knowledge management australia 2015: the discovery and re-discovery of knowledge

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The Discovery and Re-Discovery of Knowledge

4-6 August 2015, Rydges MelbourneTwo-day Connected Congress and Six Post-Forum Workshops

Innovation (Strategy and Discovery) Agile KM Manage Change Collaboration & Learning Embedding KM

Measuring & Creating ValueGaining Buy-In Program-based KM Gamification in KMThe Barriers of KM

Current Partners

Cirque De Soleil - CanadaBill and Vieve Gore School of Business, Westminister College – USABill Kaplan, Founder and Principal, Working KnowledgeCSP LLC – USADepartment of Economic Development, Jobs, Transport and ResourcesBirchip Cropping GroupIntelligent AnswersInnosisUniversity of Southern Queensland

KaringalAustralian Securities & Investment CommissionInstitute of Public Administration AustraliaANZ BankSocial Media NavigatorMicrosoftState Trustees Woods Bagot University of MelbourneJLT Australia

The Leaders for KM Australia 2015 who will deliver Case Studies, Innovative Practical Strategies and Processes:

Knowledge Management Australia 2015

A New Face to Knowledge Management

Educational Partner

Knowledge Management is making a resurgence in all areas. Organisations are realising that they must retain the knowledge not just from retiring baby boomers, but also from Gen Y and Millennials, who tend to move organisations with more frequency than past generations. These factors brings a reinvention of Knowledge Management as new processes and strategies for collaboration and learning are developed using enhanced and adapted KM practices—giving organisations the opportunity to reap real benefits.

High performing organisations have realised the critical role of knowledge and collaboration in stimulating creativity and enhancing innovation and performance.

Post-Forum Workshops: 6th August 2015

Workshop A: A Simple and Effective Approach to Developing Your KM Strategy and Implementing Framework (based on the Working Knowledge CSP Concept | Strategy |Practice (CSP) Model)Facilitated by: Bill Kaplan, Founder and Principal, Working KnowledgeCSP LLC

Workshop B: Knowledge and Innovation Systems Management in the Public Sector: A Peer-To Peer Discussion WorkshopFacilitated by: Eight Leading KM Professionals from the Department of Economic Development, Jobs, Transport and Resources, University of Melbourne and Birchip Consulting Group

Workshop C: A Blueprint to KM SustainabilityFacilitated by: Michelle Lambert, Director, Social Media Navigator Cory Banks, Social Architect, Microsoft

Workshop D: Building Innovation On Collaboration - The Innovation Sweet SpotFacilitated by: Alistair Webb, Owner, Innosis

Workshop E: KNOWledge SUCCESSion, a strategy for sustained high performanceFacilitated by: Arthur Shelley, Intelligent AnswersFounder: The Organizational Zoo Ambassadors NetworkAuthor: The Organizational Zoo & Being a Successful Knowledge LeaderNew Book out mid 2015: KNOWledge SUCCESSion Cirque Du Soleil - tbc

Workshop F: Serious Games – Knowledge Acquisition, Codification and SharingFacilitated by: Michael Sutton, Bill and Vieve Gore School of Business, Westminister College

Knowledge Management Australia 2015www.kmaustralia.com

Measuring & Creating ValueGaining Buy-In Program-based KM Gamification in KMThe Barriers of KM

#kmau s @kmau s t r a l i a

KM Au s t r a l i a

KM Au s t r a l i a

Social Media About our Educational Partner:School of Information Studies at Charles Sturt University is the leading provider of distance education for the information industries, and has been educating and researching in the Information & Library Studies field for 40 years. Indeed, well over half of Australia’s ILS students study at CSU.

Students can opt to specialise in the areas of Information & Knowledge Management or Information Architecture, and gain professional skills while working with real clients and live scenarios in a variety of settings. The teaching staff are world-renowned experts in their respective fields, and have strong links with the professions both nationally and internationally.

DAY One - Tuesday, 4 August 2015

8.30 Registration and refreshments

9.00 Chairperson’s opening remarks – Cory Banks, Social Architect, Microsoft

(An experienced KM practitioner, chair of the QKM Forum, committee member of the actKM Forum and board member of the IIM)

9.15 International Keynote: Applying “Agile” in Developing KM Strategies and Implementing Frameworks

“Agile” Development Methods, which are based on solid KM fundamentals, can be effectively applied to the development of KM strategies and implementing frameworks themselves. This session will present and explain a practical, “agile” based methodology for developing “fit for purpose” and context relevant KM strategies and implementing frameworks that (1) incorporate a KM pilot project “up front” as a primary source of insight for strategy development and framework implementation, and (2) are based upon “Fast Learning” fundamentals that need to be taught to the organisation for long term KM success and are part of the foundation for “agile.”

• Many of us are familar with the application of “agile” methods to software development. At the heart of agile is “knowledge management.” Agile relies on direct communication and intense collaboration across an integrated team of subject matter experts.

