KM Value Network (Ontario Knowledge Cluster) Launched

Introduction

When organizations such as Boeing (http://kmblogs.com/public/blog/188133) refer to a complex adaptive network, what they are really discussing is using an agent-based model whereby the unique operating attributes of key stakeholders are first understood individually and then (through a collaborative effort) are linked collectively through establishing what they refer to as “flow paths.”  This latter exercise is tied into identifying the common points of connectivity between seemingly disparate stakeholders (and stakeholder objectives).  In essence, it reflects a theory of process I discovered and developed starting in 1998 and what I have come to call “strand commonality.”

What I like about the Boeing story is that it creates a context or a point of reference in real-world applicability than can be easily recognized in terms of establishing the advantages of the “Open Value Network” relative to making a significant contribution as a Knowledge-based “think tank.”

In essence, knowledge clusters will bring together diverse and seemingly disparate avenues of thought leadership and practice proficiency with the intent of establishing a collaborative process through which real-world solutions to complex problems can be achieved.

This methodology can be directed towards a variety of challenges ranging from industrial cluster development to technological enhancement to even the catch-all best practices for a particular industry.  There is no limit to what can be accomplished through the Value Network collaborative practice.

As facilitator for the Ontario Knowledge Cluster I consider it a great honour to be given the task of initiating the program, and the opportunity it has afforded me to meet a diverse group of industry thought leaders from various public and private sector organizations.  However for the Ontario Cluster to be successful both today and for many years to come it is important that it be built on a foundation of true collaboration and cooperation in which each member leaves a unique imprint on the evolution of collective outcomes.

For this reason, I am pleased to first present the confirmed list of Ontario Contributors followed by the introduction of our highly regarded International Advisory Group.  The International Advisory Group will provide a global perspective on regional interests and issues both provincially as well as nationally.

Ontario Knowledge Cluster

Bryan Davis Owner, Kaieteur Institute for Knowledge Management Toronto, Ontario

Victor Nishi General Manager, Orchestra CM (XStream Software Inc.) Ottawa, Ontario

Jacques Simard Knowledge Architect Ottawa, Ontario

Dr. Jeffrey Leith Ph.D. Trading Industries; Global Head Development Services – POS SAP Labs Canada Toronto, Ontario

Jon W. Hansen Chief Architect: Hansen Consulting and Seminars Inc. Ottawa, Ontario

International Advisory Group

John Maloney Founder, KM Cluster; Executive Services; Enterprise Collaboration; Global IT Architectures San Francisco, USA

David Kinnear Global Sourcing Advisor & Strategist; Co-Founder and Research Chair, The Global Sourcing Council New York, USA

Dr. Barbara Ann Allen Educational Institution; Public Policy Industry Birmingham, UK

Rod Bell Project Manager and Author Chicago, USA

Christian Wernberg-Tougaard Director, In4change.com Copenhagen, Denmark

Carlo Viviani Director – Energy, Environment Lisbon Strategy at the Dept. for European Affairs Italian Government Rome, Italy

Chet Frame Owner, Border Business Consultants El Paso, USA

Rohit Kuthiala Senior Consultant, Retail Sourcing and Supply Chain Accenture United Kingdom

German Costas International Trade and Government Relations Professional Argentina

Lynn Failing Vice President, Kimmel and Associates Asheville, USA

Knowledge Sharing Mandate:

As the Ontario Knowledge Cluster evolves the list of subject matter to be reviewed will also grow to reflect the diverse composition and experiences of its Contributors and the various relationships to which they are a party.

This is not to imply that subject matter identification and selection will be confined solely to active Contributors.  In fact, it is the intention of the Ontario Knowledge Cluster to provide a conduit through which both public and private sector organizations can present their most pressing challenges for consideration.

This is an important element of the Cluster’s mandate in that there is an ever-increasing demand for insights that are governed by a “neutrality of outcome” imperative.  The Ontario Knowledge Cluster will be able to both offer and cultivate an environment of understanding that aligns with this need.

With the above in mind, the following represents a preliminary list of subjects that have already been proposed for immediate review.  As the list grows, the Ontario Knowledge Cluster will collectively prioritize our areas of focus.

(Virtual Roundtable) The Lisbon Strategy: Does it represent an effective framework for domestic and international policy development in Canada?

Synopsis:  With concern that the Canadian Government’s current policies are relegating Canada to a third world status in the emerging and highly competitive knowledge-based economy, are agendas such as the Lisbon Strategy representative of the ideals that will ultimately determine the new world order.

(Virtual Roundtable) The Social Nature of Value Networks: Harnessing the potential without stifling the benefits.

Synopsis: In a recent article titled Banning Social Networks a Losing Battle, IT executives voiced their concerns regarding the need to “give employees what they want” while simultaneously “protecting” company interests.

Reminiscent of the concerns that were expressed when the Internet first burst onto the scene, and e-mails became the standard form of communication, reluctance and issues of control seem to go hand-in-hand with technological breakthroughs.

Therefore, can an effective mechanism be established to harness the seemingly unlimited potential of social networking without stifling or needlessly confining its benefits to a narrow realm of illusionary control?

Session Formats:

The Virtual Roundtable format seems to represent the ideal opportunity for a timely and convenient exchange of ideas as it leverages the power of the Internet to connect a diverse and geographically dispersed group of individuals.

While there will be “Regional” Sessions at 6 to 8 week intervals in which Contributors will have the opportunity to meet in person to openly discuss more tactilely-centric subject matter, the Virtual Roundtables will ensure an ongoing collaborative mechanism through which interested Contributors both locally and internationally can connect.

Given the diversity of interests and areas of expertise of the various Contributors, I would anticipate that several of these “Roundtable” Sessions would take place on a synchronized versus sequentially ordered schedule.  And while the opportunity for all Contributors to participate will of course be made available it is likely that each Roundtable would be comprised of different individuals whose interests are more aligned with the subject matter being discussed.

As facilitator, my primary role will be to manage both the Virtual Roundtable and Regional Session schedules as well as the sessions themselves.

Ontario Knowledge Cluster Output

There is an old saying that goes, “when everything is said and done, there is more said than done.”  While grammatically questionable, its meaning is nonetheless worthy of being noted.

The Ontario Knowledge Cluster certainly provides an opportunity to connect and exchange ideas on subjects and issues that are of interest to each of the Contributors and those of the general community.  However, a journey in which there is no end result or for that matter recognizable contribution to a greater good soon loses a sense of purpose.

And as the reality of the social networking medium carves its way into popular culture and business in general, its mere existence does not imply value.  It is only when this improved ability to communicate and collaborate are linked to meaningful outcomes that its true benefits can be both measured and quantified.

As facilitator, it is also one of my main responsibilities to reliably assemble and meticulously record what will undoubtedly be diverse and meaningful exchanges to generate a document in which the insights that have been gained produce a meaningful output (i.e. paper) which is of intrinsic value at both an individual (Contributor) and collective (public) level.    

While the final output will be made available to the Contributors to augment their existing knowledge library, the mechanism under which this information will be made available to interested parties and the public in general will have to be discussed and finalized by the Regional Contributors.

To learn more about the KM Value Network (Ontario Knowledge Cluster) including the subject matter review process as well as sponsorship opportunities send an e-mail to procureinsights@rogers.com with “KM Value Network” in the subject line.  Be sure to specify your sepecific area of interest as well as provide your full contact coordinates.