KM Strategy with Business Strategy for Improved Leadership Engagement”

KM has helped us change and adapt to the market. Our KM vision – create a culture of systematically harvesting and sharing knowledge
KM pillars – process, systems, cartographic (knowledge mapping), commercial (exploiting IP)
KM components in Tata – strategic themes, KM risk management, 5-year action plans, KM calendar, individual goals/roles
We branded our KM initiative as Titli (butterfly – metaphor to capture variations, differences and shelf-life of knowledge)
Devsen narrates incident of how he as executive officer approached blue-collar worker to discuss his knowledge contributions and insights
We have real-life and online knowledge cafes to create the necessary conversations and sharing
Tata has structured knowledge capture methods for retiring employees. Other avenues: relationship captures/extensions
KM awards – Individual and Group. For cafes, innovation, CoPs, connectors, KM Day, annual K Fair, BEEP (benchmark every process)
Tata Chemicals’ KM Meter – KM Maturity Model (6 dimensions, 5 levels). Efficiency, effectiveness, metrics, innovation
Top benefits – functional competencies, productivity. Key challenges: reach out across all functions, making KM a way of life
Formula for KM success at Tata Chemicals: LASER– Learn Apply Share Enjoy Reflect

VI. Rajiv R. Sinha, Deputy General Manager, IT Services & Knowledge Management, L&T Hydrocarbon, Larsen & Toubro, India
“Engaging Front Line Managers to Embed KM in Business Processes”

LTH work is document-centric and collaborative in nature. Many contractors, consultants. Literally tons of paper docs, Gigs of memory
1999 onwards – Phase I: doc Phase II: humans Phase III: process (embedding KM, systematic interactions, co-creation)
LTH KM journey: 2001 – KnowNet portal launch. 2009: Lotus to Sharepoint 2010: Process-based KM
LTH KM pillars: leadership (board, senior+mid management), tech (tools, CoPs), people (R&R, training, communication)
KM branding via awards and rewards – Gyan Ratna, Gyan Bhushan, Gyan Vibhusan. Knownet Guru, Knownet Sisya
KM components: In-house journal, news bulletins, K-Webinar, eVidyalaya (elearning portal), 17 CoPs, project portals
We do assessment of KM based on MAKE framework every three years; user survey every two years.
RT @Danidelamorena Great practice at Larsen & Toubro Hydrocarbon: Every project team has dedicated Knowledge coordinator who receives K training

VII. Dr Ricky Tsui, Director and East Asia Region R&D Leader, Arup, Hong Kong:
“An Effective Engaging KM Practice to Drive Corporate Innovation”
Arup is a global firm of designers, engineers, planners and business consultants, the creative force behind many of the world’s most innovative and sustainable projects and new design technologies, delivered by over 11,000 colleagues from 90 offices in 35 countries. Arup has established an effective KM framework for more than ten years. KM is the critical enabler for innovation and business success. Arup is the three-time Asian Most Admired Knowledge Enterprise (MAKE) Winner and the three-time Hong Kong MAKE TOP Winner.

Arup knowledge cycle: Arup Univ, R&D, knowledge assets (essentials, projects, networks, insights). Knowledge Handbook, Corporate Yellow Page
KM helps with collaborative research with external partners; discussion forum with colleagues across the world, instant messaging
Company sponsors PhD programs at local universities, has faculty partnerships. Cultivate creative minds (design thinking)
We have venture capitalists who train us on future trends, adaptation. Design schools help with collective sensemaking in innovation
We have cool ‘Penguin Pool Events’ for exchange of ideas with the design community
Build trust, provide convenient exchange platforms. Provide training. Understand future needs and learn from others

VIII. Cheryl Teh Su Meng, Vice President Knowledge Management, Khazanah Nasional, Malaysia
“KM: The People Behind the Scenes: KM Skills and Career”
KM fits into strategy, corporate services, HR, IT. Roles: change agent, content writer, analyst, event planner, project management
More companies are starting to recognise the need for KM, new kinds of KM roles being created. Demand > Supply
Advice – read a lot of books, not just KM! Case studies, fiction; also movies, arts. Connect the dots, be a problem solver
Advice – either be a specialist or a ‘specialised generalist.’ Be fluid, move around and learn from your experiences
Cheryl asking attendees to identify their ‘unusual’ backgrounds – musicians, nuclear engineers, aerospace, media, fashion designers, lawyers, DJs!
Me: Knowledge management is more like jazz than classical music! It’s about the jam, just go in the right direction even if you don’t know the outcome! #KM

RT @leahdarby On the wall are the posters created from Nancy Dixon’s session at – there are 16 of these, 1 for each table! http://pic.twitter.com/PQmHawh0bL

IX. David Gurteen: Knowledge Cafes for Engaging People
Daniel Pink: Rewards/incentives work for routine basic work, not for innovative/creative work – need new incentives, eg. autonomy, more independence, support for mystery, plugging them into a sense of purpose and doing something that matters – they like to go against mainstream nature/work

X. Dave Snowden, Founder and Chief Scientific Officer, Cognitive Edge, UK
“Handling Asymmetrical Threat in Industry or Government”
KM is about doing real things in real time with real people. Granularity is key in KM, knowledge is fragmented by nature
Need a coherence framework rather than a grand vision for KM; build on small projects
Governments should manage asymmetric threats (eg. terrorism) in an asymmetric way (small measures not just big ones)
Accept the possibility of failure early, don’t be caught unawares. Resilience is about survival and change
What’s more important about scenario planning is the analysis rather than the actual scenarios
Typical errors made: confusing correlation with causation; assuming that good corporate practices of the past will always work in future
Map of event frequency v/s size. Gaussian world: probable, possible, plausible. Pareto world: inductive (hypothesis), abductive (non-hypothesis)
What you learn from your field notebooks is more useful than a formal case study written later
Mess and messiness is important in understanding the way humans work and make sense
Hindsight re-shapes the way you view and interpret events in the past. Successful teams describe events differently than those who failed
Micro-narratives are the basis of human sense-making. Water cooler stories are more effective than workshop stories
Your real impressions of work are not in what you say at the workplace but what you say about it to your friends later
Distributed ethnography: human sensor networks are scaleable at very low cost
In Colombia, children’s diaries about their parents’ work reveal good insights to government about micro-economic policy and initiatives
Create a ‘messy’ network: KM should enable field capture of fragments, eg. to detect micro-anomalies.
Leverage people’s communication to create narrative-enhanced doctrine and best practices
Malcolm Gladwell’s Blink is one of the worst books ever written! Though Tipping Point was good
Crowds can be wise – but also stupid. Surowiecki: need diversity, independence, decentralisation, aggregation
Having a stake in the outcome changes the way you participate in an initiative
Aim for wisdom of crowds – but beware of the tyranny of the herd
Human networks: deliberative networks created for ordinary purposes, activated for extraordinary need
Learn how to activate a network using ordinary methods to tackle an issue for extraordinary means
KM tends to eliminate outliers, but they are actually a threat or an opportunity.
#Jugaad? Snowden: Exaptation is key for human innovation: taking something create for one purpose and using it for another
@snowded: Find the connections from peer to peer, from fragment to fragment. That is how you tap human awareness in an organisation/society
Snowden: Hopefully KM can help tap emerging social technologies to truly improve human decision making on a better scale
Human meta-data is key in interpreting text, not just machine meta-data.

