Language: French
Duration: 6h
Location: Onsite or remote
Introduction
It is easy and quick to imagine a structure in which each department manages its knowledge independently of the other departments within a company. It is also common to make the mistake of judging that specific knowledge is only helpful for certain employees. This course will explain why knowledge management within a company is a strength at a global level and how to seize it.
What will you be able to do ?
- This course will show you why internal knowledge sharing is a strength for an organization and give you the tools to achieve it.
- This course will allow you, for example, to create a cross-departmental knowledge base so that employees can use it as a search engine.
Who is this course for ?
Anyone who wants to understand how to retain and make the most of the knowledge that makes up a company.
What do you need for this course ?
Taking the course: Introduction to knowledge management is not mandatory but a good start before passing this one.
How is this course built ?
Theoretical knowledge with real-life case studies.
- Communities of practice:
- Definition: scope, purpose, vision
- Launching: sponsor
- Steering: roadmap, roles, meetings, communication, task divide
- Examples of practices, methods & tools
- Reference systems
- Maturity matrix
- Collaborative work tool
- Examples of organization: question and answer game
About your tutor
Jerome is an expert in Knowledge Management with over ten years of experience in this domain. He worked as Knowledge Manager at Safran to prevent the loss of knowledge from the local experts in France. He helped develop a community of knowledge managers at an international level.
He then moved to Believe to occupy the Head of Knowledge Management position. With a dedicated team, he aims at:
- Define and deploy the Guidelines and vision for the management of the company’s knowledge
- Create an internal network of knowledge base managers
- Define and formalize processes and procedures for the Support department.
