Knowledge Management Australia 2015: The Discovery and Re-Discovery of Knowledge

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The Discovery and Re-Discovery of Knowledge
4-6 August 2015, Rydges Melbourne
Two-day Connected Congress and Six Post-Forum Workshops
Innovation (Strategy and Discovery)
Agile KM
Manage Change
Collaboration & Learning
Embedding KM
Measuring & Creating Value
Gaining Buy-In
Program-based KM
Gamification in KM
The Barriers of KM
Current Partners
Cirque De Soleil - Canada
Bill and Vieve Gore School of Business,
Westminister College – USA
Bill Kaplan, Founder and Principal,
Working KnowledgeCSP
LLC – USA
Department of Economic Development, Jobs,
Transport and Resources
Birchip Cropping Group
Intelligent Answers
Innosis
University of Southern Queensland
Karingal
Australian Securities & Investment Commission
Institute of Public Administration Australia
ANZ Bank
Social Media Navigator
Microsoft
State Trustees
Woods Bagot
University of Melbourne
JLT Australia
The Leaders for KM Australia 2015 who will deliver
Case Studies, Innovative Practical Strategies and Processes:
Knowledge Management Australia 2015
A New Face to Knowledge Management
Educational Partner

Knowledge Management is making a resurgence in all areas. Organisations are realising that they must retain the
knowledge not just from retiring baby boomers, but also from Gen Y and Millennials, who tend to move
organisations with more frequency than past generations.
These factors brings a reinvention of Knowledge Management as new processes and
strategies for collaboration and learning are developed using enhanced and
adapted KM practices—giving organisations the opportunity to reap real
benefits.
High performing organisations have realised the critical role of
knowledge and collaboration in stimulating creativity and
enhancing innovation and performance.
Post-Forum Workshops: 6th August 2015
Workshop A: A Simple and Effective Approach to Developing Your
KM Strategy and Implementing Framework (based on the Working
Knowledge CSP Concept | Strategy |Practice (CSP) Model)
Facilitated by: Bill Kaplan, Founder and Principal, Working KnowledgeCSP
LLC
Workshop B: Knowledge and Innovation Systems Management in the Public Sector:
A Peer-To Peer Discussion Workshop
Facilitated by: Eight Leading KM Professionals from the Department of Economic Development, Jobs,
Transport and Resources, University of Melbourne and Birchip Consulting Group
Workshop C: A Blueprint to KM Sustainability
Facilitated by: Michelle Lambert, Director, Social Media Navigator
Cory Banks, Social Architect, Microsoft
Workshop D: Building Innovation On Collaboration - The Innovation Sweet Spot
Facilitated by: Alistair Webb, Owner, Innosis
Workshop E: KNOWledge SUCCESSion, a strategy for sustained high performance
Facilitated by: Arthur Shelley, Intelligent Answers
Founder: The Organizational Zoo Ambassadors Network
Author: The Organizational Zoo & Being a Successful Knowledge Leader
New Book out mid 2015: KNOWledge SUCCESSion
Cirque Du Soleil - tbc
Workshop F: Serious Games – Knowledge Acquisition, Codification and Sharing
Facilitated by: Michael Sutton, Bill and Vieve Gore School of Business, Westminister College
www.kmaustralia.com
#kmaus @kmaustralia
KM Australia
KM Australia
Social Media About our Educational Partner:
School of Information Studies at Charles Sturt
University is the leading provider of distance
education for the information industries, and has
been educating and researching in the Information
& Library Studies field for 40 years. Indeed, well
over half of Australia’s ILS students study at CSU.
Students can opt to specialise in the areas of Information & Knowledge Management or
Information Architecture, and gain professional skills while working with real clients
and live scenarios in a variety of settings. The teaching staff are world-renowned experts
in their respective fields, and have strong links with the professions both nationally and
internationally.

DAY One - Tuesday, 4 August 2015
8.30 Registration and refreshments
9.00 Chairperson’s opening remarks – Cory Banks, Social Architect, Microsoft
(An experienced KM practitioner, chair of the QKM Forum, committee member of the actKM Forum and
board member of the IIM)
9.15 International Keynote: Applying “Agile” in Developing KM Strategies and Implementing Frameworks

“Agile” Development Methods, which are based on solid KM fundamentals, can be effectively applied
to the development of KM strategies and implementing frameworks themselves. This session will
present and explain a practical, “agile” based methodology for developing “fit for purpose” and context
relevant KM strategies and implementing frameworks that (1) incorporate a KM pilot project “up front”
as a primary source of insight for strategy development and framework implementation, and (2) are
based upon “Fast Learning” fundamentals that need to be taught to the organisation for long term
KM success and are part of the foundation for “agile.”
• Many of us are familar with the application of “agile” methods to software development.
At the heart of agile is “knowledge management.” Agile relies on direct communication and
intense collaboration across an integrated team of subject matter experts.
• One goal of agile is to focus upon only the knowledge that the developer (who writes the
code) needs to know. Transferring and sharing this required knowledge in a team is a difficult
task that in the traditional (non-agile) model was tackled by introducing rigorous “waterfall”
processes and sequential knowledge transfer.
• Agile focuses on concurrent efforts with learning built into all phases and levels of the effort .
Very often this is with incomplete “but enough” knowledge to proceed with development
relying on collaboration cross multi-functional and integrated teams and the sharing of tacit
knowledge “as part of the way work is accomplished” to get things done.
Bill Kaplan, Founder and Principal, Working KnowledgeCSP
LLC

