Knowledge Management Symposium 2005

EXTENDING THE 

FRONTIER OF 

KNOWLEDGE 

MANAGEMENT 

www.kmsymposium.com 

20 May 2005 

Knowledge 

Management 

agem 

Symposium 

2005 

Official Publication 

Organizer: 

Funded by: 

Collaborating Organization: 

COMMERCE, INDUSTRY AND TECHNOLOGY BUREAU 

THE GOVERNMENT OF THE HONG KONG 

SPECIAL ADMINISTRATIVE REGION 

Supporting Organizations: 

http://www.kmdc.org/ 

W i d e r W o r l d 

Company Limited

The Knowledge Management Development Centre, Limited, (KMDC) is a 

charitable organization set up in 2004 by a group of committed Knowledge 

Management Practitioners from various industries and government. The founders of 

KMDC are also former executive member of the first KM interest group (in the 

form of Communities of Practice) in Hong Kong, the “Knowledge Management 

Development Community”. The KMDC aims to promote the awareness and 

advance the practice of Knowledge Management in Hong Kong. 

Guest Speakers and KMDC Executive Committee (2004-2005) at the 

KMDC Grand Launch. 

From left: Tse Ming Kin, Trevor Lui (Hon Secretary), Eric Chan, Philip 

Fung (Vice Chairman), Mrs. Justina Leung (Executive Director, The Boys 

and Girls' Clubs Association of Hong Kong), Mr. Charles Wong (Assistant 

Commissioner, Hong Kong Police), Daisy Chou (Chairlady), Victor Leung 

(Treasurer), Michael Liang, Ted Ho (Hon Accountant), Alfred Ho, Lau Kit 

Pong. Not in picture: Stanley Ng, Tony Yeung. 

KMDC held its official launch on 3 December 2004 at the 

Senior Officers' Mess, Hong Kong Police Headquarters. 

Celebrating this occasion, three prominent KM practitioners 

shared the experience and achievement of applying KM in the 

disciplinary force, NGO and the commercial sector respectively. 

Over a hundred members and guests from different sectors and 

trades attended this grand event.

Welcome Message 

Mr. Howard Dickson 3 

Government Chief Information Officer, The Government of the Hong Kong Special Administrative Region 

Ms. Daisy Chou 4 

Chairlady, Knowledge Management Development Centre 

Mr. Charles Bien 5 

President, Institute of Management Consultants of Hong Kong 

Table of Contents 

Agenda 6 

Keynote Speakers 

Mr. Bruno Laporte 7 

Mr. Charles Wong 8 

Mr. Josef Mueller 9 

Speakers 

Mr. Eric Chan 10 

Mr. Philip Fung 11 

Dr. Gordian Gaeta 12 

Prof. WB Lee 13 

Mr. Trevor Lui 14 

Mr. Andrew Young 15 

Dr. Horace Yuen 16 

Knowledge Management Case Sharing 

A Case Study of Bossini 17 

A Case Study of The Boy's and Girls' Clubs Association of HK 19 

A Case Study of The Hong Kong Police Force 23 

Acknowledgement 26

Message from Guest of Honour 

Mr. Howard C Dickson 

Government Chief Information Officer, 

The Government of the Hong Kong Special Administrative Region 

Information and knowledge have become increasingly vital to the transition of any economy to 

one that is innovation driven and knowledge based. The need for managing knowledge effectively 

so as to benefit from it is already a priority item on the management agenda of many 

organisations. 

Under our Digital 21 Strategy for IT development, we have recognised the need to promote a 

vibrant, competitive and innovation driven IT industry in Hong Kong. To maintain Hong Kong's 

competitiveness, we must also have adequate and quality human resources in IT to meet the 

demand of a knowledge economy and specifically that of commerce and industry. The 

Government has been devoting efforts to achieving these goals. We have been extending the 

frontier of our efforts by reaching out to the professional bodies and local IT industry. We are 

helping the IT industry set up an Industry Training Advisory Committee and develop a 

Qualification Framework to define competency standards and aggregate them into qualifications 

for different levels of jobs. 

The theme of this Symposium, the first of its kind organised by the Knowledge Management 

Development Centre, "Extending the Frontier of Knowledge Management", ties in well with what 

we have done and will be doing. Events of this kind will certainly provide a valuable forum for 

exchanging views, sharing experiences and creating opportunities for co-operation in knowledge 

management. 

I would like to congratulate the Knowledge Management Development Centre and the Institute of 

Management Consultants Hong Kong for successfully organising the Symposium with such a rich 

programme. Indeed, this is a good example of partnership among professional bodies and the 

Government, as the Symposium is funded by the Professional Services Development Assistance 

Scheme administered by the Commerce, Industry and Technology Bureau of the Government. 

I hope the participants will find this Symposium useful in providing pointers to how we should 

move forward in the knowledge-based society. 

3 

Extending The Frontier of Knowledge Management

Message from Organizer 

Ms. Daisy Chou 

Chairlady, Knowledge Management Development Centre 

Knowledge Management has become almost the 'talk of the town' in most parts of the business 

world today, including Hong Kong. As our operating environment is getting turbulent and 

increasingly unpredictable, being able to share effectively knowledge learned in the process of 

conducting one's business is a key factor for ensuring success. 

In our pursuit of extending the frontier of knowledge management, KMDC is pleased to present to 

you a wide range of current examples of KM applications in Management Consulting and other 

industries at today's KM Symposium 2005. Collaborating with IMCHK as well as support from 

sixteen different supporting organizations, we hope that KM Symposium can be a powerful 

platform that provides a global perspective on KM to the local community. 

I look forward to your active participation and taking back home, or office, the valuable 

experiences and advice of the seasoned field practitioners who will be presenting in the 

symposium today. 

Extending The Frontier of Knowledge Management 

4

Message from Collaborating Organization 

Mr. Charles Bien 

President, Institute of Management Consultants of Hong Kong 

We management consultants are knowledge workers and intellectual properties are our most 

important assets. The management of intellectual properties is so logically a critical success 

factor to our business, yet often overlooked, particularly among the smaller consulting firms. This 

provides a perfect case to promote knowledge management. 

The mandate of IMCHK is to promote professional excellence for management consulting, and 

most of our members are individual practitioners and small firm operators. We recognize the 

importance of knowledge management and are proud to co-host this conference. We believe there 

are true synergies between KMDC and IMCHK and this conference will be a good starting point, 

providing a platform for our members to get to know each other better and facilitate professional 

exchanges. 

We welcome you all. 

5 


AGENDA 

8:45am - 9:10am REGISTRATION (Room 401) 

9:10am - 9:30am Opening Address from Guest of Honour (Room 401) 

Mr. Howard Dickson, Government Chief Information Officer, The Government of the 

HKSAR 

Welcome Message 

Ms. Daisy Chou, Chairlady, Knowledge Management Development Centre, Ltd (KMDC) 

Mr. Charles Bien, President, Institute of Management Consultants of Hong Kong (IMCHK) 

9:30am - 10:30am Opening Keynote Presentation (Room 401) 

Exploring and Re-distributing Knowledge for Global Development 

Mr. Bruno LaPorte, Manager, Knowledge and Learning Services, World Bank Institute, The 

World Bank 

10:30am - 10:45am 

NETWORKING BREAK 

10:45am - 11:35am Keynote Presentation (Room 401) 

A Knowledge Focused Police Force 

Mr. Charles Wong, Assistant Commissioner, The Hong Kong Police Force 

11:35am - 12:25pm 

12:30pm - 2:00pm 

Developing a Business-Focused Taxonomy 

Mr. Andrew Young, Practice Manager, Factiva 

LUNCH BREAK 

2:00pm - 2:50pm Keynote Presentation (Room 401) 