• One goal of agile is to focus upon only the knowledge that the developer (who writes the code) needs to know. Transferring and sharing this required knowledge in a team is a difficult task that in the traditional (non-agile) model was tackled by introducing rigorous “waterfall” processes and sequential knowledge transfer.

• Agile focuses on concurrent efforts with learning built into all phases and levels of the effort . Very often this is with incomplete “but enough” knowledge to proceed with development relying on collaboration cross multi-functional and integrated teams and the sharing of tacit knowledge “as part of the way work is accomplished” to get things done.

Bill Kaplan, Founder and Principal, Working KnowledgeCSP LLC

What The Delegates Will Take Away from the Session: • Understand “Agile” KM Strategy Development vs. “Common” Development Approach • Understand Value of the Pilot Project and a method for effective Pilot Project Selection • Understand an “Agile” based process for KM Strategy and KM Framework development and

implementation through continuous learning while piloting

10.15 Application of a Systemic Lessons Learned Knowledge Model for Organisational Learning Through Projects

In practice organisational learning from projects rarely happens, and when it does it often fails to deliver the intended results. Learn how to use the Syllk model (a variation of Reason’s Swiss cheese) to wire an organisation for the capability of learning through projects.

Audience Participation: Identify facilitators & barriers to Knowledge Management (Lessons Learned) and associated KM practices with a follow up discussion at the World Cafe.

• Organisations are failing to learn from their past experiences

• The Swiss cheese model is successful at promoting safety and accident prevention

• We adapt the Syllk model for organisations to learn from past experiences

Stephen Duffield, MPM CPPD, PhD Candidate at the University of Southern Queensland

What The Delegates Will Take Away from the Session:

• Gain an understanding of the facilitators and barriers to knowledge management lessons learned.

• enable management to conceptualise how learning know-how is distributed across a network of interconnected organisational faculties and systems.


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DAY One - Tuesday, 4 August 2015 continued


11.00 Morning refreshment and networking - #kmaus

11.30 Retaining and Acting on Critical Knowledge: The Case for Lessons Learned This session explores the lessons learned approach at ASIC which is cyclical and results oriented. It

discusses how the approach is key to retaining and acting on critical knowledge to improve business processes and outcomes. The session highlights key elements which must be considered, such as:

• Defining the business drivers • A focus on problem solving techniques • Actioning lessons learned – use of hard and soft measures Dr. Shalini Reilly, Senior Manager Knowledge Management Services,

Australian Securities & Investments Commission

What The Delegates Will Take Away from the Session: An understanding of key success factors and common challenges when introducing major behaviour

change initiatives such as lessons learned, and an appreciation of continuing improvement opportunities.

The Australian Securities & Investment Commission is Australia’s corporate, markets and financial services regulator. ASIC regulates Australian companies, financial markets, financial services organisations and professionals who deal and advise in investments, superannuation, insurance, deposit taking and credit. ASIC is an independent Commonwealth Government body with offices in all states and territories.

12.15 Adapting Knowledge Management environments • Organisations – particularly in the public service- can be full of intellectual capital and still

lack the ability/agility to adapt to the changing environment • We are moving beyond mere knowledge to collective and individual awareness, continuous

agile learning and openness to change. Learning and creativity are now seen as vital determinants of success.

• Marked differences between the public service “juggernaut” and smaller non-profits. Non- profits are sometimes well- focused & often have greater potential for agility and adaptability; but are often poorly resourced, exposed to rapid churn and loss of expertise

• Loss of critical expertise from the public sector with baby boomer retirements/large- scale redundancies –many are transferring knowledge /expertise-from a public service environment to a similar ( but smaller, more immediate ) non- profit and continuing to learn and regenerate.

Paulette Paterson, Communications & Secretariat, Institute of Public Administration Australia Divisions in all states and territories, 4,000 members Australia wide, Members from all tiers of government and the wider public

sector, 1,300+ events and training programs every year , 21,000+ people attend IPAA events and courses every year, $12 million annual turnover

1.00 networking lunch (Please let us know of any dietary requirements two weeks prior to congress)

2.00 A Brief History of Knowledge Management at State Trustees KM practices have emerged in State Trustees over a period of years, through the context of designing

and executing technical - versus non-technical learning programs. • ‘Burning platform’ change models, and the impact on organisational knowledge • How to ‘steer into the skid’ of organisational change • Incorporating learning-centric behaviours into broader cultural change “Intelligence is the ability to adapt to change. ” Stephen Hawking Stewart MacLeod, Manager, Knowledge and Development, State Trustees Limited State Trustees is a Victorian government owned company and Victoria’s public trustee. State Trustees helps

Victorians with wills, enduring powers of attorney, estate administration and private and charitable trusts. State Trustees also looks after the financial and legal affairs of nearly 10,000 Victorians who are unable to do so themselves due to disability, mental illness or other circumstance.

