NLB wanted a more mature, deeply developed framework for distributing KM awareness, activism and skills throughout the organization. Even though staff were primarily practicing KM in a practical sense, better awareness and demonstration of ‘KM in action’ was required. Hence, as part of efforts to build internal KM capabilities and re-new the culture in knowledge sharing, NLB embarked on the Knowledge Champions Programme to address sustainable KM by building a repertoire of KM capabilities and competencies that extends beyond the central KM team and into divisions and groups.

Knowledge management is important in MOF context as it is reflected in the MOF Corporate Strategy Map under the strategic thrust “Harness knowledge and information.” However, there were challenges in managing the vast amount of information that MOF has. They included the lack of organization of Information, lack of specialized systems to manage large quantities of information and lack of institutional memory due to the high staff turnover. With almost all communications being on email, MOF decided to address the issue of capturing knowledge through emails. MOF eventually decided to commission ThirdSight, a local SME whose entrepreneurial product, Insight, was made especially for the purposes of email mining and management.

JTC recognizes that to fulfill its role as a key government agency supporting Singapore’s economic development, it should enhance its organizational excellence and resilience. A key thrust in this strategy is KM. As a real estate solutions provider servicing a large customer base of 6,000 home-grown companies and MNCs, and employing a staff strength of around 800, KM initiatives are critical to ensure that knowledge are captured, organized, used and re-used to enhance customer service, corporate performance management and planning as well as collaboration and teamwork.

IRAS believes that knowledge is a strategic resource that should be made available to every IRAS Officer. IRAS performance depends on preserving and growing high levels of tax knowledge as well as knowledge in how to constantly improve our processing capabilities. The IRAS Sharing Session was introduced in 2003 as a platform for organisation-wide sharing to enhance the learning and sharing culture. IRAS has since started to break down functional silos and capture in a central place, core aspects of the organizational memory.

In this talk, 2 consultants from Design Continuum shared about the concept, process and tools of design thinking in relation to how it can be used to generate innovative solutions.

What role does the Organisation Development (OD) function play in our organisation when it comes to the annual planning cycle? What can we OD practitioners do to incorporate OD into the planning agenda? When stakeholders discuss strategies to pursue, do they also pay attention to the beliefs, attitudes, values and structures required for the organisation to adapt to these changes? How does the PS21 movement fit into the workplans? How can we as OD practitioners more effectively influence our stakeholders?

Centre for OD warmly invites you to attend this forum on Planning for OD: "How to Make Your Stakeholders Acknowledge the Elephant in the Room". During this forum, you will hear experienced OD practitioners share about the innovative approaches they have employed to make OD relevant in planning discussions. Our colleagues from the PS21 Office will also share with us good practices on implementing PS21 gleaned from the PS21 reports, as well as update us on the refinements made to the PS21 report for FY09.

We believe that in order for the practice of OD to be meaningful, it should be aligned to the strategic priorities of the organisation. This forum serves as an opportunity for OD practitioners to come together and learn from one another. We invite you to join us, and more importantly, learn together with us so that we as OD practitioners can more effectively contribute towards our organisation's performance.

No matter which sector or environment we operate in, we are bombarded by complexity, paradox and endless changes. Complexity science provides a new scalable approach to understanding strategy for organisations. Switching from a fail-safe design mindset to one based on safe-fail experimentation creates a more resilient technique to managing uncertainty.

If you want to discover practical and pragmatic ways to manage under conditions of uncertainty, and to understand the power of business narrative and discover new ways to use human networks, then this course will provide you with the introductory theory and associated open source Cognitive Edge methods.

Participants will gain understanding of the application of naturalising sensemaking to strategic, organisational and market issues.

The course is held in conjunction with Cognitive Edge's one-day Successfully Designing and Delivering a SenseMaker™ Project workshop.