The Power of External Knowledge 

Mr. Josef Mueller, Managing Partner, China Retail Practice, Accenture 

2:50pm - 3:05pm 

NETWORKING BREAK 

TRACK I (Room 401) TRACK II (Room 405) 

3:05pm - 3:55pm 

3:55pm - 4:45pm 

Exploring Customer Knowledge 

Mr. Philip Fung, Executive Director, 

Bossini International Holdings Limited 

Collaborative Outsourcing 

Mr. Eric Chan, Vice President, 

Solution & Bid Management, PCCW 

Internalizing Knowledge from Partners 

and Competitors 

Dr. Horace Yuen, Principal, 

INTI College Hong Kong 

Generating Insights from Worker's 

Knowledge 

Dr. Gordian Gaeta, Council Member, 

IMCHK 

4:45pm - 5:30pm Panel Discussion and Closing (Room 401) 

Chairman: 

* Prof. W. B. Lee, Head, Department of Industrial and Systems Engineering, The Hong 

Kong Polytechnic University 

Panelists: 

* Mr. Bruno LaPorte, Manager, Knowledge and Learning Services, World Bank Institute, 

The World Bank 

* Mr. Charles Wong, Assistant Commissioner, The Hong Kong Police Force 

* Mr. Josef Mueller, Managing Partner, China Retail Practice, Accenture 

* Mr. Trevor Lui, Senior Consultant, Hong Kong Productivity Council 

* The Organizer reserves final right on modifying the programme schedule without prior notice. 


6

Mr. Bruno Laporte 

Manager, Knowledge and Learning Services, 

World Bank Institute, The World Bank 

Bruno Laporte is currently managing Knowledge and Learning at the World Bank Institute. 

In his current responsibility, he oversees several teams working on knowledge management, 

learning, and internet strategy and applications. One of his main responsibilities is to ensure 

that knowledge sharing is an integral part of the Bank corporate agenda, to provide advice and 

support to all organizational units across the Bank, and to ensure that the internal organization 

is aligned to provide an environment conducive to knowledge sharing. He joined the World 

Bank in March, 1985 and has worked extensively on education, training and employment 

issues in different countries -- Turkey, Egypt, Yemen, Algeria and Tunisia between 1985 and 

Keynote Speaker 

1990 - - Yugoslavia, Poland, Bulgaria and Hungary between 1990 and 1995 - - Chile, 

Philippines, and the Caribbean between 1995 and 2000. Bruno Laporte has a keen interest in 

contributing to the shift in development paradigm, based on multi-directional knowledge and 

learning flows, and aimed at building capacity and providing opportunities for countries to 

identify their own development solutions. 

7 


Mr. Charles Wong 

Assistant Commissioner, 

The Hong Kong Police Force 

Mr. Charles WONG Doon-yee is an Assistant Commissioner of the Hong Kong Police Force. 

He holds a Master's Degree in Criminology from the University of Cambridge. He joined the 

Hong Kong Police Force in 1978 and has many years of operational, investigative, 

administrative, training and management experience. Between 1992 and 1994, under the 

Police Officers Exchange Secondment Scheme, he was posted to the Wiltshire Constabulary 

in the United Kingdom, where he undertook the position of the sub-Divisional Commander of 

Swindon, an area that was considered to be one of the fastest growing areas in Europe. He is 

currently Head of the Service Quality Wing, responsible for strategic planning, performance 


audit, performance review and complaint investigation of the Hong Kong Police Force. He is 

also responsible for the implementation of knowledge management in the Force. 


8

Mr. Josef Mueller 

Managing Partner, 

China Retail Practice, Accenture 

Josef (Joe) Mueller is the Managing Partner for Accenture's China Retail practice. He is also 

Accenture's technology innovation (eg, RFID) lead for Asia Pacific. 

Joe has proven experience helping international and domestic retailers with large scale change 

programmes - both startups and mature enterprises. Joe's expertise is in the strategy, planning, 

design, build-out, and operations of operating models, including IT shared services. 

Joe has more than 20 years in the consulting industry, the past ten years working and living in 

Asia Pacific, primarily Thailand, Korea, Hong Kong, and China. 


9 


Mr. Eric Chan 

Vice President, Data Services, PCCW 

Executive Committee Member, KMDC 

Mr. Eric Chan is a Chartered Engineer (UK), a Chartered Marketer (UK), and a General 

Manager of PCCW. Eric is a seasoned executive with management experience in Engineering, 

Product, Marketing, business solution consultancy, and has pioneered KM projects in Hong 

Kong Telecom/PCCW since 1998. PCCW is the first and only Hong Kong company awarded 

with the Asian MAKE (Most Admired Knowledge Enterprise) by Know-net Consortium. At 

his previous capacity as VP, Solution & Bid Management, he actively drives knowledge 

creation, sharing and collaboration amongst a large workgroup of knowledge workers and 

Speaker 

also conducted external consultancy role for clients. Eric speaks frequently at international 

conferences on technology and knowledge management. 


10

Mr. Philip Fung 

Director of Human Resources and Knowledge Management, 

Bossini Enterprises Limited 

Vice Chairman, KMDC 

Mr. Philip Fung is the founding member of Knowledge Management Development 

Community. He is a practitioner and trainer in knowledge management and organizational 

learning practices. His current position is the Director of Human Resources and Knowledge 

Management of Bossini Enterprises Limited. Prior to Bossini, he was the General Manager- 

TQM, Human Resources and Administration of Group Sense Limited (GSL). 

Speaker 

11 


Dr. Gordian Gaeta 

Council Member, IMCHK 

Gordian Gaeta is a director and founder of a range of consulting and advisory firms as well as 

private equity investment companies in services and light manufacturing industries 

predominantly in Europe and Asia. He specializes in developing and implementing analytical 

solutions for complex strategic issues in financial services and other industries undergoing 

significant change or being exposed to intricate risk issues. 

In the areas of business analyses, management and investment he brings a wealth of 

Speaker 

experience having been a partner of Booz, Allen & Hamilton dedicated to strategic issues 

both at micro and macro economic levels. Previously an academic and a bank executive in 

several countries, Gordian Gaeta holds a master and doctorate in law and read mathematics 

and business sciences at the Institutes of Technology of Vienna and Zurich. For the past 

twenty years he has been living in Asia but works in most developed economies globally. 


12

Professor W.B. Lee 

PhD, M.Tech, CEng, MIM, MIEE, MHKIE 

Chair Professor and Head of Industrial and Systems Engineering 

The Hong Kong Polytechnic University 

President of the Hong Kong Advancement of the Association 

of Science and Technology 

Fellow of the World Academy of Productivity Science 

Prof. W.B.Lee, is the Chair Professor and Head of the Department of Industrial and Systems 

Engineering and the Director of The Hong Kong Polytechnic University Microsoft Enterprise 

Systems Centre (MESC). 

Professor Lee established the Knowledge Solution Laboratory in the MESC, the first of its 

kind in Hong Kong, and has pioneered research and practice of KM in various industrial 

sectors from manufacturing, public utilities, government, to health-care. He has also led a 

research team in the design of an on-line enterprise collaborative platform to enable 

Speaker 

companies to share and collaborate on projects on a real time basis, and the implementation of 

a knowledge work support system based on dynamic taxonomy, a project which aims to 

enhance knowledge sharing and productivity for small and medium enterprises. Prof. Lee 

speaks at a number of KM events and international conferences. His research results have 

been published in various international journals. 

