Keynotes and Speakers for ii2006

Abstract:
Delivering On the Promise of KM

It's been over ten years since Knowledge Management (KM) emerged as a new lever for business performance in global corporations. The potential value from leveraging the collective know-how of knowledge workers in the Information Age was clearly a prize worth pursuing. Unfortunately, most companies have failed to deliver on the performance promise of KM. Given the reality of the aging workforce and a "flattened world", time is running out for organizations to tap the wealth of knowledge that exists in the heads of their most knowledgeable workers.

Companies investing in KM continue to put most of their money into technologies that make it easier to search and find information and capture lessons learned. These organizations can now more quickly find relevant content in their company intranets. However, content doesn't deliver performance, people do. These companies have not realized substantial business impact for one reason - they have avoided the daunting people aspects of transferring and applying knowledge. These challenges include the behavior of sharing and receiving knowledge for reuse and adaptation, as well as accessing the tacit know-how and experience that resides in the heads of their workers.

This keynote presentation will make it crystal clear why companies have failed to deliver on the promise of KM and provide practical tools and guidance on what can be done to turn things around. Kent Greenes is one of the few practitioners in the world that has delivered measurable, meaningful and repeatable results from the application of KM across a global spectrum of industries and markets. Examples from the military, government, energy and other leading commercial organizations will be used to demonstrate breakthrough performance and excite you about new possibilities for your own organization.

This is a must see session delivered from the front lines by one of the industry's most successful KM practitioners.

Abstract:
Keynote: The Innovation Deficit

For years now we have been hearing the mantra of cost cutting ring loudly through the hallowed hallways of government and private enterprise. While few of us will debate the merits of delivering anything faster and cheaper, cost cutting alone will ultimately warp our perception of what truly makes an organization great. Greatness comes not from simply reducing costs but from simultaneously achieving growth, which in turn comes from a relentless focus on core competency and innovation. This is where IT and business intersect and where we have the most to learn about how tomorrow's organization will differ from today's.

Globalized, outsourced, knowledge-based and always-on the vision of these new enterprises can be as frightening as it is unfamiliar. Whether we like it or not, welcome it or shy away from it, our choice is less that of acceptance and more a matter of understanding and leveraging these new organizations. Yet, we are only at the beginning
of a long and pronounced shift in understanding and reshaping our view of what technology in business really means and how it will change our world.

So how does this new 24/7 world present us with opportunities for innovation and growth? How does the shift to a services and innovation-based economy, the movement of work to new developing economies, and the tremendous influx of new knowledge help us create the next wave of prosperity within our own organization?

These are clearly questions that weight heavily of every leader's mind.

Join Tom for this dramatic leap into an altogether different look at the future of IT, knowledge management, globalization, and the tools we will use to combat uncertainty, radically alter innovation, and create a new era of global prosperity.

Bio:
Loy works with Fortune 500 Clients to develop and implement strategies that enable improvements in the overall effectiveness and efficiency of IT organizations. He and his colleagues at Perot Systems have developed an approach, Service Oriented Technology Management, to the transformation of IT from a function based organization to one that views itself as a services business. He has also authored an enterprise transformational methodology focused on global performance improvement. He has led engagement teams for Clients in banking, insurance, hospitality, healthcare and technology service industries.

Abstract:
Summary: Focusing on Services can provide an opportunity and rationale for the improvement in the way services are delivered and is a necessary capability for a services organization to be successful. A definition of innovation is to practically apply a creative idea or concept to a business or technical problem or opportunity. This should be part of the mission of a service owner.

Bio:
Joel Alleyne is Chief Information and Knowledge Officer for Borden Ladner Gervais LLP. He is a graduate of the University of Toronto with a Bachelors of Science in Computer Science and a Masters of Information Studies. Mr. Alleyne has worked extensively with clients in professional service, healthcare, insurance, pharmaceutical, finance and government organizations.

He was appointed in 2004 to the Entovation 100 Global Knowledge Leadership Map which includes several global thought leaders and practitioners in the field who play a role in shaping the new knowledge based economy. Joel is Practitioner in Residence at the Knowledge Media Design Institute (www.kmdi.org) - University of Toronto and a faculty member/senior researcher with the Kaieteur Institute For Knowledge Management (www.kikm.org).