What The Delegates Will Take Away from the Session:
• Understand “Agile” KM Strategy Development vs. “Common” Development Approach
• Understand Value of the Pilot Project and a method for effective Pilot Project Selection
• Understand an “Agile” based process for KM Strategy and KM Framework development and
implementation through continuous learning while piloting
10.15 Application of a Systemic Lessons Learned Knowledge Model for Organisational Learning Through
Projects
In practice organisational learning from projects rarely happens, and when it does it often fails to
deliver the intended results. Learn how to use the Syllk model (a
variation of Reason’s Swiss cheese) to wire an organisation for the
capability of learning through projects.
Audience Participation: Identify facilitators & barriers to
Knowledge Management (Lessons Learned) and associated KM
practices with a follow up discussion at the World Cafe.
• Organisations are failing to learn from their past experiences
• The Swiss cheese model is successful at promoting safety and accident prevention
• We adapt the Syllk model for organisations to learn from past experiences
Stephen Duffield, MPM CPPD, PhD Candidate at the University of Southern Queensland

• Gain an understanding of the facilitators and barriers to knowledge management lessons
learned.
• Enable management to conceptualise how learning know-how is distributed across a
network of interconnected organisational faculties and systems.
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DAY One - Tuesday, 4 August 2015 continued
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11.00 Morning refreshment and networking - #kmaus
11.30 Retaining and Acting on Critical Knowledge: The Case for Lessons Learned
This session explores the lessons learned approach at ASIC which is cyclical and results oriented. It
discusses how the approach is key to retaining and acting on critical knowledge to improve business
processes and outcomes. The session highlights key elements which must be considered, such as:
• Defining the business drivers
• A focus on problem solving techniques
• Actioning lessons learned – use of hard and soft measures
Dr. Shalini Reilly, Senior Manager Knowledge Management Services,
Australian Securities & Investments Commission
An understanding of key success factors and common challenges when introducing major behaviour
change initiatives such as lessons learned, and an appreciation of continuing improvement
opportunities.
The Australian Securities & Investment Commission is Australia’s corporate, markets and financial services
regulator. ASIC regulates Australian companies, financial markets, financial services organisations and
professionals who deal and advise in investments, superannuation, insurance, deposit taking and credit. ASIC is
an independent Commonwealth Government body with offices in all states and territories.

12.15 Adapting Knowledge Management Environments
• Organisations – particularly in the public service- can be full of intellectual capital and still
lack the ability/agility to adapt to the changing environment
• We are moving beyond mere knowledge to collective and individual awareness, continuous
agile learning and openness to change. Learning and creativity are now seen as vital
determinants of success.
• Marked differences between the public service “juggernaut” and smaller non-profits. Non-
profits are sometimes well- focused & often have greater potential for agility and adaptability;
but are often poorly resourced, exposed to rapid churn and loss of expertise
• Loss of critical expertise from the public sector with baby boomer retirements/large-
scale redundancies –many are transferring knowledge /expertise-from a public service
environment to a similar ( but smaller, more immediate ) non- profit and continuing to learn
and regenerate.
Paulette Paterson, Communications & Secretariat, Institute of Public Administration Australia
Divisions in all states and territories, 4,000 members Australia wide, Members from all tiers of government and the wider public
sector, 1,300+ events and training programs every year , 21,000+ people attend IPAA events and courses every year, $12 million
annual turnover
1.00 Networking lunch (Please let us know of any dietary requirements two weeks prior to congress)
2.00 A Brief History of Knowledge Management at State Trustees
KM practices have emerged in State Trustees over a period of years, through the context of designing
and executing technical - versus non-technical learning programs.
• ‘Burning platform’ change models, and the impact on organisational knowledge
• How to ‘steer into the skid’ of organisational change
• Incorporating learning-centric behaviours into broader cultural change
“Intelligence is the ability to adapt to change. ” Stephen Hawking
Stewart MacLeod, Manager, Knowledge and Development, State Trustees Limited
State Trustees is a Victorian government owned company and Victoria’s public trustee. State Trustees helps
Victorians with wills, enduring powers of attorney, estate administration and private and charitable trusts.
State Trustees also looks after the financial and legal affairs of nearly 10,000 Victorians who are unable to do so
themselves due to disability, mental illness or other circumstance.
“It is
not the
strongest
of the
species
w
ho
survive, nor
the
m
ost intelligent, but the
one
m
ost
responsive
to
change.”
Charles
D
arw
in

