G-LINK Program
GLINK-Key-Facts
G-LINK Day 1
G-LINK Day 2
G-LINK Day 3


Day 1: G-LINK-Conference:

“CONFERENCE - Keynote Speakers & Lightning Talks”

Day 1 Wednesday Oct. 04th




Location: Bangkok University

08:00 AM
Registration G-LINK Summit 2017
08:30 AM


Vincent Ribiere

Managing Director | Institute for Knowledge and Innovation Southeast Asia (IKI-SEA) - Bangkok University | Thailand

08:45 AM
Digital innovation, changing customer behaviors, startups, and usual competitions reaching out of their industries are driving an environment of significant change and disruption. The speaker shares lessons learned on his technology driven transformation agenda for global banks and retailers.


Axel Winter

CTO | Central Group | Thailand

09:15 AM
How to catalyze positive change in a company? We found 4 key ingredients: team, knowledge, tools and atmosphere. 
  • Team - who want to achieve results, full of curiosity and ready to change?
  • Knowledge - about market, trends
  • Tools - which help people develop friendly relationships and which make agreements quicker
  • Atmosphere - culture, place and activities give team joy, energy and passion.
All of that help to find insights, create best solutions with best RoI


Vadim Shiryaev

Managing Partner | Academy KAM & KM Russia | Russia

09:45 AM
There are new cultural norms centered around the ease (cooperative/collaborative energy) of the exchange of ideas, and the resultant entanglement, often global in nature, as those ideas grow and expand.  This emergent culture—context sensitive and situation dependent, just as knowledge and truth—transports the threads of historic cultural concepts into a virtual reality, embracing collective diversity and contribution while weaving a fabric of understanding among individual beliefs, values and experiences. Our lives as individuals, and as part of larger organizational structures, will never be the same.


Alex Bennet

Co-Founder and Principal | Mountain Quest Institute | USA

10:45 AM
Open Innovation is about helping organizations to better innovate by mobilizing efficiently the collective intelligence from their internal and external ecosystems. But innovation is not the only area where working in a more open way can create value, impact and acceleration: developing open organizations may be the new paradigm or performance, leadership and sustainability. 


Martin Duval

CEO | Bluenove | France

10:15 AM
Coffee Break - Networking
11:15 AM
Today’s leaders have grown up with a world of knowledge at their fingertips. To many of them, the best answer to every problem is a simple one and all too frequently we see the complex and often negative side-effects of this approach.

How then do we draw our managers, leaders and CEOs toward more holistic and sustainable approaches to building their organisations?

One way is to create a culture where these underlying and unpredictable costs are talked about and considered as a natural part of the decision-making process.

Drawing from his recent experiences in an exciting fintech start-up, Stuart will lead an interactive conversation about ways to achieve this in your organization.


Stuart French

Head of Customer Success | My Local Broker & KM Australia | Australia

11:45 PM
“Connect the dots” is funky statement to make, but only the best leaders engage their teams to do this in a sustainable way to increase competitive advantage and market share. Stereotypically, the type of person who is deeply informed about leading edge digital technology trends, is not typically the type of person that can creatively transform these ideas into desired products and services, let alone envision what these means in a customer-led market. We are in the age where optimised performance comes from the power of digital analysis supports creative cross-functional teams to co-create new futures in accelerated time. Possessing, applying and retaining existing knowledge is insufficient to remain as the market leader in this environment. We outperform the competition by co-creating new knowledge continuously as it is the new knowledge we creatively deploy that has us transforming the future of others, rather than responding to what others have created for us to react to. This session will explore how we can open mindsets and embed behaviours to enable rapid transformation where digital agility becomes part of our cultural success.


Arthur Shelley

CEO | Intelligent Answers | Australia

12:15 PM
Lunch Break
01:15 PM
During his lighting talk, Shivnetra will start by a quick introduction and background about Gamification, its current application in the digital world and he will share some of the unexplored/potential application of Gamification to motivate and engage employees and customers

He will also offer a short workshop on the topic on the following day. Don’t miss it!


Shivnetra Singhsomransukh

Specialist, IT Client Relationship | Siam Commercial Bank | Thailand

01:30 PM
Access to Data is no longer a key for successful decision process in Business. The cost for accessing or storing data has been dramatically falling in the last 20 years. The key to success is now the use, the new valorization models, the innovations and new business models that are based on applied artificial intelligence. The competition is now longer a matter of getting the data. Competition is now based on your capacity to create value out of data.

Examples, business cases and key facts will be shared during this talk and hopefully open a space for discussion between participants.