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DAY One - Tuesday, 4 August 2015 continued


2.45 Building KM Capacity in the Public Sector: The Importance of Developing a Coherent Approach to Program Management

Guided panel discussions

• Constraints and opportunities associated with a program-based approach to knowledge and innovation systems management in the grains and dairy sectors

• experiences of developing a program-based approach KM in the Australian dairy sector

• Service Innovation perspective

• Program based metadata management as an emerging innovation

• Turning KM on its head – a grower group perspective of KM challenges

• Conclusions for conceptions of KM, KM programs and innovation brokering

Guided panel discussions to be facilitated by KM Specialist Richard Vines and will include:

Priit Kaal, Knowledge Manager, Department of economic Development, Jobs, Transport and Resources

Kieran Murphy, Service Innovation, Department of economic Development, Jobs, Transport and Resources

Katherine Hollaway, Senior Project Officer, Department of Economic Development, Jobs, Transport and Resources

Michael Jones, University of Melbourne

Chris Kirk, University of Melbourne

Chris Sounness, Managing Director, Birchip Cropping Group

3.45 Afternoon refreshment and networking #kmaus

4.15 A neW Beginning : Using a Knowledge Management Approach to Information Management in the not-for-profit sector – Case Study

Establishing an information governance strategy in a growing not-for-profit organisation that incorporates Knowledge Management thinking and practices.

• Determining whether to start from scratch or incorporate?

• Getting people motivated and establishing a common language

• What’s planned for the future

• KM with limitations

Fiona Seal, Information Manager, Karingal

Delegates will leave with an insight into some of the challenges of establishing an Information and Knowledge-aware organisation that is undergoing significant growth in the not for profit sector. This includes introducing new ways of approaching work, working within resource and cost limitations, and encouraging stakeholder involvement and ownership.

Karingal is a not-for-profit organisation that has been in operation since 1952.

It was established to improve the quality of life for people with a disability by providing and promoting valued services, care and supports in: Personal support services, recreation and education programs, vocational placement, training and support services, accommodation and associated support services and aged care and related services.

1600+ employees in over 170 locations across three states

employee numbers have expanded from 1097 in 2008/2009 to 1606 in February 2015

Was a key driver in the every Australian Counts campaign which led to the Implementation of the national Disability Insurance

Scheme.

5.00 Closing Remarks and end of Day One


KM Au s t r a l i a

KM Au s t r a l i a

Social Media

DAY TWO - Wednesday, 5 August 2015


8.30 Registration and refreshments

9.00 Chairperson’s opening remarks welcome to day two

Review of previous day’s learnings – Cory Banks, Social Architect, Microsoft (an experienced KM practitioner, chair of the QKM Forum, committee member of the actKM Forum and

board member of the IIM)

9.15 Acquiring Advanced Talent to Develop Consistent exceptional Performance The interview style presentation would explore the talent, knowledge, learning and development

required to deliver advanced performance every day (using some video footage of athletes and then showing them in a show to highlight the difference).

• The challenges of recruiting the raw athletic talent through to how these capabilities are refined into outstanding artistic performance.

• The “knowledge, talent and practices” required to consistently perform at this level every day • Contingencies required to mitigate the risks of the loss of a key player from the acts.

Dr Arthur Shelley, Founder, Intelligent Answers Brigitte Carbonneau, Directrice Projets Stratégie d’affaires/ Business Strategy Project Director,

Cirque De Soleil Cirque Du Soleil has close to 4,000 employees, including 1,300 performing artists from close to 50 different countries. Cirque

du Soleil has brought wonder and delight to close to 150 more than 155 million spectators in more than 300 cities in over forty countries on six continents.

10.15 Ready - Steady - Go The Creation of an Agile Knowledge Platform This session explores the creation, development and deployment of Woods Bagot internal agile

knowledge platform. The business case and strategy behind the platform, the steps, the back-steps and methodology for a platform that will:

• Bring efficiency in the discovery of knowledge • Allow and improve reusability • Scale down dependency on individuals for project success. • Boost organisational productivity Felicity Mcnish, Global Knowledge Manager, Woods Bagot Woods Bagot is a global design and consulting firm with a team of over 800 people working across Australia, Asia, the Middle

east, europe and north America.

11.00 Morning refreshment and networking #kmaus

11.30 International Case Study Presentation by Corporate Partner Client

12.15 Gamification in Knowledge Management Initiatives Gamification (GAMING), Simulations (SIMs), and the potential of Serious Games (SGs) are highly

relevant to Knowledge Management Initiatives. The education of KM professionals and knowledge workers through GAMInG, SIMs, and SGs within the higher education sector, public sector, and corporate environments exhibits a significant business value proposition. Large and growing population of Gen, X, Gen Y, Gen Z, and Millennials are more familiar with playing games.

However, many other characteristics of the Millennials can be positively harnessed through

gamification within a knowledge-based environment. This session will review the emerging trends in the application of GAMInG, SIMS, and SGs to the knowledge-based work environment. The impact within KM initiatives will be described in terms of knowledge acquisition, capture and creation, knowledge organization, knowledge stewardship, knowledge storage, knowledge sharing, knowledge mobilization, knowledge diffusion, and knowledge preservation/archiving.

