Km masterclass part6 km & innovation ha20140530sls

KM 6 – KM and Idea / Innovation Management
Introduction to KM and Idea / Innovation Management
Shared concepts and specific perspectives
Open Innovation and more
Masterclass KM – SlideShare contribution, June 2014
http://de.slideshare.net/HoferAlfeisJ/presentations
Dr.-Ing. Josef Hofer-Alfeis
Consulting on Knowledge & Innovation Management
josef.hofer-alfeis@amontis.com
Design: Ron Hofer

Dr.-Ing. Josef Hofer-Alfeis, 2013 - 2
KM Masterclass – Preface
The Masterclass Knowledge Management (KM) is
a set of six presentations describing and
explaining KM via definitions, concepts,
instruments and many practical examples, insights,
stories and exercises as well as links and
references.
The material is the result of 25 years of research,
consulting of challenging clients, discussions with
appreciated peers and communities as well as ten
years of lecturing on KM at various universities in
Germany and Austria including discussions with
many inspiring students, e.g.:
 Zeppelin University, Friedrichshafen
 University of the German Army, Munich
 University of Applied Science, Munich
 University of Applied Sciences for Economics
and Management, Munich
 Donau University Krems, Austria
 University Augsburg
Contents:
 KM 1 – Knowledge and KM
 KM 2 – KM Processes 1
 KM 3 – Soc.-t. KM Systems 1 / Processes 2
 KM 4 – Socio-technical KM-Systems 2
 KM 5 – Plan & Control Knowledge & KM
 KM 6 – KM and Idea / Innovation Mngt.
Any questions, remarks and ideas for
modification or improvement are appreciated –
please contact me, see slide „contact“ at the end
of the presentations.
Munich, May 2014, Josef Hofer-Alfeis

Focus: Shared concepts and specific perspectives
Focus: Open Innovation and more
Agenda
delicious tags: InnovationMngt openinnovation

Incremental versus radical / disruptive innovation
Improved imaging and integration of
various approaches
source: Siemens PhotoNews, 04/2010
electro-mechanical
wedge brake – a
totally different
approach
source: Siemens AG, 2006

source: Oliver Gassmann, http://www.inknowaction.com/blog/?p=802 2011
 Globalization: 85 % of new R&D centers starting in China or India
 80 % of innovation results are re-combination of world-wide existing knowledge, which has
to be opened up
 Open Innovation and intellectual property (IP) rights are central
source: JHA consulting
 effective KM is an excellent basis for innovation
 innovation managers can improve their work by
a specific KM program
 in large enterprises rich synergies can be
leveraged between the „Intellectual Capital
Management“ partners: KM, Idea/InnoM,
IP Mngt. and Standards & Regulations, e.g. via
a joint business process landscape
uJoint issues for KM, Idea and Innovation Management (1)
combination of the
new and existing
source: only in Russia*
* http://www.powershow.com/view/2640e7-YzRjO/Only_in_Russia_powerpoint_ppt_presentation

 How can we enter new (knowledge) areas more systematically?
 Which suggestions, idea and knowledge sources stimulate the right ideas?
 Which think or search corridors are guiding best?
 How to drive the right change of view or perspective?
 How can we describe best the „new“?
 Is this really a new idea or a re-invention?
 What do we know about the context of the idea?
Where is this knowledge?
 Who should join to make out of an idea / invention
an innovation, i.e. go-to-market with new customer value?
uJoint issues for KM, Idea and Innovation Management (2)
Graphic: Igor Kopelnitsky

locally / personally „new“ knowledge via knowledge sharing, e.g.
 learning in a seminar from the lecturer
 learning from other organizational units, e.g. by good practice sharing
 learning from the world, e.g. via benchmarking
generally new knowledge via knowledge development, e.g.
 research & development (hypotheses … experiment … reflection … abstraction …)
 creating combined and networked knowledge via expert networking... idea and insight
combination … joint problem solving …
 …  issues for Intellectual Property Management
uNew knowledge – „new“ is relative

