Effective Knowledge Management: Where the Center Meets the Edge

The key to effective knowledge management lies in how well an organisation brings critical individuals to other network stakeholders across the enterprise information ecosystem. These people-to-people interaction models on edges of the corporate networks and beyond, is where totally new knowledge and competitive advantage is created.

John Maloney, President/Founder, KM Cluster, San Francisco.

Do Managers Really Know Whether Value is Created or Destroyed?

Existing accounting systems are no longer adequate for modern companies because value creation is the core of a knowledge-based company. New methods for measuring and monitoring key resources will be introduced based on European case studies.

Prof. Dr. Ante Pulic, University Graz, Austria.
The Austrian Intellectual Capital Research Centre

Case Study Siemens: Introducing Global KM Strategies in Asia Pacific

Knowledge Management programs in a global organisations like Siemens AG also include local rollouts in Asian countries. But what are the differences from local rollouts in Europe or the US? Learn about Siemens' Knowledge Management key success factors and lessons learned from their global implementation.

Dirk Ramhorst, Samson Chan, Siemens Business Services, Munich, Hong Kong.

Communities of Knowledge and Social Networks

Knowledge management is often viewed as a discipline independent of the social context in which it is practised. However, the value of organizing and sharing knowledge is a function of the context and purposes of this knowledge. Broadly speaking, the context is both cultural (and the case of the People's Republic of China will be included) and company-specific.

Griffith Griffith W. Jones, Principal, IBM Business Consulting Services, Hong Kong.

The Value of Knowledge Communities: Experiences from Japanese Companies
In the past two years knowledge communities have been launched in some Japanese companies including, insurance companies, trading houses, food manufacturers, software houses, communication companies, governmental organisations and banks. What can be learnt from these experiences?

H. Yamazai, Senior Researcher of Nomura Research Institute Limited and head of 1st Special Interest Group of Knowledge Management Society of Japan, Japan.

Paradoxes of Knowledge Management - Dimensions of an Implementation process

The initial attraction for KM often stems from the quest for another 'sliver of advantage' in highly competitive industries like Automotive Components. The hard side of KM is often the tangible and demonstrable deliverable from an initial project while the 'soft side' remains a harder challenge.

Prof. Dr. Jayanta Chatterjee, Indian Institute of Technology, Kanpur.

Current issues and developments in the field of applied Knowledge Management will be discussed and a model (taxonomy) of Knowledge Management on four dimensions which orders the various programs, practices and processes in this emerging field will be presented.

Charles Despres, Daniele Chauvel, The European Center for Knowledge Management ecKM, France.

Affording Knowledge Management

KM must work within a complex social and cultural environment as it seeks to recover value from the human and very individual knowledge practices that a corporate bureaucracy seeks to exclude or ignore. Most approaches still focus on text-based knowledge artefacts, which is a dangerous focus.

Patrick Lambe, Principal Consultant, Straits Knowledge, Singapore.

Knowledge for Informed Decision-Making

Case study about increasing business performance in today's fast changing economic climate through knowledge empowerment at all levels of your organization - including your partners.

Betty Lin, General Manager, Brio Software (Greater China) Ltd.

1. Knowledge Management in Public Service Organisations

Roundtable discussion with representatives from public sector organisations.

Knowledge Management has many lessons to offer both profit and non-profit based businesses. Most current work and case studies are focused on how to improve business efficiency through knowledge sharing and technological innovation. However, little consideration is given to the unique requirements of Public Sector Organisations. This session brings together and share good practices and lessons learned from their knowledge management initiatives.

Grace Cheng, Hospital Authority
N.N., Hong Kong Trade Development Council
N.N., Hong Kong Post

Facilitated by Richard Littlehailes, Managing Director, QED, Hong Kong.

2. Managing Knowledge in Projects

Managing and Harvesting Knowledge in Projects: Learning and transfer of experiences from learning at PricewaterhouseCoopers and DaimlerChrysler.

Claudia Schmitz, Cenandu Learning Agency, Germany.
Member of Sveiby Knowledge Associates

3. Experimenting with Knowledge Management - Experiences from Small and Medium Enterprises in Hong Kong

There is an increasing recognition that knowledge is imperative in gaining and sustaining competitive advantages. Many organisations galvanise knowledge management (KM) initiatives by integrating business objectives with core competencies, organisational learning and innovative technologies. KM is also applicable to small and medium enterprise (SME) with much potential benefit but requires attention to "soft" issues.

Ivy Chan, The University of Hong Kong.
Prof. Chao Chee-kwong, Kenneth, The Open University of Hong Kong .

4. Collaborative Technologies

The workshop will highlight the development and application of collaborative technologies used in KM and a short demonstration will be given.

Prof. W.B.Lee, and Dr. Cheung of Department of Industrial Systems Engineering, The Hong Kong Polytechnic University.

5. Managing Knowledge in Professional Services Firms: Comparing Quantitiy Surveying Firms in the Hong Kong and in the UK

Like many other professions, quantity surveying is a profession that processes, packages and sells knowledge to its clients, rather than tangible products. Therefore effective knowledge management skills can help to improve quantity surveyors' expertise and capture experience from current or past projects in order to avoid "reinventing the wheel" or repeating same mistakes.

Prof. Dr. Patrick Fong, Hong Kong Polytechnic University.
Chloe W.Y.So, Quantity Surveyor, WT Partnership, Hong Kong.

6. Regional Outlook

Knowledge-Based Architecture in the Semi-Conductor Industry in Malaysia

In this competitive age, industries face many new challenges in various fields like technology, production, quality and time-to-market. The traditional methods adopted in manufacturing sector are no means to store an adequate knowledge. This case study is about the development of a Knowledge Architecture, Knowledge leverage (Klever) to capture, create, store and use an adequate knowledge which supports the decisions.

V. P. Kallimani, Dr Peter Blanchfield, Dr Dino Isa , University of Nottingham Malaysia.

Intelligent Metadata Model : Strategy for Solving Departmental Conflicts in Governing National Policy Implementation

The most challenging phenomenon in implementing any e-government program in Indonesia is the problem of cross-departmental issue. It is very difficult to build a knowledge-based system where several governmental departments have to work together in an effective collaboration mode.

Richardus Eko Indrajit, Chairman of STIMIK Perbanas Renaissance Research Center, Indonesia.

Registration Fees:

Before 8 November 2002

• 4,500 HK$ for 2-day conference
  
• 2,400 HK$ for either 28th or 29th Nov
  
• 3,800 HK$ for HKKMS member*

After 8 November 2002

• 5,000 for 2-day conference
  
• 2,600 for either 28th or 29th Nov
  
• 4,500 for HKKMS member*

* Also the corporate group rate for 3 or more attendees from the same company

Please press here to download the Registration Form.

For inquiries please call 2251 8706 or email to conference@hkkms.org.

Program Overview - day 1, day 2