I have been lucky enough to enjoy the last day of athletics and the closing ceremony of the XXIX Olympic Games in Beijing. It has been an extraordinary experience. A great thank you to SAP Services that has made this journey possible for ten fortunate employees!
So, reflecting about this outstanding experience I’ve just asked myself: How do the IOC manage its specific event knowledge? The current IOC President, Jacques Rogge, initiated a knowledge transfer programme back in 1998. Olympic Games Knowledge Services (OGKS) was created as an unique supplier of knowledge management services in 2001. This company was integrated into the IOC in 2005 and was eventually liquidated in 2007. The extranet mentioned in the article of 2006 is not working any more.
The former chief executive of the OGKS and secretary general of the Australian Olympics Committee, Craig McLatchey, is now CEO of Event Knowledge Services, a spin-off of OGKS. This article describes some of the achievements of KM @ Olympics.
September, 2008
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Olympic Knowledge Management
Wednesday, September 24th, 2008Be Commited, Build Interactions, Network Effectively
Monday, September 22nd, 2008The topic that Hubert Saint-Onge presented during the SIKM call last week wasn’t brand new. “Collaborative Networks and the New Enterprise” was e.g. already presented during KM World 2007.
Nevertheless, it’s always good to listen to a thought leader with 25 years of experience. There were three points which I’ve particularly appreciated:
- “Collaborative networks require commitment not compliance.”
Yes, to be successful in collaborative networks you need a personal conviction, the ability to build trust in relationships and to deal with risks. Commitment is being willing to do whatever it takes. - “Building interactions that are part of getting work done is more important than building knowledge bases.”
Yes, and please leverage technology to make judicious use of face-to-face meetings. - The fourth chapter of the presentation that outlines principles for effective partnering in collaborative networks:
- focus on the customer
- trust based interactions
- testing assumptions
- well-defined accountabilities
- attention to process
- appropriate elevation
Thank you Hubert for the presentation.
Why I don’t understand as much as I think I do
Wednesday, September 10th, 2008I’m back from some nice, relaxing, amazing, sometimes puzzling August summer days that I’ve experienced with my kids, wife, friends, or SAP colleagues in Hamburg, Berlin, Beijing, and Rome.
The harsh reality of the German education system hit me yesterday: my younger daughter’s grade 1 teacher has introduced herself to all the parents and the first impression was just disappointing.
Have I looked too much for evidence to reinforce my own model of learning in the 21st century? Jonathan Drori presents his views on “Why We Don’t Understand As Much As We Think We Do” in a 10-minute video. I totally agree with one of his conclusions: Poor teaching does more harm than good! This is why I won’t accept below average teaching for my kids and their friends.
Update (15.09.): my daughter is very satisfied with her first teacher: “She’s very nice, dad! She has even offered us apple pie today.” Actually, I don’t understand as much as I think I do.