Back when innovation related only to products, it was easier for companies to manage. One group of
employees designed the product and passed it on to another group who sold it. But the broader
boundaries of innovation have complicated things for company managers responsible for delivering
innovations to the marketplace.
Implementing an innovation today may require making major organisational changes. For
example, implementing an innovative service* could mean making changes to employee training
programmes and company procedures. A business model innovation entails getting everyone to
understand the new way of making money, or, if this is not possible, setting up a new business unit.
To understand what sort of organisational changes are required for an innovation, a manager first
needs to understand what sort of challenge the innovation is going to pose. There are three
categories of challenge – the customer, technology, and business model. Understanding which
category the innovation falls into is the key to understanding what steps the company needs to take
next.
*Apple has sold hundreds of millions of iPods since introducing them in 2001. But, he says, that
success is not because the iPod is an innovative product as there are many similar devices. The real
point behind the iPod is the service that allows the customer to easily download music and the
business model that allows both Apple and the music industry to make money from those
downloads.
Innovation: No longer simple
Source: INSEAD Knowledge - A practical guide to managing innovation ---- by Robert Goldsmith

Agenda

Leadership, Collaboration … Knowledge & Innovation Culture
uthe socio-technical KM system adapted to Innovation Management (1)
Human
Organization Infrastructure/Techniques
Idea & Knowledge Marketplaces
• real spaces (offices, buildings, …)
• virtual spaces (collaboration & document mgt. platforms)
• Information sources and services
IdeaM/
InnoM
Support
Organi-
zation
Processes
Provide Idea Concept
Drive Innovation*
Human & organizational
Idea & Knowledge Sources
• Individuals and Teams
• Communities and Organizations
• Innovation Partners
New Knowledge
preliminary Ideas – Ideas – Idea Concepts –
Knowledge / Content – IP Assets
* Go-to-market with new customer value

Leadership – defined and communicated innovation
strategy, e.g. think / search corridors – example
starting point : business-relevant mega trends
consulting
experience: often
not known
example EADS, 2007 – we are looking
for innovation in following areas …
 Mobility, e.g. virtual airport guidance
 Environment, e.g. helicopter air
noise reduction
 Security, e.g. passenger screening

Leadership – professional
forecast: example SIEMENS
http://www.siemens.com/innovation/en/publications/
Pictures of the Future

Leadership: Innovation Radar, Siemens AG / Germany 2012
Analysis of customer needs, development potentials and new areas
source: Wir in Deutschland 2012-10

uKM 4: Knowledge … Innovation Culture: Key elements
and focusing on innovation – examples
Management responsibility:
Meaning: values – strategies – rules
 management example …
appreciation ...
 trust & openness vs.
security & knowledge risks
 care & collaboration vs.
internal competition
 quality & failure vs.
(short-time) success
 curiosity & innovation vs.
performance & routine
joint innovation strategy | decentralizing | free space |
encouraging passion, ideas … experiments …
challenging the status quo …
officially appointing Innovation Mngt.  role,
organization, CoP ( ROCHE example), … single
point of idea entry …
 …open forums … social networking internal /
external … autonomous subject matter experts ...
employee feedback …
 more ad hoc relationships, informal collaboration,
heterogenious / inter-disciplinary teams … lateral
thinkers …
 more risk taking, failure tolerance (& learning) …
professional project mngt. for innovation projects, too
 more readiness for change ... e.g. Make or buy vs.
Not invented here ... creativity (free space, time,
rooms, mood, … example XING: innovation week) ...
delicious HoferAlfeisJ – tags: Wissenskultur Organisation
personal creativity tips: just do it differently for one week …

KM 4/5: KM State & Needs Analysis - revisited:
balance check for knowledge & innovation culture – example
?
?
?

