The ninth KM Australia Congress - http://www.kmaustralia.com KM Australia Congress: An Academy of Knowledge Management and Content Social Media and Collaboration Change Management and Culture Learning and Performance Content and Information Management Communication and Leadership Take part in conversations with: University of Oxford United Nations Development Programme (Thai land) US Army Wood Group PSN U.S. Nuclear Regulatory Commission Bangkok University Strategic Knowledge Solutions Working Knowledge CSP Glentworth Genea Hunter Water Department of Primary Industry (VIC) Ezypay Cancer Counci l Austral ia NSW Treasury Ernst & Young

1. @KMAustralia tinyurl.com/KMaustraliafb tinyurl.com/KMlinked
#kmaus
An Academy of
K n o w l e d g e M a n a g e m e n t a n d C o n te n t
S o c i a l M e d i a a n d C o l l a b o ra t i o n
C h a n g e M a n a g e m e n t a n d C u l t u re
L e a rn in g a n d Pe r fo rm a n c e
C o n te n t a n d I n fo rm a t i o n M a n a g e m e n t
C o m m u n i c a t i o n a n d L e a d e rs h i p
K n o w l e d g e M a n a g e m e n t S t ra te g y
Ta k e p a r t i n c o n v e r s a t i o n s a b o u t l e s s o n s l e a r n e d a n d
b e s t p ra c t i c e s a p p l i e d w i t h i n :
U n i v e rs i t y o f O x fo rd
U n i te d N a t i o n s D e v e l o pm e n t P ro g ra m m e
U S A rmy
Wo o d G ro u p P S N
U . S . N u c l e a r R e g u l a to r y C o m m i s s i o n
Th e I n s t i t u te o f K n o w l e d g e a n d I n n o v a t i o n ( I K I - S E A )
S t ra te g i c K n o w l e d g e S o l u t i o n s
Wo rk in g K n o w l e d g e c s p
G l e n tw o r t h
Genea
Hu n te r Wa te r
D e p a r t m e n t o f P ri m a r y I n d u s t r y ( V I C )
Ezypay
C a n c e r C o u n c i l A u s t ra l i a
N S W Tre a s u r y
K M A u s t ra l ia 2 01 3 f o c u s e s o n t h e i m p o r t a n c e o f k n o w l e d g e a s E rn s t & Yo u n g
a s t ra te g i c a s s e t , f e a t u ri n g s u c c e s s f u l c a s e s t u d i e s f ro m
p ro f e s s i o n a l s w h o h ave m a d e a re a l d i ffe re n c e w i t h Wine Tastings brought to by:
knowledg e manag ement in their organisation.
C u r re n t C o n g re s s Pa r t n e r s Tw o - d a y c o n g re s s a n d w o rk s h o p s
2 3 - 2 5 J u l y 2 01 3
C r y s t a l Pa l a c e , Lu n a Pa rk , Sy d n e y
www.kmaustralia.com

2. KM
A U S T R A L I A
2 0 1 3 Congress #kmaus
This year’s Congress focuses on the importance of knowledge as a strategic asset, featuring successful case studies from professionals
who have made a real difference with knowledge management in their organisation.
Knowledge management only works when it’s a practical, every day, living process right across your organisation. Knowledge management
theory that doesn’t apply to your organisation is useless, and knowledge kept in a silo is wasted.
DAY ONE – Tuesday, 23 July 2013
8.30 Registration and refreshments
9.00 Chairperson’s opening remarks
Cory Banks, Knowledge and Information Strategist, Glentworth
9.15 Examining knowledge management: Past, present and future
»» The past: managing knowledge before knowledge management
»» Where is KM now?
»» Where is KM heading?
Ruth Bird, Bodleian Law Librarian, University of Oxford
Social Media
10.00 Creating an environment of collaborative knowledge culture across the Story Telling
organisation Collaboration
»» Embedding knowledge sharing and collaboration practices ROI
»» Encouraging content creation from all employees Best Practice
»» Building and maintaining a culture that values knowledge management Technology
»» What are the determinants and pitfalls to avoid?
David Millar, Global Head of Knowledge Management and Innovation,
Wood Group PSN
10.45 Exhibition break and networking - KM Conversations
11.15 The role of KM in inclusive innovation
Inclusive innovation is more than innovation for the poor; it can be a blueprint for effective governance and a model for inclusive growth and
sustainable development.
»» What is Inclusive Innovation?
»» How and why does it add value?
»» How does KM play a role?
