KM Asia 2014, Singapore

KM Asia 2014

by Madanmohan Rao

Editor, The KM Chronicles

Singapore, Nov 19-20

I am back again in Singapore for one of my regular annual knowledge management conferences, KM Asia! I will be conducting a workshop on KM and Idea Management ( on Thursday. See some of my posts from earlier conferences:  KM Asia 2013 KM Asia 2012 KM Asia 2010 KM Asia 2009 and even KM Asia 2002!

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 2014 in #Singapore! #KMasia #KM #KMers

My Ark Group report: Next Generation KM: Insights and Practice for Resilient Organisations #KMasia

My most recent KM book (gov, public sector): KM Initiatives in #Singapore – with Prof. Margaret Tan #KMasia

I. Devsen Kruthiventi, Tata Projects; and Rama K, Osmania University
Case studies of KM and performance impact
Challenge: Making KM a way of life. Study conducted across 1,500 respondents in 5 industry clusters
Typical barriers – lack of culture, non-standard processes, lack of ownership, staff turnover
Recommendations: Start with people, then process, and tech. Solve big problems which affect many people. Start with a pilot. Be a facilitator. Provide ownership to process owners.
KM #leader should be a mix of geek, connector, Shylock, angel and facilitator!
Different audience views on what KM head should be – connector, hatchet man, rewards man
Devsen: Two different views on how to make KM a way of life: (i) KRAs (ii) Reward and Recognition
Devsen: KRA approach may lead to employees just submitting docs for the sake of contributing knowledge assets

II. Nancy Dixon on Collective Sensemaking
Regular coming together = heartbeat of the organisation
Dixon jokes that a Knowledge Worker is one who knows about how to do the job better than the boss!
Collective sensemaking = bringing right people together to engage in activities for solving complex issues
Case study: city government of Utrecht used conversation to bridge silos between 8 departments
Problem owner works with a coach to frame the problem; Chair person is high-level but not involved in the issue; facilitator guides interaction and reflects on what is happening
Success principles: (i) Connection before content, eg. informal dinner, small talk (ii) Knowledge is created in conversation, not just presentations (iii) Cognitive diversity increases a group’s ability to innovate; draw in diverse perspectives from inside/outside (iv) We know more than we can say, and we can say more than we can write (Polanyi & Snowden) (v) Use not just problem solvers but conversation architect; beyond superheroes
Cynefin classification: Obvious (best practice), Complicated (good practice), Complex (emergent practice), Chaotic (novel practice)
Leader as conversational architect: Identify adaptive challenges, Frame the conversation, Ensure diversity in conversation. Provide transparency. Design for interaction (facilitator). Give the work to the group; become a participant.
IDEO brings philosophers and musicians in design team for toothbrushes
Ways to understand issues: chose multiple paths, get more facts, try small experiments

III: Vadim Shiryaev, SOMAR, KM Alliance Russia
Co-creation in telecoms (Rostelcom), legal, finance sectors in Russia
Nancy Dixon: Vadim Shiryaev is the Johnny Appleseed of KM!
Vadim: I first attended KM Asia in 2010.
Some definitions of co-creation by experts:
Madanmohan Rao: Co-creation = cooperation + collaboration + contribution
Ron Young – co-creation lets people go beyond their individual capabilities
Co-creation methodology was used in Russian Railways.
Tea is one of the best technologies to share knowledge! (How about beer, vodka? ;-)
[ RT @Rajesh_Dhillon Beer is the best start up to any conversation after all K-transfer is a combination of internalization and socialization ]
Knowledger is a good virtual co-creation space.
Success factors for co-creation: trust, communication, reciprocity
Business trends: more frequent tech change, more amplification power for individual consumers, customers owning more of brand, short attention spans, less memorisation (more devices), one display is not enough (multiple devices, mobile)
Expansion of co-creation: multiple companies, multiple teams, multiple projects
Vadim shows jaw-dropping YouTube video on perspective, comparing solar systems to large stars. The largest known star is so large that a plane would take 1,000 years to circle it once!
Case studies, Rostelecom, Russian legal firm, health companies.
Helping each other, we help ourselves. Learn how to make synthesis of virtual and physical spaces. Learn from failures. Have effective catalysts.
Thanks @MadanRao for sharing the proverb “To lose is to learn” – helped overcome my fear of failure!
I am a sails man, not a sales man! Co-creation: to move ahead, you need to understand the flow. Form the flow if there is none. Need sail + rudder + radar
The best state to be in between two or more companies: synergy. Co-creation never stops!
My tweetnotes from Vadim’s #KMRussia conference 2013: #KMasia
Social media has empowered customers like never before; companies need to understand new ways of engagement and delight for co-creation
Maturity/success curve: customer is happy with product, endorses it, recommends it, evangelises it, co-creates it
Standing ovation for Vadim’s infectious energy, excitement, & ability to build knowledge partnerships across the world!
Please have my passion! I am Russian, I am also Asian!

Great to see stalwarts Nancy Dixon, Ron Young, David Gurteen and young blood Vadim Shiryaev! And lots of new faces :-)
Indonesian delegation has come with phalanx of stands/tripods for tablets and smartphones to record speaker sessions!

IV. Mariette Peters, Zul Rafique, Malaysia – How to get KM buy-in?
We are the fifth largest law firm in Malaysia (95 lawyers, 110 staff)
KM – perceived challenges: not enough interest/understanding, not quick enough, benefits not tangible, no hard proof
Success tips: coax, don’t force; speak their lingo, not your lingo or mumbo jumbo. CKO = completely knocked out?
Benchmarking and site visits for KM: “He came, he saw, he wanted”
Colleague went to KM legal office in the UK, saw KRIM (Knowledge, Research and Information Management unit)
It is important to not just buy into KM but sustain it. Years ago, 10 Malaysian law firms set up KM; only 4 still have it
As knowledge connector, show what knowledge is important, where it is, who has it, why it is important, how it will work
KISS – knowledge and information sharing session. Cool-con: cool conversation. Walk&Talk: informal chat while walking. Coffee-with: one-one-one chats.
Lawyers are averse to having their conversations recorded, especially if it is about their failures! Keep some KM informal. We discovered we had a yoga expert, violinist and fluent French speaker in our midst
Violinist won Legal Idol, raised profile of company; French speaker helped bag international clients. The informal led to formal wins!
KM in our firm helps talent retention, professional development, branding, training
We kept our focus on the people, not as much on the product
When you are starting KM, be flexible – don’t flex your muscles! Share the glory. Make your people, your boss and yourself look good also! Internally and w.r.t. your client
Our KM logo: LOOK: Leverage Our Own Knowledge. Be prepared for a long and winding road
My KM department does research, training, publications, risk management and talent retention as well (KMRRT – then back to KM!)
KM head should be energetic, enquiring, endurance, egoless, educator, enlightened, egalitarian, enabler, eloquent, explorer!

V. Rudolf D’Souza, InKNowin Consulting, Mumbai
Gamification: Learnings from a religious sect
Gamificiation = use of game elements and game design in non-game contexts.
Game elements: points, resources, progression, levels, quests, avatars, social graphs

VI. Ana Hofmann, Rio de Janeiro Industry Federation
“How We Made KM a Strategic Process”
CKOs of Rio have been collaborating over 15 years
KM driven collectively by IT, HR, Internal communication, project, and process management leaders
Culture change for KM takes years, start now! Focus on strategy, future, innovation. Organisational behaviour should support it

