TWO-DAY CONFERENCE | 24-25 APRIL 2013 | AMSTERDAM

re nd fo y a be r 9 k ru a 1 9 oo b B Fe e nd av 22 s

presents

KM
EUROPE 2013
from the producers of

KM ASIA

K M UK

Continental Europes only world-class knowledge management learning and networking event
A two-day intensive conference:
Produced with the benefit of 13 years experience in global KM events Hear from Global and European MAKE 2012 award winners Thought leadership have your strategic thinking challenged by inspiring keynotes from Dave Snowden and David Gurteen Balance top-down and bottom-up approaches to KM Follow recipes for success and learn from failure Develop a KM strategy Decide whether to make or buy Manage complexity Learn how to facilitate effective conversations Spread a knowledge management culture and overcome barriers to sharing Retain critical tacit knowledge during intense change Ensure continuity of knowledge between current employees Identify knowledge gaps and plan to fill them Capture lessons learned Facilitate networking and collaboration Be part of the resurgence of KM

Expert contributions and strategic insights from:

+44 (0)20 7549 2535 events@ark-group.com www.kmeurope.eu Or see back page for mailing details

A word from one of our keynote speakers...

[KM Europe 2013] is a wonderful opportunity to connect and network with KM practitioners from all over Europe. I look forward to seeing you there.

Singapore Armed Forces

David Gurteen, Founder and Director, Gurteen Knowledge

CognitiveEdge

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MORE INFO

WHY THIS EVENT?

some new conversation tools and techniques that will enable you to facilitate knowledge sharing in your organisation when you return to the office. Keeping to the people theme, one challenge that is as problematic in Europe as it is the world over is retaining critical knowledge when people leave. At KM Europe 2013 we are delighted to welcome the Knowledge Manager of Mondelez International, an organisation which comprises the global snacking and food brands of the former Kraft Foods Inc., to tell its story of how strategic risk has been mitigated by retaining critical tacit knowledge Past event feedback after the demerger, in particular, the knowledge of its scientists. Finally, it is not just when people leave an organisation that it becomes important to capture their knowledge but also, it is important for knowledge continuity that existing employees within an organisation share their knowledge with each other e.g. on the occasion that one of the team takes an extended period of leave. At KM Europe 2013, Israel Aerospace Industries will share with you some of the processes it has implemented to ensure continuity of knowledge within the organisation, between current employees. The Most Admired Knowledge Enterprise (MAKE) awards recognise knowledge management excellence across the globe and, accordingly, we are delighted to present case studies from both Global MAKE Individual operating Unit (IoU) winner 2012, singapore Armed Forces and European MAKE winner 2012 and Hall of Fame member, sclumberger, at this conference. KM Europe 2013 will bring together current knowledge practitioners from leading corporate and public sector organisations from across the European continent and beyond. It will present a vital knowledge sharing and networking opportunity for all those tasked with strategic knowledge management. There will be a chance to meet with global KM thought leaders and have your burning questions answered about what KM can do for European business and governments alike, as a strategic business development activity. Dont miss this once-a-year opportunity to get together with KM Heads from across the continent; exchange ideas and be inspired by the thought leaders youll return to the office with a renewed sense of purpose!

Globally, KM is currently undergoing a something of a resurgence, assisted in part by the current information overload, which is in turn being driven by the increased use of social media. The challenge for both public and private sector organisations is to ensure that the strategic role of KM in capturing and optimising the organisations intellectual capital is secured. Knowledge managers certainly do not underestimate the power of knowledge but the hard part is ensuring that senior managers are hands on in driving knowledge strategy and see it as central to the business plan, rather than as a nice-to-have function that the business could manage without.

Fantastic conference with lots of great presentations and discussion. Simon Cheng, Ernst & Young

A word from our chair...

I am delighted to be chairing KM Europe, in my beautiful home city of Amsterdam. The fine balancing act between top-down and bottom-up approaches presents an interesting debate for KM globally and I look forward to introducing Dave Snowden, our first keynote, whose work I have followed since 2007 and introduced at ING Bank, as well as the series of best-in-breed case studies, not only from across the European continent but also from around the world. I am also personally interested in working together with you to develop the role of conversation at this event, alongside our second keynote, David Gurteen, and my former colleague from ING, Jurgen Egges. I look forward to welcoming you in April.

Mireille Jansma,

Formerly of ING Group

New management thinking has a role to play here. With the recent global financial crisis, and structural market change in some industries having demonstrated the need for agility, KM can surely assist organisations with getting closer to their markets, to become more flexible and innovate in their products, services and business models. At KM Europe 2013 we are delighted to announce a brand new keynote from global KM expert Dave snowden, which will explore the relationship between KM and agile management. As much as you need to have senior management on board in order to deliver knowledge strategy effectively, even strategic buy-in may not be enough to guarantee the success of your KM projects. Indeed, research from Think Tank Project Nl, who will be speaking at KM Europe 2013, has shown that the organisations that are most successful are those that can demonstrate a balance between top-down strategic KM initiatives and bottom-up KM projects that come from and draw on the knowledge of their people. One of the global experts in managing people to deliver knowledge strategy is David Gurteen. David will answer the question is conversation our most powerful KM tool? at KM Europe 2013. To complement Davids thinking, Mireille Jansma, formerly of ING Group in the Netherlands will facilitate a practical extended, interactive workshop session focused on

Who should attend?