XI: Jason Christopher Chan, Covering Head & Lead, Capability Development, RAHS Solutions Centre, National Security Coordination Secretariat, Prime Minister’s Office, Singapore
“Needs and benefits of social media monitoring: Collection, sense-making and reporting”
Gov and social media: (i) gov-community relations (ii) disaster response (iii) security research & analysis
Benefits of monitoring different kinds of social media: evidence, realtime updates, co-production, predictive modeling
Levels of government search: trawling, targeted mining, direct requests (meta data), direct requests (actual content)
I wonder what questions Jason will get at this conference, given Singapore’s tight controls over the Internet!
Jason: Three phases of social media monitoring by Singapore government: collection, sensemaking, reporting
My Q to Jason: What are your reactions to the hacking incidents of the Singapore government Website?
Jason: It was not anticipated; we are analysing the incident and monitoring social media discussions. It may be a trend: external influences in local community

XII: Mariette Peters Goh, Partner, Zul Rafique & partners, Malaysia
“Tea or Technology? The Role of KM in a Law Firm – Face-to-face or Facebook?”
I attended KM Asia 10 years ago, that began the KM journey for our law firm. KM scope: research, training, KM, bizdev, events, content writing
We have two fulltime lawyers doing only KM. Lawyers need to know the law + know where/how to look for updates, resources, innovate
Law is a profession as well as a business. Lots of documented knowledge, as well as tacit (in lawyers). Tacit can make or break your case – eg. idiosyncracies of judges!
Our KM initiative is called LOOK (Leverage on our Knowledge). Outcome – briefs, newsletters, tapping experiences & enlightenment
We had a KL judge who hated pink highlighting in documents, only yellow highlighting – made or broke a case!
Lawbooks don’t tell you about EQ issues in clients, only law firm’s tacit knowledge can capture this.
Other issues: which client is vegetarian! That can help in the pitch when you take them out for lunch
Lawyers are reluctant to share their knowledge. Lawyers are like ET! We are extraterrestrial (territorial!), may not be adorable!
Does Gen Y prefer tech (social media) to tea (face to face interaction)? Express knowledge is good over tech, tacit better F2F
Lawyers have time for drinks in the pub but not for tea! I started monthly discussions with knowledge-friendly senior lawyers
First Friday of the month – KISSing Session in the Boardroom! KISS = Knowledge Information Sharing Sessions
Never been KISSed – the name for those who have never attended the KISS session!
How people call KM – one-stop shop, lifesaver, know it all, agony aunt, whip cracker, glorified librarian, dumpsite!
Key to succeeding in KM in the long run: Engage, Enlighten, Enrich
A pleasure and delight to hear the brilliant, humourous and charming Mariette, a lawyer (!)
I wonder if they serve Hershey’s KISSes at the KM sessions in Zul Rafique!

XIII: Kelvin Soh, Social Intranet Manager, Group Centre of Operational Excellence, SingTel, Singapore
“SingTel ESPRESSO: Brewing an Exciting Flavour in Enterprise Social Networking”
‘ESPRESSO’ is an ESN initiative for the SingTel Group to connect all 23,000 staff across the globe
SingTel is world’s second largest mobile operator (number of subscribers). No.1 – China Mobile
Even with all the tech in the world many organisations can’t solve the key problems in time
KM can go beyond just Intranet/doc tracking to enterprise social networking – bridge tools and people
Soh of Singtel jokes that he did not undergo Espresso training at Starhub (= Starbucks!)
KM = WIN: Wisdom, Insights, eNlightenment. Wisdom of all our 12,000 employees.
Branding – KM portal launch was on 11/11/11; $11 prizes for winners in competitions
23,000 employees on Espresso platform. 10.5K visitors daily, 7,000 conversations, 1,400 collaboration sites, 56,000 likes, 2,145 skillsets, 542 certifications, 99,300 coffee beans (gifts)
Social media audience classification: believers, advocates, lurkers, unknown
Top 10 Lessons learnt in 5 categories: Tech, usability, content, adoption, governance
1. Executive support. CEO and MD should be on board, don’t start otherwise
2. Branding and marketing is key. Lanyards, logos, posters, outreach, etc.
3. KM/ESN is not just an IT project (though IT support is key)
4. Be open-minded. HR policies may need to change; criticism/feedback can come online, can the departments respond in time?
5. Be realistic. Conversations take time to take off and become useful, RoI takes a while; years sometimes. Not all conversations will be about work
6. Invest in resources
7. Go Mobile! mEspresson (like Nespresso). Most of our workers are on the road
8. Gamification. Use elements of our metaphor coffee: points = coffee beans
9. Nurture champions, change agents (“baristas”)
10. Make the social UI visual and familiar

XIV. Tan Hui Cher, Senior Manager and Lee Kian Teck, Manager, Infocomm Development Authority of Singapore (IDA), Singapore
Enterprise Social Networks and KM: Discovery, Serendipity, Conversations, UX
IDA KM Vision: build on the brainpower across all parts of the team
KM started in 2009 formally. Launch: 2010. Activities: IDAction workshops with key shareholders
KM roadmap (2X2 table): (i) build, enhance, expand, transform (ii) content, people, leadership, process, tech
We are currently between the ‘enhance’ and ‘expand’ stages
ESN lessons – useful content (valuable, current), integration with work processes, awareness activities
Workplace of the future: (1) Play, learn, grow (2) connect all staff across multiple dimensions/narratives (3) access to talent
Need to create a trusted environment to allow conversations and dialogue flourish
Once community conversation dropped after the CEO joined in, and people set up another private one!
Plan/design for different kinds of learning styles. Address intrinsic as well as extrinsic motivation
Discussion at my table: Many ESN people would not use the term KM to describe their work, though a lot of it is KM in principle
Discussion: Better metaphor for KM is the kitchen, not the dining room!

XV: Vadim Shiryaev, President, SOMAR, and Partner, KM Alliance, Russia and Alena Zaytseva, Head of Knowledge Management Department, Corporate University of Russian Railways, Russia
Russian Railways: Third largest railway network in the world; 1B+ passengers per year. Values: skills, integrity, innovation
Vadim and Alena: Training in blogging has helped Russian entrepreneurs understand the market and launch new businesses
RT @snowded Filing out forms http://pic.twitter.com/4R0R4Y6lCn
Some principles of successful cocreation: Shared purpose (meeting opportunity/threat), alignment, agreement on ownership
Good to see academics and industry working together on the KM front, bravo!

XVI: Senior Lieutenant Colonel (SLTC) Vincent Yap, Commander Air Warfare Training Institute and Head Training Development Group, Air Force Training Command, Republic of Singapore Air Force, Singapore
“Using Wiki-Based Learning Platform to Promote Collaborative Learning and Knowledge Capturing”
“AFTC Wiki has increased the training efficiency by reducing instructional time by 10-20% and making the renewal of training materials and content less tedious”
See http://todaysmeet.com/KMAsia2013 for more info and post your comments there (back channel)
KM drivers – tech change, protocol evolution, increasing complexity, GenY attitudes towards authority/constructivism
Impacts – enhanced training efficiency and effectiveness, better sharing of research results, more creativity, new instructional strategies
My Q: How do you integrate Wiki with the other existing tools?
Yap: Integrates with courseware libraries and validation tools

XVII. Avi Kedem, IAI Chief Knowledge Officer, Israel Aerospace Industries, Israel
Knowledge Continuity: Keeping the Critical Know-How in the Organisation
In the US and Canada 20% of the workforce will retire in this decade. The tacit to explicit “structured” process preserves 5% of the expert’s knowledge which has a benefit of 75%
The process has four steps: mapping, documentation, performance support knowledge base, embedding tips and lessons
Two key aspects of knowledge continuity: (i) capturing expertise (ii) transfer/use of knowledge from retirees to other experts
Non-structured processes such as observation and apprenticeship have always existed; need new ones also for retiring/future experts
Success factors for knowledge retention: KM expert/consultant, facilitator, successor, process owner/manager, media team, time!

XVIII. Anthony Liew, Director, Capital Motors, Taiwan
Determining the Purpose of KM: A Value Creation Theory: The seven disciplines of value and value creation
Value = numerical value, monetary, appreciation, worthiness, belief (eg. right/wrong). Disciplines: finance, marketing, operations; economics, strategy, KM
Role of KM is to generate, amplify, accelerate value. Inside the organisation, as well as outside Rudolf: examples – Harley, Heineken, etc

XIX: Sunyoung Kim, Director General of Management Services Department, K-water, South Korea
Case Study: How Well-Structured KM has Contributed to the Company’s Value Creation
K-Water: Water for the happier world. Efficiency, knowledge capitalising, securing of core knowledge
KM mechanism: Idea excavation (WaterPedia, open suggestions), Strategic Task execution (BSC), Tools (CoP, R&D)
Open Idea Channel – get ideas from customers, partners. WaterPedia: 9,000 members; open to the public
Idea Excavation – a company won contest to develop water meter, led to innovative solution
KM – strategy linkage – respond to new gov policy on green growth. CoP created for R&D and commercialisation. Led to new photovoltaic system
We have an Innovation Festival every year. Exhibitions, presentations, awards. Management support: VP is CKO
Open Idea Channel – get ideas from customers, partners. WaterPedia: 9,000 members; open to the public
Idea Excavation – a company won contest to develop water meter, led to innovative solution
KM – strategy linkage – respond to new gov policy on green growth. CoP created for R


The Wide Lens: What successful innovators see that others miss

“The Wide Lens: What successful innovators see that others miss” – by Ron Adner
For full book review by Madanmohan Rao, see http://yourstory.in/2013/10/the-wide-lens-book-review/