David Galipeau, Co-lead, Knowledge, Innovation and Capacity Group, Asia-Pacific, United Nations Development programme
12:00 Facilitating the advancement of knowledge management through effective change management: A Case Study Presentation
»» Implementation of knowledge management initiative to improve knowledge
management and prevent knowledge loss
»» Introducing electronic collaboration tools in a rigorous, process-driven field and
effectively managing the change
Jutta Von Dincklage, Project Manager, Wiki Development, Cancer Council Australia
12.45 Findings from knowledge management survey:
Chris Kirby, Head of Research, Fifth Quadrant
1.00 Exhibition break and networking(Please let us know of any dietary requirements two weeks prior to congress)
1.45 The changing focus of knowledge management: Improving business processes and efficiency: A Practical Case Study
»» Examining the capabilities and role of KM to improve business processes
»» Using KM to support lean manufacturing to raise performance across a global company
»» Using KM as a tool to train new staff and to facilitate eLearning
James Grey, Best Practice Transfer Specialist, Alcoa World Alumina
2.30 How do data and KM work together?
»» Integrating data management and knowledge managemente
»» The impact of big data on knowledge management
Richard Vines, Knowledge Management Specialist, Department of Primary Industries
3.15 Exhibition break and wine tasting by Hungerford Hill Wines - REDS
3.45 Knowledge continuity in a changing workplace
»» Identifying key knowledge holders across the organisation with a focus on the retiring workforce
»» Creating programs to share their knowledge before they leave
»» Developing frameworks to support knowledge continuity once they are gone
Cateen Quayle, Knowledge Manager, Hunter Water
4.30 The leader challenge: Using a video case-based story telling approach
»» Capturing, sharing and developing tacit knowledge within a community of practice
»» A case example from U.S. Army Company Commanders and Platoon Leaders
Nate Allen, National Defense University, US Army
5.15 What have we learned so far? Group discussion
5.30 Chairperson’s concluding discussion and onto drinks by Hungerford Hills Wines plus nibblies

3. KM
A U S T R A L I A
2 0 1 3 Congress #kmaus
DAY TWO - Wednesday, 24 July 2013
8.30 Registration and refreshments
9.00 Chairperson’s opening remarks
Cory Banks, Knowledge and Information Strategist, Glentworth
9.15 Why should your CEO care about knowledge management?
»» Getting buy-in from senior management on knowledge management initiatives
»» Communicating the benefits of knowledge management across your organisation
Simon Cheung, Asia-Pacific Knowledge Leader, Ernst & Young
10.00 Creating organisational memory: Building a knowledge management program in lean times
In 2008, the NRC found itself with increasing retirements and 50% of its staff with less than 5 years experience. It was time to create a KM
program. Management allocated one staff person and $50,000 for the first year with $10,000 for the next two years. In 2010, NRC received the
Merit Award for its KM program. Hear about:
»» How NRC built its KM program with a limited budget
»» NRC’s KM business case
»» NRC’s KM tactics and initiatives
»» How KM saved NRC 59 million dollars in the first two years
»» NRC’s internal KM marketing tools
Patricia Eng, Senior Advisor for Knowledge Management, U.S. Nuclear Regulatory Commission Social Media
Story Telling
Collaboration
10.45 Exhibition break and networking - KM Conversations ROI
Best Practice
Technology
11.15 Ongoing commitment: sustaining interest in knowledge management practices
»» How do you keep knowledge management alive after the implementation stage?
»» Motivating your organisation to stay committed to knowledge management
James King, Chief Technology Officer, Ezypay
12.00 Managing the risk of workforce turnover and knowledge loss
»» What is knowledge loss?
»» Why does knowledge loss occur?
»» Managing and mitigating the risks of workforce turnover and preventing knowledge loss
William Kaplan, Founder and Principal Consultant, Working Knowledge csp
12.45 What have we learned so far? Interactive discussion
1.00 Extended exhibition break and networking (Please let us know of any dietary requirements two weeks prior to congress)
2.00 Change Management – KM’s symbiotic partner or alter ego?
»» Are we managing change or are we managing knowledge relating to the change and does it matter?
»» To successfully change culture we need to successfully manage change.
Jeanette Allom-Hill, Change Leadership Director & Chair, NSW Public Sector Community of Change Professionals, NSW Treasury
2.45 Panel Discussion:
People make or break KM – how do you develop intrinsic motivation?
In this session, delegates will have the opportunity ask questions and start discussions with the panellists on the role of motivation in
successful collaboration and KM initiatives.