Dr.-Ing. Josef Hofer-Alfeis, 2013 - 17 source: http://de.slideshare.net/ahemre/cartoons-34913910?utm_source=slideshow&utm_medium=ssemail&utm_campaign=upload_digest

Leader as Curator of the Innovation Culture
Conference Keynote - Frontend of Innovation May 2013, Boston,
http://www.iirusa.com/feiusa/home.xml?registration=Q82VBFA&utm_source=SilverpopMailing&utm_medium=email&utm_campaign=M2504%20em4%20%281%29&utm_content=
Innovation is not just for small, entrepreneurial
firms. Even an almost 150 year old organization
can be nimble when the right leader creates the
right environment for success. When Denise
Morrison took the helm at Campbell in 2011,
she asked the global leadership team how the
company could act faster and make bolder
moves. She also looked outside the company at
other highly innovative firms. As a result,
Denise implemented a process at Campbell she
calls "disciplined creativity." She also added
courage to the company's core values,
which she says gives people permission to try
different things and to think "outside the
can." In this new environment, Campbell
introduced some 35 new products in fiscal year
2012, significantly more than in each of the past
three years. The company has also broadened
its range of products in international markets
which it currently does business, as well as in
new developing markets.
Denise Morrison,
President & CEO,
Campbell Soup Company

Innovation: Google's four key focus points
Source: Brainovation – Innovation and Expertice Advice to grow your business, 2013 November 26, 75th Edition
 Collaboration
 Open Information
 Clear, Compelling and
Audacious* Goals *mutig
 Permission to Fail
Collaboration requires a childlike creativity
and curiosity. Solutions from collaboration will
come from non-traditional sources. Chris
noted examples from the New York Times
about skills learned from video game playing
(http://www.well.blogs.nytimes.com/2013/03/05/video-
games-may-aid-children-with-dyslexia;
http://www.nytimes.com/2013/09/05/technology/a-
multitasking-video-game-makes-old-brains-act-
younger.html).
The collaborative learning through the
website Foldit (http://fold.it) have led to rapid
solving of medical science problems.
Open Information assists businesses since there is tremendous power in
open data and sharing of data. Chris cited an example from Edmonton,
Alberta where they reduced traffic accidents in certain locations by 40% due
to the sharing of open data. He used the November 2013 typhoon in the
Philippines and June 2013 Alberta floods as examples and Google's people
finder tool to reconnect families. Chris reminded the audience that GPS
data and weather forecasting were formerly heavily guarded government
and military information - but now almost everyone has immediate 24-hour
access to the same information.
Clear, compelling & audacious goals allow people to have freedom.
Google has minimal ambiguity of goals from the executive level down and
makes them very public. He cited Google's Project Loon in New Zealand
(http://www.google.com/loon/) as an example of audacious goals - the
launching of stratospheric weather balloons to allow for Internet access in
remote areas of New Zealand's south island.
Big goals also attract the best talent. Chris challenged the lunchtime
participants to set their own moonshot - much like John F. Kennedy did.
Using Conference Board of Canada data - he reminded the participants that
only 10% of Canadian firms are focused on Radical Innovation.
Canadians need to give themselves permission to fail. As Chris compared
Silicon Valley business culture to Canadian, Silicon Valley sees failure as a
boy scout badge of honour. Google itself has sunset 70 products in the last
12 months.

...1. Eureka myth … 2. Breed myth … 6. Lone Creator myth … 7. Brainstorming myth
Business creativity – what then are the true components?
According to Teresa Amabile, director of research at Harvard, creativity is really
driven by four separate components:
 domain expertise
 a defined creativity methodology
 people willing to engage
 company acceptance of new ideas
Where these components overlap is where real creativity happens.
10 Myths About Creativity You Need to Stop Believing Now
http://www.entrepreneur.com/article/229600#ixzz2niViZ3mt 2013/12

 People who live abroad (not just vor vacancies) are more creative;
and the more time they spend away from home, the more creative they become.
 Fully immerse yourself in local experience, in particular language.
 Bi-lingual and tri-lingual people are more creative, in general.
How to stimulate creativity? Go live abroad
source: http://knowledge.INSEAD.edu/ William Maddux, INSEAD 2006.06

TheGlobalInnovationIndex2013
http://strat-staging.com/content.aspx?page=data-analysis|
http://knowledge.insead.edu/innovation/the-worlds-most-innovative-countries-the-global-
innovation-index-2013-2525?goback=.gde_41615_member_255211671Juli2013
living in / collaborating
with innovative
environments?