VII. Candy Lim, Asia-Pacific Learning Leader, Ernst & Young
“Social with a strategy: Using Yammer to drive your business agenda”
“In its first 90 days, E&Y’s Yammer network was joined by 40 per cent of employees, became one of the three largest Yammer networks in the world, and generated almost 1,000 examples of tangible business value. E&Y share their story and experiences, including:
Starting with a strategy;
Business needs to buy-in: identifying Yammer’s purpose, value, and use cases for your organization; and
Simple tactics for managing and mitigating risks.”
Insights are our competitive product; knowledge is the key differentiator
KM – collective intelligence – connected, responsive and insightful experience for clients. Millennials are self-sufficient via internal/external social media
Social collaboration: personal brands, open knowledge sharing, informal learning, engagement accountability, “working out loud”
EY began its social journey via a Social Workshop in June 2012. Social literacy, maturity assessment. Market positioning.
May 2013: Yammer rollout. (Deloitte was ahead of us.) Sep 2013: mentoring. Oct 2013: Global rollout
Impacts: Leader engagement. Resourcing for projects and engagements. Awareness across service lines. Quick collaboration. Expertise location.
We share successes as compelling stories and case studies. Addresses WIIFM (What’s In It For Me?)
Our future is in collaboration – numerous case studies of social collaboration, eg. between Canada and Australia offices
Risk management: automated monitoring for client confidentiality and reputation/brand; terms of use; access management
Data purged from Yammer within 180 days
Q: How are you differentiating Yammer from SharePoint? Candy: SharePoint is for repository, Yammer for quick collaboration
My Q: Did #EY try blogging first, and then Yammer because blogging wasn’t effective?
Candy: Yes, we tried blogging and Wikis, but Yammer was much more immediate, easy and effective in the enterprise
My Q: Will #WhatsApp displace #Yammer?
Candy: In Asia employees use WhatsApp and WeChat heavily; can’t stop that. But Yammer is a secure enterprise tool

Day Three: Morning workshops: Gamification, CoPs, Leadership through Conversation, Co-Creation

I. Gamification workshop by BASF: Janan and Rina

Great ice-breaker exercise I: Count the no. of dots you can add in a circle in 30 seconds (tricks: use 2 pens together!)
Great ice-breaker exercise II: Arrange yourself in increasing order of birth month+day, without talking/writing!
Janan/BASF: Steps to gamification: Concept, Content, Create, Communicate
Success factors: Know your audience; what knowledge will they gain; finishable in a few hours (not days!); Aha (discovery) + fun elements; give suitable prizes
Typical game concepts: crosswords, word search, questions, jigsaws, anagrams, portal hunt, team challenges, clue based, cryptic. Formats – online, offline, hybrid. Physical – shoot & kill!
Winning criteria: time, number of elements, size of longest element, random, clustered/sorted
Content: 5-8 important elements to highlight; include tips/clues (via links, pictures, examples)
Gamification trend: youth love games, easy to introduce gamification into corporate world
Tools to create games: PPT, Sharepoint, Excel, survey tools, proprietary (connect.BASF).
Also external game engines (eg for crosswords)
Rina/BASF: Next year is our 150th anniversary. We designed a game around our Product Applications: Be Cool (urban living). KL office is more into services, the game objective was to increase their awareness about company products.
Stay Cool, Fit&Cool, Look Cool, Cool Drive (car parts) – four games, one game per week.
Formats: show video, fill in the blanks or answer multiple choice questions about what the tech product does
Driving traffic to KM portal: bookmarks/links to articles that contain the game answers; wikis; forums
Commission/Communication of games: state how many winners will be there, how you will choose them. Sell the reward – WIIFM?
Gamification: BASF KM Challenge 2014: win by fixing this broken car with BASF products! Wiki has questions for five car sections. “BASF creates the chemistry for future mobility”
Look Cool game – stretchable fabric during Football World Cup.
Stay Cool game – BASF products for housing industry (Secret Agent game)
Fit & Cool game – BASF products in soles of running shoes (eg. Adidas)
Elements of gamification communication: Cool Teaser Title, Eye-catching image, Short & Catchy message, “Did You Know” question (eg. about product)
Discussion Qs: What are the advantages of jury v/s employee voting on winners?
My Q: What are some useful gamification metrics? Janan: Number of participants, completed entries, winners; more traffic to KM portal, downloads. Randomised surveys – was learning accomplished, was it just fun? Long term impacts: recognition, buzz, expectation for more! Make some games annual competitions
At BASF the annual game challenge is used only once a year; we have other activities for KM promotion during the rest of the year

II. Madanmohan Rao, Editor, The KM Chronicles (me!)
“Knowledge Management: From Ideas to Practices”
The Knowledge Cycle: New practices (creativity, invention); Next practices (Innovation, entrepreneurship); Best practices (Knowledge management, performance excellence)
Trends driving the need for personal/organisational creativity and idea flow: speed of change, youth, digital tools, interconnected/global economy, blending of product and service perspectives
Discussion I: The KM Audit! Discussion II: Idea Management Audit
What kinds of Ideas should you welcome (I)? Productivity; Innovation; Risk management
What kinds of Ideas should you welcome (II)? Map onto the 10 types of innovation
What kinds of Ideas should you welcome (III)? Map into the 3X3 matrix (products/services v/s offerings: current, extended/modified, new/novel)
What kinds of Ideas should you welcome (IV)? Top-down + bottom-up; Internal + external; Competitive v/s cooperative
Organisational creativity: events, communication, idea challenges, roles, R&R, networks, culture
Idea ecosystems: alliances, partnerships, crowds, startup engagement
It all begins with you! (i) improve your creative confidence + quotient (ii) train others to be idea spotters/connectors/generators
Discussion III: The Personal Creativity/Ideation Audit!
Creativity methods: environmental scans; reading (books, Web); being/having coaches, mentors, sounding boards; hobbies; travel; social media; collective sensemaking/brainstorming; immersion; “stimulants (!)”; professional diary + personal diary.
Creativity = Attitude + Aptitude + “Altitude” :-)

Special thanks to my fellow tweeter Cicilia Haryani (@cicilia92) – see you at the Java #Jazz Festival in #Jakarta! Knowledge management gurus with @YourStoryCo book “Startup Proverbs & Quotes!” @NancyMDixon @DavidGurteen @RonYoung #KMasia
#KMasia organisers Fiona Tucker (@This_Is_Content) & Melissa Turley @ArkGroup with @YourStoryCo book “Startup #Quotes!”
My book #app: WordSparks: Quotes & Proverbs for Entrepreneurs!


Creative Bangkok 2014

Creative Bangkok 2014

by Madanmohan Rao
Editor, The KM Chronicles
Bangkok; Oct 12-17, 2014

Logging in now from the Creative Bangkok 2014 conference, #Bangkok! (#CreaBkk)

Looking forward to a terrific week ahead at the #Creative #Bangkok conference! #CreaBkk
Siriwan Ratanakam, VP Bangkok University, welcomes all to the ‘Panda Bear Lounge!’
“Diversity is the mother of creativity!” – a good representation here at #CreaBkk
Francis Gosselin asks all participants to describe themselves in 140 characters (one tweet!)
Good mix of consultants, educators, scholars, artistic director, bankers, techies, designers, authors, KM practitioners at #CreaBkk
Speakers this week from #NASA, Cirque du Soleil, #Shanghai Disneyland, #HongKong School of Design, #Dupont and many more!
Francis shares global realtime knowledge sharing capabilities of #Twitter, #hashtags during conferences
Francis: Nexalogy Environics helps build a semantic map of concepts and topics during a conversation/conference (#BigData + tweets)
Nick Walter gives demo of OnePulse (realtime customer engagement measurement tool)
Alex Suesserott: SharpCloud is a visual communication enterprise software tool; non-linear, shows context
Francis shows how Google Docs can be used to collectively share notes of all participants at a conference
Side display of live tweets – on LiveWall

I. Dr. Karndee Leopairote (Thammasat University, Future Innovative Thailand Institute) – “The Creative Economy in Thailand”

I was a policy advisor in the creative economy. Growth of creative industries contributes to a country’s GDP growth
11th National Economic and Social Development Plan of Thailand includes creative economy
Creativity is part of human development, it is not just about ‘artists. Office of Knowledge Management & Development, Creative Entrepreneurship
Creativity is the root of entrepreneurship. Need to enhance expertise with creativity
Thailand 2020: Design thinking + Social innovation + Inclusive/sustainable Development + Policy Design Lab (bottom up)
Policy Design Lab requires Responsive Government to ensure Sustainable Economy with Innovative Learning
Thailand2020 components:: Local2Global2020, Green Mass Transit, Urban Regeneration, Urban Creative District
Bangkok is planned for 5+ million people but actually has 12+ million people!
Challenge: “Smart Streets” – balance the needs/rights/benefits of street vendors with need for more public space
Nang Leng Creative District – in centre of Bangkok. Use local resources to develop networks, skills and knowledge
Progress will come via change agents, caring and sharing among the community. eg. Ma:D – co-working space for social enterprise; @hubbathailand at Ekkamai
Bangkok = Beautiful chaos!
Arts create livable places, boost quality of life, boost human productivity