Professor Lee is the President of the Hong Kong Advancement of the Association of Science 

and Technology. He is also the Past President of Guongdong Hong Kong Association for the 

Promotion of Technology Enterprise, Vice-Chairman of the Asian Pacific Academy of 

Productivity Innovation and Past Chairman of the Institution of Electrical Engineers (IEE) 

Hong Kong. He is a Council Member of the International Society of Knowledge and Systems 

Science. 

He teaches on various courses in knowledge engineering and management, manufactuirng 

strategy, and organizational learning. Professor Lee and his team have launched the Asia's 

first on-line MSc Programme in Knowledge Management. 

13 


Mr. Trevor Lui 

Senior Consultant, Hong Kong Productivity Council 

Hon. Secretary, KMDC 

Mr. Trevor Lui is Senior Consultant of Total Enterprise Management Consultancy, Hong 

Kong Productivity Council (HKPC). 

Trevor has over sixteen years of experience in 

management consulting focus in knowledge management, customer management, strategic 

planning, marketing and business development. With his current roles in HKPC, he has also 

assisted the set up of Asian Benchmarking Clearinghouse, which attained a very high 

reputation in the areas of Knowledge Management, Benchmarking and Customer 

Relationship Management. Before joining HKPC, he had worked as a manager to set up 

Speaker 

marketing offices and factories in Canada and China, and also as a consultant to provide 

consultancy services in Marketing, Management and Business Development. 

Trevor holds a Master of Business Administration Degree from the Simon Fraser University 

and a Bachelor of Arts Degree in Business Administration from the Trinity Western 

University. He is also a certified Benchmarking Consultant from American Productivity and 

Quality Center, Houston, USA. With his expertise in Knowledge Management, he is 

recognized by Knowledge Associates, UK, as a Certified KM Consultant and a Certified 

Master KM Education Trainer. In addition, Trevor is a Certified Trainer of “Who Moved My 

Cheese” form Linkage International Ltd, UK. 


14

Mr. Andrew Young 

Asia-Pacific Practice Manager, 

Factiva Taxonomy Services 

Andrew Young is a managing consultant, working in Factiva's Consulting Services team. His 

speciality is the provision of taxonomy advice and expertise in the wider context of 

information management and retrieval. In addition to licensing Factiva's off-the-shelf 

taxonomies, Andrew has developed a simple framework that enables Factiva to jump-start the 

development and delivery of custom taxonomies. With modular service offerings around the 

key themes of needs discovery, design, implementation and maintenance, Andrew's mission is 

to integrate relevant information into users' workflows and to make searching for information 

Speaker 

a less onerous task. 

This is a field in which Andrew has over 17 years of practical experience. 

Prior to joining Factiva Consulting Services in May 2002, Andrew held the position of 

Taxonomy Development Manager since the creation of Factiva in May 1999. In that role he 

was responsible for creating and maintaining Factiva Intelligent Indexing, the universal 

classification scheme which is applied to all content on the Factiva platform. 

Andrew previously spent more than 11 years in various editorial and content management 

roles for Reuters, tracing his involvement with taxonomy back to 1987 when he was 

employed as an indexer on the Reuters Textline service. He has since managed many editorial 

teams and projects including the introduction of programmatic indexing to Reuters Business 

Briefing in 1998. 

Based in the company's Sydney office, Andrew holds a Bachelor of Arts degree in Economic 

and Social Studies from the University of Manchester in the UK. 

15 


Dr. Horace Yuen 

Principal, INTI College Hong Kong 

Dr. Horace Yuen is a professional management consultant and educator. He is also the writer 

of books on career, life nurturing and professionalism. Dr. Yuen holds diversified academic 

and professional qualifications in Engineering, Public Administration, Computer Science, and 

Laws. Over the past thirty years he has worked at senior position in both the private and pubic 

sector organizations including Dietz, Philips, HKPC and the Government Secretariat of 

HKSARG. He is now the School Supervisor and Principal of INTI College Hong Kong where 

he is committing himself in sharing his experience and knowledge with the younger 

Speaker 

generation through life-long learning. 


16

Implementation of Knowledge Management: 

A Case Study of Bossini 

Interviewer: Trevor Lui, Senior Consultant, Hong Kong Productivity Council (Trevor) 

Interviewee: Philip Fung, Director of Human Resources and Knowledge Management, 

Bossini Enterprises Limited (Philip) 

Trevor: When did Bossini start its knowledge management (KM) initiatives? What drove those initiatives? 

Philip: Fiscal 2002 spelled trouble for us as operating cost went up while net profit margins were thinning. I saw the 

declining financial performance as a symptom of a deeper problem. Following the directives from the Chairman, 

Henry Law, who is a firm believer in Stephen Covey's “Seven Habits of Highly Effective People”, I focus in 

building a culture of trust and knowledge sharing. By 2003, Bossini formally launched Knowledge Management. 

Unlike a lot of companies that started with buying million-dollar technologies such as document-sharing systems, 

I opted for a culture-change campaign at the onset of my KM project. I noticed front-line staff generated a lot of 

insightful knowledge through their day-to-day interaction with customers. The question was “How do we collect 

and manage all this customer knowledge?” I know that we need to develop new business practice, which we later 

named as Shop CKM (Customer Knowledge Management). 

Trevor: What is the actual KM strategy at Bossini? 

Philip: A good KM strategy for Bossini has to tie with our company's vision: “To be the top-of-mind brand leader”. 

Given competition in retail business is heated and intense, a lot of time, goods sold are similar among players and 

difficult to make a difference. Whether one could outperform competition would depend on who could deeply 

understand the needs of the customers and get hold of timely market intelligence, such as what latest fabrics are 

out there. 

Trevor: In which area of your operation has KM been implemented? Is it a pilot project or an enterprise-wide 

programme? 

Philip: We often started with pilot projects and expanded some really successful ones into enterprise-wise programme. 

We got started by forming a cross-functional KM team with eight individuals from Human Resources, 

Information Technology, Finance, Retail Management, and Marketing. The team underwent a KM diploma 

course provided by the Knowledge Management Development Centre (KMDC) and Hong Kong Productivity 

Council (HKPC) to learn how to deal with customer data, people competence, and transfer expertise. They also 

brought in experience and knowledge back to the organization to proceed with different experimental projects, 

making KM part of their daily activities. 

Trevor: Could you share with us the content of your KM programme, and the benefits you received? 

Philip: I can share two KM programmes: 

•Deploying of Shop CKM (Customer Knowledge Management) - To Bossini, customer related knowledge, e.g. 

their purchasing behavior, color preference, and body type/build is important information. CKM has specially 

applied to individual shops to capitalize the insightful knowledge front-line staff generated during their daily 

interactions with customers. Shop CKM is a three-step knowledge transfer process consisting Discoveries, 

Learning, and then Action. 

1) Discoveries - Through front-line staff's observations and sharing of their own tacit knowledge with team 

members. 

2) Learning - Codify collective knowledge in “what I saw and what I heard” form. Fax to office for storage and 

analysis. 

17 


3) Action - Relevant parties to develop action plan according to the learning discovered. Design Team, Buying 

Department are some of the example areas that would effect the actions. 

To allow Shop CKM to be carried out effectively, we need to train front-line staff on observation skills and 

emphasize their benefits when the head office could better understand their difficulties while selling products to 

customers. Such support is worthy as Shop CKM has a number of advantages over a traditional customer 

research study in accessing customer information or insight. The turn around time is shorter, the cost is lower, 

and in view of a quicker turnaround time, information collected is right on the market and therefore more 

accurate. In addition, the staff will have a sense of ownership. 

• Conducting AAR (After Action Review) - ARR was presented at three levels: 1) project level, 2) shop level, 

and 3) management level. 