Abstract:
Summary: Using a lifecyle approach to portal deployment

Detail: This case study session will look at our Software Development Life Cycle methodology which is the process we use to guide all of application development activities. Our methodology was developed based as a fusion of two different approaches: the North-American approach - mostly driven by specifications and the European approach which is largely user-centered incorporating Participatory Design. We will discuss more specifically the utilization of this approach in the development and implementation of our Corporate Portal which was launched in January 2006 after two years of information gathering, interviews, prototyping, development and testing.

Bio:
Ali Analouei is currently serving as a Lead Media Specialist in the Knowledge Management Division of the GSA's Public Buildings Service (PBS) where he is responsible for enabling KM at PBS. Previously, Ali served in the PBS OCIO where he managed the overall strategy, reengineering and implementation of several mission critical systems. Ali has been with PBS for over 7 years and has served in several capacities including the Acting Division Director of the IT Projects and Planning Division, where he was responsible for enterprise systems. In addition, Ali has been responsible for several critical PBS initiatives including Enterprise Architecture, IT Capital Planning, Information Management and Operational Data Store. Prior to joining PBS, Ali served as the head of Research Group at the Georgetown University and as a Senior Vice President of the International Healthcare Development, Inc., an innovative marketing, medical research and development firm in Northern Virginia.

Abstract:
Summary: Powerful techniques can bring together the financial and operational aspect of the organization with knowledge management.

Detail: It's clear to most people that knowledge management plays a large role in enhancing an organizations knowledge assets. However, while most knowledge management frameworks and techniques focus on the human aspects of the knowledge asset, namely, the people, teams and community networks, most executives are concerned with the financial and operational aspect of the organization. An alternative knowledge management approach is to directly influence the organization's structural knowledge assets by embedding knowledge processes within the critical operational business processes of the organization. Over the past few decades, powerful techniques have been derived in the various disciplines of Systems Theory field to ensure desired output/outcomes are consistently achieved in autonomous and non-autonomous processes in the presence of environmental and other uncertainties. In this session we will closely examine generic processes and discuss where knowledge may be embedded and managed within these processes and will apply proven concepts from the Systems Theory field to show how knowledge management can more effectively support the goal of improving efficiency of business processes. Lastly we will demonstrate this concept using examples from the value chain business processes of the Public Buildings Service division of the General Services Administration.

Bio:
Richard L. Ballard, Ph.D., inventor of advanced semantic technologies and knowledge engineering methodologies. Ballard has received 128 software citations and authored 35 publications and technical reports. While at UC Irvine in the 70's he developed the first artificial intelligence to conceptual learning system. In 1978 he co-founded Apple Education Foundation with Steve Jobs and Mark Makkula, where he began work on semantic web applications in support of educational publishing and game development. In this capacity he represented the micro-computer industry at Congressional Hearings. His research then lead into Star Wars missile defense programs and the development of new architectures to support semantic net and decision management tools for rapid handling of complex judgment issues. Ballard is a lecturer and keynote speaker. UC Berkeley; Ph.D. Experimental Physics, (with highest honors); Fellow NASA Institute for Space Physics, Columbia University.

Abstract:
Summary: Imagine the rigor and complexity of applying KM to the cockpit of an F-18! That's exactly what you'll hear about in this amazing session presented by one of the industries foremost KM scientists and innovators in the area of semantics.

Detail: HUMAN'S answer how, why and what if questions using the conditional reasoning power of theory. MACHINES process information - who, what, when, where and how much facts - but they cannot make sense of these facts without theory. With theory-based semantic software, machines can reason exactly like humans, only with 100s and 1000s of times greater capacity. Any domain of knowledge can be captured (job functions, projects, interdisciplinary knowledge domains) to any level of granularity, while conventional technology barriers of complexity, scalability and interoperability are transcended as knowledge engineers use theory-based tools to create systems that know.

Bio:
Deborah Chen is currently working in the Information Technology Service Department at APL, and is responsible for managing the implementation of enterprise level software applications and COTS products, including the Enterprise Content Management System. She has an extensive background in full life-cycle development of complex software systems and possesses a broad range of experience in relational database technology including database design, development and administration. She has a BS in Computer Science from the University of Maryland and a BS in Pharmacy from the University of the Sciences in Philadelphia.