Key Take Aways: • Acquire a context for positioning gamification, serious gaming, and simulations within the

organisational learning framework associated with KM initiatives. • Develop insight into why gamification has become so relevant to educating and engaging

Gen, X, Gen Y, Gen Z, and Millennials in emerging knowledge-based workplaces. • Connecting and relating GAMInG, SIMS, and SGs to the KM life-cycle in knowledge intensive

environments.

Michael JD Sutton, PhD, Assoc. Professor, Bill and Vieve Gore School of Business, Westminister College The Princeton Review’s ‘378 Best Colleges’ (2014 edition) ranks Westminster College in the top 15% of colleges and universities in

the U.S. and Canada. The Princeton Review named Westminster to their list of “Green Colleges” in 2013. The college enrolls approximately 2,991 students; 2,233 undergraduates and 758 graduate students.

DAY TWO - Wednesday, 5 August 2015 continued


1.15 networking lunch (Please let us know of any dietary requirements two weeks prior to congress)

2.15 Here’s What We Know So Far - A World Café and Barriers to KM

In this session you will have the opportunity to take part in discussing the Barriers to KM that was presented by Stephen Duffield and then also take part and discuss your challenges, topical issues and get solutions through collaboration at the World Café.

There will be several topic tables in the conference room each headed by an expert/ thought leader/ practitioner within the topic. You will have the choice to move around the room and topic tables as you wish, or you can lead one of the tables.

At the beginning of the congress you can volunteer to lead anyone of the below World Café tables. The leaders will be determined at the end of the day.

Social Media and Collaboration

Learning and Performance

Content and Information Management

Change Management

Creating Value and Gaining Buy-In

3.00 A Case Study on KM Adoption Strategies and Measures

Lyn has worked in a number of organisations where the challenge to change culture and encourage knowledge sharing has resulted in successes and some failure. In sharing her experiences, Lyn hopes to trigger conversation on culture change and example strategies to measure and report on adoption. No doubt gamification ideas will form part of the conversation!

• KM adoption challenges – punishment or reward?

• Using game like strategies to encourage adoption

• Methods to measure success (or failure) of adoption strategies.

Lyn Murnane, Knowledge Manager, Analytics & Insights, AnZ Bank


Delegates will gain insights on how other organisations have measured / valued success and the resulting conversation will help trigger new ideas for us all to share.

Australia is AnZ’s largest market, serving approximately six million Retail and Commercial customers through a network of around 800 branches, 115 business centres, 2,700 ATMs and leading online and mobile banking applications.

The Analytics & Insights team consists of 130+ specialists who work across the Insights Continuum delivering campaign activities, data insights, analytical modelling, defining and guiding data governance and frameworks, and managing day-to-day

data operations functions.

3.45 Afternoon refreshment and networking #kmaus

DAY TWO - Wednesday, 5 August 2015 continued


4.00 The Journey of the Modern Knowledge Manager Making Knowledge Management work in a non-traditional KM environment for 135 countries and 40 territories - A Case Study

• How to utilise numerous practical examples to help sell KM and its values, when white papers and executive presentations missed the mark

• Recognising and adapting to differing opinion and behaviours from continent to continent in a global business.

• The discovery of where knowledge is valuable in a corporate enterprise

• It’s mine, all mine! Why is it so hard to share?

• Practical applications of knowledge management initiatives and gaining executive support

Michael Hefferan, Manager - Knowledge Management, JLT Australia


An understanding of a multitude of different ways to communicate ideas, thoughts, processes and align differences in operating structures to knowledge initiatives, without the specialist labels and definitions

JLT Group is one of the world’s leading providers of insurance, reinsurance and employee benefit related advice, brokerage and associated services. Our client proposition is built upon our deep specialist knowledge, client advocacy, tailored advice and service excellence.

employees: Over 10,000

Operating in 135 countries and 40 territories

4.45 Looking Through the KM Hourglass

This last session looks at knowledge management now and how it is being approached, and what the future holds for knowledge management?, through these KM hot issues:

• Through these Three KM Hot Issues:

• How do you embed a KM process?

• Gaining buy-in

• Creating a value for KM

Cory Banks, Social Architect, Microsoft

Michelle Lambert, Director, Social Media navigator

5.15 Closing remarks from the chair person and end of congress


POST-FORUM WORKSHOPS - Thursday, 6 August 2015

Simple and effective Approach to Developing Your KM Strategy and Implementing Framework (based on the Working KnowledgeCSP Concept | Strategy | Practice (CSP) Model)

Registration: 8.30 am Workshop time: 9.00 am - 12.00pm

Facilitator: Bill Kaplan, Founder and Principal, Working KnowledgeCSP LLC

About your workshop leader: Bill Kaplan is one of the original thought leaders, practitioners, and consultants applying knowledge management in the government sector, a long time practitioner in the private sector, and is published on many articles on knowledge man-agement and federal acquisition. He also uniquely works at the intersection of KM and federal acquisition and program management, helping government organizations create value from their knowledge to ensure mission success.Bill Kaplan completed a distinguished career in federal acquisition and program management in the United States Air Force and the Department of Defense, retiring in the rank of Colonel. During his military career he earned numerous per-sonal, unit awards and service medals including the Defense Superior Service Medal and the Legion of Merit Medal.