Techsparks 2013: Innovation and Startups in India

Techsparks 2013: Innovation and Startups in India

by Madanmohan Rao
Research Director, YourStory.in
Bangalore; October 5, 2013

Kicking off now in Bangalore: India’s premier startup event, TechSparks 2013! http://TechSparks.in (Twitter hashtag: #tsparks https://twitter.com/search?q=%23tsparks&src=typd&f=realtime)
See my tweetnotes from TechSparks 2012 last year: http://km.techsparks.com/?p=446

I. Shradha Sharma @SharmaShradha: Founder & CEO, YourStory Media

Despite plunging Indian rupee, startups thrive here!
India is a country of storytellers – largest and oldest stories in the world come from here!
Every startup story is unique and powerful, and matters.
Can we create 1.3 billion entrepreneurial stories from India? And from other parts of the world?
India had a pavilion at TechCrunch Disrupt 2013 this year.
We are now on YourStory.in as well as YourStory.com!
We can create the world’s largest storytelling platform for startups in the world, right from here in Bangalore, India
RT @techsparks2013 “Sare Jahan se acha, Hindustan Hamara. We will create the largest storytelling platform in the world” – @sharmashradha
We also have new platforms: HerStory (women entrepreneurs) and SocialStory (social entrepreneurship)
Techsparks annual events – 70 startups showcased so far, 33 have been funded, 2 acquired

II. Abhinav Kumar, guitar in hand, comes on stage to sing the Techsparks Theme Song!
“I’m going to startup, be the king of my life!” “I’m gonna get the crown!” “I’ll kiss the dirt but make it work!”

III. Shailendra Singh, Managing Director, Sequoia Capital India: “Enduring Success”

We look not just for financial success, but enduring success (portfolio: iYogi, JustDial, Xoom, LinkedIn, etc.)
Enduring success is not guaranteed even for large companies. Young companies in 10 years are disrupting Fortune 1000 giants
Enduring success comes from agility, building defensive moats, culture (for scale), perseverance
Perseverance is even more important in India than other countries, pain factors are much more intense at every stage
Moat = superior tech, network effects, brands, user experience, ecosystem, operating model
Case study – Pine Labs (Lokvir Kapoor), founded 1998. Took 15 years to build the moat (payments platform for retailers)
Agility: Knowledge is about the past, learning is about now; iterate and fail fast; evolve; break it even if it works!
Fast learning is more important than deep knowledge, for an entrepreneur
Even if it works, you should break your product – before someone else does!
Agility case study: Druva. 2012 – ranked No.1 by Gartner in its data protection category. Engineer became successful CEO
Culture factors: Time horizon, rethinking ESOP, careers, learning, fun, winning
Husband and wife team created Mu Sigma, now world’s largest decision sciences company
Shailendra shows pic of Mu Sigma founder Dhiraj serving employees lunch in the office in lungi, after puja. Authenticity!
Perseverance: no short cuts, all about integrity, grit, deep commitment, focus, long-term wins
RT @sandeepvarma At Mu Sigma if you ask great questions, you are rewarded
SCIO Health Analytics (Chennai, NY): Dug in during economic crisis, went back to the drawing board and turned around
TechSparks is a good platform for us – we have now invested in a TechSparks 2011 winner! (cloud platform: Idea Device)
Shailendra’s message: Keep trying to get better!

IV. Fireside chat: Ambiga Dhiraj, Head of Fulfillment, Mu-Sigma

We started in 2004. Husband was in Booz, deep into analytics
We had no customer for 8 months. The day after Dhiraj had all 4 (!) wisdom teeth pulled out, he got first meeting!
Delivering data/service out of India is not a cost play but innovation play. Learning is d/dt of knowledge! We love equations
We build curiosity in employees. We give award/prize for best question of the month!
Culture should be kept intact as we scale. Monthly retreat to Nandi Halls to discuss values (eg. no ‘sir/madam’ allowed, tough in India!).
Culture: no hierarchy – no ‘sir/madam’ allowed, tough in India!
RT @YourStorydotin “If people don’t ask important questions, answers are irrelevant,” Ambiga @musigmainc
RT @Skanda “Learning over knowing, the mantra for adding more knowledge to your bucket. Key indegrient in Musigma” – Ambika
RT @NidhishAlex Nurturing the culture of curiosity is important in startups- Ambiga cofounder @MuSigmaInc
When customers/directors visit us, we also take them outside the boardroom to the office to meet employees, analysts. Authenticity!
Exposing employees to customers/clients helps them take ownership of their work
RT @mehulved Mu Sigma sent a team of about 20 people to ask questions to Sequoia when the latter was investing in them.
Shailendra: Most of the Mu Sigma team is in India, but their customers are 70+ Fortune 1000 companies, mostly based in the US
Culture: Work-life integration – bring life to work, eg I bring my son to the office on occasion!
Shailendra: Pay attention to these kinds of small details which build a strong culture for the company
Shailendra: Dhiraj, founder of Mu Sigma, is listed in the Fortune Top 100 Under-40 List!
RT @YourStorydotin “Why is there no appraisal but fixed slabs at @MuSigmaInc?” Question to Ambiga Dhiraj from the audience at
Ambiga on performance appraisal: Entry level analysts are hired from campuses in India. We spell out a 3-year package
RT @Skanda_B MuSigma has a sales team with an average age of 22. Exploring new dimensions and thinking sales differently. Kudos!
RT @nabomita_smiles 22 yr olds have better learning curve & is opened to innovation in sales Ambiga Dhiraj, Head of Fulfillment @MuSigmaInc
In India, parents bring Horlicks to students during exams. Very different environment in the West
@nabomita_smiles Middle management is young , hence ease them through a socialist process : 3 years talent view Ambiga Dhiraj, @MuSigmaInc
I published a paper in HBR on the Montessori model and HR philosophy.
RT @shrinathv Mu sigma really seems to be rethinking organizational dynamics from an India perspective. Much needed!

V. Dr. Anu Vaidyanathan, Ultraman Athlete, IP Professor: “Going The Distance – Thoughts From Sports & Entrepreneurship”

My parents are from rural Tamil Nadu. My childhood: “Nature in Nurture.” Passion from sports comes from there, a relationship with nature
Cows on the roads teach more about attitude than anything else!
@dmuraliYS Separate goals from dreams – Anu http://pic.twitter.com/Gyj97iYMlD
My inspiration in life is Kung-fu Panda! How to find inner peace?
@rubiabraun World class event happening here at – super impressive. @YourStorydotin
My biggest dream in life was to become a dancer, but I realised I had two left feet, had to accept that!
Entrepreneurship is about satisfaction, independence, being able to get gifts for your dad!
Real heroism comes from unexpected sources, not just the usual Steve Jobs. Keep your sense open
RT @gouravdhelaria Any pursuit – sports or business has to bring something to your life – Anu Vaidyanathan,
Anu runs through a history of invention and IPR. Tinkerers, inventors, patents and trade
Anu @anuvaidyanathan says IP is a defense mechanism, not offense; tool for arbitrage, valuation for companies
I respect Free Software Foundation and Open Source (not to be confused with free!)
Anu www.patnmarks.com runs through innovation model of Red Hat.
My key message – ‘subtle irreverence.’ Value is a two-way street. You can’t sit in meetings all day, get a sense of perspective
Entrepreneurship is an attitude, not just a goal of a multi-crore blockbuster company
RT @mehulved “As an Endurance Athlete, I can say perseverance pays off”

VI: Fireside chat: Kavin Bharti Mittal, Head of Strategy, New Product Development, Bharti SoftBank

BSB is a JV. Huge opportunities for m-commerce in India, need to bridge offline-online world. Also mobile gaming/entertainment
@Kavinbm @bsbUpdates – Startup has to be insatiably curious, should care about the product, be passionate in the industry
RT @nabomita_smiles Hiring strategies: Top 3 qualities in new hires:curiosity, high learning curve and caring (@Kavinbm)
RT @sandeepvarma Very hard to find product people in India @kavinbm
Social/team dynamics are important. Can you have drinks with your colleagues and work with them till 4 am?
RT @YourStorydotin “The Indian market is very early. Numbers are pegged at >100 million, but frankly India has around 30-40 million net users,” Kavin
You need to have a long-term view of Net/mobile market in India. High demand for rich media eg. our Stickers product
Great Q to How will you give exposure to young entrepreneurs, not just funding/jobs?
Q: Is it difficult to attract talent from overseas to India? A: Yes, Gurgaon lifestyle is very different from Silicon Valley!