1) At project level: It applies to big projects like new store opening or store expansion and requires operation to 

deliver targets. For example in a new store opening project, the whole project team will be involved in the 

AAR after the project finishes. The project manager will chair the review focusing on what was learnt during 

the project. Through discussions and experience extracting, knowledge gained could be applied to similar 

projects in the future for better and smoother results. 

2) At shop level: We made AAR a policy by introducing it to individual shops and infused mystery shopping 

exercise as a mean to provide constant challenge and feedback. Headed by the shop manager monthly for an 

hour each, the AAR will analyze the sales performance vis-à-vis the sales goal and solicit suggestions for 

improvement from staff. It encourages collective wisdom to build a stronger operation team and is a group 

learning exercise. Through sharing of experiences from their daily work, it indirectly leads the staff to 

realize their mistakes, thereby sharpening the whole team and making it more attuned. At the end of the 

review, the Shop Manager will pass the AAR findings to the head office, and the head office will disseminate 

information to the related departments. Based on the AAR report, these departments might conduct their 

subsequent analysis or AAR. This process of flowing knowledge from the front-line to upper management 

and from upper management back to the front-line is not only reverting the traditional top-down approach to 

communication, it is also unclogging all knowledge veins in an organization, ensuring knowledge flows to all 

areas, and each employee learns and picks up something along the way. 

3) At management level: Top management also exercises AAR in reviewing experience in launching a new 

brand in China; annual business review in Taiwan, Singapore, China and Hong Kong; and critical business 

issues review such as product development and margin management. 

Trevor: Were there any difficulties in system implementation? Or were there any difficulties in knowledge-sharing 

in particular? 

Philip: Our KM philosophy is to focus on people and IT is used as the enabler. I think the main difficulty is the workload 

faced by our staff due to rapid business growth. Sometimes, they are just too busy to find time to talk to each 

other and share the useful insights. 

Trevor: Do you think the implementation of KM helps in differentiating your company from other similar 

companies? 

Philip: Bossini has to differentiate with competitors through many areas such as branding, products and people. KM is 

one of the strategic tools helping us to create a competitive edge. Often, it is hard to isolate the impact of KM on 

business. Since KM is still at the early stage of implementation, it will take us a few years before I can gather 

enough factual evidences. 

Trevor: How do you envision the KM programme in 2 to 3 years' time in your company? 

Philip: In the next 2 to 3 years, we will continue to explore KM concepts and integrate them into our business strategy 

and daily operations. Recently, I found that Community of Practices (CoP), story-telling, personal knowledge 

management (PKM) and taxonomy are some powerful KM ideas that I can use to improve our operations. 

Page 4 of 4 


18

Implementation of Knowledge Management: 

A Case Study of The Boys' and Girls' Clubs Association 

of Hong Kong (BGCA) 


Interviewee: Lilian Law, Assistant Director (Strategy & Development), BGCA (Lilian) 

Trevor: When did BGCA start its knowledge management (KM) initiatives? What drove those initiatives? 

Lilian: The BGCA was founded in 1936 and has more than 700 full-time staff operating over 55 service centers across 

various districts in Hong Kong. Over many decades, the organisation has nurtured a distinctive sharing culture. 

However, our sharing activities have been only on an individual face-to-face setting among staff members or 

among teams, rather than maintaining an overall corporate memory and experience. 

In early 2000, when the organization conducted internal management reviews and carried out re-structuring, we 

found that many experienced staff members were about to retire and the organization would be losing an 

abundance of knowledge and experience. In light of this, the organization introduced KM at that time in order to 

apply effective practices to capture and consolidate the many years of accumulated social services experience and 

know-how. KM emphasizes a great deal on the notion of “Corporate Memory”, which is a positive concept and 

aim for us in consolidating our organization's vast experience. Therefore, we started to design and implement a 

KM programme and roadmap. 

In addition to the internal reasons I've just mentioned, a severe external operating environment was another 

reason that drove us to adopt KM as we recently encountered a host of new challenges in our operations. Firstly, 

with the discontinuation and reduction of government funding, we have had to adopt various HR measures to 

assure the organization's survival under today's turbulent conditions. Moreover, social problems and client needs 

are changing and are becoming more demanding, so our staff members may not be able to adapt to new 

challenges immediately. That's why we are trying our best to equip staff to handle these new problems and help 

the organization open up some survival space. 

Trevor: What is the actual KM strategy at BGCA? 

Lilian: The implementation of KM throughout the organization aims to facilitate our intelligence and experience from 

different districts and then upload it all to a shared platform so that staff members from different districts and 

departments can access it. After information is shared, we expect that our staff members will be able to transform 

these experiences and data into useful solutions based on the circumstances of the cases they are handling. 

Over the long term, our organization expects to formulate a more comprehensive KM strategy. In the first two 

years, we are concentrating on capturing our staff's knowledge and experience, then facilitating a sharing 

atmosphere. As we have staff members who offer different types of expertise, we have formed several 

knowledge communities (including: service planning skills and personal growth counseling) through novel 

activities according to the different interests of each staff. We have and will also further strengthen these 

communities as specific platforms for everyone to share various cases. In addition, we have tied in KM with the 

work process, our colleagues would look up on to the platform for programmes and knowledge which are closely 

linked to their daily work as well as leave comments and discussions on issues that would affect their daily work. 

Furthermore, we have designed programmes, which involve our retired colleagues so they can interact with our 

existing staff and pass along years of professional knowledge and expertise. 

19 


Trevor: In which areas of your operation has KM been implemented? Is it a pilot project or an enterprise-wide 

programme? 

Lilian: Among more than 200 non-government organizations, the BGCA is one that is funded by the Social Welfare 

Department as a pilot organization to implement KM programmes on a wide scale. In July 2003, while launching 

the preliminary stage of our KM programme, we selected three groups (school social workers, integrated service 

centres and resilience services) of colleagues to form different “pilot teams” with each team comprising ten or 

more members. In October 2003, the KM programme was implemented throughout the organization. It has 

become an enterprise-wide programme since then and all staff are involved. 

Trevor: Could you share with us the content of your KM programme and the benefits you received? 

Lilian: We integrated both of the organization's intranet and email systems into the KM system. So, whenever our staff 

members access the Internet they can click on the system to check for emails, as well as find out the latest news 

and developments in the organization, and even post their own opinions. This system has really become a 

convenient portal for our staff to handle their work. In addition, we have set up an internal management team, 

which is responsible for continuous oversight of access authorization for different levels of staff. 

Though the system has opened for all staff for one and half year, we need more time to observe its overall 

effectiveness. However, judged from the active usage with 200 to 300 staff log onto the platform everyday, over 

5000 documents uploaded and more than 200 personal KM websites formed, we have no doubt that it has become 

a convenient platform for knowledge building and sharing. Some staff have stated personal feedback on the 

helpfulness of the KM platform to gain programme ideas and locate relevant experienced colleague to help them 

better handle cases and provide services more effectively. In addition, the senior staff at headquarters are able to 

oversee case situations, as well as monitor progress and problems encountered by different teams and colleagues; 

this helps reduce the number of meetings and save time. Moreover, whenever I come across useful information, I 

can upload it to the system for everyone's benefit, and this help enhance communication and sharing between 

headquarters and staff members in different districts. 

In the long run, the organization hopes that more staff members will continue actively upload their own 

knowledge and experiences onto the system. The agency internal KM management team will consciously monitor 

through regular benchmarking study, upgrade the platform for more friendly usage and to make on-going future 

improvements.. The senior administration would look into the performance level and tangible benefits brought 

by the implementation. So far, we have noted active and more innovative knowledge streams appear and more 

efficient work habits. 



