From May 19th to May 21st, the 2021 Advanced Training for Knowledge Management Engineers Shenzhen Station was successfully concluded!
The training included gold medal lecturer lectures, interactive exchanges, visits to famous enterprises, etc., and attracted the participation of employees of 20+ well-known enterprises such as Chinese Life, COMAC, 711, Sunshine Insurance, China Machinery International, Shanghai Airlines, Daya Bay Nuclear Power, and Shiyuan Shares.
Group photo of lecturers and students
<h1 class="pgc-h-arrow-right" data-track="9" > three gold medal lecturers to teach jointly</h1>
The training was jointly taught by Huang Deyi, executive vice president of Lanling Research Institute and senior knowledge management expert, Wen Hongjuan, director of Lanling knowledge management consulting, and Liao Guosong, senior knowledge management expert, who were three gold medal lecturers, to interpret the methodology, practical operation methods and cases of knowledge management one by one, answer the problems encountered by the trainees in the process of implementing knowledge management in enterprises, and explain in detail the evaluation criteria of the MIKE Award.
How to cultivate as a senior knowledge management engineer?
Teacher Wen Hongjuan explained in detail the cultivation of senior knowledge management engineers from four aspects: KM project planning and organizational ability, expression of value, scene planning and design, and role and skills in the project.
Wen Hongjuan, Director of Lanling Knowledge Management Consulting, gave a lecture
Teacher Wen Hongjuan introduced that knowing which skills to master is the key to becoming a senior knowledge management worker, and the skills required by different roles are also different: as a teacher, you must learn to find departments with strong knowledge needs, your own "allies" and "supporters" and learn KM coaching methods; as an executor, you should learn to sort out KM needs and scene design, project management models and learn to tell other people's stories; and organizers should learn to pass on value, persuade leaders and scene design; if you are a demander, Then learn to pass on the stories of peers, do KM solutions and summarize experiences.
Knowledge graphs make knowledge smarter
"If knowledge is the ladder of human progress, the knowledge graph is the ladder of AI progress", huang Deyi said, the knowledge graph is the cornerstone of cognitive intelligence, and cognitive intelligence is the key to further breakthroughs in intelligence.
Huang Deyi, executive vice president of Lanling Research Institute and senior knowledge management expert, gave a lecture
Taking the personal knowledge graph as the starting point, Mr. Huang Deyi explained in detail the concepts, application scenarios and cases related to artificial intelligence and knowledge graph, introduced the construction methods and tools of the knowledge graph, and analyzed the knowledge graph construction cases. In view of the problem of how to build a knowledge graph, Professor Huang Deyi believes that the whole process of building knowledge from top to bottom can be completed from top to bottom through five steps: data preparation, knowledge modeling, knowledge acquisition, knowledge fusion, and knowledge storage.
Knowledge management project case analysis
In recent years, with the application of knowledge management in foreign countries more and more mature, many domestic enterprises on the knowledge management of the degree of attention is also getting higher and higher, by opening the enterprise knowledge management construction to promote the innovation and development of enterprises, in the classroom Liao Guosong teacher for the students to analyze in detail the successful cases of the construction of enterprise knowledge management of a large real estate group, so that the students can find a reference from it.
Senior knowledge management expert Liao Guosong gave a lecture
Teacher Liao Guosong introduced that from the preliminary research to dig deep pain points, to the planning of knowledge management construction blueprint, and then to the full launch of the project and gradually achieved phased success, in the entire knowledge management construction work, Lanling knowledge management platform helped the large real estate group break down the barriers between branches, departments and departments, and organizational memory, organizational ability, organizational effectiveness, and organizational collaboration were also comprehensively improved.
<h1 class="pgc-h-arrow-right" data-track="66" > into the knowledge management benchmarking enterprise</h1>
After two days of theoretical courses, LanLing led the trainees into Zhongyuan Real Estate to have close contact and learning with knowledge management benchmarking enterprises.
The trainees walked into Zhongyuan Real Estate
Zhongyuan Real Estate was founded in 1997, as a large-scale professional real estate agency company in Shenzhen, the number of employees is large, and the internal knowledge dispersion cannot be effectively used, so in 2018, it joined hands with Lanling to create an APP "original knowledge" through upgrading, so that more than 50,000 employees up and down the enterprise can achieve online learning and training, and broaden the knowledge horizons of employees.
Liu Qiming, Chief Knowledge Operation Officer of Zhongyuan Group, gave a lecture
Liu Qiming, chief knowledge operation officer of Zhongyuan Group, introduced that since the beginning of knowledge management construction, Zhongyuan Group has experienced the following stages:
· Era 1.0: Start the construction of knowledge management by building application scenarios such as project maps, knowledge maps, knowledge slices, and knowledge quizzes.
· 2.0 era: First, to create a sharing platform to unify the national knowledge management and intelligent classification of knowledge, as well as hierarchical portal management, to ensure that knowledge can be effectively used and can be "taught according to aptitude"; the second is to create a mobile APP "original knowledge", establish a number of selected columns to make knowledge sources more diverse, and realize the use of knowledge; the third is to set up an incentive mechanism for wisdom co-creation, so that the internal hidden knowledge of the enterprise is fully explicit.
· 3.0 era: through learning the application of graphs, intelligent robots, and connecting business systems, human-machine intelligence is realized.
<h1 class="pgc-h-arrow-right" data-track="67" > KM training in the mouths of famous enterprise students</h1>
Molly Sunshine Insurance
Through this KM training, the combination of theory and practical exercises, especially the learning of the 1+4 knowledge management model landing organization empowerment, let me have a more thorough understanding of how to build the knowledge management system of the enterprise and how to combine the actual situation of the enterprise to implement the knowledge management, which will also help me to do better in the future knowledge management work.
Pan Wenchao China Machinery International Engineering Design and Research Institute
After three days of course training, I more clearly defined my role in the knowledge management project, learned how to apply the 1+4 knowledge management model to the work scene, and more systematically mastered the methodology of knowledge management, so that I had a clear understanding of how to do a good job in knowledge management.
Zheng Chaoxiong Daya Bay Nuclear Power
After a few days of training, several teachers not only taught the "art" of how to use knowledge maps, knowledge maps and other tools, but also taught KMer how to assist managers in promoting knowledge management and how to build a knowledge management system in combination with the actual situation of the enterprise.
Kou Min sees the source shares
The first of the biggest gains from participating in this training is to have a deeper understanding of the knowledge management theory system, followed by seeing the best practices of the same industry, such as military industry, COFCO Storage, Huawei and other companies in knowledge management, through learning from these benchmarking enterprises, let us use these successful practical experiences in the future knowledge management work, from the success of others to our own success.