VII. Nick Talbot, Global Design Head, Tata Elxsi: “How Thinking ‘Design’ First Can Help Build Successful Ventures”

Big companies realise that good ideas come from startups, small companies, new entrepreneurs. The bigger the company, the harder it is to innovate
Innovation is about making things better, not just different. For who, and how many?
Borderless innovation – scale; has to be good for everybody
Design = vision + craft + communication + pragmatism
Put anthropology before technology, even in tech firms
See my reviews of innovation and design books at http://yourstory.in/author/madanmohan/ http://YourStory.com
Benchmark your designs with what already exists in the market. Blend tech with design, sometimes you can’t change architecture
RT @NidhishAlex Some entrepreneurs think that design is like sprinkling after cooking is done- Nick Talbot startups
RT @sandeepvarma Design should be humanist
RT @YourStorydotin “Don’t decide your technology platform before you’ve thought through your design,” Nick Talbot at
RT @nabomita_smiles Add an emotional content to the design so that users can connect beyond technology: Nick Talbot
Nick jokes that he is using a http://pic of Priyanka Chopra in his slides without her permission, and hopes he doesn’t get sued! (Anu please note!)
We have a programme called Incub@TE to help small companies start up

VIII. Madan Padaki, Co-Founder and Director, MeritTrac Services: “Building A Global Venture Out Of India”

Nice to see a fellow Madan on stage! ;-)
Madan runs through the ups and downs of his startup over the last 10 years
We did well as an Indian company, not global; need the right DNA to go international
Madan wears many hats, justifies the loss of hair!
Our vision – taking people from villages, assessing + building skills for them to make them employable, find rural opportunities
@madanpadaki shows video of young boy whose mother could not recognise him after his soft skills transformation!
We have coined a term called Rubans – the new rural youth, and bring them job opportunities. “Rubanomics”
RT @ariadon1992 Rubanomics – rural + urban + economics. jus wow :D newconcept revolutioninRubanIndia
RT @nabomita_smiles GuruG is a teacher gamification platform for teachers: Madan Patki
We are connecting Rubanomics to MDGs (reduce rural youth)
We want to create 1,000 RubanHubs in India and other countries, 100 Rubans per hub
We are replicating this India model to Brasil and Colombia also. Leveraging BoP model
When people are hit by the power of what is possible, they become changed individuals
We have roped in angel investors from India, Vietnam, Singapore, US, UK
HHH Services is looking for angel investors who have a local + global perspective
Head Held High www.head-held-high.org is an enterprise which is also social
Hear hear! Madan: Every enterprise has to be global and social at the same time
RT @TechButthead 1) Global Concept, 2) Global Strategy, 3) Global Exposure, 4) Global Structure that gives rise to a 5) Global Product

IX. Panel I: Global Products With Borderless Innovations
Gautam Mago, Principal, Sequoia Capital India.
Kavin Bharti Mittal, Head of Strategy, New Product Development, Bharti SoftBank.
Nick Talbot, Global Design Head, Tata Elxsi.
Pallav Nadhani, Co-Founder and CEO, FusionCharts.
Pravin Srinivasan, VP Sales, Cisco.
Srikanth Karnakota, Country Head, Server & Cloud Business, Microsoft India.
Ravi Gururaj, Chairman & Co-Founder, Frictionless Ventures (Moderator)

Gautam/Sequoia: Think global; your Chennai startup can get competitors from Prague and Indonesia the next day.
Pallav: Some Indian customers have told us they would not have bought our product if we were only an Indian company
Kavin: To go global your product has to be phenomenal. Product has to have personality, not just lines of code
Nick: If you benchmark globally, even your products for the local market can be of global quality
Ravi: View from China is different – they are not bothered about the global market, local is big enough for them
Nick: Look how the Koreans operate – they design globally, but launch first in Korea to perfect it
Pravin/Cisco: India adoption is usually mobile-first, even for SaaS products.
Kavin: Products designed in English in India lend themselves well to global; local languages are a different game in Tier 2-3 cities
Kavin: Some needs themselves are both local and global in nature, solving those can help you go global
RT @Skanda_B most products get developed to solve a problem locally @kavinbm. Hike was Developed for India and got a wide acceptance in Germany
Srikanth/Microsoft: Timing is important when you want to decide where/when to take your product global
Gautam/Sequoia: If you serve the tech developer or enterprise market, you can be global from Day One
Gautam/Sequoia: Consumer and SME markets are inherently different across the world
Pallav/Fusion Charts: I’ve interviewed 2,000 people in my life, very few in India have developed open source code to explore themselves
Pallav/Fusion Charts: India is fast adopter, but not yet fast creator or fast contributor (little Indian contribution to open source)
Pallav/Fusion Charts: Need to change Indian educational system also, need to give chance to explore and contribute also, don’t focus just on jobs
RT @ShereenYT Don’t waste your time on just studying. Build something and learn – @pallavn at
Kavin: China has witnessed the Internet revolution much more personally and popularly than India
Gautam/Sequoia: China has 4X economy and 10X tech adoption as compared to India
Nick: Polished products have more longevity. Roadmaps are important. Look at Apple: 5-10 year roadmaps
Nick: Innovation has to be continuous, but not all companies can sustain it in the long run, and successfully
Interesting Q from audience: Let’s not get carried away with going global, let us go to rural India first!
My answer: Even rural can be global, look at Head Held High (@MadanPadaki)
Ravi: Look at Israel, very small market, but great at going global (Startup Nation)
Q: How should meta-search companies scale up easily to other countries?
Pallav/Fusion Charts: Cultural issues in new geographies are design/layout/colour; operational issues are logistics/delays
Pallav/Fusion Charts: Look at cultural affinities of new geographies, eg. not many Indian startups have Russia/Japan playbooks
Pallav/Fusion Charts: We have to train Asian companies even for a $90 SaaS product (DIFM), unlike in the US (DIY)!
Pallav/Fusion Charts: Wedding photo album company – there are variations in simplicity, enhancements between Indian states
Ravi: Every startup I meet says they have a designer shortage. Indian education system needs to gear up
Pallav/Fusion Charts: As a society we need to encourage and reward self-learning, experimentation, exploration
RT @nabomita_smiles: Re-scaling skills using the resources over the internet ,remains need of the hour~ @pallavn
RT @Skanda_B pallav: Today everything can be self learnt. its the responsibility of an individual & institutions as well.
Nick: Need to teach more business and design skills in school. But parents also think design is stupid, the problem is in Indian homes also, they want their kids only to be doctors and engineers
Kavin: Emerging opportunities in India – mobile gaming, payment (but Indian regulations can be stifling)
Nick: Emerging opportunities in India and globally – resource management (energy grids, water, food)
Gautam: Emerging opportunities in India – mobile payments, harnessing enterprise data (social, devices, sensors)
Pravin/Cisco: Emerging opportunities in India: crowdsourcing, e-governance; identifying influencers
Pallav: Emerging opportunities in India – healthcare, gamification, governance (tackling corruption!)
Srikanth/Microsoft: Emerging opportunities in India: re-imagined enterprise apps, seamless integration

X. Gerard Tellis, Professor of Marketing, Director of the Center for Global Innovation, University of Southern California, Los Angeles

How can a startup grow to become successful? How can incumbents remain entrepreneurial?
Incumbent’s curse – failing at the peak of success. Only a culture of unrelenting innovation helps succeed
Success can lead to arrogance, complacency, and lack of further innovation, eg. Intel in mobile, Nokia in smartphones
Intel has 85% of PC market, only 1% of mobile phone market
The biggest enemy is within: your own culture! Larry Page – Google’s biggest competitor/problem is – Google!
Lou Gerstner turned around the culture of innovation at IBM. Culture is the game itself
Embrace risk. Focus on future mass markets. Cannibalise successful products
Risk – innovations have a high failure rate. One out of 3,000 ideas make a successful product.
For 10,000 failed startups there is one successful mega success
FedEx took 4 years and Amazon 5 years to break through into profitability
HP had a tablet in 2005, five years before iPad! They never commercialised it, happy with PCs and printers and laptops
Focus on future mass markets, not just current ones. Niches today will become masses tomorrow
Kodak had the most patents in digital photography, but never transitioned to digital – culture frozen in analog
Cannibalise your current products, nurture/sustain them only for a while, innovate and go beyond
Sony invented the Walkman, overtaken by Apple (terrific graph of market cap lines crossing around 2004-2005)
Former CEO of Sony – “Love affairs with the status quo continued even after the quo lost its status”
Gillette – cannibalised its leading razors each time they were at their peaks
Incentives for enterprise should be about innovation not just loyalty. Need to have weak penalties for failure, strong rewards for success
Silicon Valley has better attitudes towards risk and failure than Japan and Germany. Lenience towards bankruptcies
Thomas Watson: The best way to success is to double your failure rate.
Internal competition – give adventure not just job security to innovators; idea fairs, prototype races; peer judging; crowdsourcing
Empowering innovation champions: freedom to innovate, support/resources, allow bottom-up innovation
Innovation is driven by practices and attitudes in a company
Tellis has authored the book Unrelenting Innovation. See my reviews of innovation books at http://yourstory.in/author/madanmohan/
An honour to meet Gerard Tellis and get a signed copy of his book, Unrelenting Innovation!