Abstract:
Summary: In the Summer 2004, representatives from the Information Technology Services Department and Technical Services Department (Library) teamed to direct and facilitate an Enterprise-wide Document Management Needs Assessment project. The steps involved included the collection of enterprise-Wide requirements, the examination of currently known existing document management systems, the evaluation of possible solutions and formulation of recommendations to Laboratory Management.

Detail: Perhaps one of the greatest lessons learned from a ECM project, and the one to be shared in this session shared, is how quickly a seemingly straightforward document management project can legitimately grow into an Enterprise content management initiative. As the team gathered data and compiled requirements, the scope of the project grew. The Laboratory Quality (ISO) workflow requirements needed to be included. Records Management requirements were uncovered. Outdated business processes were identified. The one unifying reality throughout the Laboratory: the requirement for new, improved and reliable tools.

You'll find out how the team identified numerous major drivers for change, ranging from the need to upgrade outdated and unsupported software to complying with regulatory requirements to promoting better information sharing across organizational boundaries. you'll also learn how to identify additional needs to develop a corporate taxonomy, explore enterprise search capabilities, and look ahead towards the future for adding functionality including digital asset management and improving the electronic forms capability.

We will describe how an initial RFI to eight vendors resulted in inviting four on campus to give scripted demonstrations and how we narrowed the field to two, and submitted an RFQ.

The story we want to share is not as much the steps we took to get where we are today, but in the lessons learned:
-the important alignment of IT and Business
-the political and cultural issues we encountered
-the surprises that vendors have in store
-the broad range of internal agendas
-the value of a strong multi-disciplined team
-the understanding of the long-term commitment to a process of continuous improvement

Bio:
Frank Chum, PhD, is Enterprise Architect at Safeway IT, where he is involved with EA methodologies, IT Strategy and Planning, Enterprise Information Architecture and Service-Oriented Architecture. Previously, Frank has architected and implemented enterprise strength mission critical distributed systems and large scale integration of n-tier web-based applications with several Fortune-1000 firms, as well as chief architect to a couple of VC-backed software companies.

Abstract:
Summary: Leveraging Enterprise Information Architecture can make SOA more intelligent and manageable to tackle the challenge of end-to-end business process integration and transformation.

Detail: Information Intelligence deals with enterprise knowledge that is both structured and unstructured data. Information Intelligence capabilities can be organized into components to provide as reusable and callable Information Management Services. Leveraging Enterprise Information Architecture can make SOA more intelligent and manageable to tackle the challenge of end-to-end business process integration and transformation. In this session, you will learn about the incorporation of information intelligence with information management into the larger holistic SOA framework that can help to discover untapped information assets - one of the most important corporate assets. We will examine the services for information intelligence and present an approach of realizing these services in SOA.

Bio:
Mills Davis is Project10X managing director for industry research and strategic programs. Mills consults with technology manufacturers, global 2000 corporations, and government agencies on next-wave semantic technologies and solutions.

Mills serves as lead for the Federal CIO council Semantic Interoperability Community of Practice (SICoP) research into the business value of semantic technologies. Also, he is leading a working group that is piloting Semantic Wikis for Information Management (SWIM). Mills is a founding member of the AIIM interoperable enterprise content management (iECM) working group, and a founding member of the National Center for Ontology Research (NCOR).

A noted researcher and industry analyst, Mills has authored more than 100 reports, whitepapers, articles, and industry studies.

Abstract:
Summary: This presentation reports on the use of Semantic Wikis as a light-weight, easily used, and extensible environment for cross-organizational and community of interest collaboration, knowledge management, and information sharing. Specifically, it reviews current pilot programs in Federal sector where semantic wiki technology is being piloted for collaborative authoring, information sharing, and peer-review.

Detail: Annual spending on IT by the Federal government is approximately $70 billion. Across government agencies, more than 500 thousand websites together with millions of databases, document repositories and file systems. Discovery, understanding, and sharing of information across organizational boundaries, lines of business, and functions present a monumental challenge.

Such difficulties become painfully apparent at times of emergency, such as the Katrina disaster. Approaches to information sharing directed top-down have been tried repeatedly and have failed to achieve the desired result. Rather, shared understanding (semantic interoperability) emerges organically and is sustained through active bottom-up involvement of interested communities.