II. Fredrik Härén: “The Service Industry: The Most Creative Industry”
Police are very creative – they have to be ahead of criminals, who think outside of the law, not just outside the box!
Every industry regards itself as creative – except a Swedish nuclear power plant!
My survey: Is creativity part of your job? (98%) Are you creative? (45%) Does your company develop your creativity? (2%)
Citizen’s creative confidence is high in India, China, Thailand – but lower in Singapore, Japan
Americans are so full of creative confidence that they claim they invented things they did not, eg. cars!
Creativity is relative – depends on how much exposure you have had to other countries, cultures
Idea = P (K+I), i.e. how people combine new information with their knowledge
Haren shows beautiful pic of Iceland powerlines shaped like human scultptures – why ruin a beautiful landscape?
RT @aliceikz The black bible by @fredrikharen @creabkk #creabkk #Business #theideabook
Haren’s new book has alternate pages blank (book + notebook). Big market because it is bought by stationery budget!
“A man without imagination is a man without wings.” – Mohammed Ali
Francis Gosselin @monsieurgustave “One percent of people in Iceland bought my book. That’s more than Harry Potter.” – @fredrikharen #creabkk
Keep an eye on #Google – it is buying robotics companies! Keep an eye on the robotification of machines, not just #IoT
RT Francis Gosselin @monsieurgustave As per @fredrikharen, I googled “Robots 2014″. This is the first result I obtained. Wow. >
A company which made only nails for 300 years once asked me to talk about innovation!
What changed the nail industry was the rise of Black&Decker nail gun – B2B model (marketing, supply-chain)
Disruption – we didn’t go from book to ebook, but book to Facebook
Good customer service is giving customers more than what they wanted, what they really needed based on context
Service industry is more creative than ad agency! Bartender must respond/improvise on the spot, doesn’t have two weeks to decide
Hilarious example: Swedish government has divorce forms online – ending with “Please come back soon!”
Provocative question: why do companies use 1 and l in their codes? Remove them to reduce customer confusion!
External capital: Haren shows terrific example of customer creativity: readers who took part in a creative competition for best images using his book
Swedish Post Office was disrupted by digital media, hired outside HR manager, reduced 2-day conference on creativity to 1 day of networking
Haren’s new book is about having a global mindset. Think human, act humane
Haren jokes that Swedish food is famous for bad bland Ikea meatballs – yet wins cooking competitions! eg. lingonberry wasabi
Haren shows brilliant photo of Berlin Wall coming down – from East German side!
Haren: The West has things set in stone, hard to innovate; Asia is the best place in the world to be for creativity
The western world has no clue what’s happening here.
RT @Aveek Sen Following the process too closely can lead to catastrophic outputs. @fredrikharen is on a roll! #creabkk
Thanks to @fredrikharen as usual for a terrific inspiring and humourous talk on creativity!

Post-lunch sessions are in the Tourism Tower – in a lecture room designed like an airplane! Business class is first come, first served!

III. Kamonsak Reungjarearnrung, Bumrungrad International Hospital: “Changing the Hospital Patient Experience”
And food!! Thai healthcare is one-tenth of US cost, with much better hospitality!
We have referrals offices in 16 countries. Cultural sensitivity is key for success
KM: guidebook; staff suggestion and innovation program; on-the-spot reward program.
Healthcare relationship is about respect and understanding, not necessarily on friendship and agreeing on everything

IV. Alexandra Lederer, Australia/France: “SOS Innovation – Connecting Innovators”
Lederer is with Genea (World-leading Fertility), formerly KM at Amadeus
Session allotment: Think, Play, Learn, Chat – exercise to help networking.
Conference metrics: Return on Investment, Return on Attention, Return on Energy!
Networking Quadrant 1: 2X2 map of don’t/know who you don’t/know. Identify unconscious networking gaps
Networking Quadrants 2: Knowledge/personal branding quadrant. They don’t/know that you don’t/know.
Hidden gem, Established expertise, They won’t bother you, They bother you for nothing
Danone’s networking technique: Message in a Bottle. (i) Send out a message for help (ii) Others check: “I share the same issue” or “I can help”
Message in a Bottle (2): (i) Enter the areas where you can help (ii) Others check: “Yes I can help here also” or “I am interested”
“Message in a Bottle” can be conducted before the event (online; match 3 needs/offerings of delegates), or during (paper/Post-Its), or both
Good way to connect seekers and solvers. Visual display of results afterwards: colour codes for each and combinations of both. Use case: creating a research community by attendees of KM Australia conference.

WOW, three amazing sessions on creativity now being conducted by – Thai, Australian and French chefs!

V. Dr. Helen Paige (The Paige Group) – “Food of Thought”
Arthur Shelley @Metaphorage Helen Paige introduces food preparation as creative learning experience. Another cool #learnjngenviron #creabkk
Learnings from food industry disciplines for creativity: Focus, Leverage, Engagement, Accountability
Five Innovator Skills: Association, Questioning, Observing, Experimenting, Networking
Chef Duangporn Songvisava (Bo.Lan Restaurant) – “Innovation and Creativity in Thailand’s Culinary Landscape”
Thai cuisine has changed a lot due to urban lifestyle, industry packaging, domestic production, Western influence, media
Good tip: Bo.Lan didn’t use the words “authentic, traditional or Royal” – we called it “essentially” Thai cuisine!
RT Francis Gosselin @monsieurgustave Though it turned out to be one of the city’s best restaurants, the idea of @Bolan_Thai was first met with skepticism. #innovation
Principle: understand the past but be creative and reinterpret it for today’s societies
“If tom yam soup is too spicy for you, try some other soup!”
Chef Willy Daurade and Chris Meunier (Le Cordon Bleu Dusit Culinary School) – “Creative Effervescence – Deconstruction of a Moscato Rose Wine (Molecular Gastronomy)”
Making desert from Moscato sparkling wine: amazing display of cooking and freezing desserts with liquid nitrogen! Audience enjoys yummy dessert with French wines!
“Food is about mood, not just nutrition or filling yourself up”
Joseph Boroski (NYC bartender – @SipSlowly) – “Creative Mixology” – drink better, don’t just drink more. I have created 100s of cocktail menus in dozens of countries
RT Nick Walter @NickWalter23 Another great session ahead on mixology with @carsonkquinn & @SipSlowly at this amazing facility
We don’t sell drinks or food, we sell optimal unique guest experience – whether cocktails or mocktails
Localised flavours – hibiscus (used in tea). Audience sips away at exotic cocktails (names secret, not revealed by bartender!)
A good bartender even designs good bartops!
6 cocktails prepared: MangoSteen Star, Homme Bang It, Beautiful Chaos, Bloody Bangkok, Starry Delight, Naughty by Nature!
Day One of Creative Bangkok 2014 wraps up, terrific multi-displinary learnings on how to be creative! That’s the spirit… ;-)
Evaluation of event: Review (key quotes), Reflect (connect new and past learnings), Reapply, Recreate; Refresh, Relax!