Lilian: Yes, indeed, we encountered a number of difficulties during the implementation of our KM programme. Here are 

a few examples: 

Staff Aspect: 

1. Some colleagues felt that their own experiences belonged only to themselves and were not willing to share 

them with others. But, once we convince these staff members to accept the principle that “They themselves 

will reap greater benefits through sharing”, this problem will be overcome. 

2. Some colleagues tend to think that their own experiences are not significant and thus not worth sharing. 

3. Some colleagues are infrequent computer users so they need more time to familiarize themselves with 

computer operation and other relevant skills in order to improve this situation. 

4. Some of our school social workers noted that their schools do not provide them with computers and that they 

had to bring in their own laptops in order to access our system. However, not all of our social workers have 

their own laptops. 


20

5. Some of our colleagues recognize, at personal level, their lack of systematic knowledge building process and 

hence difficult to share. That is why we have organized Personal KM training workshop and encourage them 

to develop their personal KM website. 

Efficiency Measurement: 

It is always a significant issue of how to measure the cost and efficiency of KM. First of all, the impact of KM 

cannot be seen immediately but it needs a longer time period to prove its efficiency. The BGCA is not a 

commercial organization so it is not appropriate to measure efficiency in terms of pricing and profits. Efficiency 

can only be reflected in terms of the improved services we provide to our clients. With this mind, it takes a longer 

time to reflect on what really constitutes efficiency. In addition, we must formulate appropriate measurement 

indicators and cannot just adapt directly the full set of indicators used in the commercial sector. That's why, one 

of our main challenges in implementing KM is how to transform the measurement indicators used in the business 

world into indicators that are appropriate for evaluating a social service organization. 

Implementation Aspect: 

1. When we launched the pilot teams, each team member was clear about the main target of the programme, 

which is to form a sharing community. So they actively uploaded their own knowledge and information to the 

system. However, when the system was open to all staff throughout the organization in October 2003 we 

found that most staff just entered the platform to read but didn't leave any message. This was probably due to 

the requirement of inputting their knowledge, or it could have been that were technology limitations in the 

uploading process, or some may just still be maintaining the attitude of observers. As time lapse and their 

familiarity of system increased, we found more documents uploaded and it leads to another issue, the 

harvesting of useful information and knowledge. 

2. We have also encountered some difficulties with the IT system because it is a foreign product. When we tried 

to customize the system according to our needs (e.g. to change the date interface in both Chinese and English 

the from USA system into the British format), the system has unexpected problems and even crashed. We also 

discovered that even some minor adjustments also caused significant problems. However, we expect that with 

the upgrades of both the hardware and software, there will be fewer problems ahead. 

3. “Expectation Management” is a very important issue. Colleagues may expect that the system is very 

convenient; just a click and it can perform various functions and complete whatever they need to do. With 

more frequent uses and more documents uploaded onto the platform, colleagues would push for a more 

efficient and powerful search function and minimize any waiting time. Sometimes, the system is not nearly as 

convenient as they might expect. Keeping up with colleagues' growing expectation would mean continuous 

improvement of the system. Some of such improvement may incur additional resources. Therefore, we would 

need to strike a balance: on one hand we make improvements of the platform as far as we can afford and on 

the other hand, we build staff's tolerance for accepting the system. 

Resources Utility: 

While faced with inadequate resources nowadays, we are sometimes trapped in a dilemma over whether or not to 

use existing resources for direct services or enhance our IT performance? Of course, we still put most of our 

resources into services aspects to provide instant help to those in need. But, we believe that if we can earmark 

part of our budget toward the KM system, in the long run, it will enable us and our colleagues to provide even 

better and more effective services to a larger number of people. 

Trevor: Do you think the implementation of KM helps in differentiating your organization from other nongovernment 

organizations? 

Lilian: We have clarified our vision with respect to the implementation of a KM platform. The platform is convenient 

channel to make explicit the vision and agency strategic direction to all staff. It is also a demonstration on how 

we would value the sharing and learning culture in the agency for providing quality service. We expect that in 

21 


future when our colleagues serve our clients, they will feel that the organization is giving them strong support and 

backup with an abundance of accumulated experience and knowledge. So when they encounter any problems 

they know how to seek support. Even if they encounter a unique situation, they will know if it is a completely 

new problem or there are already solutions to apply. This will help shorten handling times and enhance our 

overall service quality. This is the area, I think, which differentiates our organization from other non-government 

organizations. 

Trevor: How do you envision the KM programme in 2 to 3 years' time in your organization, your sector and in the 

economy as a whole? 

Lilian: In addition to what I've mentioned, individual staff members are also an important factor to knowledge, 

innovation and development. We hope that our colleagues understand that if everyone contributes their own 

knowledge to the organization, all will benefit. That's why we encourage more people to participate in the KM 

programme. Our organization even hopes to extend the KM culture to different areas of Hong Kong and 

convince more organizations to implement it. If this concept becomes widespread in Hong Kong and the 

experiences of all of local social workers can be captured, it will certainly give us a competitive edge in Hong 

Kong's social services sector. Our organization is actively encouraging this situation, and this is why we are 

opening some parts of our system to other practitioners within the sector. 


22

Implementation of Knowledge Management 

A Case Study of The Hong Kong Police Force 


Interviewee: Charles Wong, Assistant Commissioner of Police, Service Quality Wing, 

Hong Kong Police Force (Charles) 

Trevor: When did the Hong Kong Police Force (HKPF) start its knowledge management (KM) initiatives? What 

drove those initiatives? 

Charles: Back in 1998, the IBM Consultancy Report identified that the HKPF held an abundance of knowledge but that it 

was strewn everywhere within the Force. Due to the lack of a knowledge management system in place, staff 

suffered either from information overload or the inability to attain the required information readily. In some 

circumstances, the information remained buried making the dispatch of information within the Force slow. Each 

time a new task or assignment was appointed, we were inclined to reinvent the wheel; start everything from 

scratch; unwarranted time, and effort was therefore wasted and a longer lead-time became the price we paid. 

To remedy this, pilot projects to identify and confirm the need for Knowledge Management were carried out in 

2001, when KM was included as one of the key projects under the Three Year Strategic Action Plan (SAP). 

Apart from a need driven by business, there was also a bottom-up need driven by users with Force members 

eliciting a strong knowledge acquisition of internal and external good practices and requesting access to policing 

knowledge not to be limited to just a small proportion of the population. The sophistication of the society was 

also a driver for the need of KM. The public's expectation of a quicker-to-the-scene arrival, a faster crime 

resolving lead-time, impediment of a potential crime, or a flawless operation all added to the demand for a more 

efficient Force. 

In a nutshell, we feel KM is the way to make good use of the rich source of accumulated knowledge and 

experience within the HKPF to achieve policing excellence. 

Trevor: What is the actual KM strategy in the HKPF? 

Charles: Prior to formulating the KM strategy, we need to know our strengths and weaknesses in the sense of what we can 

do and what the Force members want, and then to align the strategy with Force's direction, thereby increasing the 

KM success rate. Bearing these factors in mind, we have formulated our KM strategy with Codification as the 

primary approach supported by Personalization approach. 

Codification is a People-to-Document process in short. Its objective is to provide high quality and reliable 

information by storing codified knowledge into a system; the whole process involves three steps. To retain 

knowledge, a robust IT repository system is deemed a must. Attaining this technology enabler therefore becomes 

the first step. Next, we notice a lot of reusable knowledge is embedded in Manuals and Orders. Codifying this 

knowledge and uploading it to the KM portal is a natural second step. The Force itself has a lot of explicit 

knowledge but the challenge is how to manage it. We then came up with a KM Mind Mapping project to manage 

this kind of knowledge. 