Panellists:
William Kaplan, Founder and Principal Consultant, Working Knowledge csp
Nate Allen, Chief, Business Transformation Division, US Army
Vincent Ribiere, Managing Director and Co-Founder, Institute for Knowledge and Innovation Southeast Asia – Thailand Office, Bangkok University
Facilitator: Cory Banks, Knowledge & Information Strategist, Glentworth
3.30 Exhibition break and networking
4.00 Rethinking Knowledge Management
»» Case study: What we have learned from knowledge assessments from 20 military and 5 corporate and aid organizations
»» How KM programs can enhance shared understanding, organizational learning, and individual and team decision-making
»» Audience participation: Practical solutions for delegates to apply immediately within their organisation
Mike Prevou, President, Strategic Knowledge Solutions
4.45 Concluding discussion: What have we learned? What will we take home? What will we do next?
5.00 Chairperson’s closing remarks and end of congress

4. POST-CONGRESS WORKSHOPS Morning: Thursday, 25 July 2013
Workshop A About the workshop: KM Strategic Alignment: A top down and bottom up approach
Many organizations struggle with demonstrating the benefits of KM. This is often due to the lack of a clear KM
KM Strategic Alignment: A top down and bottom
strategy definition at the early stage of a KM initiative. We believe that an emphasis should be put first on the
up approach most critical knowledge domains of a company. Knowledge criticality is often perceived in different ways by
Registration: 8:30am
people at the operational level than by people at the strategic level, so the idea is to collect both points of view
Workshop starts: 9:00am
and to look for an alignment later on.
Workshop ends: 12:00pm
Facilitated by: Vincent Ribiere, Institute for Knowledge and
This workshop will present
Innovation Southeast Asia –
• Steps and tools allowing to first identify critical knowledge domains from different points of view
Thailand Office, Bangkok University
• Align these points of view in order to identify where KM activities are most needed
About the workshop: Each phase focuses on a critical component for
Workshop B Planning, developing, and implementing a Knowledge success.
Blueprint for creating a sustainable knowledge Management framework follows a proven and logical 1. Knowledge Concepts:
management framework methodology. Using the Working Knowledge Concept Developing a concept for KM in your organization
Registration: 8:30am I Strategy I Practice (CSP) Model, this workshop will based on your desired outcomes, identification of what
Workshop starts: 9:00am address the components of this model and how you is critical and relevant
Workshop ends: 12:00pm might approach its use in your organization. knowledge, the culture of your
Facilitated by: William Kaplan, Founder and Principal organisation, and an assessment of your KM maturity,
Consultant, Working Knowledge csp Attendees will complete the workshop with an and your readiness to take on a KM investment.
understanding of how to apply the model in their 2. Knowledge Strategy:
organisation’s context. Understanding the strategic plan of the greater
organization of which you are part and the ensuring
This model helps you to focus on: that the business case for KM investment over the
• Easily stated and easily understood outcomes longer term can be made. This includes developing a
• Tied to select measures of (KM) success KM strategic plan that is linked to the overall strategic
• Tracked to existing strategic initiatives and measures plan of the organization to ensure that there is funding
of value. and resources to sustain the investment.
Measures of success are also discussed.
3. Implementing Practices:
Your KM implementation should be based on your
unique environment and desired outcomes - what
makes sense in your context.
Workshop C About the workshop:
The lifeblood of any organization is its experts and their expertise. Locating, capturing, and sharing this
Identifying and capturing expertise: How to elicit
expertise is not always easy but critical to an organization’s success. In this workshop you will learn:
the knowledge of your experts • How to define and identify expertise/critical knowledge
Registration: 8:30am
• Methodologies used by the U.S. Nuclear Regulatory Commission, a large international oil company,
Workshop starts: 9:00am
and the US Army to identify, capture, and transfer core knowledge from experts to others in the
Workshop ends: 12:00pm
organization
Facilitated by: Patricia Eng,
• Methods and tactics for transferring and using knowledge to think like an expert
Senior Advisor for Knowledge Management, U.S.
• Ways to capture and effectively transfer expertise to different skill levels
Nuclear Regulatory Commission
• Audience participation: attendees will learn and practice techniques for capturing and codifying
Mike Prevou, President,
organizational knowledge
Strategic Knowledge Solutions
KM Conversations
At this year’s congress, we added to the opportunities to collaborate and learn!
So that you’re able to get more value out of attending, during the breaks, you’re welcome to join in on the
informal ‘KM Conversations’ focused on six different aspects of KM, facilitated by experts and prominent leaders in the KM space.