XI: TechSparks 2013 Startup Pitches!

Mukund/Mumbai – Heckl, realtime news/analytics: Winner of most innovative award from TechSparks. Heckl was started in 2011, now we have an office in London. @YourStory helped us with meetings, introductions, events, advice. BRAVO!
Mukund: UKTI, @YourStory’s partner for TechSparks, helped us get an office in the UK, + introductions
Shradha Sharma: We had 480 applications this year; shortlisted to 30 (profile, prototypes, testimonials).
18 companies will present today. Jurors: Saumil Majmudar, Pankaj Mishra, Ravi Gururaj, Shailendra Singh, Sanjay Anandram, Gautam, Karti
Pitch 1: Flutura – “Actions, not just insights” www.fluturasolutions.com Decision sciences and analytics
Flutura: We make machines ‘talk.’ Mix of machine data and big data analytics. ‘If you prick us, you get data not blood!’
Flutura: The next India has product innovators, not just generic services. We have been identified by CIO Magazine as a promising startup
Flutura provides realtime solutions for dynamic pricing, energy savings, disaster avoidance
Flutura’s offering – Cerebra Signal Studio (used by GE, PTI, Sodexo)
Flutura: “We thought we are in analytics, but we realised we are in saving lives”
Flutura: We do triangulation across multiple sensors (eg. water, fire, smoke), bring in context
Pitch 2: Airwoot http://airwoot.com Helps brands provide customer support on social media
Airwoot SaaS helps with user tracking, service level monitoring (beyond usual buzz factor uses of social media)
Airwoot @airwoot: We operate at the speed of social, in real time. Our team includes a PhD dropout and math researcher dropout!
Pitch 3: CloudMunch (PaaS) www.cloudmunch.com – “focus on code, cloudmunch on the rest”
CloudMunch: We turn complexity into simplicity. Helps deliver better software, faster and cheaper
CloudMunch: We target startups (scaling), SMEs (customisation), enterprises (standardisation)
Pitch 4: Collaborate Cloud www.collaboratecloud.com Social work management product for better collaboration
Collaborate Cloud: Blends chats, file sharing, online meeting, customised apps for business workflow (employees can create these apps)
Collaborate Cloud: Customers – Titan, Helios. Migrating them away from email and spreadsheets to our apps
Pitch 5: MIBS Mobilistic Innovative Business Solutions www.mibsglobal.com Supply chain management solutions
MIBS: We were chosen by SAP Startup Focus Program. Offered solution for government healthcare provider, within 1 month
Pitch 6: MoeGIS www.moegis.com Health info mapping and tracking for state and local governments in India
MoeGIS: Business model – we get paid by government, NGOs, banks
Pitch 7: TradersCockpit www.traderscockpit.com Equity market screener and analysis tool
TradersCockpit: We have 25,000 users, operational break even; competition: MetaStock, Falcon
TradersCockpit: We want our customers to be our fans, not just be satisfied
Pitch 8: Pervazive http://ecurative.com Curative analytics for telecom network operators
Pervazive founder exited startups in the US and Europe previously.
Pervazive impact: Worm’s eye – helped Mumbai operator reduce costs, time across 9,224 cell sites
RT @Skanda_B Curative anytics is trademarked! They do have a long vision.
Pitch 9: Stelae Technologies www.stelae-technologies.com Automated conversion solution for multiple categories of content
Stelae: Clients – Rolls Royce Aerospace, LexisNexis. Volume base pricing – per page (technical, legal)
Stelae: Investors – Indian Angel Network, Chandu Nair, others from UK/France/Israel
Pitch 10: Eye and Buy www.EyeAndBuy.com Integrated SME business platform to help sales
Eye and Buy: We help SMEs feature on all the major e-commerce sites in India
Eye and Buy: Clients – 3M, Being Human, Nikites, Featherlite chairs. Fees – subscription, per purchase/sale; offline sales
Pitch 11: DeltaX www.deltax.com Digital media platform to buy, optimise & report search
DeltaX: Lots of inefficiencies and wastage due to silos in Internet ad market. Solution: advertising cloud
DeltaX: Our IP – keyword proximity score, algorithmic attribution, global relevance, marginal optimisation
DeltaX: Competition – single point solutions for each of the above (eg. Google’s DoubleClick)
Pitch 12: Cooolio’s Big Toss cricket app. Connecting fans, social outlets, live events. Follow, compete, get rewards
Coolio www.cooolio.com We are expanding to other sports also. Revenues: in-app ads and purchases, brand services
Pitch 13: Brio’s Smart www.smart-platform.com open source app server to develop SaaS products. 6 months old.
Pitch 14: Kallows Engineering www.Kallows.com Healthcare products + apps (ECG). Livestream for telemedicine
Kallows: Adoption – emergency services, states like Goa. Also home visits. Two products in the market already
Pitch 15: GetActive www.getactive.in A fun and easy way to get your health and fitness back on track
GetActive: We create an ecosystem – activity tracker, cloud platform, app. Also compare and compete with buddies; win points/prizes
Pitch 16: Agile CRM www.agilecrm.com SaaS CRM with marketing automation, social suite and web analytics
Pitch 17: LoudCell www.loudcell.com Real-time access to accurate data and MIS reports for managing diesel generators
Pitch 18: Retigence www.retigence.com Retail inventory decision support systems services on cloud, powered by predictive analytics. Powered by SAP HANA
And now a special pitch by another startup, Mad Street Den www.madstreetden.com Artificial intelligence
Top Three picks of Tech 30 2013: Pervazive, Stelae, Flutura; special mention – MoeGIS!

XII. Panel II. Building A Company From Scratch
Alpesh B. Patel, Dealmaker at UK Trade & Investment and Founding Principal at Praefinium Partners.
Sanjay Anandaram, Venture Partner, Seed Fund
Saumil Majmudar, Co-Founder & MD, EduSports
Srikanth Iyer, CEO, TutorVista & Pearson Education Services
Saju Pillai, Co-Founder, idea Device
Shashank ND, Co-founder, Practo
Pankaj Mishra, National Editor, Mint (Moderator)

Sanjay Anandram: A company lasts only as long as its culture sustains and drives it. Therefore choose the right team
Panel: Find a problem which solves a large pain point. Don’t scale too soon. Evolve your model – but what is the model? That is the challenge
Sanjay Anandram: There are two kinds of culture – equitable v/s superstar driven. Balance needs of individual, founder, company
Alpesh Patel: “Do, delegate, or delete” should become “Delegate, delete or die” – we don’t need dominant personalities
RT @dtbng Delegation is in a important part of the life cycle of your entrepreneurship.
RT @techsparks2013 If you are a single founder, its easy to pivot. Its difficult when there are multiple founders – @saumilmajmudar at .
RT @Skanda_B don’t build in a cave, come out, ask the customers their pain points, talk to them and give out your solutions to your customers
Pankaj/Mint: Should you do your startup part-time? Or ‘screw it and just do it?’
Srikanth: If you don’t take your idea seriously enough, why would an investor take you seriously? Do the startup fulltime
Thoughts on part-time entrepreneurship by Kanth Miriyala and Reethika Sunder: http://yourstory.in/2013/08/book-review-of-entrepreneur-5-pm-to-9-am/
Pankaj/Mint: Who should the founders hire first, after starting up?
Panel: Your friends may not always be the best in the functions for your startup. Be aware of equity issues
Sanjay Anandram: Be careful who you take the money from; they should be able to help you in your next stages
Panel: You focus on building your company – if you are good enough, the investors will find you, that is their job
Pankaj/Mint: How should startups stay ethical, in a corrupt environment like India (and other countries)?
Panel: Don’t sacrifice your brand, name, culture just to pay a bribe for those early deals. Don’t take shortcuts
Alpesh: Big Indian companies like Tata are manufacturing overseas also, not just in India; it’s easier to do business overseas
Pankaj/Mint: How to retain employees in the long run? Beyond ESOPs and free beer
Srikanth: I had to lay off 75% of my employees during the rough patch; re-built the company. Transparency is important. Keep those who see and share your vision
RT @nabomita_smiles Hiring Startegy:Hire people more capable than you & let them execute to a common goal creating engagement & sense of belonging