Bio:
Rick Dove is Vice President of Kennen Technologies and co-Principal Investigator on their DHS-funded proof-of-concept project for Kennen's breakthrough pattern recognition engine. He is also an adjunct Professor at Stevens Institute of Technology in the Systems Design and Operational Effectiveness (SDOE) program, with a research and instructional focus on the engineering of Agile Systems. He is Chairman of Paradigm Shift International and Chairman of The Agile Security Forum. He recently authored "Response Ability - The Language, Structure, and Culture of the Agile Enterprise" and "Value Propositioning - Perception and Misperception in Decision Making".

Abstract:
Summary: A new technology that aids deep data content meaning-analysis and pattern recognition at wire speed has caught the eye of the Department of Homeland Security (DHS). This session will share work-in-process results of a proof of concept test conducted for DHS, which uses a new special-purpose architecture for business intelligence and unstructured search as well as national intelligence and security.

Detail: Today's search applications range from simple document-search, to rudimentary semantic-analysis and data-fusion for business intelligence, to highly demanding applications such as wire-speed intrusion and content filtering. All have serious accuracy problems: too many false positives (indicating relevancy that is not present) and too many false negatives (missing relevancy that is present). The speed penalty from enormous increases in available data to search against is the principal reason why complex pattern recognition schemes cannot be employed to increase accuracy with traditional approaches. The technology discussed in this session severs the link between complexity and speed, providing an engine specifically suited to semantic technology applications. General concepts of the technology and the applicability to content-analysis applications will be discussed as well as in-process performance results from the DHS activity.

Bio:
Ron Dysvick is the CEO of the Triple-i Corporation. Mr. Dysvick is one of the primary visionaries responsible for the creation of Battle Command Knowledge System. His pioneering work in the Knowledge Management field involves the creation of new collaboration, knowledge sharing, and innovation management processes applying Virtual Action Learning Team (VALT) processes and methodologies to structured professional forums. Mr. Dysvick holds an MBA from the University of Minnesota and is currently pursuing a Ph.D. in Knowledge Management. Some of his areas of KM expertise and interest include Strategic Knowledge Management, Knowledge Audits, Social Network Analysis, Six Sigma, and Knowledge Management for Organizational Transformation.

Abstract:
Summary: This presentation will provide seven rules, derived from the U.S. Army's real-world experience in implementing Battle Command Knowledge System that can be of great benefit to those responsible for implementing knowledge systems in complex organizations.

Detail: The most significant challenge in implementing an effective Knowledge Management system is overcoming an organization's social and cultural barriers to knowledge sharing and creation. This challenge is particularly acute in large complex organizations. There is no single way to overcome these barriers.

The Battle Command Knowledge System is one of the largest Knowledge Management Initiatives in existence. It has a community of practice membership of over 80,000 members with over 20,000 active members.

BCKS has established an Army level knowledge management system to support soldiers and leaders in the performance of their respective operational missions. The BCKS and the grass-root efforts converging into it have already saved lives in Iraq and Afghanistan. The BCKS is increasingly well-positioned to transform the Army into a Teaching Organization, one in which everyone teaches, everyone learns, and interactive teaching and judgment interpenetrate all decision-making and task execution.

What Attendees will Learn:

1. How to use an organization's existing behaviors to your advantage when implementing a knowledge management system.

2. How to identify the informal ways that knowledge flows through an organization as opposed to the hierarchal way in which most organizations are structured.

3. How to identify the stakeholders in a knowledge system and classify them into four different categories:
a. resisters, b. bystanders, c. helpers, d. champions.

4. How to establish a core team that will help you develop the critical mass necessary for successful knowledge sharing and exchange.

Bio:
Randy Fix, Director of Automation, has focused on software development of business and engineering systems to support engineering, procurement, and construction projects. He has worked in numerous areas of technology including scientific computing, 3D design, electronic document management, geographical information systems, and knowledge management.

He is currently responsible for the architecture and development of knowledge management portals to support many of Fluor business units. Other areas of responsibility include IT architecture, collaborative computing, and e-commerce. Fix holds a Bachelor of Science in Mechanical Engineering from the University of California at Santa Barbara. In addition he is a licensed Professional Engineer.