KM Europe 2013 has been designed for senior professionals who are tasked with managing knowledge strategically to deliver their organisations mission statement and goals. Through a mix of expert thinkers and award winning case studies, the conference will explore both top down and bottom up KM initiatives to devise a recipe for KM success. KM Europe 2013 will be of particular interest to anyone concerned with the strategic or dayto-day management of knowledge or intellectual capital within their organisation from across industry and government.

Following the success of our longstanding KMUK, KM Asia and KM Australia events, Ark Group is delighted to be bringing its knowledge management learning and networking expertise to (bear on) the European continent. Back by popular demand, KM Europe 2013 will draw on thirteen years of experience in producing globally acclaimed knowledge management conferences that deliver the very latest in thought leadership from the experts at the cutting edge of KM and management theory, alongside practical best-in-breed case studies from those organisations that are at the top of their game.

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AGENDA
09:00 Registration and refreshments KM STRATEGY

WEDNESDAY 24 APRIL 2013

ORGANISATIONAL LEARNING

09:30 Chairs opening remarks Mireille Jansma, formerly of ING Group, the Netherlands

09:40 EXTENDED OPENING KEYNOTE ADDRESS | A new strategic role for KM: Stepping up to the challenge of organisational agility Whole of workforce engagement in evidence based decision making Enabling peer-to-peer knowledge flow in extended networks What can KM learn from the agile movement? Is there a future for knowledge management? Dave Snowden, Founder and Chief Scientific Officer, Cognitive Edge, UK Respondent: Dr Nancy Dixon, Consultant, Researcher and Author, Common Knowledge Associates 11:20 Morning coffee break 11:50 Successful KM for lawyers: A strategic insight into managing valuable intellectual capital at one of the worlds leading law firms Developing a KM strategy balancing top-down vs. bottom-up initiatives and make vs. buy Fostering a knowledge sharing culture incentivising your people to share their knowledge Understanding the relevant processes needed to collect know-how and manage content What makes a good knowledge manager? Prof Dr Martin Schulz, LL.M. (Yale), Professor of German and International Corporate Law, German Graduate School of Management and Law (GGS), Knowledge Management Lawyer, Freshfields Bruckhaus Deringer, Germany 12:30 Networking lunch break 13:30 CASE STUDY | How a leading IT service provider bridged the widening gap between the field and headquarters From the late 1990s, it became increasingly difficult to get global offerings, strategies and standards executed in the field, and to get local needs integrated into global offerings and directives. A bottom-up initiative addressed the challenge on three levels: Provide easy access to offerings, strategies and standards Improve the offerings, strategies and standards with the help of Communities of Practice (CoP) Integrate CoPs and techniques of self-organisation into governance without radical changes One of many results experts from the field translated lessons learned into enterprise level strategy, which had far-reaching implications for client satisfaction and cost savings. Eugen Oetringer and Charles de Monchy, Workgroup Complexity, Think Tank Project NL, the Netherlands 14:10 Open conversation: Who takes responsibility for knowledge sharing? Balancing hierarchy and organisation with individuals, departments and networks Facilitators include: Mireille Jansma, formerly of ING Group, the Netherlands Dr Nancy Dixon, Consultant, Researcher and Author, Common Knowledge Associates David Gurteen, Founder and Director, Gurteen Knowledge, UK Jurgen Egges formerly of ING Bank, the Netherlands 14:50 Afternoon coffee break

15:20 CASE STUDY | The lessons learned process in Technip Fostering a knowledge sharing culture Encouraging co-operation between Human Resources (HR), Operating Centres, Disciplines and Projects Adopting a complementary bottom-up and top-down approach Philippe Herrou, Group Quality Manager Knowledge Management, Technip, France 16:00 CASE STUDY | Leveraging KM for managing complexity Today, the SAF (Singapore Armed Forces) operates not just as a conventional war-fighting force, but as a full-spectrum force participating and contributing to counter-piracy, maritime security, peace support, and humanitarian assistance and disaster relief (HADR) operations. This session will reveal how the SAF leverage KM capabilities to enhance knowledge sharing with multinational agencies and to enable its operations. It discusses the lessons learned system which allows systematic and rapid transfer and the internalisation of lessons learned from one deployment to the next. It will also demonstrate how the SAF will fundamentally transform its training and pedagogical approaches to build up knowledge capital and to equip people to operate in such dynamic and complex environments. LOO Leong Seng, Head of IT Infra Office, Joint Communications and Information Systems Department, Singapore Armed Forces, Ministry of Defence, Republic of Singapore, Global MAKE award winner Independent Operating Unit (IOU) 2012 16:40 Fuelling future R&D projects with past learning How transfer of learning underpins a strategic drive for cultural change Why learning from failure is critical to future success Whats different this time? The importance of an integrated, global approach Learning from failure Swedish case study Margaret McNaull, Head of Project Management Centre of Excellence, AstraZeneca, UK (with Swedish case study) 17:20 Chairs closing remarks 17:30 Close of day one

| TEL +44 (0)20 7549 2535 | E-MAIL events@ark-group.com

A word from one of our keynote speakers...