DAY TWO kicks off with Kreingkrai Kanjanapokin, Co-CEO of Index Creative Village
I. Prof. Patrick Cohendet, (Mosaic HEC Montreal): “The History and Fundamental Notions of Creativity”
Creativity is a way of expression for citizens of the world
Creativity was originally seen as a result of divine inspiration.
Graham Wallas: preparation, incubation, intimation, illumination, verification
JP Guilford: Convergent thinking, divergent thinking. Henri Bergson: creativity as engine of evolution (core of human species)
Mihaly C: States of mind: arousal, flow, control, relaxation, boredom, apathy, worry, anxiety
(in a matrix of Challenge v/s Skill level)
Schumpeter (economist!): Creative destruction (by entrepreneurs) describes the process of transformation that accompanies radical innovation. Creativity is not a free lunch – it destroys something that came before
Teresa Amabile – creativity in management. Components: expertise, motivation, creative thinking skills. Motivation: extrinsic, intrinsic.
Arthur Koestler: Bisociation – imagination and creativity in humour, science and the arts. Blending from two or more frameworks of thought, often unrelated
Discovery (scientist – neutral, emotionally detached; Archimedes), Art (artist – empathy, sympathy; Romeo & Juliet), Humour (jester – aggressiveness)
Creativity is now seen as cooperative activity, not just lone genius
Creative economy – at crossroads of science, art, culture, business, tech. IC for jobs, income, exports, with diversity, social inclusion and development
Evolution of economy: agri, industrial, info (1970s, eg. control info about quality), knowledge-based (1990s – core competence), creative society. Productive efficiency + creativity
Edmund Phelps (2013): Mass Flourshing: How grassroots innovation created jobs, challenge and change
Democratisation of ideas, it is just scientists who can have ideas and influence society
Advice to managers: focus on process/product + information + knowledge + ideas
Ideas are at the core of the modern economy. Creativity economy principles – diversity, collectiveness, values from ideas
Not invented here -> Proudly found elsewhere.
Researchers – > Ideators + diverse communities (Innocentive).
Internal capabilities -> External networks, diversity.
Q: Don’t forget role of your body in creativity! How to be creative when tired? A: Archimedes, Newton – role of body when ideas came
Q: Don’t forget role of inspiration!
IDEO is famous for democracy and flow of ideas, CEO and janitor can exchange ideas about mobile phone design!

II: Madanmohan Rao (me!), KM Chronicles, World of Proverbs project, Jazzuality
“Jazz and Creativity!”
Context: spurring creativity through proverbs, quotes, photos and jazz!
#Proverbs for #startups – via @YourStory #creaBKK
#Creativity from music festivals: via @YourStory #creaBKK
Folk-fusion and inspiration: Kutle Khan at TechSparks 2013!

III. Justin Farren (Ubisoft): “Collaborate to Create: How Ubisoft Singapore Studio Fostered Innovation” (No.3 independent game developer in the world)
Hah hah! – MC Francis Gosselin at #CreaBKK “Our next speaker is American. Nobody is perfect!”
@jfarren is a producer for @ubisoft, working in a studio of 300 people with 32 nationalities “We make assassin’s games and have 1000 ways of stabbing people in the neck. But we’re really trying to teach history” – @jfarren
Develop ideas from your studio and from your fans – create an ecosystem of cross-collaboration
Be brave and be open to challenges. Leverage new technology (eg. Just Dance, Just Dance Now). Now smartphones take gaming everywhere
In Southeast Asia, parents don’t see gaming as a good career avenue for their kids, so we add games with history value
Ubisoft has got good support from the Singapore government (desire to see Singapore on the world map)
Future: less silos between devices needed. Smaller iteration cycles, transferring learnings from other games and even other industries
Q: Gamification in the corporate/management sector – what are the opportunities here as costs come down?
Q: How to do creativity online across multiple time zones? How to preserve secrecy in distributed environments, and with open innovation?
Q: Alice Ikz N.Rugero @aliceikz
What makes engaging games? Collaboration, interactions,diversity, values, creativity @jfarren @Ubisoft #creabkk

Discussion Time:
Francis Gosselin: Many companies are ‘broken’ but (i) can’t get new ideas (ii) are not open to new ideas (iii) don’t act on new ideas
If you are a knowledge holder, please become a knowledge broker/giver
Francis Gosselin @monsieurgustave Bridging the service gap: Thai hospitality and the knowledge economy
Francis Gosselin: Emerging concepts at #creabkk: 1) Beautiful chaos, 2) minding your steps, 3) hospitality, 4) knowledge management and 5) experience
Q: What next after the creative economy? Patrick: Experience economy
Patrick: Organisations are communities/collectives of communities; connections are key.
Challenge in creative economy: opening boundaries to new pathways/doors to external knowledge. Culture change needed to open and pivot
Market driven creativity calls for community engagement strategy with the ecosystem

IV. Dr. Arthur Shelley @Metaphorage (Organizational Zoo): “Creative Metaphor Interactions to Understand the Behaviour of Innovation”
Workspaces are behaviourial zoos (metaphorically). Culture is an outcome of the behaviourial interactions in your environment
Context changes the ‘animal’ roles, not permanent stereotypes. Different cultures via animals differently, eg. owls, camels, pigs
Ideating over drinks at a bar is a good idea on Friday evening – but necessarily on Monday morning!
Bees are passive in some situations, cooperative in others, aggressive at other times.
Two passes in this creative exercise: (i) Fast [less than 30 seconds!] and intuitive, individual (ii) Rationalise, reflect, share with others
Categories of individual behaviours in an organisation: Core (expected), Accepted (Desired), Tolerated, Rejected
Workshop: Teams of size 3-5 choose 20 behaviours (from zoo cards) in the above four categories for their creative teams (convergent + divergent types)
How would the behaviours/energy in this room change if the fire alarm went off?
Ways of using behaviour profile cards: (i) what behaviours do I have – assessment by self/others (ii) what behaviours do I want to build
Behavioural composition varies with team/function/department as well, eg. sales is more aggressive!
Workshop discussion: choice of creative behaviours varies with organisation, eg. NASA /vs MNC v/s SocEnt

V. Brigitte Carbonneau (Cirque du Soleil, Montreal): “Adapting Creativity to reach out of your Comfort Zone”
Brigitte (b_carbonneau) has been manager of Cirque for 21 years out of its 30 years. Currently strategic business director
Cirque founded by fire-eater and visionary Guy Laliberte in 1984 in Quebec. 5K employees today, 1.3K artists. 200 creators around the world. Performances in 350 cities, 25 languages
Jawdropping video of history of Cirque du Soleil! Humans can do this?!?! :-)
Creativity: when the athlete becomes an artist. Cutting edge physical fitness combined with world-class artistry
Video: Cirque athletes narrate their challenges in coming out of their shells and learning music, dance, art in teams + overcoming culture/language barriers
Want to join Cirque? Go to their website and send them a tape of what you can do! It takes 4-12 months to train a new athlete to perform in Cirque
Cirque recently had a meeting to re-assess strategy, values, mission, diversification, competitive positioning, eg. corporate events
Managers need to keep leveraging creativity in effective and innovative ways. Need adaptability, curiosity, courage, openness, stimulation, transformational leadership, eg. one of our scenes in Las Vegas was a ‘vertical’ scene!
Brigitte admits that a challenge they faced once was during their first performance in Holland; culture, brand assumptions were different
Failing in one city (not enough ticket sales) is not a deterrent to come back to the city later, takes courage
Sometimes decisions are tough – we had to fire hundreds of employees, some who had worked for decades
Brigitte gives out ‘red noses’ to the audience; standing ovation for a spectacular idea sharing!

VI. Chaipranin Visudhipol (TBWA): Creativity in Advertising
TBWA is the ad agency of Apple, James Bond, Cirque du Soleil. Chaipranin shows off his red shoelaces!
Creativity is something different from your average daily boring life. Better, newer in some way.
Contradiction: Everybody wants to change the world, but few want to change themselves!
Change is difficult because people are fearful of failure, doubtful of success, want to stay in their comfort zone
Children are more creative and more willing to push the boundaries than adults are.
Don’t give your future away to stay in the rat race today.
#Creativity is not just a skill but an attitude – a rebellious desire to be different. A character, personality, passion
Thinking out of the box is difficult when you can’t even see the box you are stuck in
Everybody today is a photographer, writer, broadcaster thanks to technology
Ahead of his time: Andy Warhol: In the future everybody in the world will be famous for 15 minutes.
Shift: In Thailand today, everybody wants to talk, no one wants to listen to authority/media
Social media today – not just selfie but self-paparazzi!
We are now in a fragmented space today – communities and micro-communities. Need new insights to target them. Demographics + psychographics
Speed to check, share, shock is the new currency today
“In case of fire, exit building before tweeting about it!”
Cover story of Time magazine has reduced from 4,500 words to 2,800 words
Ad pitches: Value (my plant, who I am), Image (my world, what I feel), Product (myself, what the product does)
“We can’t operate in set conventions and expect breakthrough results” – Jean- Marie Dru
Interpretations of maple leaf: food for a worm, burden for a gardener, flag for Canada, underwear for Adam!
The three questions of #disruption: Why, What if, Why not
BodyShop understood the conventions of shampoo ads – and came up with the unconventional pitch of ‘green eco shampoo’

Workshop time – group creativity in creating 360-degree ActCatcher video ads to promote Creative Bangkok 2015!
Spectacular performance of SiamNiramit wraps up Day Two of #CreaBKK – looking forward to Day Three already!
Reflections on #SiamNiramit: outstanding features – pool on stage, elephant walk amid the audience, lasers to catch violators who took photos!