 People’s competence and motivations.
knowledgeable in their disciplines, with good creative problem-solving skills, intrinsically motivated.
creative thinking as essential element of leadership, especially when bringing about change.
 How challenges are understood and goals set.
analyse challenges from different perspectives, empower staff with a clear sense of ownership of the challenges.
Direct responsibility for meeting new and complex challenges greatly motivates staff.
 Diversity and networks among staff and with the outside world.
create teams and networks that emphasize diversity and cross-pollination of ideas, connect staff with people outside the
organization through innovation networks that link people from different worlds and that broker new ideas.
 Rapid prototyping of new ideas.
90 per cent of successful innovations fail the first time they are tried - have processes that rapidly implement, test,
evaluate, revise and re-implement ideas in order to refine them.
 A system for retaining ideas with potential.
maintain a variety of half-baked and failed ideas that might be of use in a different application.
 Core business and innovation [management] processes.
have specific processes to help them define and redefine challenges, collect ideas from unusual sources, find
unobvious solutions, encourage creative thinking, and test and revise ideas before discarding them. Build all these
elements into core operations.
 The organizational environment.
managers actively model innovative thinking, recognize innovators and encourage staff to network and to take time to
think. Moreover, systems, processes and rewards are consistent with the focus on innovation.
Innovation Strategy / Framework ? Lessons from other inno-
vative organizations - requirements to nurture innovation
Quelle: km4dev Diskussion 2/2012 und http://www.ifad.org/pub/policy/innovation/e.pdf

Leadership, Collaboration … Knowledge & Innovation Culture
uthe socio-technical KM system adapted to Innovation Management (2)
Idea & Knowledge Marketplaces
• real spaces (offices, buildings, …)
• virtual spaces (collaboration & document mgt. platforms)
• Information sources and services
IdeaM/
InnoM
Support
Organi-
zation
Processes
Provide Idea Concept
Drive Innovation*
Human & organizational
Idea & Knowledge Sources
• Individuals and Teams
• Communities and Organizations
• Innovation Partners
New Knowledge
preliminary Ideas – Ideas – Idea Concepts –
Knowledge / Content – IP Assets
* Go-to-market with new customer value
Human
Organization Infrastructure/Techniques

Idea & Knowledge Sources – examples
 inventors … chief scientist … expert career
 example NASA: innovation ambassadors
 ad hoc relationships … emergent
communities … new product teams
 support social networking
 support expertise localization, e.g.
via activity streams, …
 excellent information services
 big data / knowledge mining, e.g. analyzing
product lifecycle data, see e.g.
www.pumacy.de/aktuelles/wissensschatz_produktlebenszyklus.html Jan 2013
 openness to any knowledge source in the
world
 support „information capability“
Source: http://www.siemens.com/press/en/events/2013/corporate/2013-
12-erfinder.php May 2014

The US National Aeronautics & Space Administration's (NASA) Innovation
Ambassador program is designed to allow some of its most talented scientists
and engineers work at several of America's leading innovative external
research and development organizations.
During assignments of up to one year, the NASA ambassadors will share their own
expertise while learning about innovative products, processes and business models.
After returning to NASA, the ambassadors are encouraged to share new ideas with
co-workers and implement innovations within their organizations.
Click here to read the complete article "NASA Selects Innovation Ambassadors" -
http://www.knowledgebusiness.com/knowledgebusiness/Templates/ReadKnowledgeLibrary.aspx?siteId=1&m
enuItemId=33&contentHeaderId=6322
NASA Selects Innovation Ambassadors
Quelle: The KNOW Network Alert, No. 224 - September 1, 2009