The last KM Europe event I attended was held in 2004. It was a sad day when the conference came to an end as each year it helped pull the European KM community together. So I am delighted to see that the Ark Group is relaunching the event. Contrary to popular myth, KM is not dead; it is slowly, steadily developing and growing. Apart from some great talks and case studies the event is a wonderful opportunity to connect and network with KM practitioners from all over Europe. I look forward to seeing you there.

Founder and Director, Gurteen Knowledge Community

David Gurteen,

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AGENDA
09:00 Registration and refreshments

THURSDAY 25 APRIL 2013

RETAINING KNOWLEDGE

09:30 Chairs opening remarks Mireille Jansma, formerly of ING Group, the Netherlands CONVERSATION AND DIALOGUE

09:40 KEYNOTE | Is conversation our most powerful KM tool? Face-to-face conversation is one of our most potent communication, learning, sharing, and relationship building tools. In this presentation, David will explain its role as the most powerful tool we have for better understanding each other and the changing world around us. The conversation is the key to better decision making and innovation. As knowledge workers, our job is to have productive conversations. David Gurteen, Founder and Director, Gurteen Knowledge, UK 10:20 Morning coffee break 10:50 EXTENDED INTERACTIVE SESSION | The power of conversation: Learning and innovation through dialogue Encouraging diversity of thinking to tackle complex issues The Challenging Minds program at ING conversation as an enabler of double loop learning Emergence and unpredictability the value of unintended outcomes Knowledge cafs a la David Gurteen and CoachingOurselves by Henry Mintzberg and Phil LeNir what have these approaches delivered for the business? PRACTICAL: Take part in a dialogue session and see for yourself how it could benefit your organization! Mireille Jansma and Jurgen Egges formerly of ING Bank, the Netherlands With almost 30 years combined experience at ING, Mireille and Jurgen were responsible for the innovative learning programme at the ING Business School, including the Challenging Minds programme (2009-12) which was attended by Henry Mintzberg. 12:10 Networking lunch break SHARING AND CULTURE

15:00 Knowledge continuity: Keeping the critical know-how in the organisation Experts leaving the organisation and teams of experts who need to share their knowledge The tacit to explicit structured process preserving 5% of the experts knowledge which has a benefit of 75% Four steps mapping the know-how and processes, documenting tacit knowledge, building a userfriendly Performance Support Knowledge Base site embedding tips/insights/lessons learned in documents and systems that support the every day work Avi Kedem, Chief Knowledge Officer, Israel Aerospace Industries, Israel 15:40 CASE STUDY | Knowledge retention: A corporate demerger On 1 October 2012 Kraft Foods Inc., the worlds second largest food manufacturer, completed the spin-off of Kraft Foods Group Inc. to create a North American grocery business. Kraft Foods Inc. also changed its name to Mondelez International Inc. Employing around 100,000 people around the world, Mondelez International comprises the global snacking and food brands of the former Kraft Foods Inc. Like all corporate demergers, potential knowledge separation (and loss) was a significant risk. This was particularly true of the R&D function where scientists critical knowledge relating to product development and innovation would in future no longer be available to both organizations. The traditional focus of sharing content through databases and document management systems was strengthened through a hybrid approach of technical documentation alongside an emphasis on tacit knowledge elicitation, capture and socialization. This case study presents an outline of the successful rapid deployment of a structured approach to sharing and retaining critical tacit knowledge. Agreeing on a tactical approach to knowledge retention during rapid organisational change Emphasising the role of critical tacit knowledge Identifying and prioritising knowledge at risk Knowledge elicitation and modelling techniques Keeping the knowledge flowing mitigating loss through socialising tacit knowledge Outcomes and lessons learned Jonathan Gordon-Till, Knowledge Manager, Mondelez International, UK 16:20 Chairs closing remarks 16:30 Close of conference

13:10 CASE STUDY | Dimensions of global sharing in HEINEKEN This presentation will focus on the HEINEKEN method of sharing. There is a key message to share knowledge globally across: Functional boundaries Geographic and cultural boundaries Content top <> bottom This is then blended with the three well-known dimensions of knowledge management process, technology and last, but by no means least, people. Tony Wegewijs, Knowledge Manager, HEINEKEN, the Netherlands 13:50 Spreading a knowledge management culture The story of how we merged knowledge management from two companies The role of knowledge management during integration Merging strategic goals, practical steps taken, monitoring progress and lessons learned Alan Boulter, Knowledge Management, Schlumberger, Global and European MAKE award winners 2012 and MAKE Hall of Fame member, France 14:30 Afternoon coffee break

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CONFERENCE 24-25 APR 2013 AMSTERDAM

KM
EUROPE 2013
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