Day Three of #CreaBKK kicks off! MC Francis Gosselin: “Let us begin the day with a break!”
Luckana Kunavichayanont, Director of Bangkok Art and Cultural Centre (opened in 2009): learning + inspiration centre
15-year campaign focused on awareness, getting space, inviting donors to contribute paintings
BACC now has annual festivals for music, cinema, literature, theatre, design.
Peer projects: Trans-Cool Tokyo. Scary: Ghost Movie Festival! Expression: Media Kitchen. Community building: Networkshop!

I. Duangrit Bunnag (architect): “The Language of Creativity”
Creativity doesn’t always arrive when you want it, how to spur it? How to create creativity?
Beautiful photos of new designer hotels, condos, office towers in Southeast Asia! (one was a renovated prison) Good ‘fractal’ transitions between slides also.
The past and the future are shaped by us, keep yourself open for the power of possibility
Deadlines are not constraints. They are context
Creativity is not just ‘think differently.’ Apple was challenger, now a big incumbent.
First step: create possibility (space/openness/context/language) for creativity. Flip your perspective or the frame.
Example: robot design – with three legs! (instead of the usual two or four)
We are all naturally creative but blocks/barriers build up as we grow. Life is full of possibility and creativity as kids (more creative confidence), but formal strict education stifles/shrinks it
RT Arthur Shelley @Metaphorage @DuangritBunnag Remember back to your childhood if you want to see yourself as creative, then remove your learnt limitations
Nodal point exercise: pattern matching and prediction is a key part of creativity (Pattern Book Pattern Methodology)
Good creativity can also be good money!

New word I learned today – ‘upcycling’ (making new useful things from old used materials) BACC EcoShop

II. Anuvat Chalermchai (COTTO and SCG – cement group, ceramics, tiles): “Creativity at COTTO”
Anuvat shows Top Ten global brands by value (InterBrand) – most are tech companies or platforms, in B2C space: Apple, Google, CocaCola, IBM, Microsoft, GE, Samsung, Toyota, McDonald’s, Mercedes. Exceptions – CocaCola, McDonald’s.
Brands no longer in the Top Ten – Nokia. Disappearing/diminishing brands in the fast-moving mobile industry: O2, Blackberry
1997 economic crisis almost made us bankrupt!
Our design principles: innovation, integrity, hassle-free, co-creation. We publish an annual Product Trends book
External partners – Piero Lissoni, minimalist designer (Italy), others from Japan. We take part in international expos for marketing/research. Projects executed in Thailand, Italy. Creativity can and should be applied to toilet design as well!

III. Eggarat Wongcharit (Craft Factor): “Thai Craftology: DNA of Thai Design”
Educated in Bangkok, Milan, New York. Now I dig into my own roots: You can’t deny who you are!
I liked living abroad but I need to eat rice also! You are what you eat.
Eggarat shows panoramic map of multicultural food crossover – Southeast Asia, South Asia
Thailand’s influences – India (Hinduism, Buddhism), China (trade). Recent: West, Japan/Korea
Thai design sensitivities: fun/playful, sensual, organic, craftsmanship. Seen in spirits, shapes and even aromas. Also serenity (from Buddha images), feminity (from lovely Thai women!)
Eggarat shows superb examples of translating sarong design into lounge chairs, basil leaf membranes into metal frames
Mapping patterns across categories: white membrane on tangerine -> vase design! Massage beads -> chair backs for taxi drivers. Traditional + modern blends: bamboo/cane furniture along with leather, metal
My Q: How to map/transfer patterns across categories? A: Visualisation, tweaking, prototyping

IV. Amornrat Pratoomma (P-PAC): “Is creativity an inborn talent?”
P-PAC has dermato-glyphics technology which scans your fingerprints and tells you what kind of a creative or logical person you are!
Imaginative = having ideas; creative = converting ideas into production
We have to know more about our brain and learn how to use it more effectively
There are some sounds you cannot produce till you ‘hear’ them, which is why foreigners find it tough to learn Chinese, Thai
Fingers have ridges, palms have furrows. Fingerprints get formed after 24 weeks of childbirth.
Even identical twins have different fingerprints. Look for core (spiral centre) and deltas (convergence/divergence)
Dermato-glyphics reveals your spiritual nature, work habits, innate intelligence, learning style, sensitivity of learning
YAY, TRUE! What my P=PAC fingerprint scan shows about me: idealist, broadminded, creative, different!

V. Prof. Cees DeBont (HongKong Polytechnic University – School of Design): “The Art of Design Thinking”
Design makes a strong statement. Elements: art, architecture, engineering, social science, business.
Changes in the field of design: context (knowledge intensity), purpose (social innovation), nature (designer as facilitator)
Other fields are now borrowing from design – the field is giving as much as it has absorbed
Link: Zaha Hadid’s Innovation Tower at Hong Kong Polytechnic University
Design = creating new ways for people to interact with social and physical environments. Design is about interaction to bring some form of emotion.
Design evolution is driven by economy (creative industries), society (ageing, urbanisation, pollution), tech (energy, IoT), globalisation
Contributions to design thinking that have been made by key thought leaders: Design for Society, UX, Human-Centred Design, Frame-Creation, Design-Driven Innovation
Cees Dorst used design to tackle perceived ‘problem’ of teenage partiers in King’s Cross, Sydney: changed frame to ‘festival’
Eindhoven citizens complained about management of marathon. Changed frame to ‘promotion’ instead of ‘sports’
You contribute to the world by making meaningful things, not just new things
3 types of innovation: Disruptive innovation (led by tech), Design driven innovation, Market driven innovation (incremental). Based on matrix – tech plotted against meaning
IDEO approach: Experience innovation informed by tech (feasibility), business (viability), people (desirability)
#Stanford d-School #design thinking framework: empathise, define, ideate, prototype, test; repeat
Empathise (love), define (PoV), ideate, prototype (build to learn, not build to last), test (show); repeat
Workshop: how to come up with a new frame for ‘birthday gift,’ eg. not giving a material item but an experience. Frames help you break out of linear incremental innovations

Looking forward to reviewing the book by Aaron Palileo: “Connect, Disconnect: How to become a creative and innovative opportunity leader”
Breaktime – terrific showcase of contemporary art in Thailand at Bangkok Art and Culture Centre (BACC)!

VI. Pitupong Chaowakul (SuperMachine Studio): “Designing Creative Spaces”
Apple was more about reinventing than inventing. So more neck and finger strain today!
RT @socialtimbre They still invent. Just look at the number of patents that fuel technology. Not all of it is visible to regular consumers!
Pitupong shows hilarious pic of Wenger 16999 Swiss army knife which has 87 tools, weighs 0.9 kg!
Pitupong shows hilarious pic of ‘overpainted’ Thai bus – every square inch covered with colour, plates, lights!
Even children’s paintings off the Net have inspired us in our designs, eg. for fluorescent lamps
Pitupong shows examples of architectural renovation, eg. ancient hostel – redesign inspired by Toblerone chocolate!
Enhance corridors, notice boards (eg. ‘long alligator’). Digital spaces are great but enhance physical space as well!
Pitupong shows great examples of well designed ‘public furniture,’ eg. chairs in playgrounds, boardwalks.
Even ‘brutal concrete’ can be enhanced artistically (example: based on Escher’s staircase drawing)
Hear hear! Pitupong: Us designers and architects always wear black!
Pitupong jokes that the company has an authoritarian style of management driven by himself; no open brainstorming!

