THREE WAYS TO BOOK:

events@ark-group.com+44 (0) 207 324 2365 www.ark-group.com

Day 1: Implementing an Effective Knowledge Strategy and Connecting People and ProcessesDay 2: KM Insights and Technology

Be inspired by KM best practice at:• The International Olympic Committee• The British Army• The Financial Conduct Authority• The Department for Environment, Food and Rural Affairs

“KMUK is one of the few conferences I get excited about. It’s not just the range of approaches but the variety of organisations included. There is the opportunity to veer off the well-trodden paths of your own sector to find inspiration from others pushing the boundaries of KM. This is what makes KMUK seductive.”

Ian RodwellHead of Client Knowledge and Learning, Linklaters LLP

A PLACE TO CONNECT AND SHARE

KNOWLEDGE MANAGEMENT UKLONDON | 15 - 16 JUNE 2016

ATTEND KMUK 2016 TO : • Discover the key to successful KM happening in government,

banking and construction

• Uncover the latest technology and artificial intelligence that could revolutionise your future KM initiatives

• Share ideas and business cards with experienced KM practitioners

#KMUK2016

SPONSORED BY:

08:30 Registration and refreshments

ICE BREAKER09:00 Opening remarks from the Chair Ian Rodwell, Head of Client Knowledge and Learning, Linklaters LLP

CASE STUDY: Strategy development 09:15 From strategy to practice to podium: Managing knowledge in Olympic and Paralympic sport science and medicine • Describing the sport science and medicine support for team GB Olympic and Paralympic athletes • Outlining the strategic approach to knowledge management in the elite sporting sector • Methods to accelerate problem solving in sport science and medicine • Key learnings from strategic planning and implementation • The future of knowledge management in UK Olympic and Paralympic high performance systems

Peter Brown PHD, Head of Performance Knowledge, English Institute of Sport

COLLABORATION 09:55 What does KM feel like when it’s working?

Knowledge managers are frequently asked to justify their existence and provide a return on investment on their activities. A few focus on strategic KM, most are operational knowledge managers focusing their activities on a short term crisis or compelling business issue that is occupying the ‘C-Suite’. All look for stories and anecdotes from others to support their cause. This presentation will provide illustrations to answer the question ‘what does KM feels like when it’s working?’ It will draw on research undertaken for a book Paul is co-authoring as well as recent assignments and masterclasses he has conducted in the Middle East and Europe and examine:

• The drivers for KM and how good KM managers align their programmes to them • How successful KM programmes ‘bring the brain of the organisation to the customer’ • How those programmes build sustainability and longevity by ‘anticipating the kill’

Paul Corney, Managing Partner, Knowledge et al

10:35 Morningcoffeebreak

INTERNAL COLLABORATIONCASE STUDY - Thought leadership 11:05 Collaborationthroughcommunitiesofpractice • Building social capital through greater collaboration, taking a communities approach to accessing expertise, insights and key content • Building internal communities through a collaboration approach that embraces partnerships with the business, a standard methodology and insightful metrics • Forming communities around service lines, sectors, accounts, and regions powered by SharePoint and Yammer platforms • What has worked well? Where have there been challenges? • Demonstrating the value and benefits to clients, teams and individuals

Susie Eastham, Community & Content Management Leader – Global Markets EY Knowledge, EY

CASE STUDY: Communities of practice and culture11:45 InfluencingbehaviourusingKMactivities • How organisations can use communities of practice as: - A mechanism to drive organisational change - A way to increase capability

The session will incorporate a practical exercise to demonstrate communities in action

Monica Danese-Perrin, Lead Knowledge Architect, Lloyds Banking Group

Victoria Short, Knowledge Architect, Lloyds Banking Group

12:25 Networking lunch

CASE STUDY: High performance teams 13:25 Creating and leading a high-performance team • Laying the right foundations – the three pillars • Knowing versus knowledge • Leading the high performance team • Case study: A high performing team in action

Lt Col Curly Dillon TD MBA LL.B CH.FCIPD Solicitor, Team Lead: Employer Engagement, Headquarters Regional Command, British Army

PEOPLE MANAGEMENT CASE STUDY: Olympic Games 14:05 Instilling a passion for learning and sharing in the Olympic Games organising committees • Synergy between knowledge and people in an Olympic context • How do you use knowledge management as a pillar of achieving operational readiness in a diverse start-up environment including - Corporate cultures - International cultures • The extremely diverse stakeholder environment

Christopher Payne, Head of Olympic Games Knowledge Management, International Olympic Committee

CASE STUDY: Government insights 14:45 Developing knowledge and information management capabilitiesincentralgovernment • The role and importance of Knowledge and Information Management (KIM) in central government • Creating a vision and a programme to develop the professional skills and capabilities among of over 1000 KIM specialists • Specific initiatives including professional competencies; career paths, learning paths and talent management

Stephen Latham, Head of Knowledge and Information Management | Commercial, Estates and Knowledge Directorate, Department for Environment, Food and Rural Affairs (DEFRA)

15:25 Afternooncoffeebreak

INTERACTIVE CASE STUDY: Processes 15:55 Creating a useful knowledge repository from a document storage site

The focus of this session will be that of an interactive case study. There will be a pause at key decision points to allow you to discuss what decision might have been made and how that might have affected the next steps.