Abstract:
Summary: This session will focus on the five year transformation in technology and culture Fluor has gone through to move from good to great in leveraging Fluor's collective knowledge resources.

Detail: To meet the ever-changing technological needs of its customers and to produce the most effective and efficient facilities in the world, Fluor developed a knowledge management environment that allows the formation and facilitation of communities of practice that support project execution and provides a platform for employee professional growth.

In 1999, Fluor set a goal to become the premier provider of knowledge-based services to help meet the increasing demands of its customers, and to produce more effective and efficient facilities. The corporation recognized that its employees formed the core of its knowledge-based services, and that a better ability to link employees in meaningful communities would not only allow them to access/share their collective knowledge, but would ultimately increase customer satisfaction and bottom line results. To this end, Fluor developed a knowledge management capability that allows the company to quickly form and facilitate knowledge communities that address critical customer and project execution issues. The combined capability of technology, people, culture, and intellectual assets, has resulted in Fluor's increased ability to undertake complex projects globally and apply our best engineering, design and construction services to facilities that serve people and communities around the world.

Bio:
With over 25 years experience in a variety of industries, Mr. Gabrick is an industry-seasoned professional in the automation of complex business processes. He has designed enterprise business processes from the ground up in a variety of industries both domestically and internationally, including engineering, financial, manufacturing, and sales. He has significant experience involving multiple intellectual property issues, including litigation. This experience provided a legal education of unprecedented depths, first-hand exposure to the relevant IP issues, and ultimately served to fuel his passion to drive positive change related to IP management, both at the corporate and employee levels. Since founding MindMatters, he has been dedicated exclusively to helping organizations to understand, design, and implement innovation processes that consider the myriad of issues in the enterprise.

Abstract:
Summary: Idea Management is not a new concept. But it is difficult to implement and often requires as much science as it does mandate.

Detail: During the past five years, Perot Systems had made repeated attempts on one of their largest accounts to implement a sustained IM program without success. As a major provider of IT outsourcing, innovation is critical to the success of their company as well as their client so failure was not an option. After carefully reviewing past performance, surveying management and employees and gaining a more thorough understanding of the innovation process, they attempted it again. Nearly a year after launch, the new process is becoming ingrained into their culture. Part of this process has been realizing that idea management is not free. Understanding how much the organization is willing to pay for the rejected idea is a key component in managing the success of IM. Perot Systems will discuss the investment in time, money, and management bandwidth required for continuous success.

Bio:
Marie-Claire Garneau has more than 15 years of experience in Information Technology from which she spent the last 7 years managing the development and implementation of applications for Borden Ladner Gervais LLP across the firm's 5 offices across Canada. She has a Bachelor Degree in Management from McGill University and recently completed two (2) MBAs: one at the Universite du Quebec a Montreal (UQAM) in Information Technology and the other with Paris-Dauphine University in Paris in International Management.

Abstract:
Summary: Using a lifecyle approach to portal deployment

Detail: This case study session will look at our Software Development Life Cycle methodology which is the process we use to guide all of application development activities. Our methodology was developed based as a fusion of two different approaches: the North-American approach - mostly driven by specifications and the European approach which is largely user-centered incorporating Participatory Design. We will discuss more specifically the utilization of this approach in the development and implementation of our Corporate Portal which was launched in January 2006 after two years of information gathering, interviews, prototyping, development and testing.

Abstract:
Summary: Powerful techniques can bring together the financial and operational aspect of the organization with knowledge management.

Detail: It's clear to most people that knowledge management plays a large role in enhancing an organizations knowledge assets. However, while most knowledge management frameworks and techniques focus on the human aspects of the knowledge asset, namely, the people, teams and community networks, most executives are concerned with the financial and operational aspect of the organization. An alternative knowledge management approach is to directly influence the organization's structural knowledge assets by embedding knowledge processes within the critical operational business processes of the organization. Over the past few decades, powerful techniques have been derived in the various disciplines of Systems Theory field to ensure desired output/outcomes are consistently achieved in autonomous and non-autonomous processes in the presence of environmental and other uncertainties. In this session we will closely examine generic processes and discuss where knowledge may be embedded and managed within these processes and will apply proven concepts from the Systems Theory field to show how knowledge management can more effectively support the goal of improving efficiency of business processes. Lastly we will demonstrate this concept using examples from the value chain business processes of the Public Buildings Service division of the General Services Administration.