About the workshop:

An organisation must have an idea, a concept, about where it wants to go with knowledge management, how it’s going to get there, and what it’s going to do to implement KM in a consistent, sustainable and measurable way to achieve better operational or business performance . . . that is the promise of knowledge management.”Bill Kaplan, Founder, Working KnowledgeCSP

This workshop will help you to think through your organisation’s path to developing an effective KM Strategy and Implementing Framework. This is neither a so called “certification” course that promises to “certify” you in KM, nor is it an academic exercise in KM concepts lacking practical outcomes or outputs.

Rather, it is an opportunity for you to gain the understanding required to develop a relevant KM Concept for your organisation based on a solid understanding of what you want to do with KM and why develop a KM Strategy that fits your culture and workforce dynamics, and then to determine what implementing practices work best based on your KM concept and strategy, and desired outcomes.

A real question is “Can I do this? and “Where do I start?”

The CSP model provides leaders and their workforces a clear road map. It is presented in understandable terms supported by ready-to-implement ideas that can be used to begin to think about and then to build smarter, more successful organisations by maximising the knowledge that is

already inside their organisations before it is lost through turnover or other attrition.

The CSP Model is divided into three phases: • Knowledge Concepts• Knowledge Strategy• Implementing Practices.

Concept: Understanding (1) the future state that you wish to achieve from leveraging “what you know about what you do” to improve business or operational performance, and (2) the outcome that you wish to achieve through your investment in Knowledge Management (KM).

Strategy: Any KM investment should be grounded in the overall strategic plan of your organisation. Developing a KM Strategy and codifying this as part of the overall strategic plan helps to embed KM as an achievable and valued objective that is supported by leadership.

Practice: Identifying and implementing the relevant KM practices, tools, and techniques that you will embed in your organisation as “part of the way you work” to consistently capture, adapt, transfer, and reuse the critical and relevant knowledge needed to drive your business or mission outcomes.

To move from concept to strategy to implementing practice, to enable your organisation (top down) and workforce driven (bottom up) behavior and knowledge culture, the organisation must focus on (1) easily stated and easily understood outcomes, (2) tied to relevant measures of (KM) success, that (3) must be tracked to existing strategic initiatives and measures of value.

This workshop is especially relevant in helping you to decide if you are able to develop and implement a KM Strategy and Implementing Frame-work internally or if you need outside help. In either case, you will benefit from this workshop by improving your ability to think through what is required and asking the right questions from the beginning.

Prior to the workshop attendees, are asked to complete a very short questionnaire about the “Knowledge Management environment” (KMe) in their organisations. This insight is used to craft the workshop to fit this audience and its relative KM maturity and workshop objectives.

The workshop will be about you and your KM needs.

All attendees will receive a workbook that carries the discussion from the workshop back to the workplace and serves as a summary of our workshop discussions and your learnings.

The Practical Application: This is neither a so called “certification” course that promises to “certify” you in KM, nor is it an academic exercise in KM concepts lacking practical outcomes or outputs. Rather, it is an opportunity for you to gain the understanding required to develop a relevant KM Concept for your organisation based on a solid understanding of what you want to do with KM and why, develop a KM Strategy that fits your culture and workforce dynamics, and then to determine what implementing practices work best based on your KM concept and strategy, and desired outcomes.

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Knowledge and Innovation Systems Management in the Public Sector: A Peer-To-Peer Discussion Workshop Registration: 8.30 am Workshop time: 9.00 am - 12.00pm

Facilitators: Richard Vines, Knowledge Management Specialist, Department of economic Development, Jobs, Transport and ResourcesGavin Stilgoe, Manager GeoScience Information, Department of economic Development, Jobs, Transport and ResourcesPriit Kaal, Knowledge Manager, Department of economic Development, Jobs, Transport and ResourcesKieran Murphy, Service Innovation, Department of economic Development, Jobs, Transport and ResourcesKatherine Hollaway, Senior Project Officer, Department of Economic Development, Jobs, Transport and ResourcesMichael Jones: , University of MelbourneChris Kirk, University of Melbourne Chris Sounness, Managing Director, Birchip Cropping Group

About the Peer-to-Peer Discussion Workshop:

Taking from Day Ones guide discussion during the congress and drawing from Victoria’s agricultural and natural resource management industries, the workshop is for those working in knowledge intensive environments across a wide range of industries.