XIII. Binny Bansal, Co-founder at Flipkart; Lakshmi Potluri, Senior Executive, Shopify India

Shradha Sharma: Flipkart has shown the way for many aspiring startups in India; think big and achieve it
RT @abhisangam crowd roars as the fireside chat starts btwn Binni Bansal flipkart & shradha yourstory, getting younger as da day draws 2a close
Binny/Flipkart @binnybansal: Customer focus/service is key to our success. Luck and timing are also super-important to scale
Ambition is also important. Today we are not afraid of global competition.
I don’t come from a business family, had no idea of business (my partner Sachin does)
We were probably ‘foolish’ in the beginning, didn’t know how hard e-commerce would be in India!
Tough lessons: COD didn’t work well in the beginning; we didn’t know how to sell electronics goods differently from books – but learnt fast
Our evolution – first do something meaningful. Vision will evolve as you get more insights and progress
RT @techsparks2013 You need to learn everyday. The day you stop learning, you stop scaling – @binnybansal of @Flipkart at .
To scale: 1. Hire the right people and delegate to them. 2. Keep adding frameworks for decisions at different levels
3. Communication in the company should be continuous, to inform and align everyone with company direction
Shradha: Tell us about your growing years – beyond shyness to boldness; growth, inspiration, drivers
I am introverted, but shy people can also become entrepreneurs! Played football, basketball – leadership exposure
I was the dumbest basketball player! Love at first sight – computers in 4th standard.
Shradha: How do friends work together as co-founders? We fight all the time!
Sachin was in Amazon and referred me too (got referral bonus!). We left, had debates about what to do next. Good for sharpening vision
Work life balance: my wife helps me with life balance! Work is not seen as ‘work,’ it is passion, you like it, you want to do it
An entrepreneur has the best situation, he is doing what he wants to do. Work is life, can’t really differentiate
We are excited about our new platform, and the potential of mobile Web in India
Tier 2-3 cities will see huge adoption of smartphones. Helpful for e-commerce companies like us
We are not thinking of taking Flipkart global at the moment. Only regrets: always being behind the curve, so much more to do!
When we hire new talent, we want to ensure their lifestyle does not change too much, less disruption
We didn’t do well in online music sales, but pulled the plug within two years. Looking at fashion sector now
Advice – make lots of experiments, mistakes; learn fast and then scale fast (eg. Koramangala trial scaled fast to 20 cities)
Challenge of bad/spam reviews. Tech can help with answers: machine learning and crowdsourcing
Lakshmi Potluri, Senior Executive, Shopify India: We help Indian businesses sell globally online www.shopify.com
Lakshmi/Spotify: Online entrepreneurship is still at the tip of the iceberg phase in India. More room for innovation, eg. logistics in Tier 2-3 cities

XIV. Live performance by Kutle Khan Project http://kutlekhan.com from Rajasthan !!!

Spellbinding exhilarating performance by Kutle Khan Project @kutlekhan – looking forward to playing their music on my radio show! http://RadioWalla.in
RT @hallidude This is the trippiest visualization of DamadamMastkalandar I’ve ever seen! http://pic.twitter.com/CerIup43ku
RT @ash3003 Kudle khan live http://instagram.com/p/fFncuhhMrQ/
RT @farooqarahim Kutle khan awesome performance @YourStorydotin @techsparks2013 http://pic.twitter.com/AeDvmcat5I

@DhruvaKumar @YourStorydotin Today is the second anniversary of Steve Jobs’ death. Happy #tsparks today is an ode to the great man. salute yourstory
Lunchtime chatter: The name for AOL’s mobile content product, Coolage, was chosen thanks to crowdsourcing!
GRACIAS! @olgag Broadcasting & amplifying @Madanrao from Madrid: His compiled tweets: TechSparks 2013 http://tl.gd/mp7d6c
THANKS! @RajeshMTHRG Well done! RT @nabomita_smiles: A standing ovation for the @YourStorydotin team :)
RT @harshamv Yourstory Team http://pic.twitter.com/ssqi4L7dQd
See you all in 2014 at the next TechSparks roadshow and showcase – may a billion entrepreneurs bloom! :-)


KM Singapore 2013: Operationalising Knowledge Management for Productivity

KM Singapore 2013: Operationalising Knowledge Management for Productivity

by Madanmohan Rao
Editor, The KM Chronicles http://bit.ly/TU12l
Singapore; October 2-4, 2013

The tenth KM Singapore conference, one of my favourite annual KM events, kicked off this October with the theme “Operationalising Knowledge Management for Productivity” (http://www.KMsingapore.com). (See my earlier articles from KM Singapore 2011, 2010 and 2009: http://km.techsparks.com/?p=268 http://km.techsparks.com/?p=160 http://km.techsparks.com/?p=15). The event is organised by the Information & Knowledge Management Society (http://www.ikms.org).

I. Karuna Ramanathan, IKMS president

We are raising the KM discussion from beyond best practices to innovation, productivity, sustainability
IKMS began as a KM study group in 1998, formalised in 2001. Now – annual conference, publications, reports, awards
A new research report has been released on foundations and state of the art of knowledge management

II. Keynote address: Singapore’s Acting Minister for Manpower, Mr Tan Chuan-Jin

Chuan-Jin cites Kofi Annan: “Knowledge is power. Information is liberating. Education is the premise of progress, in every society, in every family.”
Human Capital Index (WEF): Singapore ranks world No.3 for making the most of its workers (quality, education, work environment) http://www.thejakartapost.com/news/2013/10/02/singapore-world-no3-making-most-workers.html
RT @michellelamb embracing KM practices helps organisations to innovate and increase productivity, this is achieved when people feel they are learning
Chuan-Jin stresses that culture is as important as processes and tools for knowledge sharing
Tap the wealth of ideas and experience of your team
Make sure you spend time to think and reflect – step back before you jump into action

III. Tom Stewart, Chief Marketing and Knowledge Officer, Booz & Company: The Right to Win, the Right to Grow: Using knowledge to drive productivity, growth, strategy

I began reporting on intellectual capital 21 years ago!
Productivity is about input/output ratios. Fun is in the growth part of the business
If you are not managing your organisation’s knowledge, you are not managing its business
The business climate: extreme. The state of strategy: confused. The role of knowledge: essential
Companies and economies continue to face strong headwinds. Competitive landscape has become broader and more complex
The geography of capitalism expanded by 3 billion in one generation.
Hot industries are now cooling off (over a decade)
Traditional organisations are ill-equipped for this 24/7/365 world – making big decisions in realtime in an uncertain world
You almost need to go from a 5-year plan to a 5-hour plan!
Only a small percentage of companies is both lean *and* ready to grow
Categories of strategy: Strategically adrift, distracted, capability constrained, organisationally hampered, ready for growth
4 categories of strategies: new high ground; core competencies; quick adaptation; execution
Core of strategy should be on identity and capability, not marginal issues like short-term competition
How do we create value, based on what distinctive competencies
Apple is best at bringing the user experience to its customers
Zara – unique business model, based on market insights, innovation, flexibility, rapidity and manufacturing
Categories of offerings: not required, basic capabilities, competitive necessities, differentiation
KM should derive from and shape strategy. Building capabilities, monetising the knowledge
KM has to make life easier and business better. Essence of competition is knowledge. How will you swim in the Blue Ocean?
Bi-directional KM can help resolve tension between growth and productivity. Pyramid: processes/tools, capabilities/content, strategy
Strategy: what knowledge makes us different (create barriers, makes us the best)
My Q to Tom: Most CKOs are from IT, HR, info backgrounds. How can they take on a more strategic role?
They should think of themselves as a Chief Capability Officer, building capabilities across the organisation, aligned with strategy
If KM becomes more strategic, the next 20 years of the discipline will be even better than the last 20 years
The 21st century knowledge leader must mobilise to respond to these crucial strategic questions: What 3-6 capabilities are essential for you to win? What are the KM requirements? How will you build these and deliver value?
Always a delight to hear Tom Stewart, his book “Intellectual Capital” is a landmark in the KM field!