DAY One - Tuesday, 4 August 2015 continued
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2.45 Building KM Capacity in the Public Sector: The Importance of Developing a Coherent Approach to
Program Management
Guided panel discussions
• Constraints and opportunities associated with a program-based approach to knowledge and
innovation systems management in the grains and dairy sectors
• Experiences of developing a program-based approach KM in the Australian dairy sector
• Service Innovation perspective
• Program based metadata management as an emerging innovation
• Turning KM on its head – a grower group perspective of KM challenges
• Conclusions for conceptions of KM, KM programs and innovation brokering
Guided panel discussions to be facilitated by KM Specialist Richard Vines and will include:
Priit Kaal, Knowledge Manager, Department of Economic Development, Jobs, Transport and Resources
Kieran Murphy, Service Innovation, Department of Economic Development, Jobs, Transport and Resources
KatherineHollaway, SeniorProjectOfficer, DepartmentofEconomicDevelopment, Jobs, TransportandResources
Michael Jones, University of Melbourne
Chris Kirk, University of Melbourne
Chris Sounness, Managing Director, Birchip Cropping Group
3.45 Afternoon refreshment and networking #kmaus
4.15 A NEW Beginning : Using a Knowledge Management Approach to Information Management in the not-
for-profit sector – Case Study
Establishing an information governance strategy in a growing not-for-profit organisation that
incorporates Knowledge Management thinking and practices.
• Determining whether to start from scratch or incorporate?
• Getting people motivated and establishing a common language
• What’s planned for the future
• KM with limitations
Fiona Seal, Information Manager, Karingal
Delegates will leave with an insight into some of the challenges of establishing an Information and
Knowledge-aware organisation that is undergoing significant growth in the not for profit sector. This
includes introducing new ways of approaching work, working within resource and cost limitations, and
encouraging stakeholder involvement and ownership.
Karingal is a not-for-profit organisation that has been in operation since 1952.
It was established to improve the quality of life for people with a disability by providing and promoting valued services, care and
supports in: Personal support services, recreation and education programs, vocational placement, training and support services,
accommodation and associated support services and aged care and related services.
1600+ Employees in over 170 locations across three states
Employee numbers have expanded from 1097 in 2008/2009 to 1606 in February 2015
Was a key driver in the Every Australian Counts campaign which led to the Implementation of the National Disability Insurance
Scheme.
5.00 Closing Remarks and End of Day One
#kmaus @kmaustralia
KM Australia
KM Australia
Social Media

DAY Two - Wednesday, 5 August 2015
www.kmaustralia.com
8.30 Registration and refreshments
9.00 Chairperson’s opening remarks welcome to day two
Review of previous day’s learnings – Cory Banks, Social Architect, Microsoft
(an experienced KM practitioner, chair of the QKM Forum, committee member of the actKM Forum and
board member of the IIM)
9.15 Acquiring Advanced Talent to Develop Consistent Exceptional Performance
The interview style presentation would explore the talent, knowledge, learning and development
required to deliver advanced performance every day (using some video footage of athletes and then
showing them in a show to highlight the difference).
• The challenges of recruiting the raw athletic talent through to how these capabilities are
refined into outstanding artistic performance.
• The “knowledge, talent and practices” required to consistently perform at this level every day
• Contingencies required to mitigate the risks of the loss of a key player from the acts.
Dr Arthur Shelley, Founder, Intelligent Answers
Brigitte Carbonneau, Directrice Projets Stratégie d’affaires/ Business Strategy Project Director,
Cirque De Soleil
Cirque Du Soleil has close to 4,000 employees, including 1,300 performing artists from close to 50 different countries. Cirque
du Soleil has brought wonder and delight to close to 150 more than 155 million spectators in more than 300 cities in over forty
countries on six continents.
10.15 Ready - Steady - Go
The Creation of an Agile Knowledge Platform
This session explores the creation, development and deployment of Woods Bagot internal agile
knowledge platform. The business case and strategy behind the platform, the steps, the back-steps
and methodology for a platform that will:
• Bring efficiency in the discovery of knowledge
• Allow and improve reusability
• Scale down dependency on individuals for project success.
• Boost organisational productivity
Felicity McNish, Global Knowledge Manager, Woods Bagot
Woods Bagot is a global design and consulting firm with a team of over 800 people working across Australia, Asia, the Middle
East, Europe and North America.
11.00 Morning refreshment and networking #kmaus
11.30 International Case Study Presentation by Corporate Partner Client
12.15 Gamification in Knowledge Management Initiatives
Gamification (GAMING), Simulations (SIMs), and the potential of Serious Games (SGs) are highly
relevant to Knowledge Management Initiatives. The education of KM professionals and knowledge
workers through GAMING, SIMs, and SGs within the higher education sector, public sector, and
corporate environments exhibits a significant business value proposition. Large and growing
population of Gen, X, Gen Y, Gen Z, and Millennials are more familiar with playing games.