23 


Personalization is our secondary strategy. It is a People-to-People process focusing on introducing customized 

solutions to specific problems by systematically identifying and channeling subject matter experts. To facilitate 

effective Personalization, we institute People-to-People network, e.g., a Peer Assist initiative (AdvisroryNet-Gets 

Expertise Leveraged, ANGEL), study groups, collaboration forums, debriefing sessions, and post-operation 

meetings. 

On top of this, we are in the midst of designing a Reward and Recognition System to promote KM internally, 

which is to encourage Force members to contribute to Force KM initiatives. Officers who make outstanding 

contributions to KM will be rewarded and recognized formally. 

Trevor: In which area of your operation has KM been implemented? Is it a pilot project or an enterprise-wide 

programme? 

Charles: After the reviewing exercise conducted by IBM consultants in 1998, we started a pilot in 2001. In June 2002, we 

launched the Forcewide KM project with a 5-phase implementation plan. Currently led by the Service Quality 

Wing, Phases I and II use the codification approach to place organizational knowledge, such as Force manuals, 

orders and policies in the KM system, and to also place readily available unit knowledge, such as Formation 

orders, aide-memoires, guidelines and action cards in the same system. They are quick-wins which will make 

available a huge amount of organizational and unit knowledge online in a systematic fashion. Most frontline 

officers will benefit significantly from these two phases without having to personally contribute to the system. In 

doing so, they will be more ready to accept the subsequent phases, which require their contribution. 

Trevor: Could you share with us the content of your KM programme, and the benefits you received? 

Charles: In addition to the two phases mentioned above, we also featured three other phases in our KM programme. 

Phase III is to make less accessible unit knowledge, e.g. legal advice, stated cases, frequently asked questions, 

causes of acquittal and commonly made mistakes, available on-line. In Phase IV, Force members will be 

encouraged to contribute wherever they see gaps; and to share insights from overseas visits and private study 

which would be beneficial to the Force. Phase V is to encourage units and teams to incorporate KM practices 

into their work, such as conducting post-operation briefings to identify, document and share lessons as well as 

making use of the on-line facilities for team project collaboration. 

With the KM programme in place, the Force will receive a list of benefits including: 

• Decisions can be based on relevant and up-to-date information; 

• Time will be saved by reading information rather than searching for it; 

• Standards are set and will be followed ensuring consistency and quality; 

• Officers will no longer have to reinvent the wheel as they will be able to learn from the mistakes and successes 

of others; 

• Information will be available around the clock; and 

• Information sharing will be improved and internal communication will be also enhanced. 



Charles: We ran into difficulties on both fronts. In terms of system, we face major frustrations of Content Management 

and Navigation as well as the Search Engine. 


24

Force members went through and referenced manual files before an electronic platform was available. This 

became an ingrained habit, and thereby, a lot of members chose to bypass the present KM system and were 

reluctant to contribute their knowledge into the system. Non-user friendly taxonomy was another damper to 

Content Management. It could not organize the information systematically, which hindered users from 

effectively retrieving information by navigation and searching. 

Some of the many factors we faced in the journey of implementing KM include: 

• Resistance to change; 

• Limited awareness of knowledge management leading to over expectation of its impact and results; 

• A lack of ownership of the project; 

• Misconception of “knowledge is power”; 

• Rank consciousness; 

• The absence of a change management mechanism; and 

• A lack of incentive to motivate members to adopt the changes. 

Trevor: Do you think the implementation of KM helps in differentiating your organization from other similar 

organizations? 

Charles: It is still too early to tell. However, having started the KM programme, we generate a lot of support from our 

colleagues. They all agree that knowledge sharing among each other is important and is a way to turn the HKPF 

into a knowledge-focused organization, gradually enhancing its overall efficiency, effectiveness and economy. 

Trevor: How do you envision the KM programme in 2 to 3 years' time in your organization, your sector and in the 

economy as a whole? 

Charles: I believe the HKPF's KM programme will keep growing as users start to realize its benefits. While a number of 

KM initiatives were conducted ahead of schedule at the request of frontline officers, Phases III to V are still at a 

conceptual design stage. The actual needs, priorities and roadmap of future KM development in the HKPF will 

need to be thoroughly studied. In addition, to ensure a continued success in the future, the overall KM 

organizational structure, roles and responsibilities will need to be carefully considered. 

The rewards of KM are drawing a lot of attention. More and more departments in the Government of the 

HKSAR have started to embark on the road of KM. On the economy level, it is understood that a “Knowledge 

Economy” will evolve and dominate, where knowledge is the core competence of an organization and society. 

Therefore, knowledge management will play an important role in enhancing an organization's competitive edge in 

such a turbulent business environment. 

25 


ACKNOWLEDGEMENT 

This project is funded by the Professional Services Development Assistance Scheme of the Commerce, Industry and 

Technology Bureau, The Government of the Hong Kong Special Administrative Region. 

Special thanks to the following organizations for their kind support to the event : 

Collaborating Organization: 

Institute of Management Consultants of Hong Kong 

Contact: Mr. Charles Bien, President 

Address: Units 1401 - 1405, 14/F Jardine House, 1 Connaught Place, 

Central, Hong Kong 

Tel: 2865 2108 

Fax: 2866 7052 

Email: info@imchk.com.hk 

Web: www.imchk.com.hk 

Organization Overview/KM Projects/Contributions to KM Community: 

The Institute of Management Consultants of Hong Kong, IMCHK, is the 

professional body that sets and maintains high standards of quality, 

independence, objectivity, and integrity for Certified Management 

Consultants originating in Hong Kong and Macau. Founded in October 

2000, IMCHK campaigns for greater recognition and strives to enhance the 

quality of the profession to match the highest global standards. The Institute 

pursues its goals through negotiations with the Government, major 

consulting firms and clients principally in Hong Kong but also in Greater 

China on standards, methods of consultant selection, methodologies and 

best practices, training and development, resolution of disagreement, and 

discipline and ethics. 

Supporting Organizations: 

Name of Organization: 

The Academy of Management Consultancy Limited 

Contact Person: Dr. Gregg Li 

Address: 409 Hennessy Road, Suite 2101, Kwangtung Provincial Bank 

Building, Causeway Bay, Hong Kong 

Tel: 2573 4999, x 101 

Fax: 3019 6273 

Email: info@academy-mc.org 

Web: www.academy-mc.org 


The Academy of Management Consultancy is a leading professional 

training institute for management consultants and management troubleshooters. 

The Academy develops clinical tools and courses, works with 

organisations to identify a blueprint for transformation, then selects and 

trains a few clients and their employees on how to best apply the tools so 

that they may champion effective change themselves. All training programs 

are developed in-house by leading international management consultants 

whom we called Master Trainers. Their products are then licensed and 

adapted for corporate clients seeking turnaround solutions. 

The Academy has over 50 professors, Master Trainers, and Accredited 

Trainers from around the world and works closely with Institute of 

Management Consultants (IMCs), business schools, and global consulting 

practices of leading consulting firms. The Academy is a subsidiary of G. Li 

& Company (www.gliandcompany.com), a leading corporate governance 

consultancy established in 1991 by several professors and professional 

consultants. For more information, please see www.academy-mc.org. 

Name of Organization: Bossini Enterprises Limited 

Contact Person: Ms. Doris Chan, Knowledge Management Officer 

Address: 6/F., Hong Kong Spinnners Industrial Building, Phase 1 & 2, 601- 

603 Tai Nan West Street, Kowloon, Hong Kong. 

Tel: 2371 1650 

Fax: 2786 0869 

Email: doris.chan@bossini.com 

Web: www.bossini.com 


Organization Overview 

Bossini launched its first retail outlet in 1987, selling own label of casual 

wear. Over the past two decades, it rapidly established into an international 

distribution network with around 700 in 20 countries. 