IV. Deputy CEO, Workforce Development Authority. Singapore, Winston Toh: Operationalising KM: WDA’s KM Journey”

I will keep it informal lah! I didn’t attend KM courses, so I hired a CKO to implement KM in the organisation!
WDA – focus on employability and competitiveness of Singapore’s workforce. Lifelong learning
Winston: There are 33 Singapore Workforce Skills Qualifications (WSQ) frameworks http://www.wda.gov.sg/content/wdawebsite/L207-AboutWSQ.html?parent=topnavabtwsq&openTab=3
Business management has 9 functional areas – organisational management includes KM, innovation, change management
KM Competencies – knowledge/info strategies, KM systems, documentation/processes, collate workplace information
WOW! WDA will cover 70% of costs of building KM capabilities in Singapore’s workforce via IKMS
WDA itself has its own KM journey. KM is a key enabler in its dozens of initiatives
Change has to be sustainable, so the first person I appointed was a KM head! Staff engagement important for KM success
Knowledge mapping took us 9 months. Dozens/hundreds of business processes, objects, initiatives, teams, tools
In 2011 we did a knowledge and culture audit. 104 stories, about org comm., sharing, documentation, process logic
KM archetypes at WDA: Tanya Rules, Busy Bee, Brains, Young and Restless, Sharing Susan
Aims of digital workplace – task completion, centralised communications, brand & engagement
WDA KM milestones: Research (interviews, roadshows, consultant), Communications (audit, public gallery), Plan+Do (validate, communicate, implement)
KM quick wins: remove red tape, induction knowledge for newbies, info accessibility, retention, sharing exchanges
WDA KM examples – one-stop search portal; First 30 Days Onboarding Guide (newbies, buddies, reporting officer); taxonomy; contact list; glossary
WDA KM examples – identification/profiling of knowledge champions (change agents); social media CoP; team leads CoP. Content-writing workshops
Critical success factors – communications, senior management visibility and support, staff conviction (short term + long term wins), KM supports business, centralised KM

V. Zaid Hamzah, Intellectual Capital Strategist; Director, Intellectual Futures http://www.intellectualfutures.com/our-experts: “Emergence of the Intellectual Capital Economy: Perspectives of a Small Nation”

Singapore is like a yacht, not aircraft carrier
Metaphors for Singapore in Asia – like Boston, New York, Silicon Valley. Monetisation of KM key for success
China has many knowledge workers; world’s largest patent filing nation (though many are “junk”!)
Singapore has allocated S$16 billion for 2011-2015 for research, innovation and enterprise. Creating a Global IP Exchange
Need to understand the geography of complexity. Singapore is small, but IC & strategic knowledge can liberate it
Singapore’s assets – financial, country brand, operating assets (airport, port), trust assets (political stability, IP protection)
Japan, Korea, China together file 20% of the world’s patents, more than US and Germany
Economic transformation – from factor-driven economy to efficiency-driven and then innovation-driven economy
Market value of S&P top 500 companies – component of IP etc has gone up from 17% in 1975 to 80% in 2010
It has been a challenge for startups to get paid for their IP; banks don’t listen to them! That will change in Singapore in 2014
PDF: Singapore’s IP Hub Master Plan (IPOS) http://www.ipos.gov.sg/Portals/0/Press%20Release/IP%20HUB%20MASTER%20PLAN%20REPORT%202%20APR%202013.pdf
Next challenge for Singapore – exporting its brand, not just importing brands (eg. educational brands like MIT, Yale)
Have you heard of world-class software products from Korea, Japan?
Creation of IPR as an asset class will be a new addition in Singapore next year (beyond stocks, cash, etc)
In Silicon Valley, Indians and Chinese have added IP/value in greater proportion than their population base
My Q to Zaid: How does Singapore fit in ‘creativity’ into its master plan for IP?
Singapore must ‘loosen’ up a little. Our education system is too rigid.

VI. Madanmohan Rao, Editor, The KM Chronicles http://amzn.to/NpHAoE (me!) on KM Metrics

Frameworks, examples, impacts, evolution, maturity models
Categories of KM metrics: Activity, Process, Knowledge, People, Organisational/business metrics
Key ingredients of successful KM: Connectivity, Content, Community, Culture, Capacity, Cooperation, Commerce, Capital
Reporting KM metrics: quantitative, qualitative, semi-quantitative
Metrics governance: assessment, revision, communication, response, cost
Examples: Wipro, Unisys, Accenture

VII. Thomas Thomas, Executive Director, Singapore Compact: “Leveraging on KM for Corporate Social Responsibility”

We aim to increase CSR adoption in Singapore companies. KM helped us harness and develop stories of our case studies
See our Website for CSR case studies, leadership profiles: http://www.csrsingapore.org/c/resources
CSR is the way ahead for society, especially Singapore. KM is the way we enable the takeup of CSR in Singapore
Superb presentation by Thomas Thomas on the importance of CSR in the 21st century, and how KM methods have helped increase awareness/participation!
Singapore is experiencing growing inequity, CSR is important eg. paying living wages, caring for elders

VIII. Yong Wui Chiang, KM Architect & CKO, Singapore Army; Head, Doctrine Development Group: “My Journey as a KM Practitioner”

Half the Singaporean audience in has served in the national service (defense)!
Army KM: transferring KM across successive generations, updating military knowledge, validating efforts
Tacit knowledge – SMEs (subject matter experts). Explicit knowledge – Doctrine. Learnt/transferred via experience
Measuring km impact is like asking why you invest in your child’s education.
Need to convert doctrine into ‘accessible small chunks,’ adjust to the way people want to learn today
videos are important for knowledge transfer for the younger generation; customised training and e-learning
Need to teach employees facilitation, coaching, collaboration
Army Learning System: 1. Self-directed learning (accessible small chunks). 2. KM (insights, collective experience). 3. Learning networks (facilitation, coaching, collaboration)
Key for KM success – skills, teamwork, leadership. We have created an ‘active learning network.’
LEARNet Vision 2020:
Singapore Army’s action learning process: BAR (before activity review), DAR (during activity review), PAR (post activity review)
“I do” (Chinese proverb from Madan’s book on Singapore Proverbs) – is the hard part for the army.
KM should become second habit for our soldiers
Q: Can KM work in a top-down environment also like the military, and not just in democratic environments?
Not a problem, because the knowledge is focused on key skills like battlefield survival. Knowledge is seen as critical

IX. Terry Smagh, Vice-President, QlikView Asia: “Productivity in Analytics: Big Data and the Data Scientist”

Information workers are today’s hunter gatherers. Follow the information scent; use mobile and social networks
FYI: Terry’s articles: http://enterpriseinnovation.net/article/potential-business-analytics-tools-asia http://www.zdnet.com/5-data-analytics-deployment-pitfalls-2062304064/ http://www.cio-asia.com/print-article/34177/
Gartner – kinds of skills: descriptive, diagnostic, predictive (moving from recording to differentiation and innovation)
Big Data requires a specialized skill set and level of technological sophistication that ordinary business users don’t have
Complex data still has to be presented to business users in a way that is easy to understand, and which enables them to ask questions and to explore their answers
Maturity of data analytics adoption: record, differentiation, innovation, optimisation
Challenges – dynamic data (getting data into warehouse fast enough for analysis), immediate analytics
Use big data to close the social business loop – listen (big data), engage (community management), guide (strategy)
Terry presents how QlikView helped King.com (Candy Crush game) analyse number of players, games played, time/duration of plays