Bio:
Peter A. Gloor has a unique combination of academic and industry experience. In the academic sphere, he is a Visiting Scholar at the Center for Coordination Science at MIT Sloan School of Management where he leads a project exploring Collaborative Innovation Networks. He is also a Mercator Visiting Professor at the University of Cologne, lecturer at Helsinki University of Technology and a Research Fellow at Darmouth Tuck Center for Digital Strategies. His latest book "Swarm Creativity - Competitive Advantage through Collaborative Innovation Networks" appeared in January 2006 at Oxford University Press. Earlier, Peter was an adjunct faculty in the Department of Computer Science at Dartmouth and a Post-Doctoral Fellow at MIT. He received his Ph.D. in Computer Science from the University of Zurich in 1989.

Abstract:
Summary: Using social networks to build services.

Detail: This session will review an analysis of communication data which we gathered from high school students using different mobile phone services. We applied methods of social network analysis to help a major telecom company learn about trends and trendsetters, and about influencers and their usage patterns in a peer network. This knowledge was crucial to defining a new product and marketing strategy for the company, for example helping the company to decide on the audience for new advertising campaigns, and to whom to give free or subsidized cell phones. Read more at Peter's blog: http://www.swarmcreativity.net/blog.

Bio:
Konstantin is a co-founder of LinkedIn, the world's largest business network with over 5 million users. As VP Marketing, Konstantin is leading the efforts to spread the word about LinkedIn and to educate users about how to advance their career and business through their trusted contacts on LinkedIn. Prior to LinkedIn, Konstantin served as VP of Marketing at Presenter, where he led product marketing, public relations and corporate marketing. Before Presenter, Konstantin was as VP Sales & Marketing responsible for the initial public launch of social
software pioneer Blaxxun. Other executive roles included EVP at Caligari and Project Director of publicly-traded Micrografx. At Beresford Partners, Konstantin helped the CEOs of over two dozen high-tech startups develop their positioning and marketing strategy. He graduated with distinction from Stanford University with a B.S. and M.S. in Engineering. For details, see https://www.linkedin.com/in/konstantin.

Abstract:
Summary: Effective management of social capital is essential to test innovations, to provide due diligence information on potential collaborators and to bring innovation to the market when the noise levels in most markets havrisen to levels where traditional sales and marketing methods either no longer work or become prohibitively expensive.

Detail: As the rate of change speeds up in virtually every area of business (customers, markets, competition, products, channels), innovation is the key to ensure that a company remains viable and produces profitable growth for its shareholders. The Internet and other always-on channels of information distribution have essentially turned most information into a commodity, and you and your competitors are looking at the same information to make decisions. So, competitive advantage increasingly relies on gaining access to closely-held, unpublished information, and the currency of choice for access to this type of information is typically social capital. Tools for managing social capital can accelerate access to closely-held information and also ensure access to a more diverse set of information, which has been shown to be an essential driver of innovation.

Bio:
Ralph Hodgson is the co-founder of TopQuadrant, a company that specializes in Knowledge-based systems. He has over 25 years experience in the United States and internationally in enterprise systems design, consulting, software development and methodology development and deployment. Prior to starting TopQuadrant in 2001, he held executive consulting positions at IBM Global Services where he was a founding member of Portal Practice and Object Technology Practice. Prior to IBM, He was European Technology Director, founder and Managing Director of Interactive Development Environments, which was an international CASE tools vendor. Between 1996 and 2000, he organized the OOPSLA workshops on "System Envisioning". He is a published author and a frequent speaker at conferences. Recent books he has co-authored are "Adaptive Information" published by John Wiley in 2004 and "Capability Cases: A Solution Envisioning Approach" published by Addison-Wesley in July 2005.

Abstract:
Summary: How to use capability cases to build your innovative capability.

Detail: Innovation happens in the creative interplay of solution ideas with the uncovering of business challenges, possibilities and opportunities. Clarity on the business situation comes from understanding forces, challenges and the desired results of stakeholders. Ideas about what to do and what to build can be sparked by known and envisioned solution stories (using scenarios) that convey the business case of "interesting" capabilities. We call these "Capability Cases" - patterns for expressing capabilities grounded in defined business situations - building and using these cases is the focus of this session.