However, many other characteristics of the Millennials can be positively harnessed through
gamification within a knowledge-based environment. This session will review the emerging trends in
the application of GAMING, SIMS, and SGs to the knowledge-based work environment. The impact
within KM initiatives will be described in terms of knowledge acquisition, capture and creation,
knowledge organization, knowledge stewardship, knowledge storage, knowledge sharing, knowledge
mobilization, knowledge diffusion, and knowledge preservation/archiving.
Key Take Aways:
• Acquire a context for positioning gamification, serious gaming, and simulations within the
organisational learning framework associated with KM initiatives.
• Develop insight into why gamification has become so relevant to educating and engaging
Gen, X, Gen Y, Gen Z, and Millennials in emerging knowledge-based workplaces.
• Connecting and relating GAMING, SIMS, and SGs to the KM life-cycle in knowledge intensive
environments.
Michael JD Sutton, PhD, Assoc. Professor, Bill and Vieve Gore School of Business, Westminister College
The Princeton Review’s ‘378 Best Colleges’ (2014 edition) ranks Westminster College in the top 15% of colleges and universities in
the U.S. and Canada.
The Princeton Review named Westminster to their list of “Green Colleges” in 2013.
The college enrolls approximately 2,991 students; 2,233 undergraduates and 758 graduate students.

DAY Two - Wednesday, 5 August 2015 continued
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1.15 Networking lunch (Please let us know of any dietary requirements two weeks prior to congress)
2.15 Here’s What We Know So Far - A World Café and Barriers to KM
In this session you will have the opportunity to take part in discussing the Barriers to KM that was
presented by Stephen Duffield and then also take part and discuss your challenges, topical issues and
get solutions through collaboration at the World Café.
There will be several topic tables in the conference room each headed by an expert/ thought leader/
practitioner within the topic. You will have the choice to move around the room and topic tables as you
wish, or you can lead one of the tables.
At the beginning of the congress you can volunteer to lead anyone of the below World Café tables. The
leaders will be determined at the end of the day.
Social Media and Collaboration
Learning and Performance
Content and Information Management
Change Management
Creating Value and Gaining Buy-In
3.00 A Case Study on KM Adoption Strategies and Measures
Lyn has worked in a number of organisations where the challenge to change culture and encourage
knowledge sharing has resulted in successes and some failure. In sharing her experiences, Lyn hopes
to trigger conversation on culture change and example strategies to measure and report on adoption.
No doubt gamification ideas will form part of the conversation!
• KM adoption challenges – punishment or reward?
• Using game like strategies to encourage adoption
• Methods to measure success (or failure) of adoption strategies.
Lyn Murnane, Knowledge Manager, Analytics & Insights, ANZ Bank

Delegates will gain insights on how other organisations have measured / valued success and the
resulting conversation will help trigger new ideas for us all to share.
Australia is ANZ’s largest market, serving approximately six million Retail and Commercial customers through a network of
around 800 branches, 115 business centres, 2,700 ATMs and leading online and mobile banking applications.
The Analytics & Insights team consists of 130+ specialists who work across the Insights Continuum delivering campaign
activities, data insights, analytical modelling, defining and guiding data governance and frameworks, and managing day-to-day
data operations functions.

3.45 Afternoon refreshment and networking #kmaus

DAY Two - Wednesday, 5 August 2015 continued
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4.00 The Journey of the Modern Knowledge Manager
Making Knowledge Management work in a non-traditional KM environment for 135 countries and 40
territories - A Case Study
• How to utilise numerous practical examples to help sell KM and its values, when white papers
and executive presentations missed the mark
• Recognising and adapting to differing opinion and behaviours from continent to continent in
a global business.
• The discovery of where knowledge is valuable in a corporate enterprise
• It’s mine, all mine! Why is it so hard to share?
• Practical applications of knowledge management initiatives and gaining executive support
Michael Hefferan, Manager - Knowledge Management, JLT Australia
An understanding of a multitude of different ways to communicate ideas, thoughts, processes and
align differences in operating structures to knowledge initiatives, without the specialist labels and
definitions
JLT Group is one of the world’s leading providers of insurance, reinsurance and employee benefit related advice, brokerage and
associated services. Our client proposition is built upon our deep specialist knowledge, client advocacy, tailored advice and
service excellence.
Employees: Over 10,000
Operating in 135 countries and 40 territories

4.45 Looking Through the KM Hourglass
This last session looks at knowledge management now and how it is being approached, and what the
future holds for knowledge management?, through these KM hot issues:
• Through these Three KM Hot Issues:
• How do you embed a KM process?
• Gaining buy-in
• Creating a value for KM
Cory Banks, Social Architect, Microsoft
Michelle Lambert, Director, Social Media Navigator
5.15 Closing remarks from the chair person and end of congress