X. Nick Milton @nickknoco: “Learning from Lessons Learned”

90% of organisations have made an attempt at lessons learning, but 60% to 70% were not fully satisfied
Organisational memory can be shallower than individual human memory
Experience is inevitable, learning is not.
Nick is author of “Lessons Learned Handbook” http://www.amazon.co.uk/Lessons-Learned-Handbook-Knowledge-Based-Experience/dp/1843345870 www.knoco.com (7 years of KM @ BP)
Basic premise of lessons learnt – learn from performance, apply new knowledge, improve performance
Nick shows Kepco chart of nuclear plant construction – costs came down from 1995-2005. Value of lessons learnt can be huge
Problems with lessons learned:
1. Lessons identified, but not learned (root cause analysis, generalisation, documentation, validation, distribution, follow lesson). Teams involved: Project team, Investigation team, Senior management team)
2. Lessons database is seen only as repository, not a management system
3. Lack of quality control
4. Lack of governance around lesson-learning process
5. New learning not reviewed/discussed (no ‘learning before’)
6. Human factors
7. Learning at the wrong scale
Metrics – What percentage of lessons lead to closure? Aspiration – 100% of our lessons should be applied and lead to improved performance
The lessons database is where lessons often go to die! You need a management system for it: workflow with notification alerts to push lessons (not just waiting to be found), and metrics to track usage
Quality ensures that a lesson can be taught. Stories in context, with specific recommendations and references
Metrics – was this a $5 lesson or a $5 million lesson?
A good facilitator gets to the heart of the matter in capturing lessons. Moves from observations to underlying causation, with specific explanations and no ambiguity, and then updates procedural manuals accordingly
Many orgs do ‘learning after’ but not ‘learning before’ – new knowledge is not incorporated into plans
It is very rare to find a project framework which begins with ‘pull out lessons learned from previous projects’
Peer assist is the most powerful KM tool you can use, the silver bullet of KM
Governance – accountability for closing lessons; metrics for tracking lessons used; expectations of lesson application; high level sponsorship
RT @michellelamb RT @mikaela_iras: having a neutral party facilitate “lessons learnt” may be useful, esp if it turns into a finger-pointing exercise
Governance elements for lessons learned: Expectations, Support (training, facilitation), Performance measurement (metrics, KPIs)
Role of the lessons team: coach, process champion, process manager, usage monitor; added value: look for trends, weak signals
Human factors – culture. Wishful thinking, overconfidence in our memory, unwillingness to analyse (success: showing off; failure: weakness), habituation (normalisation of deviance – it’s ok if things go slightly wrong all the time)
Chinese saying: The weakest ink is stronger than the strongest memory.
NASA lived with its space shuttle problem and didn’t fix it; led to disaster down the road
Lessons learned are often only about tactics and not strategy
US Army is great at learning from tactics, but not from/about strategy. Learnt about avoiding roadside bombs, but what about national agenda?
Lessons learnt can be done. Metrics – less time taken to finish projects can lead to huge savings and productivity increases
Q: Many managers focus on doing things right, not doing the right thing. How can this be derived from lessons learnt?
KM is not just for employees, it is for managers and leaders too. They need to apply lessons learnt in their own domain also, eg. strategy

XI. Michelle Lambert http://smnavigator.com/ “Shifting from Social Media to a Social Productivity Dividend” (internal social media)

70% of extra profit can be made through social technologies within the company (HBR)
20-25% productivity increase can be achieved through internal social media
A lot of time is spent on searching for things you know exist (30% of knowledge workers’ time)
The average ‘interaction worker’ spends 28% of time managing emails. Messages are also a form of content
Social productivity dividend = Change management + social technology + content strategy
Even successful change management can lead to some level of confusion and frustration
Survey – larger Australian public service organisations have less effective communication than smaller ones
RT @straitsknow @michellelamb shares case study of org who failed in info mgmt 3 times due to lack of change mgmt
You can post messages about change in lobbies, canteens, foyers and even the back of toilet doors!
Michelle showcasing data on content explosion, citing ‘InfoWhelm and Information Fluency’ video (http://www.youtube.com/watch?v=7ECAVxbfsfc)
Change management components: Purpose, Pathway, Planning, People, Persistence
My Q to Michelle: What are the issues to overcome inter-generational differences in social media usage?
Use reverse mentoring to get youth to train elder digital dinosaurs in the company! But don’t generalise too much or make assumptions based on age, some managers are also good in social media
I am of the age when I remember email was introduced, and companies were worried about giving their employees email access!
Learn how to use social media within your firewall so your employees learn techniques and ethics; then you can turn it on outside as well
Q: What are the ownership, privacy and security issues of information with respect to internal social media?
Q: How to ensure social tools are not used in some companies for deviance and procrastination

XII. Carla Sapsford Newman: “Capturing Critical Knowledge in Organisations”

Fickle management winds can kill KM programs; defend/embed KM
Carla resorts to Grimm’s Fairy Tales as metaphor for KM journey! Grim turns but happy ending at the end :-)
KM is about marriage, not dating – need long term commitment
Need to allow for safe and (in some cases) anonymous feedback for knowledge sharing in organisations
KM is more than checklists, that won’t get you to the critical knowledge. KM is not the flavour of the month, and not a silver bullet to performance problems either
Top management should allow employees to talk past line managers and flag potential problems
Companies are averse to discussing failures, but should embrace it as a source of learning. Communicate failure in a culturally relevant way, not always necessary to write it down
Need to sustain KM, people’s expectations and trust rise after you launch it.
Challenges – KM results not seen as sexy enough.
Word of mouth is best ad/promotion of KM and tools
Common Sense isn’t common.
RT @mikaela_iras Common misconceptions about KM execs: IT helpdesk, bothersome change advocates, all play no work, profit parasites
Metrics – calculate also risks/costs of not doing KM, eg knowledge loss, what can’t be avoided, etc. eg. KM can improve safety and therefore protect brand (Chevron: $2B savings a year in 7 years from 1992-1999, 30% productivity gain, 50% improvement in safety)
Fear can be a fantastic motivator! Never let a crisis go to waste, show how KM could have helped. Every organisation has its internalised fears.
For long-term success, benchmark with other KM initiatives. Steer KM towards 5-10 year goals of the company. Build strong evangelists
KM should become buddies with HR and IT. Reward behaviour which improves employee + organisation.
My Q: How to harness fear as KM driver? A: Numbers can be numbing, need to show how can address manager fears, eg. market valuation

XIII. Vincent Ribière: KM, Innovation and Productivity: Combined approach of both disciplines

Globalisation: hearing a French accent describe KM in Thailand to an audience in Singapore!
iKlub (Info and KM Club) in Thailand has partnerships with France, Hong Kong, Singapore
Institute for Knowledge and Innovation, Southeast Asia: Bangkok University http://ikisea.bu.ac.th/ iKlub – The Innovation and Knowledge Management Club http://iklub.org/
Vincent reeling off beautiful quotes about innovation, creativity, initiative!
Need to connect operational cycle (routines, procedures) to innovation cycle (unlearning, speculation)
Learning forms in an organisation: intuiting, interpreting, integrating, institionalisation
Innovation does not happen in a vacuum, some of it includes recombination/extension of existing things/models (‘path dependence’)
Benchmarking – Great Ormond St Hospital, London, learnt from Ferrari F1 Pit Team about speedy handovers!
The hospital also learnt from dance choreographers how to help team members stay out of the way of others! ‘Discipline of quietness and calm!’
Best practices are like Western classical music; innovation is like jazz!
Me: Best practices are like the Bible, innovation is like the Kama Sutra?
Need different ways of looking, learning, leading. Cites Arthur Koestler “Learning from the Yogi and the Commissar” http://www.amazon.com/Yogi-Commissar-Other-Essays-Danube/dp/0091531810
“Innovation is also about being outrageous”
Visualising knowledge can be a source of creativity

XIV. Arief Amron Ariffin, MayBank: Nurturing a CoP for KM practitioners (Malaysia experience): Aspirations, forums, successes/failures

Malaysia started its KM initiative in 2000. “I am a student and will always be!”
KMTalk.net blog started in 2004; KM Association of Malaysia set up in 2005. 2011: KM Talk on FB. 2012: KM conference by BNM
Arief @ariefamron: Misperceptions of KM in Malaysia – it is about tech, it is a learning system, it is a variation of social media
KM should not become a silo, it should be connected to all departments. Should not be mis-sold as IT/portal solution and a temporary solution
Some people attended a 5-day certification programme and consider themselves KM experts!
KM CoP helps as a resource, sounding board, sharing platform
KMTalk CoP for KM in Malaysia has 155 members, largely Klang Valley based
How not to form local KM communities – formalise too early, politics, kill ideas, not communicating, giving up!
My suggestion to Arief: Get an academic partner (venue, faculty, student attendees), find a food/beverage sponsor!

RT @mikaela_iras A collage of the scribbles by the talented infographics people http://pic.twitter.com/t9U161Q8rU
Done with three roundtables on KM strategy! Other roundtables: social media, Intranets, etc.
Thanks to all speakers, attendees, organisers, sponsors, volunteers at #KMsg – see you all in 2014!