I find it really helpful to understand the networks people interact in to understand and improve innovation. In social
network analysis there are a number of issues relating to innovation, for example:
Networks tend to mature towards becomming more and more homogeneous, which is great for stability. But
heterogeneous networks are much better for innovation, because people who are similar will only come up
with similar ideas. If you understand your network, you know whether it needs more stability or more innovation.
Boundary spanners in networks are people who connect different parts of the networks and are crucial for
carrying ideas from one domain to annother. By identifying and strengthening them you can increase
innovativeness of the network.
In general innovation is more likely to happen at the fringes of a network than at the center. People or
organizations that sit at the center of a specific network have little contact to other domains so less new ideas
enter. Actors at the fringes of one network might be connected to one or more other networks and thus be
boundary spanners. If you want to support innovation, make sure you give the people at the fringes (e.g. people in
the field) a chance to bring their ideas home to the center.
Weak links are typically important for innovation: Your strong links are e.g. with close friends, colleagues,
family: You have heard their ideas and stories a thousand times. New ideas come from people you meet
occasionally. So if you want to encourage innovation, facilitate that people develop and foster more weak links.
These are just some hints how thinking in terms of networks helps you understand the messy processes of
innovation better. I normally use a process of network mapping (Net-Map: http://netmap.wordpress.com) to better
understand these networks and allow participants to discuss what they need to do to foster innovativeness without
loosing stability in their network.
Social networks and Innovation
Quelle: [km4dev-l] RE: ideas and resources for promoting innovation, Eva Schiffer [eva-schiffer@web.de], Nov. 2010

KM 4: How does TechnoWeb 2.0 work?
Everybody may initiate or join a network
Personalized dashboard
(incl. activity stream of joined networks)
Network pages, with member list,
partner network list, activity stream
Public profile pages of
each user (incl. activity steam)
with news and RSS-feeds
Urgent request
+ Tag/Technology page
+ Search page
+ integration of
Sharepoints,wikis, blogs...
Open to all Siemens
employees
• connect people via activity streams
• make emergent communities visible
and facilitate their work

The main idea of TechnoWeb 2.0 : identify implicit
knowledge via the activity stream of the experts
Brain
Face 2 Face
Voice
pers. E-mails
pers. Desktop
Proj. E-mails
Blogs, Microblogs, Wikis,
CRM, CM, Intranet
Internet, publications
DIGITIZEDNONDIGITIZED
activity stream
visible
limited
access
data
privacy
not
visible
loweraccessibilityhigheraccessibility
higherbusinessvaluelowerbusinessvalue
identifiable
, Gerhard Käfer

Innovation Management – defined integrated
processes: Provide Idea Concept … Drive Innovation
Idea Mgt./
Idea Concept Provision
Markets
Technology
Competition
Customers
Partners
Internal
etc.
input for
ideas
Idea Mgt./Idea Mgt. System Provision: Analyze / Define / Implement Idea Sources Landscape,
Plan Processes Innovation Partners Landscape & Innovation Environment
Think Corridors
Idea Sources
Network of Partners
innovation-friendly Environment
…
*The Milestone at the exit of Idea Management ensures quality alignment of all innovation ideas across all Groups
IdeaImplementation&Realization
PLM
SCM
CRM
Support Process
Strategy
Strategy
Management Process
Qualified
Idea
Concept
Qual.
mile-
stone*
Source: Siemens AG
PLM: Product Lifecycle Mgt.
SCM: Supply Chain Mgt.
CRM: Customer Relationship
Management