www.kmaustralia.com
Post-Forum Workshops - Thursday, 6 August 2015
Simple and Effective Approach to Developing Your KM
Strategy and Implementing Framework (based on the Working KnowledgeCSP
Concept | Strategy | Practice (CSP) Model)
Registration: 8.30 am
Workshop time: 9.00 am - 12.00pm
Facilitator: Bill Kaplan, Founder and Principal, Working KnowledgeCSP LLC
About your workshop leader:
Bill Kaplan is one of the original thought leaders, practitioners, and consultants applying knowledge management in the
government sector, a long time practitioner in the private sector, and is published on many articles on knowledge man-
agement and federal acquisition. He also uniquely works at the intersection of KM and federal acquisition and program
management, helping government organizations create value from their knowledge to ensure mission success.
Bill Kaplan completed a distinguished career in federal acquisition and program management in the United States Air
Force and the Department of Defense, retiring in the rank of Colonel. During his military career he earned numerous per-
sonal, unit awards and service medals including the Defense Superior Service Medal and the Legion of Merit Medal.
About the workshop:
An organisation must have an idea, a concept, about where it wants to go with knowledge management, how it’s going to get there, and what it’s
going to do to implement KM in a consistent, sustainable and measurable way to achieve better operational or business performance . . . that is
the promise of knowledge management.”Bill Kaplan, Founder, Working KnowledgeCSP
This workshop will help you to think through your organisation’s path to developing an effective KM Strategy and Implementing Framework. This
is neither a so called “certification” course that promises to “certify” you in KM, nor is it an academic exercise in KM concepts lacking practical
outcomes or outputs.
Rather, it is an opportunity for you to gain the understanding required to develop a relevant KM Concept for your organisation based on a solid
understanding of what you want to do with KM and why develop a KM Strategy that fits your culture and workforce dynamics, and then to
determine what implementing practices work best based on your KM concept and strategy, and desired outcomes.
A real question is “Can I do this? and “Where do I start?”
The CSP model provides leaders and their workforces a clear road map. It is presented in understandable terms supported by ready-to-implement
ideas that can be used to begin to think about and then to build smarter, more successful organisations by maximising the knowledge that is
already inside their organisations before it is lost through turnover or other attrition.
The CSP Model is divided into three phases:
• Knowledge Concepts
• Knowledge Strategy
• Implementing Practices.
Concept: Understanding (1) the future state that you wish to achieve from leveraging “what you know about
what you do” to improve business or operational performance, and (2) the outcome that you wish to achieve
through your investment in Knowledge Management (KM).
Strategy: Any KM investment should be grounded in the overall strategic plan of your organisation.
Developing a KM Strategy and codifying this as part of the overall strategic plan helps to embed KM as an
achievable and valued objective that is supported by leadership.
Practice: Identifying and implementing the relevant KM practices, tools, and techniques that you will embed in your organisation as “part of the
way you work” to consistently capture, adapt, transfer, and reuse the critical and relevant knowledge needed to drive your business or mission
outcomes.
To move from concept to strategy to implementing practice, to enable your organisation (top down) and workforce driven (bottom up) behavior
and knowledge culture, the organisation must focus on (1) easily stated and easily understood outcomes, (2) tied to relevant measures of (KM)
success, that (3) must be tracked to existing strategic initiatives and measures of value.
This workshop is especially relevant in helping you to decide if you are able to develop and implement a KM Strategy and Implementing Frame-
work internally or if you need outside help. In either case, you will benefit from this workshop by improving your ability to think through what is
required and asking the right questions from the beginning.
Prior to the workshop attendees, are asked to complete a very short questionnaire about the “Knowledge Management Environment” (KME) in
their organisations. This insight is used to craft the workshop to fit this audience and its relative KM maturity and workshop objectives.
The workshop will be about you and your KM needs.
All attendees will receive a workbook that carries the discussion from the workshop back to the workplace and serves as a summary of our
workshop discussions and your learnings.
The Practical Application: This is neither a so called “certification” course that promises to “certify” you in KM, nor is it an academic exercise in
KM concepts lacking practical outcomes or outputs. Rather, it is an opportunity for you to gain the understanding required to develop a relevant
KM Concept for your organisation based on a solid understanding of what you want to do with KM and why, develop a KM Strategy that fits your
culture and workforce dynamics, and then to determine what implementing practices work best based on your KM concept and strategy, and
desired outcomes.
A

B
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Knowledge and Innovation Systems Management in the Public Sector:
A Peer-To-Peer Discussion Workshop