Discussions will be hands on and will draw upon lessons learned from and views associated with:

• What does program management look like in the public sector?• Discussion of key differences in program management frameworks between the government, private and community sectors • Case studies of distributed learning communities in Australian agriculture, and the piloting of an audience centric collaboration platform spanning institutional and jurisdictional boundaries;• Design principles of collaboration initiatives to draw in the public, private and community sector resources: lessons learned• Innovation brokering across industries and new roles to nurture the emergence of change• Knowledge hubs and distributed learning services to support program-based objectives• Working with data and research collections• Program-based metadata management: an emergent area of innovation;• Turning KM on its head in the Australian Government?• Managing for emergence over long periods of time taking into account different types of knowledge including tacit, implicit and explicit knowledge• Implications for institutional and personal capability development and the long term preservation of public knowledge assets.

The workshop will include a detailed show case of DeDJTR’s enhanced Metadata Management Application tool, and how it emerged from a range of long-term knowledge diffusion initiatives between the higher education sector and government.

Hon Fellow: eScholarship Research Centre, University of Melbourne, Richard has been involved in a start-up knowledge management initiative within the Farm Services Division of DePI since December 2010. He previously worked as a Knowledge Broker, Quality Manager and consultant in the child and family welfare sector.

Kieran has worked within the Victorian Department for 8 years, most recently as Farm Services Knowledge Management Coordinator. He combines a background in Viticulture, Marketing, education and ICT project management, to successfully imple-ment digital / online initiatives across the Agriculture Group.

Priit is the Knowledge Management Specialist for Dairy Services and Services Business Improvement, Priit leads a small team of muti-media/user interface and knowledge brokering staff. The work of this team is focused on ensuring relevant information for the Australian dairy industry is sourced, synthesized, packaged and communicated in a format that is delivered to the appropriate place (area) or person (indi-vidual) at the right time to enable informed decision making

About your workshop leaders:

Chris is an experienced computer hardware and software engineer with several decades work experience in the commercial sector both in Australia and overseas, particularly in the United States. He has been an Honorary Research Fellow at the eScholarship Research Centre, University of Melbourne since 2009..

Michael Jones is both a PhD student and Senior Research Archivist at the University of Melbourne’s eScholarship Research Centre. Since starting at the Centre in 2008 he has worked on numerous paper-based and digital archival projects. He is an Advisory Group Member on the University’s Digital Research and Data Preservation Strategy and has worked on a number of consultancies with the Victorian Department of Primary Industries.

Katherine started at the Victorian Department in 1993 in herbicide research. For the last 11 years she has worked as a communication specialist in a range of grains industry programs including drought and climate, and delivered the popular Sustainable Farm Families health program.Katherine is currently the Project Manager for the eXtensionAUS Field Crop Diseases learning network

Gavin leads the Knowledge Management project team, associ-ated with the Geological Survey of Victoria. He has worked on national and international collaboration projects to develop, testbed and implement the Open Geospatial Consortium (OGC) web services for geological data transfer. He is responsible for the design and implementation of supporting technologies for the Victorian deployment of the OGC services.

Chris is the CeO of the Birchip Cropping Group one of the most important grains grower groups in the State. He has worked in the Grains Industry in Victoria since 1992. One of his current interests as an industry thought leader has been to explore and develop systems that leverages the value of farm-based data management and the role this plays in decision making.

C



A Blueprint to KM Sustainability Registration: 8.30 am Workshop time: 9.00 am - 12.00pm

Facilitators: Cory Banks, Social Architext, Microsoft (an experienced KM practitioner, chair of the QKM Forum, committee member of the actKM Forum and board member of the IIM) Michelle Lambert, Director, Social Media navigator

About the workshop:

Take a design approach to your KM program including strategy, approach, initiatives, change and sustainability. Join two of Australia’s leading KM practitioners as they share their experience in designing successful KM programs and approaches.

The workshop will have shared experiences as well as a hands-on component looking at and working through your particular challenges.

It will focus on specific areas including: • Knowledge Strategy • Managing Change • Knowledge Retention • embedding KM Practices • Topic to be identified by the attendees based on need

About your workshop leaders: Cory Banks is an Information and Knowledge Strategist and is a recognised expert and sought after speaker on information and knowledge based approaches to collaboration, capability, productivity, decision making and innovation.

Michelle Lambert has a diverse background, including significant experience in senior roles in Corporate, Public Sector and founding and building a successful Roundtable across the industry to facilitate peer learning to deliver practical results to the member organisations. She works with organisations where she believes that social productivity achieved through new business tools enables leaders to be more informed to make better business decisions, their people are more connected, engaged and resilient in a constantly changing environment all working towards the same business goals.

KM

About your workshop leader: Alister is a collaboration specialist with a deep background in internal collaboration systems and culture.