Our KM projects include: 

¥ Customer knowledge management (CKM): through front-line staffs 

observations and sharing of their own tacit knowledge to capitalize 

customer knowledge; 

¥ Conducting AAR (After Action Review) at three levels: 1) project level, 2) 

shop level, and 3) management level; 

¥ KM Portal; and 

¥ Community of Practice (CoP) for Retail/Training/HR colleagues 

Contributions to KM Community 

¥ Corporate member of the Knowledge Management Development Centre 

(KMDC) 

¥ Supporting organization of the Knowledge Management Diploma 

Program and Knowledge Management Symposium 2005 


The Boys’ and Girls’ Clubs Association of Hong Kong 

Contact Person: Mr. Ringo Chan, Knowledge Development Officer 

Address: KDO, 9/F, BGCA, 3 Lockhart Road, Wanchai, Hong Kong 

Tel: 2823 8609 

Fax: 2865 4332 

Email: ringo.ch.chan@bgca.org.hk 

Web: www.bgca.org.hk 


The Boys’ and Girls’ Clubs Association of Hong Kong had received a grant 

in May 2002 to launch the captioned 14-month Business Improvement 

Project. The project aims to achieve continuous improvements, through the 


26


nourishing of sharing culture and utilization of a computerized KM system, 

to the business processes, service delivery, know-how of the Association’s 

professional social workers and, to a certain extent, the improvement of the 

sector as whole. Up to date, the computerized system was constructed and 

formally launched in October 2003. A total of 15 District Knowledge 

Platforms; 23 Knowledge Banks and 18 worksites have been set up to 

facilitate day-to-day sharing. Personal knowledge management is also 

stressed and over 200 colleagues have set up their own personal KM sites. 

On a daily average, the system records over 37,000 hit rates. The KM 

platform is also partially opened to the social service sector in Hong Kong. 

Name of Organization: Employers’ Federation of Hong Kong 

Contact Person: Ms. Jodi Koon 

Address: Suite 2004, Sino Plaza, 255-257 Gloucester Road, Causeway 

Bay, Hong Kong 

Tel: 2528 0033 (direct line: 2528 0633) 

Fax: 2865 5285 

Email: efhk@efhk.org.hk 

Web: www.efhk.org.hk 

Name of the Organisation: Hong Kong Police Force 

Contact Person: Mr. Stephen So, Chief Inspector of Police 

Address: Service Quality Wing, 27/F, Arsenal House, Arsenal Street, 

Wanchai, Hong Kong 

Tel: 2860 6578 

Fax: 22004312 

Email: cip-es-sq@police.gov.hk 

Web: www.police.gov.hk 


There is a wealth of knowledge available to the Hong Kong Police Force. 

Since June 2002, the Force has launched its Knowledge Management (KM) 

project with a 5-phase implementation plan adopted. Codification approach 

is applied for the first 3 phases, which are quick-wins and make available a 

huge amount of organisational and unit knowledge online in a systematic 

manner. The remaining 2 phases will use personalisation approach, in 

which Force members will be encouraged to incorporate various KM 

practices into their work. 

The benefits that the KM project brings to the Force are substantial. 

Significant benefits are reaped in terms of operational efficiency, as the 

Force members are afforded timely access to current and accurate 

information. 

Name of Organization: Factiva 

Contact Person: Ms. Simone Wheeler, Marketing Director 

Address: Suite 4105, Central Plaza, 18 Harbour Road, HK 

Tel: 2832 2312 

Email: Simone.Wheeler@factiva.com 

Web: www.factiva.com 

Name of Organization: The Hong Kong Council of Social Service 

Contact Person: Mr. Joseph Wong, Business Director (Corporate 

Management) 

Address: 13/F, Duke of Windsor Social Service Building, 15 Hennessy 

Road, Hong Kong 

Tel: 2864 2992 

Fax: 2865 4916 

Email: joseph.wong@hkcss.org.hk 

Web: www.hkcss.org.hk 


HKCSS is an umbrella organization representing non-governmental social 

welfare agencies, that strives to sustain and develop social welfare in Hong 

Kong. 

The Vision of the Council is to build a welfare sector that is highly 

accountable, efficient, effective and responsive to social needs, upholding 

the long-term sustainable development of society and the well-being of our 

citizens. 

Towards this end, one of the major work focuses of the Council is to 

facilitate learning among the social welfare agencies through sharing, by 

various means such as building up knowledge sharing networks, enhancing 

distillation and sharing of good practices, promoting KM culture, and 

supporting sector-wide or cross-agency KM projects. 


Department of Industrial and Systems Engineering, The Hong Kong 

Polytechnic University 

Contact Person: Ms. Nicole Sy, Project Fellow 

Address: Department of Industrial and Systems Engineering, The Hong 

Kong Polytechnic University, Hung Hom, Hong Kong 

Tel: 2766 6560 

Fax: 2362 5267 

Email: nicole.sy@polyu.edu.hk 

Web: www.ise.polyu.edu.hk/km/ 


The Hong Kong Polytechnic University (PolyU) has a wide range of courses 

which directly meets industrial, commercial and community needs is 

offered. In addition to meeting Hong Kong’s manpower requirements, The 

PolyU also makes significant contributions towards the territory’s success 

by providing the public and private sectors with its expanding range of 

consultancy, professional training and applied research services. Through 

these activities, the University maintains a strong partnership with the 

business and industrial sectors. 

In the areas of Knowledge Management, Department of Industrial and 

Systems Engineering(ISE) has been actively engaged in scholarly 

activities. Over the last years, the Industrial System Engineering 

Department has pioneered the practice of KM in various industrial sectors 

and prestigious companies in Hong Kong which covers Public Utilities 

Airline Industry, Soial Work, Heath Care, Governement Department, and 

Manufacturing ... etc. the Department hosts Asia-Pacific’s first on-line 

Master of Science porgram in Knowledge Manegment as well as a certified 

Knowledge professionals ( CKP) porgramme for excutives. 

27 


Name of Organization: Hong Kong Productivity Council 

Contact Person: Mr. Trevor Lui, Senior Consultant, Total Enterprise 

Management Consultancy Division 

Address: 3/F, HKPC Building, 78 Tat Chee Avenue, Kowloon, Hong Kong 

Tel: 2788 6252 

Fax: 2788 6030 

Email: trevorl@hkpc.org 

Web: www.hkpc.org 

Knowledge Management (KM) is the core service of the company. The 

KMbi approach to knowledge management is holistic in nature. The 

starting point is linking KM to business objectives and strategies (Strategy). 

The other key elements include getting the key knowledge-workers 

(People) involved in the process of identifying the critical knowledge 

required in achieving the business objectives (Process & Content) and then 

determining what systems and platform (Technology) should be in place to 

facilitate knowledge capturing, organizing, storage, sharing, collaboration 

and renewal. 


