PKM Summit – Harold Jarche

by Finn Patraic

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I have just presented to the first annual European Summit PKMWith a formal presentation yesterday and an occasional conversation today. The summit of next year is scheduled for March 14/15, 2025. Part of what I covered is published in 20 years of PKM. I mentioned several projects and resources available on this site.

What Domino's Pizza has learned about the implementation of PKM practices – Solo change agents release you

Change business university in Cigna 2010/2011 – Smarter case study

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Reform the operating practices of the Government of Finland, which is particularly evolving towards a more collaborative culture – towards distributed governance

How can an organization like a cooperative extension of the UNL adapt to the network era? – Network knowledge

How do you improve collaboration, knowledge sharing and creating meaning in a global distributed company (CITI) with more than 200,000 employees? – work smarter 2020

The continuous changing nature of professional development to meet new requests for knowledge workers – PKM workshop

There were many questions about how PKM connects to the sharing of organizational knowledge. I explained that team collaboration requires the transparent sharing of knowledge – using corporate social networks and other technologies – so that everyone in a team knows what's going on and why. The decisions, and why they were taken, are shared. New processes and methods are co-developed to create emerging practices. This working method must be supported by management by activating innovative and contextual methods, self-selection of the most appropriate working tools and conditions and voluntary cooperation between workers. More to – Adding value with teams.

We also discussed the practice communities and I mentioned how our coffee clubComposed of around 50 people from several continents, focused on workplace learning and was a safe place to test new ideas and establish new connections, including a new business – Asynco.

Some knowledge is easy to codify, but most of our important knowledge is not. Explicit knowledge is easier to codify and more suited to business level initiatives, while implicit knowledge requires personal interpretation and commitment to give it meaning. The organization can help this knowledge to flow. Three related knowledge management processes are necessary - PKM, Team KM and Org KM.

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