• Everything in one place, or multiple, connected areas? • Minimum viable product or a complete, polished system? • Community management or specialist curation?

Gavin Ireland, Knowledge Manager, SKY

DAY ONE Implementing an Effective Knowledge Strategy and Connecting People and Processes

PROCESS: EMPOWERING THE KNOWLEDGE WORKER 16:35 The knowledge supply chain

This presentation covers the supply-chain view of KM, its implications, and several ways in which this model can be used to develop and/or improve a KM Framework.

• The value of knowledge is to enable the knowledge worker, and support them in making the most effective and efficient decisions • Knowledge is as much a raw material for the knowledge worker as parts and tools are for the manual worker. We can therefore think of knowledge management

as being the supply chain for knowledge, providing just-in-time knowledge to support the front-line knowledge worker • A supply-chain view of KM allows us to take models and insights from other supply chains in order to improve how KM works, including the “elimination of 7 wastes” from lean supply chain theory, and the clear focus on the knowledge user

Nick Milton, Knowledge Management Consultant, Knoco

17:15 Close of day one

09:00 Registration

09:30 Opening remarks from the ChairIan Rodwell, Head of Client Knowledge and Learning, Linklaters LLP

CASE STUDY: Project management 09:45 Knowledge management in a project management environment • Construction industry insights: on the ground • The key stages of a project: Large scale projects • The use of project management: The key to obtaining improvements in business processes • Success factors for project management

J. Murphy & Sons Limited

CASE STUDY10:25 Regulatingthefinancialservicesindustry– KM tools and techniques • Insight into the Financial Conduct Authority (FCA) and how the first KM role became embedded in the Enforcement & Market Oversight Division • Examples of how the Enforcement Division works creatively within KM • Challenges and successes

Christine Astaniou, Technical Specialist, Strategy & Delivery, Enforcement & Market Oversight, Financial Conduct Authority

11:05 Morningcoffeebreak

INTERNAL TECHNOLOGY: Product development 11:25 Semantic technologies for knowledge management

Rolls-Royce is actively applying semantic web technologies to tag words and documents with meaning. This presentation will introduce the technologies, how they are applied, and demonstrate some of the benefits.

• How do we know what we know? • How do we model what we know? • How do we store what we know? • How do we publish what we know? • Results from Rolls Royce led research will be presented

Dr Jonathan Butters, Knowledge Management Technologist, Rolls Royce

QUESTION TIME 12:05 Espresso Café

In this session, David Gurteen will run a mini knowledge café – an espresso café. David will talk for just a few moments before posing a question for discussion. It is a challenging questions that has been on his mind for several

years and, that confronts all of us. It might not have a single, simple answer but if it did, it could potentially change the world. You will be given the mystery question on the day.

David Gurteen, Founder & Director, Gurteen Knowledge

TECHNOLOGY12.35 Knowledge management technologies • The use of technology to support new strategies, processes and methods • How to implement an effective KM initiative across the organisation • A focus on SharePoint

13:15 Networking lunch

ARTIFICIAL INTELLIGENCE 14:15 The new edge in knowledge • Determining the potential role of the various AI disciplines in KM • New and emerging trends • Humans vs. computers • Making ROI with AI and big data

14:55 Afternooncoffeebreak

CASESTUDY:Fromthepublicsector15:25 Conducting a knowledge audit • The role and importance of the knowledge audit • Systematic methods for determining the status of critical knowledge in your organisation

XolaniDube, Deputy Manager – Knowledge Management, Department of Economic Development, Tourism & Environment

16.05 An overview of how the British Army does KM and its recent history A case study to demonstrate learning from experience • Why does the Army use KM? Why should any organisation use KM? - Mitigating risk, protecting reputation and enhancing credibility - Achieving an edge (against an adversary or competitor) - Better understanding of the operating environment, organisational culture and/or market place

Colonel Ian Tinsley (Retd), Former Head, Lessons Exploitation Centre (LXC)

Rupert Lescott, Knowledge Management & Organisational Learning Consultant

16:45 Chair’s closing remarks

16:50 DrinksreceptionhostedbyAdvanced

DAY ONE Continued...

DAY TWO KM Insights and Technology

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FULL PRICE• One place at Knowledge Management UK 2016: £895

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