VII. Aaron Palileo (Bootleg Innovation Design): “Innovative Insighting and Ideating”
Many companies are stuck in ‘opportunity seizing.’ Our framework: seek-seize-squeeze for strategies
I also teach the ‘entrepreneurial poor’ at the bottom of the pyramid
Creativity = Differ + Deliver + Delight
Creativity is about being different – and being able to deliver. It should delight the senses, customers should shiver with delight!
A good source of creativity when I travel – supermarket design!
Good insights come from fanatics and apathetics.
Connect with markets, rebels. Disconnect from the traditional, from sane ideas.
Smaller, faster, lighter = incremental innovations. Rebels show you what is radical.
Avoid the boring normal people. Look at the other extreme also: apathetics.
Ask people not just what they want, but what they hate! You can get amazing details about what is annoying, missing, disappointing
Money remittance is a multi-billion dollar business in Philippines. Our client Villarica focused not just on faster-cheaper but customer complaints: rude employees, messy counters. We asked customers to draw what money meant to them, eg. sun, bridge (brighter future), family ties
Villarica’s new positioning: dream enabler (safe, sure, special). “Your dreams are within your reach”
Tip: get out of your own way! Think in new ways, use metaphors.
Put yourself through changes as well as routines – that will increase your ability to be creative. Deliberate change is possible
My Q: How do stay ahead of competition if they do the same? A: Keep long term focus on customer dreams, the tactics will morph

VIII. Jeff Hamilton (creo modo): “Rapid Visualisation of Ideas”
Specialist in mixed methodology for medical product design.
I ask people to draw their problems/ideas, most say they can’t draw, but it’s not about being a good artist. Everyone can draw well enough to visualise their ideas. Think in pictures & storyboards, fill out the characters.
Workshop: Draw what a good birthday should be about – draw fast! Nice lightening of mood; sharing on what a birthday is in different cultures.

Joncheray Jérémy @jeremyjoncheray: Bruno Munari: “The designer is an organiser with an aesthetic sense.”
Jeremy shows some amazing photos of food design (eg. arrays of delicious cakes), another whole world of design altogether!
RT Alice Ikz N.Rugero @aliceikz Jeremy: I love my work because it allows me to be close to people and help them to materialise their ideas and dreams
Nick Walter gives demo of OnePulse (realtime customer engagement measurement tool)
Nick shares a new word – ‘surveytainment’ – entertaining people through interesting survey questions and results!
Nick: online surveys and anonymous feedback (especially with negative comments) could work well in societies where face-to-face criticism is generally avoided (eg. some parts of Asia). Pulse can be used by companies to create and engage actual/potential customer panels in different countries (eg. how far would you travel to see Cirque du Soleil?).
Petch Osathanugrah, current owner of Bangkok University inherited it from his dad, is a musician, and composed a peace video in aftermath of Thai political conflicts!
Bangkok University cheerleading team has even beaten the US team in the ICU 2014 world championships!
Up tomorrow on Day Four: “Walkshop” in old city Bangkok by Daniel Fraser! (produced Thailand Tourism video – “Always Amazes”)
Vincent Ribiere shows video of elephant drawing an elephant with a brush held in its trunk!
Elephant Parade was founded by Marc & Mike Spits in 2006 to raise funds for wounded elephants

IX. Dr. Mechai Viravaidya (Mechai Viravaidya Foundation): “Condoms and Creativity”

Our foundation has four goals: reduce excess births; reduce death rate; reduce poverty; reduce ignorance. Key pitch: safe sex via condoms, reduce disease and unplanned pregnancies
In 1974, Thailand had 7 kids per family. Today: 1.2 kids per family
In 1974, Thailand had same population as Philippines; today: Thailand 65 million, Philippines 103 million
We helped reduce new AIDS infections by 90% from 1991-2013 (UNAIDS), saved 7.7 million lives (World Bank)
I. Creative media techniques used: (i) pill pitched as Family Welfare Vitamin (ii) harnessed midwifes, hairdressers, local shopkeepers, monks, festivals (iii) use local metaphors, eg spacing in coconut farms (iv) befriend military for their media channels (v) bring police on board: Cops and Rubbers!
II. Creative community techniques used: (i) gamification – competitions, awards (ii) visible prizes, eg. rides in airconditioned buses (iii) endorsement by local monks
III. Creative economic techniques used: (i) incentives for single women (ii) micro-credit for small families
IV. Creative educational techniques used: (i) get students to pressure parents to plan families (ii) teach students entrepreneurial skills (iii) create school enterprises, promote products in urban supermarkets, eg. school rice (iv) social entrepreneurship for wheelchair students, eg farming (v) empower students to get their parents out of poverty (vi) make schools the local community centres; prepare rural students for the world of tomorrow (vii) transform teachers: they should not bark like dogs but answer questions and spur ideas
V. Creative business techniques used: (i) restaurants: Condoms and Cabbages!
Generosity doesn’t last forever, make sure your enterprise is sustainable! Government eventually wants to take money, not make money
Don’t turn to West for aid. America tries to help everyone even though they don’t want it!
The last place to learn creativity is the university! Our creative gardener/designer only had 4 years of primary school
RT Francis Gosselin @monsieurgustave “Rich people are never creative” – @mechaiv
Key tips for social entrepreneurs: Think outside the box; Take ‘No’ as a question; Ensure sustainability. Also: use humour to make the message less scary and more acceptable!


Day Four kicks off with WalkShop of sights, sounds, smells, tastes, touch and faiths of Bangkok with Daniel Fraser!

I. Olivier Dombey @OlivierDombey (Digital Innovation Asia DIA): “Bloggers and citizen journalists in travel and tourism”
DIA is endorsed by ASEAN, UNWTO, MTCO; works on e-tourism, collaborative platforms, incubation of new ventures, blogger matchup, sustainable tourism
Success factors for online news: honesty, content, reputation
Olivier shows photo of tourist bag contents – lots of gadgest! Today’s traveller is wired. Social media affects/changes bookings
Bloggers are today’s storytellers, influencers. Free thinkers, multiple content skills. Can be effective brand advocates, ambassadors. Also need SEO, SMO.
Develop relationships with bloggers as a future knowledge resource.
Funnel of marketing phases: awareness, consideration, intent, purchase, visit, evaluate
Unethical bloggers: “Give me three free nights in the hotel, I will write a good review”
Good bloggers also engage in conversation, don’t just broadcast/blogcast
Use sites like to find listed bloggers in Asia.
Bloggers good for marketing, driving website referrals, also during crisis management. Engagement techniques: competitions for best blog. Finnair engages bloggers effectively.
Case study: Australia: New South Wales – “Unmapped” campaign, bloggers chosen around the world for a month of travel – destinations chosen via social media
Net promoter score = percentage of favourable promoters minus detractors. Look at metrics beyond just traffic
89% of journalists conduct research on blogs.
Bloggers offer you much more value than just a few posts.
Tips to engage bloggers: be honest, respectful, supportive, relevant, be clear in your goals
Ownership of content: usually by blogger, unless sponsor/brand pays for specific resident content/services
Q: Are sponsored bloggers sellouts? A: Readers know there is bias but understand the relationship

II. Philip Cornwel-Smith (British author in Bangkok @verybangkok): “Very Thai Thai: How Pop Became Heritage”
Started off as a travel journalist with TimeOut Amsterdam, Rough Guide, later with Bangkok Metro magazine and TimeOut Bangkok
Bangkok has a more vibrant fashion, music and food scene now. Stuff less covered – street art, which did not interest ‘modern’ Thais
My next edition of PhotoSparks will feature upcycled products and street art from Bangkok! @YourStoryCo
Another related book – “Bangkok Inside Out” (Daniel Ziv, Guy Sharett); “A Day”
A podcast of @verybangkok on @smilingalbino’s channel. Everything is everything :) >
At Thai Tattoo Festival, people with tattoos enact their passion/aggression, Angeline Jolie made tattoos more acceptable, including for women
Pad thai was invented in an era when Thai rulers did not want to use Chinese noodles, so used Vietnamese noodles instead!
Economic crash of 1997 made customers choose more local furniture, put Thai decorations over tutuk brandname
Cultural nuances: ‘Thai Thai’ means not quite Thai; Thai-ish
Cultural confusion: perception that Thai women’s dresses shouldn’t show shoulders (though they traditionally did) – Western attitude
Thai military tried to create a pseudo-youth movement called MoSo (moderate social movement), failed
Definitions of nationalism differ in French (how you are) and US (how you should be)
Return visitors to Thailand find the street culture more rewarding, they don’t come back to see monuments

RT HEC Mosaic @mosaichec Lucy Stojak (Mosaic – HEC Montreal): We are enthusiastic and proud to see how beautifully the creative summer school format is expanding in Asia!