Facilitators: Richard Vines, Knowledge Management Specialist, Department of Economic Development, Jobs,
Transport and Resources
GavinStilgoe,ManagerGeoScienceInformation,DepartmentofEconomicDevelopment,Jobs,TransportandResources
Priit Kaal, Knowledge Manager, Department of Economic Development, Jobs, Transport and Resources
Kieran Murphy, Service Innovation, Department of Economic Development, Jobs, Transport and Resources
Katherine Hollaway, Senior Project Officer, Department of Economic Development, Jobs, Transport and Resources
Michael Jones: , University of Melbourne
Chris Kirk, University of Melbourne
Chris Sounness, Managing Director, Birchip Cropping Group
About the Peer-to-Peer Discussion Workshop:
Taking from Day Ones guide discussion during the congress and drawing from Victoria’s agricultural and natural resource management industries,
the workshop is for those working in knowledge intensive environments across a wide range of industries.
Discussions will be hands on and will draw upon lessons learned from and views associated with:
• What does program management look like in the public sector?
• Discussion of key differences in program management frameworks between the government, private and community sectors
• Case studies of distributed learning communities in Australian agriculture, and the piloting of an audience centric collaboration platform
spanning institutional and jurisdictional boundaries;
• Design principles of collaboration initiatives to draw in the public, private and community sector resources: lessons learned
• Innovation brokering across industries and new roles to nurture the emergence of change
• Knowledge hubs and distributed learning services to support program-based objectives
• Working with data and research collections
• Program-based metadata management: an emergent area of innovation;
• Turning KM on its head in the Australian Government?
• Managing for emergence over long periods of time taking into account different types of knowledge including tacit, implicit and explicit
knowledge
• Implications for institutional and personal capability development and the long term preservation of public knowledge assets.
The workshop will include a detailed show case of DEDJTR’s Enhanced Metadata Management Application tool, and how it emerged from a range
of long-term knowledge diffusion initiatives between the higher education sector and government.
Hon Fellow: eScholarship Research Centre, University of Melbourne,
Richard has been involved in a start-up knowledge management
initiative within the Farm Services Division of DEPI since December
2010. He previously worked as a Knowledge Broker, Quality Manager
and consultant in the child and family welfare sector.
Kieran has worked within the Victorian Department for 8 years,
most recently as Farm Services Knowledge Management
Coordinator. He combines a background in Viticulture, Marketing,
Education and ICT project management, to successfully imple-
ment digital / online initiatives across the Agriculture Group.
Priit is the Knowledge Management Specialist for Dairy Services and
Services Business Improvement, Priit leads a small team of muti-media/
user interface and knowledge brokering staff. The work of this team is
focused on ensuring relevant information for the Australian dairy
industry is sourced, synthesized, packaged and communicated in a
format that is delivered to the appropriate place (area) or person (indi-
vidual) at the right time to enable informed decision making
About your workshop leaders:
Chris is an experienced computer hardware and software engineer
with several decades work experience in the commercial sector
both in Australia and overseas, particularly in the United States.
He has been an Honorary Research Fellow at the eScholarship
Research Centre, University of Melbourne since 2009..
Michael Jones is both a PhD student and Senior Research Archivist
at the University of Melbourne’s eScholarship Research Centre.
Since starting at the Centre in 2008 he has worked on numerous
paper-based and digital archival projects. He is an Advisory Group
Member on the University’s Digital Research and Data Preservation
Strategy and has worked on a number of consultancies with the
Victorian Department of Primary Industries.
Katherine started at the Victorian Department in 1993 in herbicide
research. For the last 11 years she has worked as a communication
specialist in a range of grains industry programs including drought and
climate, and delivered the popular Sustainable Farm Families health
program.
Katherine is currently the Project Manager for the eXtensionAUS Field
Crop Diseases learning network
Gavin leads the Knowledge Management project team, associ-
ated with the Geological Survey of Victoria. He has worked on
national and international collaboration projects to develop,
testbed and implement the Open Geospatial Consortium (OGC)
web services for geological data transfer. He is responsible for the
design and implementation of supporting technologies for the
Victorian deployment of the OGC services.
Chris is the CEO of the Birchip Cropping Group one of the most
important grains grower groups in the State. He has worked in the
Grains Industry in Victoria since 1992. One of his current interests as an
industry thought leader has been to explore and develop systems that
leverages the value of farm-based data management and the role this
plays in decision making.

C
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A Blueprint to KM Sustainability

Facilitators: Cory Banks, Social Architext, Microsoft (an experienced KM practitioner, chair of the QKM
Forum, committee member of the actKM Forum and board member of the IIM)
Michelle Lambert, Director, Social Media Navigator
About the workshop:
Take a design approach to your KM program including strategy, approach, initiatives, change and sustainability.
Join two of Australia’s leading KM practitioners as they share their experience in designing successful KM programs and approaches.
The workshop will have shared experiences as well as a hands-on component looking at and working through your particular challenges.
It will focus on specific areas including:
• Knowledge Strategy
• Managing Change
• Knowledge Retention
• Embedding KM Practices
• Topic to be identified by the attendees based on need

Cory Banks is an Information and Knowledge Strategist and is a recognised expert and sought after speaker on information
and knowledge based approaches to collaboration, capability, productivity, decision making and innovation.
Michelle Lambert has a diverse background, including significant experience in senior roles in
Corporate, Public Sector and founding and building a successful Roundtable across the industry to
facilitate peer learning to deliver practical results to the member organisations. She works with
organisations where she believes that social productivity achieved through new business tools
enables leaders to be more informed to make better business decisions, their people are more
connected, engaged and resilient in a constantly changing environment all working towards the
same business goals.
KM

Alister is a collaboration specialist with a deep background in internal collaboration systems and culture.
He spent 15 years at Telstra on a journey that took him from early Intranet sites through to the arrival of
SharePoint and now the ground-breaking era of the social enterprise. He has been instrumental in many of
that organisation’s Intranet and collaboration initiatives. Since leaving Telstra late in 2013 he has been acting
as a consultant for Social Edge Consulting, a social collaboration consultancy operating out of the USA with
clients in all regions of the globe.
He recently joined forces with Innovation specialist Andrew Pope to form Innosis, a consultancy focused on
bringing sustainable innovation to organisations through highly effective collaboration.
Apart from his strategic work, Alister is a Certified Community Manager and understands the hands on aspects of social collabo-
ration. His focus has always been on moving knowledge rapidly across an organisation and across silos, and how this can enable
organisations to become more innovative.
He is passionate about the power of social enterprise and its potential as an organisation game-changer.
D Building Innovation On Collaboration - The Innovation Sweet Spot