Think of Capability Cases as patterns for requirements discovery. Following in the tradition of software development, where design patterns raise the quality, repeatability and predictability of software design, Capability Cases act as catalysts for innovation - supporting "design by analogy". Managing knowledge about these different aspects of innovation has led us to develop a knowledge architecture for representing capability cases. Using this knowledge architecture and semantic technology infrastructure, an enterprise has the tools to capture important information about innovation.

The session will describe how we use ontology's for structuring a knowledge base of industry and technology forces and trends, organizational challenges and capabilities to express solution ideas. The session will be illustrated with examples of projects that have used Capability Cases to arrive at innovative solutions.

Bio:
Dan Keldsen has been with Delphi Group since 1994 and is a Senior Analyst, Consultant, as well as the Chief Technology Officer. His job is to evaluate and implement new technologies to streamline Delphi Group's efforts in fulfilling client and employee information and technology needs.

Dan Keldsen is well versed in the technologies and issues associated with developing and managing information on the Web, security systems (encryption, filtering, firewalls, intrusion detection prevention, managed services, vpn) and "human" security issues, spam-filtering, dynamic system interfaces, content creation/management, performance measurement methodology, web and network analytics, content distribution networks, distributed systems, collaborative commerce and encryption issues. He has more than fifteen years of experience in Internet use and technology and has for close to two decades been involved in multimedia creation and management.

As an instructor he has led a number of Delphi Institutes over the years on Intranets, Extranets, and Business on the Web, the Proving Ground on Information Architecture and Taxonomy, as well as specialized tutorials such as Document Management on the Web.

He holds a SANS GSEC certification - specializing in Security Management Systems - completed in early 2003, and is on the advisory Board for the SANS GSEC program. He is also a Member of the Usability Professionals' Association and The Information Architecture Institute (previously AIfIA (Asilomar Institute for Information Architecture)

Abstract:
Summary: Social networking is not just for the technophiles. It is fast becoming a tool for the masses

Detail: To many, social networks and social networking via technology are a new phenomenon, and largely relegated to the realm of the unemployed, the fringe, or the Silicon Valley "wired" set. But Social Network interest stretches back to the 1920s and 1930s, and more recently has experienced a third wave of renewed interest, and is being utilized to competitive advantage in both small and large organizations. We'll review what transpired up to the last wave of 2003/2004, and what has happened more recently as a side note to "social software" such as blogs, wikis, etc..

Bio:
David started his professional career as a lawyer having gained a Law Degree from Oxford University. After qualifying and practicing commercial law for 6 years with a London firm of solicitors, he joined Investment Insurance International in 1980, a political risk insurance broker, now part of the Aon Group. After 5 years and being the European Sales Director of the broking firm, he joined Bank of America to match insurance with banking facilities to create non-recourse finance solutions for trade and investment.

In 1990, he was invited to join ABN AMRO to set up a Structured Trade Finance team - and has managed various departments in ABN AMRO London, including Correspondent Banking and a Euro Consultancy.

Currently he is responsible for Knowledge Management, Communication and the relationship with the Law Panel for the Legal Department of ABN AMRO. A recent achievement has been the creation of a specialist expertise management and business solution facility serving the Global Legal and Compliance departments of the Bank.

Abstract:
Summary: How to accelerate the transformation of Knowledge Management from Business Support to Solution Provider

Detail: An in-the-trenches, jam packed look at how increasing Global Banking demand for KM is impacting revenue creation and retention. You'll learn first hand about:
- The need for KM to become pro-active for investment bank product evolution
- Demand for KM to move up into the business generation zone
- How to use KM to safeguard revenue
- External legal and regulatory pressure for KM to change gear
- Lessons learned from 2000-2005 global crises
- Challenges for KM in banking
- Discovery of cross-industry collaboration techniques
- Limitations of current KM theory and practice
- How to break through the Enterprise Search ceiling
- Overcoming passive search
- Unexpected bonus of KM adaptation to solve chaotic IT architecture
- How to integrate KM into business flow
- Compliance risk reduction techniques
- How to Create secure external partner KM sharing
- Future demands on KM for automated intuition

Bio:
Bradford Kirkman-Liff, Professor, School of Health Management and Policy, W. P. Care School of Business, has workd with Banner Health for the last three years on the knowledge management aspects of Care Management and is now examining the Care Transformation effort at Banner Estrella.

