KM Asia 2013 white break

Agenda: Tuesday 18 November 2014
Conference day 1 | Conference day 2 | Workshops (Morning | Afternoon)

Register online, book by phone +44 (0) 2075498675 or email


Opening remarks from your Chairs
Co-chairs: Rudolf D’Souza, Nancy Dixon (TBC)

The Future of KM
Ron Young

In 1998, Ron was asked to predict the next ten years of knowledge management by a leading business publication. He has just completed a further analysis and prediction for KM to 2025. In this keynote he will summarise and:
  • briefly share the 1998 predictions and examine what actually happened
  • discuss what we may learn from this
  • present his predictions and trends for KM to 2025
  • gain delegates discussion and initial feedback

Defining KM Strategy: The Role of Knowledge Management in Business Transformation
Hariprasad Reddy, Wipro Limited

The role of the knowledge management function in any organisation should be similar to the ‘sun in solar system’ – there should be a little bit of KM in every management decision, every core business process, in every conversation within the workforce. For KM to play such a role, stronger alignment with business priorities is required and KM strategy should focus on delivering significant business value. This session addresses elements of KM strategy and key KM initiatives for delivering value.

Morning refreshments and networking

Gamification: Creative Storylines and Experiential Learning
Janan Goh, BASF

Janan will present a case study about a gamification concept that has been recognised as a Best Practice in 2014 by BASF. Impressively, this ‘game’ has garnered more than 50 per cent participation through a creative storyline and concept that was designed with Generation X and Y in mind. It fully achieved the aim of the gamification objective, which is to enable experiential learning of BASF’s internal online enterprise network by exposing participants to the platform’s knowledge-sharing features.

Building a Social Collaboration Platform: Strategy, Action Plans, and Stakeholder Engagement
Daniel de la Morena, International Finance Corporation (World Bank Group)

The International Finance Corporation, a member of the World Bank Group and the largest global development institution focused exclusively on the private sector, did not systematically introduce knowledge management until the mid-2000s. In the last few years, the organisation has made significant progress. This case study about their social collaboration platform will highlight the efforts made to establish and embed the knowledge function, focusing on how it engaged management and staff, established a baseline, and created its strategy and action plan.

Lunch break and networking

Enterprise 2.0 for KM: Enhancing Operational Efficiency and Stakeholder Engagement
Dr Ricky Tsui, Arup

The firm is the creative force behind many of the world’s most innovative and sustainable projects and new design technologies, delivered by over 11,000 colleagues from 90 offices in 35 countries. Arup has established an effective Knowledge Management Framework for more than 15 years. The talk will introduce the latest development in Arup on deploying social media tools to enhance operation efficiency and stakeholder engagement to ensure its business success.

The Sherlock Syndrome: Big Data in an Evolving Analytics World
Eric Hunter, Bradford & Barthel

We all remember the detective, Sherlock Holmes, right? Let’s consider his ability to process vast amounts of information towards investigation and process as a parallel for leveraging vast amounts of information for competitive strategy and knowledge management in the legal world. In this discussion, Eric Hunter will characterise the inherent struggle to wield predictive analytics systems in the context of advancing a law firm’s knowledge and competitive strategy. He will provide some useful examples drawing on the predictive analytics systems that clients run on law firms (and their competitors) while illustrating how to use these systems to the law firm’s advantage by engaging the executive and finance teams.

Afternoon refreshments and networking

Dave Snowden – Live video link-up

Details TBC

Gurteen Knowledge Café – An Introduction to Conversational Leadership

Conversational leadership is a style of working where everyone in an organisation, especially managers and the natural leaders understand the transformative power of conversation.
  • They take a conversational approach to the way that they work and interact with people.
  • They purposefully nurture and stimulate the natural conversations that take place in the organisation.
  • They identify the conversations that are needed, the questions to trigger them, and design the processes to convene and host them.
Conversational methods include dialogue, anecdote circles, knowledge cafes, after action reviews, peer assists, storytelling, communities of practice, randomised coffee trials and much more.

Closing remarks from your Chairs

Close of day one

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