Day Four wraps in Museum of Siam!
Day Five next: Creativity in Technology, with speakers from NASA, Dupont, Swatch, Creative Nexus, HEC Montreal!


I. Keith Than (Creative Nexus Group “Designing Innovation: Creative Strategies and Mental Tools”
Design is a mindset of improvement. Design -> Emotions -> Experiences -> Stories
Stories curate experiences. Startups and businesses need design for competitive advantage
Ideas add value. Design creates value. Good design = good business
Design experience for the customer even includes how to unpack the product
Design has become the management skill of the future. Creativity delivers innovation. Adopt ‘designerly’ ways of seeing
Service design is much more conceptual than product design
Keep an eye on the new high-speed train project connecting Beijing and Singapore. How to design train + travel experience?

II. Nadim Salhani @NadimXS (Mudman): “Creativity in a Donut World”
Lebanon/Thailand. Started work at 19. Left Lebanon during civil war, his brother was kidnapped
Entrepreneurship has become a lifestyle, because there is an entrepreneur in each one of us
Entrepreneurs in my life: my Thai-Lebanese daughter, my son, my wife
Greenhorn entrepreneurs: young, naive, impatient, will do anything (lie/cheat!) to get what she wants. They think they know everything. Many give up after mistakes, some move on.
My son is a game developer. Left big company (small salary), started a new gaming company. Makes money, takes time off, then starts over again. That is the new generation!
My wife: cunning, married me for money not love! He Chinese relatives researched me and said he has potential! She registered all the property in my name, all I have is my bike!
The primary characteristic of an entrepreneur of the future should be a deep sense of responsibility to humanity
Business should not be purely about profit or they will not be around for too long
During our Krabi resort project, we had to spoil our customers, employees and monkeys (nature!)
RT Arthur Shelley @Metaphorage @NadimXS telling personal stories to share insights on Entrepreneurial mindset. Engaging, entertaining. Optimal #learning #KM #edu
I worked for Starbucks (emotional brand) and then joined Mudman (Dunkin Donuts, Greyhound, Baskin Robbins, Au bon pain)
RT Francis Gosselin @monsieurgustave “How do you develop people within a context where you’re constantly told what to do?” – @NadimXS #americanfranchises
If you become too innovative you can hurt yourself – you also need to stay focused (strategy, management, people, efficiency)
Six positioning elements for success: target, need, competitive framework, benefit, reason why, brand character
Brand character: “If your brand is a person, what kind of person would it be?” eg. Dupont: scientist, 50 years old, rich! Dunkin Donuts: old woman, stays at home (Thailand)
Success tips for entrepreneurs: time management, lack of focus, self-motivation, finance
Focus: if you start something, finish it. Don’t just chase everything.
Don’t over-extend your finances. You need at least 20 stores of a chain to break even, do you have that much money?
Managing growth, attracting/retaining talent, continually developing innovative products and services
0.7% unemployment rate in Thailand – the world sees Asia’s potential, especially in Thailand. Thais want packages higher than expats!
Nadim jokes that he gets good teaching ratings at Bangkok University because he gives them free donuts!
Success comes from creating new things as well as rescuing/turning around old things and reinventing them
Krispy Kreme was seen as a competition for Dunkin Donuts – but also opened up the donut market, which helped us as well!

III. Naphunsakorn (Ronnie) Waiyawuththanapoom (IKI-SEA, Bangkok): “Open Innovation”
90% of corporate innovations fail, 90% of startups fail. Danone Essentis, Renault VelSatis, Google Buzz & Knol
Innovation failure costs Fortune 500 companies $100 billion dollars (Strategyn)
Too little voice of customer, underdeveloped capabilities, too much focus on tech, not enough time/resources for support
Traditional innovation: Envision -> Engage -> Evolve -> Evaluate -> Execute.
Now also need open innovation (Stanford University): external creativity
Tools: creative co-creation, peer production, idea contests, engagement with startups
Tom Fishburne moat cartoon – are companies really ready for external ideas, or live in their own castle?
Open Innovation Readiness Assessment Model – External: NW (network management), EM (environment), IPRM (IP). Internal: KM, SM (strategy), CM (change).
Maturity model progression starts off with internal KM and external networks.
Q&A: Open innovation requires total culture/process change. P&G did it, Boeing tried and decided not to

IV. Somchai Laohverapanich (DuPont Thailand): “Market-driven Science and Innovation for Sustainability”
(Video) Today is a new day. Today there are 150,000 more people in the world than yesterday.
Welcome to the global collaboratory! (Dupont, ‘The Science Company’)
Core values should be more than just goals. Ethics, respect for people, environmental stewardship are equally important
Dupont (French founder): Explosives -> Chemicals -> Integrated Science. Inventor of dynamite, nylone, cellophane, lycra, rayon. Growth by acquisition: Danisco, Solae.
Segments today: agri, chemicals, performance materials (car polymers), safety/projection, nutrition
Food, energy, protection will be key challenges for 9 billion people of 2050. Science-powered innovation is an answer
Collaboration speeds innovation: R&D, new innovation centres (Switzerland, Turkey), patents, commercialised products.
2,000 products every year. One-sixth of our company is engineers/scientists. Emerging areas: solar energy, mobile device displays.
Dupont’s Bangkok innovation centre is its first in ASEAN. We hold innovation challenges: bio-based materials, advanced materials, nutrition
Carpet materials, packaging plastics, solar grids, bio-polymers, insect-protected crops
Innovation at Dupont: business strategy, innovation strategy, innovation portfolio, governance/projects
Product Commercialisation Framework at Dupont: Ideate, Evaluate (define opportunity), Analyse (value+IP), Prototype (test), Verify (customer qualification), Validate (financial performance).
Impact: reduce implementation pipe from 30 years to 5 years
Sorona (renewably sourced fibre) – uses 30% less energy, 63% lower gas emissions as compared to petro-nylon
Hybrid polymers and bio-products (made with bio-catalysts) used in carpets, apparel, cars, aero. Green metric: energy saved is equivalent to 38 million litres of gasoline per year
Videos from Dupont Mexico: polymers for affordable housing (decent+dignified), long-lasting and cheaper prosthetics
The People+Planet+Profit mandate: sustainable growth, renewables, corporate environmentalism, compliance
Reduce environmental footprint via new operational excellence (production, energy, water, gases, hazardous wastes)
Cool quote in the Lab: “Science is global, but solution is local.” – Ellen Kullman, Dupont

V. Dr. Vincent Ribiere (Institute for Knowledge and Innovation, SEA): “Your Idea is My Idea”

KM (knowledge management) can lead to better innovation management
Knowledge is more than an object. Views of KM – extraction (eg. oil – drilling) – share, conserve, don’t waste.
Vincent shows classic example of Gillette addition of blades, designs, flexibility; bagette with four ends and not two
Some have changed their frames of reference and gone beyond – BIC – disposable pens -> other disposables (eg. lighters, razors)
RT @Metaphorage: Using humour 2stimulate engagement & #creativity. Fun opens minds & remixes mind
Companies need to connect Operational Cycle to Innovation Cycle; routines + experiments; balance past successes + future possibilities
“If you want to make an apple pie from scratch, you must first create the universe.” – Carl Sagan
Build on the past. Begin with emulation, copying – then move on. Copy, Transform, Combine.
“Everything is a remix” (see Part III of the video)
See the review (by me: @MadanRao) of “Steal Like an Artist” by Austin Kleon in the new issue of iKnow magazine
Bissociation: Design of Angry Birds = Muppets + Sesame Street! Donut + Croissant = Cronut!
Alex Bennet – creativity is capacity to perceive new relationships or possibilities
How your mind fools you: RF GPFATJVF – or BE CREATIVE?
Steps to innovation: Doubt, Explore, Diverge, Converge, Reassess
Do your research – know what is known about what you want to create (KM + IM)
LEGO Foundation CEO – innovation is about openness.
Quiz: Which way is the bus going? A: The exit door does not open onto the street, look for that!
Evolution of KM: Technocentric -> Employee centric -> Social centric
Q&A: We are not just in the creative economy, but in the re-creative economy. Are you creator or a re-creator?