Registration: 12.30 pm
Workshop time: 1.00 pm - 4.00pm
Facilitator: Alister Webb, Owner, Innosis
www.kmaustralia.com
About the workshop:
Preparing your organisation for innovation by supercharging collaborative behaviours.
For truly sustainable innovation, the first step in any Innovation Master Plan is your collaboration strategy. Ideation, the creation and collection of
ideas, does not embed innovation. It’s a mechanism for individuals to throw ideas at a wall and hope they stick. Ideation fails more than it
succeeds.
This workshop focuses on techniques to elevate and focus collaborative behaviours to go where ideation doesn’t - a sustainable innovation
culture. A culture in which individuals, by default, constantly look for ways to help renew and reinvigorate the organisation so it can flourish in a
highly pressured, constantly-evolving operating environment.
Measuring and mastering collaborative behaviours will take your organisation to what we at Innosis call the Innovation Sweet Spot, the point at
which these collaborative behaviours naturally evolve into a sustainable innovation culture, independent of tools and technology.
Our focus is on the way people approach their work, their mindset, their understanding of what ‘working socially’ or ‘working out loud’ actually
means in a business context.
You will leave the workshop with a folio of Innovation Sweet Spot measures, methods and techniques as well as a solid start to an Innovation-
oriented Collaboration Strategy for your own organisation.

E KNOWledge SUCCESSion, a strategy for sustained high performance

Facilitators: Dr. Arthur Shelley, Intelligent Answers
Founder: The Organizational Zoo Ambassadors Network
Author: The Organizational Zoo & Being a Successful Knowledge Leader
Brigitte Carbonneau, Directrice Projets Stratégie d’affaires/ Business Strategy Project Director,
Cirque Du Soleil
About the workshop:
The biggest challenge facing many organisations is creating and maintaining
a knowledge base that keeps them at their optimal performance.
Global economies, like trust, take significant time to build but can crash in moments. Our complex and highly interdependent environment
requires us to be in a constant state of sense-making to perceive how we are tracking and how to manage the emergent changes thrust upon us.
It matters little whether you are a commercial enterprise, in government or a not for profit, being the best you can be and doing the right things
requires constant reflection and a forward focused strategic plan of priority actions.
This workshop explores:
• The novel concept of KNOWledge SUCCESSion and how we the way we interact with each other significantly impact our
success through experiential learning.
• Acting on this new strategy for achieving optimal performance amongst the emergent complexity of our modern world
provides insights that just listening to presentation can’t.
KNOWledge SUCCESSion represents more than just capture and transfer of knowledge, as it closely aligns knowledge-informed projects as the
delivery mechanism of the organisational strategy. It refers to the creation, transfer and application of knowledge in short term cycles to BOTH
create value and learn by doing. This approach results in building foundations, insights and capabilities for the next stages of organisational
evolution. It requires both leadership (to engage others around a common direction and understand why) and management (to get the priorities
done and jettison the less important initiatives) to create new knowledge and learning the build resilience and fuel innovation.
Dr Arthur Shelley is a capability development and knowledge strategy consultant with over 30 years professional
experience. He has held a variety of roles including Global Knowledge Director in a multinational corporation and manager
of international projects in Australia, Europe, Asia and USA. Arthur is awarded tertiary educator, including a 2014 Australian
Office of Learning and Teaching citation for “outstanding contributions to student learning”. He facilitates creative
workshops as well as F2F, blended and virtual courses on Knowledge Driven Performance and
Project Leadership in RMIT University’s MBA and Master of Project Management programs and
Knowledge Management through Open Universities Australia. Author two books: Being a Suc-
cessful Knowledge Leader and The Organizational Zoo, several book chapters, articles journals
and has a regular blog providing insights from his metaphor and behaviour research.
More at www.organizationalzoo.com
Brigitte Carbonneau ran away with Cirque du Soleil in 1993 and had never quit since. She is starting her 22nd year within
the organization. During over 8 years touring, she held the functions of Box Office Manager and Tour Services Director
for American, European and Asia Pacific tours. Back in Montreal in 2000, Brigitte directed several projects for the Vice-
Presidency Production prior to become in 2006 Senior Director for Performance Support. Her responsibility was to manage
globally the performance of the Artists in all our shows, as well as in Montreal studios. Parallel to her function, for the last
two years Brigitte was Project Director for our Strategic Exercise of costs reduction and reviews of the practices for the
Creative Content. Since one year, she is now fully assigned as Project Director for the Business Strategy unit where her
role is to insure the realisation and delivery of the strategic exercise of the Cirque du Soleil Group as well as supporting its
subsidiaries in their strategic planning.
Prior to joining Cirque du Soleil, Brigitte also worked on many film productions as set manager and in theaters as front of house manager.
www.kmaustralia.com
www.organizationalzoo.com

www.kmaustralia.com
F Serious Games – Knowledge Acquisition, Codification, and Sharing