Abstract:
Summary: Find out how Banner Health, one of the largest non-profit health systems in the US with 20 hospitals, has embarked on the design, from the ground up, as a paper-light hospital. Banner has already completed one franchise facility to serve as the testbed for the design for all future Banner Health facilities.

Detail: Banner operates with an electronic medical record, computerized physician order entry, entirely digital radiology and imaging services; paperless pharmacy systems; and robotic laboratory services, among other innovations. You'll see how patient data has been used to embed clinical knowledge into the information processes. This includes data warehousing, data mining, collaboration tools, knowledge management tools, and clinician interactivity with embedded knowledge. Software from a variety of vendors Cerner, Care Science, Business Objects, and many others have been brought together to create this radically new approach to care.

Bio:
Dr. Sam Kogan has been president & COO of GEN3 Partners since December 2003 and is in charge of the firm's daily operations. He has been in innovation consulting for more than 25 years and has extensive experience in scientific research and development, having led research programs at ICI and Plastpolymer Corp.

Before joining GEN3, Dr. Kogan was chief operating officer and co-founder of Pragmatic Vision International. In addition to overseeing the firm's operations, he also helped develop client management strategies in the U.S., Europe and Pacific Rim. Prior to co-founding Pragmatic Vision in 2000 he was director of innovation consulting services at Invention Machine Corp. He managed more than 100 projects and conducted innovation training seminars for a wide range of international companies. He has a Ph.D. in material science from Institute of Macromolecular Science, Leningrad, Russia and an M.S. cum laude in applied physics from Polytechnic University in Leningrad. Dr. Kogan is the author of more than 50 articles and patents. He is also a certified TRIZ and Six-Sigma specialist. Kogan speaks frequently on the evolution, revolution and transformation of innovation and product development processes.

Abstract:
Summary: The ability to generate breakthrough product concepts and new manufacturing processes that make existing products more competitive increasingly depends on how companies manage knowledge.

Detail: Innovation is moving form and art form to a science. This session will show you how to do that and how other companies already have. For example, in an era of soaring patent infringement and litigation, managers creating new products must identify ways to legally circumvent patents, alternative methods of achieving a product's technical capabilities if current patents stand in the way. In coming up with new ways of producing existing products, many high-potential manufacturing techniques can be found in other industries. But these techniques cannot be found unless managers have a way of identifying by the functionality they achieve, not their technical specifications.

Abstract:
A keynote unlike any you've ever attended. Most panel discussions lull you into boredom with monotonic talking heads. Not here. Take a bit of Jerry Springer, add just a touch of Geraldo, throw in a group of opinionated industry leaders, and finish it off with attendees eager to get answers and you get the idea behind this keynote panel. You will lead the discussion through the many questions that you need answered, while Tom Koulopoulos, Delphi President, turns up the heat for our panel of industry leaders.

Abstract:
Wrap up your ii2006 experience with an open discussion with Delphi's thought leaders. We'll recap the high points of the events content, provide some added perspectives on the many sessions and keynotes and engage you in a dialog to make sure you leave with the answers you came for.

Abstract:
Join Tom Koulopoulos, Perot's CTO and EDS Fellow Jeff Coulter and Chief Medical Officer Richard Pico for a lively round table discussion about the topic of innovation. This will be an open forum for discussion and interaction. Bring your questions and experiences. Tom will review some of Delphi's latest innovation research and you will hear about the perceptions and opinions being formed around the methods and approaches to innovation. If you're looking for wishy-washy talking heads skip this session - these folks are anything but on the fence! Come prepared with the tough questions and we promise you will leave with answers - although they may not always be the ones you were hoping for!

Bio:
and one of the original founders of the California IPv6 Task Force. The California IPv6 Task Forces operates under the Global IPv6 Forum and the North American IPv6 Task Force. He is the founder of the SAIA ( Sacramento Association of IPv6 Adopters ).

The International Fellowship of Digital Technology Rotarians is an organization that geof founded by uniting Rotarians from over 12 different countries on four continents. Among other things, one of its objectives is to bring affordable, secure, broadband, wireless Internet connectivity into the hands of the world's 6.5 billion people.