Social Media ROI
Facilitated By: Alister Webb, Telstra Facilitated By: Arthur Shelley, Intelligent Answers
Best Practice
Facilitated By: Helen Paige, The Paige Group Technology
Facilitated By: tba
Collaboration Story Telling
Facilitated By: Bridgid Costello, Comcare Facilitated By: Michelle Lambert, KMRT

5. POST-CONGRESS WORKSHOPS Afternoon: Thursday, 25 July 2013
Workshop D About the workshop:
Communities of Practice (CoP) have traditionally been implemented to gather people with a common area of
Designing a community of practice (CoP) for
interest with the hope that they will participate in an open and common dialogue to resolve issues and solve
Strategic Purposes problems. Many CoPs are left to languish in multi-focus information sharing and low participation. However, some
Registration: 12:30pm can be very successful.
Workshop starts: 1:00pm
Workshop ends: 4:00pm In this workshop, we will explore these sustainability and vibrancy issues facing CoPs and go even further.
Facilitated by: David Galipeau, Co-lead, Knowledge,
Innovation and Capacity Group, Asia-Pacific, In the style of a clinic we will focus on defining results and how those results can be achieved (similar to an
United Nations Development Programme incubation model), we will to use examples from the participants and see how CoPs can be leveraged for both
non-profit and for-profit business purposes - business intelligence, trend spotting, inclusive innovation, social or
behaviour influence and product/service development and delivery improvements.
A few themes to highlight are:
• Role of CoPs as ‘Change Agents’
• Leveraging Change to increase CoP Engagement and Impact
• Communities of Practice as Business Intelligence
Workshop E About the workshop:
Paul Jay and Aprill Allen bring their wealth of knowledge and experience in knowledge management, project management
Making it real: Knowledge Centred Support (KCS)
and operational service support to deliver a workshop that covers the below objectives:.
introduction and overview
The workshop below covers the below objectives:
Registration: 12:30pm
• Introduce you to the KCS Concepts and methodology,
Workshop starts: 1:00pm
• Demonstrate measureable results
Workshop ends: 4:00pm
• Implementation Strategies
Facilitated by: Paul Jay, Knowledge Management
• Answer common Questions & Objections
Specialist, Director, Best Practice
Establishment Pty Ltd;
Knowledge Centred Support is a knowledge management methodology that was formulated in 1992 by the Consortium for
Aprill Allen, Knowledge Bird, Dev Logic
Service Innovation. KCS challenges traditional knowledge management approaches, but addresses many of the struggles
that knowledge support professionals face on a daily basis, and delivers measurable results.
About the workshop:
Workshop F
What if you could find a quick and easy tool to help you:
“Message in a Bottle”: Experience it, learn about • Identity skills and knowledge gaps among a group of people?
it, and use it for mapping your knowledge and • Forge links between participants and enable effective networking?
Registration: 12:30pm • Identify subject matter experts as well as areas for expertise?
Workshop starts: 1:00pm • Create a burst of energy during an event?
Workshop ends: 4:00pm What if you mastered a tool that would then help you:
Facilitated by: Alexandra Lederer, Genea • Design your knowledge management strategy?
• Support the building of a community of practice?
• Design the community’s activities, learning plan, FAQs and e-forum topics?
Pre-requisite for the workshop: In this hands-on workshop you will be able to experience the “Message in a Bottle” tool designed by Danone and adopted/
Bring a stack of business cards adapted later by Alexandra Lederer in multiple situations at Amadeus. You will also receive valuable tips and tools to be able
with your contact details to run one of these activities yourselves in the future. We will leverage our innovative minds to brainstorm about ways to
further improve this knowledge mapping tool.
What is a conversational event?
This congress will follow an interactive conversational format. Each speaker will present a case study for 25
minutes and conclude their presentation with a question to the audience. The remaining 15-20 minutes of each
session will be given to the audience to discuss the speakers talk and the question at their tables before going
into a traditional Q&A.
This conversational format is intended to create an informal, relaxed atmosphere in which you, the conference
participants, can get to know each other, learn from each other and build relationships.
Remember to tweet - over the past three years KM Australia has become one of the most tweeted
KM events in the Asia-Pacific
#kmaus

6. To maintain an interactive
Workshops (select A / B / C / D / E / F )
environment there are only
15 spots available for
each workshop.
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held and booking early is therefore recommended. In refunds will be available.
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Group Australia the total amount will be refunded. telephone are subject to these booking conditions.
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will be charged.
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