Le R.O.I. de l’intelligence collective enfin démontré. Alexis Nicolas se définit comme un “manager 2.0.”
Son rôle est d’activer au sein de BNP Paribas une organisation en réseau afin d’améliorer le capital social de l’entreprise. J’ai rencontré Alexis lors de ma dernière conférence à l’IGS. Nous avons échangé sur la question du R.O.I. La capitalisation des connaissances comme prévention du risque. Ces dernières années, avec une force aussi soudaine qu’inattendue, la gestion des connaissances (knowledge management) s’est affirmée dans les entreprises comme un enjeu majeur.
Cependant, la difficulté d’intégrer la dimension des connaissances dans la stratégie des entreprises et l’impossibilité de prouver un retour sur investissement ont freiné la réelle mise en place de dispositifs de capitalisation, transfert-partage ou création de connaissances qui soient au niveau des enjeux de cette nouvelle économie de la connaissance. Le problème du vieillissement des populations actives, avec son lot de départs massifs, a été un symptôme significatif et visible des lacunes des stratégies des entreprises, qu’elles soient publiques ou privées, en la matière.
Useo ETUDE RSE février 2011. 10 Semantic Apps to Watch. One of the highlights of October's Web 2.0 Summit in San Francisco was the emergence of 'Semantic Apps' as a force.
Note that we're not necessarily talking about the Semantic Web, which is the Tim Berners-Lee W3C led initiative that touts technologies like RDF, OWL and other standards for metadata. Semantic Apps may use those technologies, but not necessarily. These_GARROT_Elise.pdf (Objet application/pdf) Gestion des connaissances. Un article de Wikipédia, l'encyclopédie libre.
La gestion des connaissances (en anglais knowledge management) est une démarche managériale pluridisciplinaire qui regroupe l'ensemble des initiatives, des méthodes et des techniques permettant de percevoir, identifier, analyser, organiser, mémoriser, partager les connaissances des membres d'une organisation – les savoirs créés par l'entreprise elle-même (marketing, recherche et développement) ou acquis de l'extérieur (intelligence économique) – en vue d'atteindre un objectif fixé. Définition[modifier | modifier le code] Actuellement, nous sommes submergés d'informations.
Les entreprises, les scientifiques ou même les particuliers sont maintenant obligés d'appliquer une stratégie dans le traitement et la transmission de l'information dans les activités de tous les jours : voter, travailler, chercher un emploi, gagner des marchés, etc. Ikujiro Nonaka. Ikujiro Nonaka (野中 郁次郎, Nonaka Ikujirō?
, born May 10, 1935) is a Japanese organizational theorist and Professor Emeritus at the Graduate School of International Corporate Strategy of the Hitotsubashi University, best known for his study of knowledge management. Hirotaka Takeuchi. Hirotaka Takeuchi (竹内 弘高, Takeuchi Hirotaka?
, born October 16, 1946) is a Harvard Business School professor and former dean of the Graduate School of International Corporate Strategy at Hitotsubashi University in Tokyo. Takeuchi holds an MBA and PhD from the Haas School of Business at the University of California, Berkeley, and BA from International Christian University. He co-authored Can Japan Compete? With Michael Porter (Porter, Takeuchi & Sakakibara 2000) and has been described by BusinessWeek as one of the Top 10 “management school professors for inhouse corporate education programs” in the world. He has worked in the industry as a management consultant at McKinsey & Company and in advertising at McCann Erickson in Tokyo and San Francisco. What is KM? Knowledge Management Explained. Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990.
Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. Businesses Need Knowledge Management Strategies to Prevent Valuable Experience Leaving Expert Says. Manchester (PRWEB UK) 26 February 2013 Businesses are harming themselves by allowing valuable knowledge to walk out the door when employees move on, business mentor Paul Corney says.
Speaking to Kenny Goodman, from he offered a great insight into the importance of an effective knowledge management solution. He said: "In a nutshell, knowledge management is the ability to pull together the critical knowledge assets that you as a business have, and make sure they are shared in the best possible way.” "The biggest challenge is when people with vast experience depart from a company. Avis d’expert : Le knowledge management : un retour sur investissement immédiat et durable par Pascal Bernardon – Tribune Management. Le CNRS lance un nouveau portail pour les sciences humaines et sociales. Le projet LERUDI : fiche signalétique. The New Information Age. LinkedIn Founder Reid Hoffman said, recently, “that if Web 1.0 involved go search, get data and some limited interactivity, and if Web 2.0 involves real identities and real relationships, then Web 3.0 will be real identities generating massive amounts of data.”
Reid is a visionary and certainly had this right. But the information that Reid described is just the tip of the iceberg. We are already gathering a thousand times more data than that. The growth is exponential, and the innovation opportunities are even bigger than Silicon Valley can imagine they are. I’m going to explain why I believe this. Exploring the links between Computer Supported Co-operative Work and Knowledge Management. You are here: CSCW+KM HOME > TOPICS [Go to Teaching page] [Go to Publications page] History / context for these pages.
KM & CoPs. You are here: CSCW+KM HOME > TOPICS [Go to previous topic] [Return to Introduction] [Go to next topic] Lave and Wenger first introduced the concept of a Community of Practice (CoP) in 1991. Lave and Wenger saw the acquisition of knowledge as a social process where people can participate in communal learning at different levels depending on their level of authority or seniority in the group, i.e. whether they are a newcomer or have been a member for a long time. CoP: Best Practices. By Etienne Wenger [Published in the "Systems Thinker," June 1998] You are a claims processor working for a large insurance company. You are good at what you do, but although you know where your paycheck comes from, the corporation mainly remains an abstraction for you. The group you actually work for is a relatively small community of people who share your working conditions.
It is with this group that you learn the intricacies of your job, explore the meaning of your work, construct an image of the company, and develop a sense of yourself as a worker. You are an engineer working on two projects within your business unit. You are a CEO and, of course, you are responsible for the company as a whole. An Analysis of Key Factors for the Success of the Communal Management of Knowledge by Isabelle Bourdon, Chris Kimble. Isabelle Bourdon. An overview of the relationship between Distributed Collaborative Work and Knowledge Management.
You are here: CSCW+KM HOME > TOPICS [Return to Introduction] [Go to next topic] This lecture will describe Distributed Collaborative Work (DCW) and its relationship to Knowledge Management (KM). It will identify two categories of DCW: Hot and Cold. The nature of these forms of DCW will be explored in further detail using the concepts of Hard and Soft knowledge from the field of KM.
This will lead to a more detailed exploration of the relationship between KM and DCW based on three separate application areas. The duality of knowledge. Abstract Knowledge Management (KM) is a field that has attracted much attention both in academic and practitioner circles. Most KM projects appear to be primarily concerned with knowledge that can be quantified and can be captured, codified and stored - an approach more deserving of the label Information Management.Recently there has been recognition that some knowledge cannot be quantified and cannot be captured, codified or stored. However, the predominant approach to the management of this knowledge remains to try to convert it to a form that can be handled using the 'traditional' approach.In this paper, we argue that this approach is flawed and some knowledge simply cannot be captured. A method is needed which recognises that knowledge resides in people: not in machines or documents. We will argue that KM is essentially about people and the earlier technology driven approaches, which failed to consider this, were bound to be limited in their success.
Karsten.pdf (Objet application/pdf) 0101012.pdf (Objet application/pdf) Kimble_2001b.pdf (Objet application/pdf) Computer Mediated Communications and Communities of Practice by Paul Hildreth, Chris Kimble, Peter Wright. Paul M. Netvibes KM.