Example SIEMENS: 3i-Programm since 1997 source: SiemensWelt 2010-10, S. 1/3
 >1,5 MM implemented ideas: 3,000 MM € savings
 400 – 500 implemented proposals / work day
 ~100 implemented proposals per 100 employees annually
 highest award paid: 150,000 €
Example K+S (Kali & Salz group, 12,000 employees)
source: WM, Sonderausgabe Best Practices 2009/10, S. 12-13
 Idea management process based on SAP Add-on
 connected to online award shop (IPO-PrämienServices with >2000 awards)
 on average 390 awards released monthly
Idea management / internal improvement proposal
programs: a special case? – examples
consulting experience:
synergies between idea
… innovation mngt. …
product development …
business development
processes

Harnessing Collaborative Technologies – Helping Funders
Work Together Better © GrantCraft 2013 http://collaboration.grantcraft.org/

http://www.innovations-wissen.de/

Agenda

Learning from the world – examples
 ~1980: Nissan engineers drive for weeks cars in Europe to get to know the
“European car requirements and feeling”
 investments in companies in other regions (e.g. Germany  China) to learn
about customer needs, production technologies, market particularities, …
 cross-Industry innovation – example:
Bayer MaterialScience „Creative Center“: 2-day workshops with 12 participants
from different industries  trend scouting, knowledge sharing, solution
transformation (example BERNINA: attenuation approach from violin maker)
 Lead User approach: learning with challenging customer, e.g. Unilever, Webasto
 Learning from customers for customers – example HENCKEL www.womensnet.de
 Community „Womensnet“ (>100k „prosuments“ sharing beauty ideas and styling tips)
 idea pool … impact on product portfolio … online surveys … trend scouting …
testventer (try & evaluate new products)

uOpen innovation – invite the world to co-create
traditional innovation process
open innovation source: Chesbrough, 2003
• internal and external input for innovation
• open system – shorter processes
• less structured – less focused
Origins of the best ideas

Although open innovation was not a new concept at Kraft Foods, the company was looking to focus
their open innovation efforts. Moving from a single private submission form where the public could freely
submit any idea on anything with Innovate with Kraft (IWK), to a focused platform, the Kraft Foods
Collaboration Kitchen (http://www.kraftbrands.com/innovatewithkraft/default.aspx) is a major shift in their
open innovation strategy. The new portal manages ideas from the public on new products, solutions and
technologies with specific topics in mind predetermined internally. With KFCK, the company's strategy
focuses on solving specific needs or questions defined by Kraft employees, known as 'briefs', and
inviting the public to contribute their ideas on those topics.
Kraft Food Collaboration Kitchen for Open Innovation
Quelle: http://blog.brightidea.com/innovation_work/2012/05/kraft-doubles-down-on-open-innovation.html

invitation to co-create
in the community

Dr.-Ing. Josef Hofer-Alfeis, 2013 - 46Dr.-Ing. Josef Hofer-Alfeis, 2011 - 46
http://www.hypeinnovation.com/

http://interior-ideacontest.bmwgroup-cocreationlab.com/

Open Innovation marketplaces “e-broker”, e.g. http://www.innocentive.com/
Innocentive provides companies
access to a pool of around 260,000
solvers from across the world. 60
percent of the solvers are outside
the U.S., and 61 percent have a
masters degree or a post-doc. To
build this highly educated and
eclectic community, Innocentive
partnered with research institutions
and universities across the world.
Currently, however, the trend is to
create more custom crowds
instead of just large ones.
Sometimes, that means going back
to within the proverbial ‘four walls’
of the company.