He spent 15 years at Telstra on a journey that took him from early Intranet sites through to the arrival of SharePoint and now the ground-breaking era of the social enterprise. He has been instrumental in many of that organisation’s Intranet and collaboration initiatives. Since leaving Telstra late in 2013 he has been acting as a consultant for Social edge Consulting, a social collaboration consultancy operating out of the USA with clients in all regions of the globe.

He recently joined forces with Innovation specialist Andrew Pope to form Innosis, a consultancy focused on bringing sustainable innovation to organisations through highly effective collaboration.

Apart from his strategic work, Alister is a Certified Community Manager and understands the hands on aspects of social collabo-ration. His focus has always been on moving knowledge rapidly across an organisation and across silos, and how this can enable organisations to become more innovative.

He is passionate about the power of social enterprise and its potential as an organisation game-changer.

D Building Innovation On Collaboration - The Innovation Sweet Spot Registration: 12.30 pm Workshop time: 1.00 pm - 4.00pm

Facilitator: Alister Webb, Owner, Innosis



About the workshop:

Preparing your organisation for innovation by supercharging collaborative behaviours.

For truly sustainable innovation, the first step in any Innovation Master Plan is your collaboration strategy. Ideation, the creation and collection of ideas, does not embed innovation. It’s a mechanism for individuals to throw ideas at a wall and hope they stick. Ideation fails more than it succeeds.

This workshop focuses on techniques to elevate and focus collaborative behaviours to go where ideation doesn’t - a sustainable innovation culture. A culture in which individuals, by default, constantly look for ways to help renew and reinvigorate the organisation so it can flourish in a highly pressured, constantly-evolving operating environment. Measuring and mastering collaborative behaviours will take your organisation to what we at Innosis call the Innovation Sweet Spot, the point at which these collaborative behaviours naturally evolve into a sustainable innovation culture, independent of tools and technology.

Our focus is on the way people approach their work, their mindset, their understanding of what ‘working socially’ or ‘working out loud’ actually means in a business context.

You will leave the workshop with a folio of Innovation Sweet Spot measures, methods and techniques as well as a solid start to an Innovation-oriented Collaboration Strategy for your own organisation.

e KnOWledge SUCCeSSion, a strategy for sustained high performance Registration: 12.30 pm Workshop time: 1.00 pm - 4.00pm

Facilitators: Dr. Arthur Shelley, Intelligent Answers Founder: The Organizational Zoo Ambassadors network Author: The Organizational Zoo & Being a Successful Knowledge Leader Brigitte Carbonneau, Directrice Projets Stratégie d’affaires/ Business Strategy Project Director, Cirque Du Soleil

About the workshop:

The biggest challenge facing many organisations is creating and maintaining a knowledge base that keeps them at their optimal performance.

Global economies, like trust, take significant time to build but can crash in moments. Our complex and highly interdependent environment requires us to be in a constant state of sense-making to perceive how we are tracking and how to manage the emergent changes thrust upon us.

It matters little whether you are a commercial enterprise, in government or a not for profit, being the best you can be and doing the right things requires constant reflection and a forward focused strategic plan of priority actions.

This workshop explores: • The novel concept of KnOWledge SUCCeSSion and how we the way we interact with each other significantly impact our success through experiential learning. • Acting on this new strategy for achieving optimal performance amongst the emergent complexity of our modern world provides insights that just listening to presentation can’t.

KnOWledge SUCCeSSion represents more than just capture and transfer of knowledge, as it closely aligns knowledge-informed projects as the delivery mechanism of the organisational strategy. It refers to the creation, transfer and application of knowledge in short term cycles to BOTH create value and learn by doing. This approach results in building foundations, insights and capabilities for the next stages of organisational evolution. It requires both leadership (to engage others around a common direction and understand why) and management (to get the priorities done and jettison the less important initiatives) to create new knowledge and learning the build resilience and fuel innovation.

About your workshop leaders: Dr Arthur Shelley is a capability development and knowledge strategy consultant with over 30 years professional experience. He has held a variety of roles including Global Knowledge Director in a multinational corporation and manager of international projects in Australia, europe, Asia and USA. Arthur is awarded tertiary educator, including a 2014 Australian Office of Learning and Teaching citation for “outstanding contributions to student learning”. He facilitates creative

workshops as well as F2F, blended and virtual courses on Knowledge Driven Performance and Project Leadership in RMIT University’s MBA and Master of Project Management programs and Knowledge Management through Open Universities Australia. Author two books: Being a Suc-cessful Knowledge Leader and The Organizational Zoo, several book chapters, articles journals and has a regular blog providing insights from his metaphor and behaviour research. More at www.organizationalzoo.com

Brigitte Carbonneau ran away with Cirque du Soleil in 1993 and had never quit since. She is starting her 22nd year within the organization. During over 8 years touring, she held the functions of Box Office Manager and Tour Services Director for American, European and Asia Pacific tours. Back in Montreal in 2000, Brigitte directed several projects for the Vice-Presidency Production prior to become in 2006 Senior Director for Performance Support. Her responsibility was to manage globally the performance of the Artists in all our shows, as well as in Montreal studios. Parallel to her function, for the last two years Brigitte was Project Director for our Strategic exercise of costs reduction and reviews of the practices for the Creative Content. Since one year, she is now fully assigned as Project Director for the Business Strategy unit where her role is to insure the realisation and delivery of the strategic exercise of the Cirque du Soleil Group as well as supporting its

subsidiaries in their strategic planning.

