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The Role of KM in Organisational Culture, Agility and Resilience

The Future of Business: A KM perspective

The HK Knowledge Management (KM) Society is hosting a one day conference on 12th Feb 2020 in conjunction with the other members of the KM Global Network (see below).

We are delighted to be able to bring to HK for this Conference many of the world’s leading thought leaders and legends in the art of Knowledge Management. However, this is not a KM Conference solely for KM Managers. Rather, a deep understanding of KM has informed our speakers on complex issues facing business and honed their sense making skills : these experts will bring insights into issues that will be critical to the future success of business in particular, and all organisations in general, as the social, economic, and political worlds become transformed by digital technologies.

During the day we will cover a wide range of topics such as Digital Transformation, Innovation, Organisational Culture, Agility, Resilience, Artificial Intelligence, Machine Translation, Computer Vision, Collaboration, Curiosity, Job (in)Security and many more.

Knowledge Management has always been a forward-looking discipline. Those skilled in KM are well placed to guide our thinking into what being successful in the 21stCentury is all about.

Click here for more detail about this event.


II :- The Role of KM in Organisational Culture, Agility and Resilience

Speaker: Professor Dave Snowden Cognitive Edge ,UK

Managing knowledge should always have been focused on making better decisions and creating the conditions for innovation. The ability to do that effectively requires a culture of collaboration and self-organisation which is difficult to achieve in the normal goal-orientated approaches that are too common in modern organisations. We need to start journeys with a sense of direction and purpose but the flexibility to adapt to circumstances that could not have been anticipated at the time. How do we map our culture? How do we make sure that it has sufficient cognitive and experiential diversity to ensure resilience and sustainability? How do we accommodate and work with conflict for positive outcomes? Above all how do ensure the continuous development of knowledge not just in codified form, but also through the oral tradition and trans-generational practice.



The Cynefin Centre exists to apply natural science to social systems in particular Complexity Theory and the Cognitive Sciences. It arises from Dave’s original work in IBM’s Institute for Knowledge Management where he created an approach which became known as Organic Knowledge Management, challenging the dominant idea that knowledge had to be codified.

He was one of the early practitioner/academics to challenge the validity of Nonaka’s SECI model. His paper from that period Complex Acts of Knowing is one of the top ten cited papers in the field and his HBR cover article in Leadership is the third most sited in the field of Complexity and Leadership. His business career began in Decision Support System Design in a UK firm in the early days of computing where he rose to the position of General Manager and Strategy Director. Following an IBM takeover of his company, he moved to research/Thought Leadership role in IBM and developed a body of work on weak signal detection for DARPA before and after 911. He left IBM 16 years ago to create Cognitive Edge and co-designed Singapore Government’s Risk Assessment and Horizon Scanning System.

He has a BA in Philosophy and an MBA in Financial Management and also holds visiting Chairs at the Universities of Pretoria, Stellenbosch and Hull. Over years he has held various other academic positions and acting as an advisor at board level to a range of companies and other bodies around the world.


February 12


(All day event)