example – brainstorm challenge

http://www.fellowforce.com/

Does open innovation really work? Do companies get the expected
outcomes? Are they satisfied with their open innovation investments?
http://www.iao.fraunhofer.de/images/iao-news/studie_managing_open-innovation.pdf Sept 2013
• 78% of firms in our sample report practicing open innovation
• No firms in our sample report abandoning their practice of open innovation
• 71% report that top management support for open innovation is increasing in their firm
• 82% report that, compared to three years ago, open innovation is practiced more intensively
• Customer co-creation, informal networking, and university grants are the three leading inbound
practices in 2011. Crowdsourcing and open innovation intermediary services are rated lowest in
importance
• Establishing new partnerships, exploring new technological trends and identifying new business
opportunities are the leading strategic reasons to engage in open innovation
• The typical large firm in our sample spends US$ 2 million annually on open innovation, and
employees 20 full time equivalent people to do the work
• Open innovation is not much formalized yet, and cultural norms are as important for open innovation
as formal practices
• The biggest challenges in managing open innovation are within the firm. The change process from
closed to open innovation is rated as the most difficult task
• Firms are not satisfied with their current open innovation metrics, though they are more satisfied with
their overall open innovation performance to date

Introduction to KM and Idea / Innovation Mngt.
Shared concepts and specific perspectives
Open Innovation and more
Summary & discussion

Contact
Dr.-Ing. Josef Hofer-Alfeis
Consulting for Knowledge and Innovation Management
Josef-Sterr-Str. 4, 81377 München, Germany
T +49 89 85661623
M +49 173 9775943
Email josef.hofer-alfeis@amontis.com
Skype JHofer-Alfeis
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www.amontis.com

Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014
BOOKS:
 Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.):
Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und
Erfahrungen. Publicis Publishing Books, new edition 2013
 Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the
information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X
 Learning to fly: practical knowledge management from leading and learning organisations –
Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091
 Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001.
ISBN: 0-87584-870-2
 Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing
,2002. ISBN: 3895781819
 Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3-
9810595-4-0
LINKS:
 www.knowledgebusiness.com
 www.apqc.org/membership-knowledge-management
 www.pwm.at
 www.c-o-k.de/index.htm
 www.xing.com/net/pri3b94dax/knowledgemanagement/
 www.xing.com/net/wm
 www.wissenmanagen.net/
 www.cogneon.de
 www.eknowledgecenter.com
 Bookmark services from JHA:
 JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks
 Important discussion forums for KM & Innovations Mngt. (selction):
http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren
JOURNALS:
 Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)
 Journal of Knowledge Management (Fokus Forschung; englisch)
 KM Review (Fokus Anwendung; englisch)
http://www.melcrum.com/products/journals/kmr.shtml
COMMUNITIES OF PRACTICE / BODIES:
WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip
Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,
z.B. gfwm-regional München: http://www.gfwm.de/group/121
BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz
PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:
 Improving Knowledge Management for Service Organizations, Munich Re,
Communities Meeting, Hohenkammer 2014
 Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012,
and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-
twitter?from=new_upload_email
 Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement
- Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband
2011, www.knowtech.net
 ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager
und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen
Forschern/Interessierten für Technologie-Innovation – „Technologie-
Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011,
http://knowledgecamp.mixxt.org/networks/files/folder.10675
 Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech
Konferenzband 2009, www.knowtech.net
 Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of
the ageing workforce. Int. J. Human Resources Development and
Management, Vol. 9, Nos. 2/3, 2009
 ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt
nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und
Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn
 ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und
Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net
 ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE
MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,
 ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;
 ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz.
Wissensmanagement, Heft 2/2008, S. 38-39
 ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-
Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx
 ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in:
KnowTech Konferenzband 2006, www.knowtech.net
 ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären
Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net
 ~: Effective Integration of KM into the Business Starts with a Top-down
Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-
728

 Analysis of KM / InnoM state and needs via interviews with key people and design
of an inter-disciplinary KM / InnoM program
 Moderation of developing a knowledge strategy with the business strategy by the
management team
 Support of KM strategy definition, KM implementation and controlling
 Systematic and transparent design of expert career systems based on a
knowledge strategy
 Support with specific KM / InnoM instruments – examples:
 Debriefing of teams or leaving experts
 Development and improvement of communities of practice and other social networks
 Coaching by development of an individual knowledge strategy / KM program
Dr.-Ing. Josef Hofer-Alfeis:
Consulting Offerings for KM and Innovation Mngt. (InnoM)

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