Creativity workshop: making donuts from clay! (i) Coconut donut (ii) Dozza = Donut + Pizza
(iii) Moonuts = Moon +Donuts during moon festival; also half-Moons! (iv) Ocean Dough = seafood donuts
(iv) DODnuts: Cylindrical multi-flavoured health donuts delivered on demand (iii) Do Nuts: do things with it! (v) Thai flavoured donuts

VI. Prof. Thierry Isckia (Telecom Business School): Innovation Platforms
Top brands are not just brands but platforms. ‘Platformisation’ helps long-term success, eg. launch of AppStore in 2008
Nike Fuel shoe with sensors (‘servicisation’ – add service to platform)
AirBnB – platform for users’ spare rooms; RelayRides – sharing users’ spare cars
Book cited – Phil Simon: “The Age of the Platform” – work with platforms, adapt quickly, relentless new offerings
Platforms depend on data, communities, modularity. Power of APIs = mashups. Connectivity is a must-have feature for brands, not just nice to have
PhoneBloks – plug and play components for your phone.
Some regulators are worried about ‘platform imperialism’ due to their sheer power
Platform thinking = Software design + Market design + Agility
Do not confuse best practices with best strategies

VII. Prof. Patrick Cohendet (Mosaic HEC Montreal): “Breakthrough Innovations”
Buzzwords of the day: radical innovation, disruptive innovation (both breakthrough)
Schumpeter (1942) – radical/major innovations – breaking through is key to evolute, key for success of capitalism, via entrepreneur. Incremental innovations – non-destructive
Christensen (1997) – disruptive/drastic innovation. Start off small, tackle unaddressed problems, then scale
But, mind the small steps! The small ones can unseat big ones, eg. Japanese cars slowly took over
Ehud Zuscovitch: micro-adjustments eventually reach a larger level of percolation
Reverse innovation – arising from emerging economies (trickle-up) – Govindarajan and Trimble
FYI: My review of the book “Reverse Innovation” via @YourStoryCo
Great examples of kitchen/food technology which has breakthroughs products built on many small innovations, eg at El Bulli. CK Theory – going from concepts to knowledge, and creating products

VII. Dr. Francis Gosselin (f. & Co.): LEGO PlayShop: “Strategy via Metaphors”
Authenticity wins – Storytelling v/s Corporate Speak. “Persuasion is the centrepiece of business strategy” – Robert McKee
Francis shows hilarious LEGO ad with kid parachuting mom’s bras on LEGO toys!
Pics of creativity: LEGO versions of Jaws, 7 Dwarves, Three Little Pigs, Ninja Turtles
LEGO workshop: team competitions – build tallest tower (productivity), build a beautiful duck (fun: narrative, personality), build a business strategy!
Great example – buildings, actors laid out in the form of a Question mark (knowledge), using all the given pieces!

VIII. Dr. Juan Roman (NASA): “Innovation at NASA!”
A brilliant + fun-loving Puerto Rican now takes the stage!
NASA: started in 1958 as a civilian agency; explore space for scientific knowledge (not just military power)
NASA Budget: FY 2014 – $16.6B. 17K government employees, 40K contractors, 20+ research centres
Video: JFK speech at Rice University, 1962. “Do it right, do it first.”
NASA has been one of the best places to work in government (2012, 2013). It was my dream; “NASA colours are in my blood!”
NASA mission: innovate, explore, discover, inspire. Attract the next generation of scientists. NASA supports the innovation economy.
Innovation = Inspiration + Perspiration + Perseverance
Culture of innovation: I. Engaging and connecting workforce II. Model Leaders III. Recognise and Reward innovators
Award 1: Learn Forward, Fail Smart (dare to try, learn, collaborate, persevere)
Award 2: Champion of Innovation Award (leader, visionary, role model, relationship builder)
Survey: employees are recognised for quality, given a sense of personal empowerment, creativity/innovation are rewarded, encouragement for new ways of doing things
Building model leaders/supervisors: engage with employees, build trust, give autonomy, promote cross-pollination and collaboration; help those whose projects have not succeeded, tailor projects and strengths
Learn from your mistakes, eg. Challenger and Columbia disasters
We have a survey for employees to assess their supervisors
Engaging and Connecting the Workforce: Research collaboration, Innovation Day, Internal posters, Open Innovation challenges, Creative spaces, Ideation/creativity classes
Juan setting the room on fire with his pure passion and breathless excitement!
Example 1: Dr Stephanie Getty, Innovator of the Year – spectrometer for understanding icy moons
Example 2: Don Wegel, designed a comet harpoon!
We give seed funds for entrepreneurial employees to create cross-disciplinary teams for widgets. Domain areas: earth science, lunar science, heliophysics, orbital platforms, navigation. Poster sessions in the auditorium – schoolkids are invited. They are part of our pipeline too!
Cordless power tools are an example of external innovations used by NASA, harnessed by initiatives like Centennial challenge, Mars challenge – ask companies and the public
Scenarios – hundreds of nano-robots to work in space, reduce risk of failure
Concurrent engineering labs: people, process, tools, facility. We even use LEGO for rapid prototyping
Styles of Innovation in NASA: Innovation in assigned work, program/project innovation, innovation through discovery/invention
Jaw-dropping image of NASA satellites missions across the Solar System and beyond!
Video: “Curiosity: Seven Minutes of Terror.” View from CalTech JPL – suspense over whether mission will succeed.
Need to leave early, for another awesome event in #Bangalore ( #tSparks) – heartfelt thanks to all at #CreaBKK
This is not ‘goodbye’ – but ‘till we meet again’ – thanks to all organisers, speakers, participants, sponsors, volunteers at #CreaBKK
Thx thx THX!!! @MarjanModara @Pirata_roman @VincentRibiere @monsieurgustave @aliceikz @NickWalter23 @Metaphorage @jeremyjoncheray #CreaBKK


Ven. Dr. Phramaha Vichien, Chakrawat temple: CREATIVITY & MEDITATION WORKSHOP
Johan Segergren (Google Thailand): MINDFULNESS AT GOOGLE
Catherine Berthillier (Shamengo): PIONEERS OF THE NEW WORLD
Dr. Richard Hames (Hames Group): INNOVATION DESIGN – A FUTURIST’S VIEW


7th International Conference on Innovation & Knowledge Management, Bangkok

7th International Conference on Innovation & Knowledge Management, Bangkok

by Madanmohan Rao
Editor, The KM Chronicles
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
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: 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!


KM Singapore 2014: Enabling Innovation through Learning and Knowledge

KM Singapore 2014: Enabling Innovation through Learning and Knowledge

by Madanmohan Rao
Editor, The KM Chronicles
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” ( (See my earlier articles from KM Singapore 2013, 2011, 2010 and 2009: The event is organised by the Information & Knowledge Management Society (
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)
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 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 – 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: ]


KM India: Bangalore, February 21-22, 2014

KM India: Bangalore, February 21-22, 2014

by Madanmohan Rao
Editor, The KM Chronicles

Looking forward to the CII annual KM India conference in 2014:
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 (, 2012 (, 2010 ( 2009 (

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 (, and Unisys was identified as one of the “Five companies rocking social media” (

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 (, 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 ( 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
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
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
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 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

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 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
Editor, The KM Chronicles
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 ( See some of my posts from earlier conferences (

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! #KMasia #KM #KMers

My Ark Group report: Next Generation KM: Insights and Practice for Resilient Organisations #KMasia

My new KM book (gov, public sector): KM Initiatives in #Singapore – with Prof. Margaret Tan #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)
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!

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
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 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