Prior to joining Cirque du Soleil, Brigitte also worked on many film productions as set manager and in theaters as front of house manager.



www.organizationalzoo.com



F Serious Games – Knowledge Acquisition, Codification, and Sharing Registration: 12.30 pm Workshop time: 1.00 pm - 4.00pm

Facilitator: Michael Sutton, Bill and Vieve Gore School of Business, Westminister College

About the workshop:

Games provide immediate feedback, which appear to be more effective and efficient than traditional learning strategies, while exhibiting many complementary values to coaching and mentoring. Virtual environments and simulations have been found to be very effective when contrasted with non-digital methods, because of their immersive experience. At the same time, card games and 3-dimensional games can present employees and learners with compelling challenges set in realistic environments. Gamification may be defined as the process of integrating game theory, game elements, and game mechanics in order to engage employees and learners, enhancing their participation and performance.

Gamification in business is an experience that helps: • Improve the performance of employees • Commit and take responsibility for learning • Achieve and maintain engagement • Promote transformational situations • Open the mind to creative thinking and innovation

Gamification in training and education builds passion, rigour, organization, discipline, resiliency and grit. Simulation can construct immersive environments for experiential learning.

Gamification in the enterprise and higher education are not just the inception of “funification” of work. Gamification creates a foundation for: • Cultivating leadership, teamship, followship, collaboration, and communityship traits • Improving soft skills and individual performance • Focusing attention upon knowledge work through personal and team reflection that can be described in terms of affect, behavior, and cognition • Achieving business goals, strategies, and objectives

About your workshop leader: Michael, an Associate Professor at the Bill and Vieve Gore School of Business (BVGSB) at Westminster College (WC), brings a unique perspective to his passion for Knowledge Mobilization (KMb). His comprehensive career in senior corporate and consulting positions encompassed nearly four decades associated with Business Strategic Planning, Business Process Management, Administrative Renewal, Training and Development, Knowledge Management, Management Consulting, Coaching, Mentoring, and enterprise Document Management. His academic and higher education passion has also been recognized with a teaching excellence award from Kent State University and a scholarly excellence award from the BVGSB at WC.

He has acquired extensive experience in educating, teaching, managing, technically architecting, and leading strategic business initiatives, new educational programs, and new business ventures. He was a Practice Director for over fifteen years, concentrating his analytical, leadership, management, systems thinking, and team building talent in the emerging

field of Knowledge Management in preparation for achieving his Knowledge Management PhD when he was 57 years old.

Michael is widely published, including a watermark book entitled Document Management for the enterprise: Principles, Techniques, and Applications, (Wiley, 1996), which has been adopted internationally by corporations and universities and was translated into Russian.

Michael has provided innovative consulting services to a range of clients: from Microsoft Corporation, Un Agencies and numerous depart-ments of the Canadian Federal Government, to the Canadian Security Intelligence Service and the US Department of the navy.


Phone: +61 1300 550 662Fax: Send the completed registration form to +61 1300 550 663email: [email protected]: www.arkgroupaustralia.com.auPost: Send the completed registration form to Ark Group Australia Pty Ltd, Unit 2, 69 Carlton Crescent, NSW 2130

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Bookings can be submitted at any stage prior to the 1. event, subject to availability. A limited allocation is being held and booking early is therefore recommended. In the event of the booking not being accepted by Ark Group Australia the total amount will be refunded.Payment must be received in full prior to the course.2. All speakers are correct at the time of printing, but are 3. subject to variation without notice.If the delegate cancels after the booking has been 4. accepted, the delegate will be liable to the following cancellation charges:

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Half Day Post-Congress Workshops

Workshop A $695 + GST = $764.50

Workshop B $695 + GST = $764.50

Workshop C $695 + GST = $764.50

Workshop D $695 + GST = $764.50

Workshop E $695 + GST = $764.50

Workshop F $695 + GST = $764.50

Congress

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Early Bird (exp: 27/06/15)

Member (exp: 27/06/15)

The member discount is available to members from our supporting organisations listed at www.kmaustralia.com

$1495 + GST = $1644.50

$1445 + GST = $1589.50

$1695 + GST = $1864.50

EVENT VENUE DETAILS

conference/ venuePreferential rates are available at the Rydges Melbourne.Please contact the hotel directly to make your reservation,quoting ‘Ark Group Australia’ as your reference.

Rydges Melbourne186 Exhibition StreetMelbournePhone: 03 9662 0511www.rydges.com

5 WAyS To BooK yoUR PLACE AT KM AUSTRALIA

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