Facilitator: Michael Sutton, Bill and Vieve Gore School of Business, Westminister College
About the workshop:
Games provide immediate feedback, which appear to be more effective and efficient than traditional learning strategies, while exhibiting many
complementary values to coaching and mentoring. Virtual environments and simulations have been found to be very effective when contrasted
with non-digital methods, because of their immersive experience. At the same time, card games and 3-dimensional games can present employees
and learners with compelling challenges set in realistic environments. Gamification may be defined as the process of integrating game theory,
game elements, and game mechanics in order to engage employees and learners, enhancing their participation and performance.
Gamification in business is an experience that helps:
• Improve the performance of employees
• Commit and take responsibility for learning
• Achieve and maintain engagement
• Promote transformational situations
• Open the mind to creative thinking and innovation
Gamification in training and education builds passion, rigour, organization, discipline, resiliency and grit. Simulation can construct immersive
environments for experiential learning.
Gamification in the enterprise and higher education are not just the inception of “funification” of work. Gamification creates a foundation for:
• Cultivating leadership, teamship, followship, collaboration, and communityship traits
• Improving soft skills and individual performance
• Focusing attention upon knowledge work through personal and team reflection that can be described in terms of affect,
behavior, and cognition
• Achieving business goals, strategies, and objectives
Michael, an Associate Professor at the Bill and Vieve Gore School of Business (BVGSB) at Westminster College (WC), brings
a unique perspective to his passion for Knowledge Mobilization (KMb). His comprehensive career in senior corporate and
consulting positions encompassed nearly four decades associated with Business Strategic Planning, Business Process
Management, Administrative Renewal, Training and Development, Knowledge Management, Management Consulting,
Coaching, Mentoring, and Enterprise Document Management. His academic and higher education passion has also been
recognized with a teaching excellence award from Kent State University and a scholarly excellence award from the BVGSB
at WC.
He has acquired extensive experience in educating, teaching, managing, technically architecting, and leading strategic
business initiatives, new educational programs, and new business ventures. He was a Practice Director for over fifteen
years, concentrating his analytical, leadership, management, systems thinking, and team building talent in the emerging
field of Knowledge Management in preparation for achieving his Knowledge Management PhD when he was 57 years old.
Michael is widely published, including a watermark book entitled Document Management for the Enterprise: Principles, Techniques, and
Applications, (Wiley, 1996), which has been adopted internationally by
corporations and universities and was translated into Russian.
Michael has provided innovative consulting services to a range of
clients: from Microsoft Corporation, UN Agencies and numerous depart-
ments of the Canadian Federal Government, to the Canadian Security
Intelligence Service and the US Department of the Navy.

www.kmaustralia.com
Phone: +61 1300 550 662
Fax: Send the completed registration form to +61 1300 550 663
Email: aga@arkgroupasia.com
Web: www.arkgroupaustralia.com.au
Post: Send the completed registration form to Ark Group Australia Pty Ltd,
Unit 2, 69 Carlton Crescent, NSW 2130
To sponsor and exhibit at
KM Australia, contact
the Sponsorship Manager
Phone 1300 550 662 or email
aga@arkgroupasia.com
SO-web
Bookings can be submitted at any stage prior to the1.
event, subject to availability. A limited allocation is being
held and booking early is therefore recommended. In
the event of the booking not being accepted by Ark
Group Australia the total amount will be refunded.
Payment must be received in full prior to the course.2.
All speakers are correct at the time of printing, but are3.
subject to variation without notice.
If the delegate cancels after the booking has been4.
accepted, the delegate will be liable to the following
cancellation charges:
Cancellations notified over 45 days prior to the eventƒƒ
will not incur a cancellation fee.
In the event of a cancellation being between 45 andƒƒ
30 days prior to the event, a 20% cancellation fee
will be charged.
For cancellations received less than 30 days prior toƒƒ
the event, the full delegate rate must be paid and no
refunds will be available.
All bookings submitted by e-mail, fax, or over the5.
telephone are subject to these booking conditions.
All cancellations must be received in writing.6.
Ark Group Australia will not be held liable for7.
circumstances beyond their control which lead to the
cancellation or variation of the programme.
All bookings, whether Australian or overseas will be8.
charged Australian GST at the prevailing rate at the
time of booking.
Delegates are responsible for their own travel,9.
accommodation and visa requirements.
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If you do not wish to receive this service, please tick this box q
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Workshops(selectA/B/C/D/E/F)
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Half Day Post-Congress Workshops
Workshop A $695 + GST = $764.50
Workshop B $695 + GST = $764.50
Workshop C $695 + GST = $764.50
Workshop D $695 + GST = $764.50
Workshop E $695 + GST = $764.50
Workshop F $695 + GST = $764.50
Congress
Standard
Early Bird (exp: 27/06/15)
Member (exp: 27/06/15) The member discount is available to members
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Knowledge Management Australia 2015: The Discovery and Re-Discovery of Knowledge