The Institute of Purchasing & Supply of Hong Kong 

Contact Person: Mr. Lam Ping Wah,Timothy , Chairman 

Address: Network of Networks, 4/F., HKPC Building, 78 Tat Chee Avenue, 

Kowloon, Hong Kong 

Tel: 2777 4372 

Fax: 2301 3978 

Email: admin@ipshk.org 

Web: www.ipshk.org 

Name of Organization: INTI College Hong Kong 

Contact Person: Ms. Angel Li, Senior Manager, Corporate Affairs & HR 

Address: Units 601-604, Trade Square, 681 Cheung Sha Wan Road, 

Kowloon, Hong Kong 

Tel: 2380 1132 

Fax: 2380 9293 

Email: admin@inti.edu.hk 

Web: www.inti.edu.hk 


INTI College Hong Kong (ICHK) is a branch campus of the international 

network of INTI International Group of Colleges. INTI International Group of 

Colleges is an educational and training organization publicly listed on the 

Malaysia Stock Exchange (MSE) in Malaysia. ICHK offers a full range of 

bachelor and master degree programmes including business, IT and health 

care with a number of prestigious overseas universities. In addition, ICHK 

also offers a variety of continuing education programmes for the local 

community. This setup is to meet the overall mission of INTI which is to 

provide quality internationalized education and training so as to prepare 

learners for facing the career challenges of globalization. 

Name of Organization: KM Business Institute Limited 

Contact Person: Ms. Nancy A. Ling, Principal and Managing Partner 

Address: 1102, 11/F., Tower 1, Lippo Centre, 89 Queensway, Hong Kong 

Tel: 9845 3379 

Fax: 8343 9895 

Email: nancy@kmbi.net 

Web: www.kmbi.net 


KM Business Institute Ltd. (KMbi) is dedicated to helping individuals and 

corporations embrace the challenges of the knowledge-based economy 

and transition the revolutionary paradigm shift in business model and work 

behavior. 

Founder of the company was the Chief Knowledge Officer of Global 

Business Division, PCCW. Through she persistent efforts in driving KM 

within the organization, PCCW was the first and only Hong Kong enterprise 

granted the MAKE (Most Admired Knowledge Enterprise) award. 

Name of Organization: PCCW 

Contact Person: Mr. Eric Chan 

Address: 33/F PCCW Tower, Taikoo Place, Quarry Bay, HK 

Tel: 2888 1589 

Fax: 2519 0702 

Email: eric.sy.chan@pccw.com 

Web: www.pccw.com 


PCCW embarked on the KM journey as early as 1998. Initial pilot project 

was to improve overall win chance of project bidding through KMenablement 

of the knowledge intensive bid management process. Through 

a tough and painful journey and with lots of lesson learnt, the pilot project 

registered significant business results. Since then, KM concept was then 

expanded to other parts of the company. PCCW is the only Hong Kong 

company awarded with Asian MAKE (Most Admired Knowledge Enterprise) 

amongst other top companies such as Sony, Samsung and Fuji Xerox 

(Japan) in 2002. 

Name of Organization: Policy 21 Ltd., The University of Hong Kong 

Contact Person: Miss Candy Ko, Research Officer 

Address: Room 129, Eliot Hall, The University of Hong Kong, Pokfulam 

Road, Hong Kong 

Tel: 2219 4053 

Fax: 2858 7219 

Email: policy21@hkucc.hku.hk 

Web: www.policy21.org 


Policy 21 is a fully owned subsidiary of the University of Hong Kong. Its 

mission is to serve the community by conducting practically oriented 

research and to promote evidence-based planning and policy formulation in 

Hong Kong. Policy 21 is also active in knowledge management activities. It 

is one of the co-organizers of the highly successful Knowledge 

Management Diploma Programme. 


28


Name of Organization: Strategic Systems Consultants Ltd. 

Contact Person: Mr. Stephen Law 

Address: Suite 2202-2203, Modern Warehouse, 6 Shing Yip Street, Kwun 

Tong, Kowloon, Hong Kong. 

Tel: 2389 3217 

Fax: 2345 8093 

Email: enquiries@ssc-ltd.com 

Web: www.ssc-ltd.com 


Strategic Systems Consultants Limited provides a comprehensive range of 

software consulting and system integration services for the commercial, 

government and financial sectors. Our services include strategic systems 

planning and feasibility studies, software development outsourcing, data 

warehouse design, and skilled staff secondment services. 

We have developed a package product called PowerKMTM. This software 

not only provides powerful portal and content management functions, but 

also serves as a knowledge sharing and collaboration platform. It has been 

successfully used by organizations in different industries and businesses as 

a technology enabler for knowledge management initiatives. 

Name of Organization: WiderWorld Company Limited 

Contact Person: Mr. Michael Liang, Director 

Address: Room 516, 5/F Tech Centre, 72 Tat Chee Avenue, Kowloon Tong, 

Hong Kong. 

Tel: 2779 8991 

Fax: 2779 5993 

Email: info@widerworld.com, michaelliang@widerworld.com 

Web: www.widerworld.com 


WiderWorld is an Information Technology and Business Process Consulting 

Company. Founded in 2000, WiderWorld has been actively promoting the 

adoption of KM practice during process improvements and workflow design 

engagements. The company continues to raise the awareness of KM 

among clients in the commercial, NGO and manufacturing (Gifts, Apparel 

and Toys) sectors. Our engagement experiences also include IT Strategy 

and Planning, Package and Solution Selection, and Systems 

Implementations. 

Disclaimer: Any opinions, findings, conclusions or recommendations expressed in this material/any event organized under this Project do 

not reflect the views of the Government of the Hong Kong Special Administrative Region or the Vetting Committee for the 

Professional Services Development Assistance Scheme. 

29 


KMDC Regular Events 

In line with its goals and objectives, KMDC organizes 

discussions and meeting activities on matters of common 

interests led by members of KMDC or guest speakers. 

The activities include experience sharing sessions, 

seminars, conferences, workshops, consultancy projects 

and organization visits. To advocate and advance the 

level and quality of KM practice, KMDC also 

commissions research and development projects by itself 

or jointly with other organizations in form of consortium 

or other formats as appropriate. Collaborations between 

KMDC and individual organizations are taken as separate 

projects between the two parties. 

Visitations 

Visiting World Knowledge 

Forum 2002 in Seoul, 

Korea. 

Seminars 

One of the bi-monthly KM 

Seminars for KMDC 

Members 

Experience Sharing 

KMDC Members’ Sharing: 

Visits to World Bank 

(Washington DC) and 

APQC Conference (Texas). 

Networking Events 

Social Events, Reunion 

and Communities of 

Practice (CoP) Meetings

Knowledge Management 

Diploma Program 

KMDC has been organizing the Knowledge Management Diploma 

Program since 2002. It is one of Hong Kong's pioneered KM programs 

renowned for its highly practical nature. The program is just finishing its 

fourth in-take. It covers a number of key topics, including KM concepts 

and strategies, human factors, implementation process, Document 

Management System (DMS), Business Intelligence (BI) and e-Learning. 

The objective of this KM Diploma Program is to present a comprehensive 

view on knowledge management. Stay tuned for the fifth in-take of the 

program at the end of 2005. http://www.kmdiploma.com/ 

KMDC continuous efforts, in promoting the practice of KM in Hong Kong, 

do not just stop at the same level. Taking advantage of the funding 

support from the HKSAR Government's Professional Services 

Development Assistance Scheme, KMDC last year took the 

initiative of staging our first Knowledge Management Symposium 

(2005) in the hope of further publicizing the gospel of KM 

practices. With more and more local organizations taking on KM 

practices, adopting tools of different kinds in solving their 

problems and enhancing their operational effectiveness, KMDC 

utilizes its pool of first-hand experiences that other organizations may 

find useful for their reference and possible adoption. 

http://www.kmsymposium.com/ 

Contact Info: 

Administrative Officer: Ms. Grace Lung 

Address: Room 505, 5/F Far East Consortium Bldg., 121 Des Voeux Road, Central, Hong Kong 

Tel: +852 8101 5632(KMDC) 

Fax: +852 8102 5632(KMDC) 

Email: info@kmdc.org 

Web: http://www.kmdc.org

Knowledge Management Symposium 2005

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