Christophe Lecante

CEO | TKM - TecKnowMetrix | France

01:45 PM
Gamified learning is a Knowledge transfer method that uses gameplay elements to motivate learners. Gamified learning and mobilized knowledge tools can be found at schools and universities as well as in corporate education to conduct training, motivate employees and stimulate creative problem-solving skills, and save resources while doing so. During his Lightning Talk Maik will present how the Capabilities of mobilized knowledge solutions can help Maximize interaction and engagement in learning, how it can help provide differentiated methods of instruction and how it creates an environment with a Freedom to fail and retry without consequences.


Maik Fuellmann

CEO | QUIZZBIZZ | Thailand

02:00 PM
After Action Reviews is part of a KM process to dissect how a project, activity,  task was conducted. The process is an awesome tool to quickly produce results in a short time and immediately implement lessons learnt. In this session, Rajesh will discuss what’s next after AARs for organisations to take ground initiatives to make good organisational changes.


Rajesh Dhillon

President | Information and Knowledge Management Singapore (IKMS) | Singapore

02:15 PM
A methodology to capture and horizontally deploy the available knowledge.
Background: In manufacturing industries like the steel business, the profile of employees includes executives, managers, engineers and shop-floor employees. The knowledge requirement of a top executive is quite different from that of a line manager, which in turn, is different from those who perform the work on the shop-floor. While there is a basic need for putting systems and processes in place to enable knowledge sharing across all levels there is even a greater need to convert the captured individual knowledge in to organizational knowledge by means of horizontal deployment and standardizations. Keeping these things in mind, at Tata Steel we conceptualized and designed a process called MASS – ‘Manthan Ab Shopfloor Se’ in August’05. 
The Process: The process of MASS is a 8 weeks time bound process driven by a shop-floor employee or a front line executive. The process of MASS initiates with the selection of a theme or topic, e.g. Life of Steel Ladle Refractory, Surface defects, Effective Inspection, Mill availability Safety, Energy Conservation, etc. This is followed by selection of the MASS Leader and a senior facilitator from the department. The four phases of MASS is described below:
  1. Scope identification
  2. Knowledge Harvesting
  3. Detailing and Syndication
  4. Implementation planning

Implementation Phase – Phase 4 is followed by Monthly implementation review by departmental heads and reporting the status to KM group. The process is concluded by conducting a site audit (only after implementation of more than 80% of identified practices) to ensure irreversibility and horizontal deployment of implemented practices..

In brief the key objective of this process is:
  • Horizontal Deployment of available Knowledge (which exists in our KM repository, improvement   projects, Kaizens and Suggestions given by our own people and the minds of experts).
  • Identifying existing Best Practices of one’s own department and making it available to others.
  • Tapping the enormous Experience & Potential of employees at shop-floor in finding solutions through brain storming sessions (Manthan Sessions).
  • Creating ‘Change Agents’ at shop-floor.


Amit Khanna

Vice President, Capital Project & Business Excellence | Tata Steel (Thailand) | Thailand

02:30 PM
Connected extracts from “Convergence” Book by Peter Watson, 2016, Simon & Shuster 

“The Idea at the Heart of Science: how the Different Disciplines are coming together to tell one coherent interlocking story, and making science the basis for other forms of knowledge.”

Since 1850 various disciplines have been identified with “converging and coalescing connections between [mathematics] physics and chemistry; psychology and biology; genetics and linguistic;” [and multiple other disciplines.]

Watson argues that…”the idea of the conservation of energy and Darwin’s theory of evolution were introduced in the decade of 1850… and revealed unimagined interconnections and overlaps between disciplines” 3 IBID that continues to the present.

“Covert KnowNs (Technology)” this paper conceptualizes that the Technologies of this 21st Century are morphing in similar ways toward multiple versions of converged, futuristic, hybrid technological evolutions.  Such developments will be the basis for ad hoc publications of the possibilities of such Technological Convergences in comparing developments in US Government areas of Transformative Technologies and independently researched areas by TechCast Global, an academic/commercial 20 year forecasting organization.


Francesco Calabrese

Managing Director | I2KI - International Institute for Knowledge and Innovation | USA

03:30 PM
Given the increased competitive pressures to invest in integrated systems for financial management, the ability to successfully implement these types of systems is probably of greater importance today than at any other time. As systems have evolved as an institutional core within organisations, a recurring problem associated with failed implementation is poor change management. Much of the existing literature focuses in detail upon technical aspects, with relatively little work examining social aspects. 

The work presented in this presentation differs in that the focus is upon the behavioural aspects of the implementation process, specifically upon the perceptions of the system users and the managers of the implementation process. The presentation presents the key insights on the approach taken, the challenges faced in managing resistance to a new technology, and the communication model that was employed in the implementation of an integrated financial management system within a private sector organisation in Malaysia.  The results highlight five main areas that appear to cause particular concern; training, communication, user management, planning, and system administration.


Kelvin Simon

Head of IT | Global Operations & Enterprise Systems | Malaysia

02:45 PM
How can organisations better acquire, develop and retain human talents? How to improve teamwork and cooperation at work? How to make everyone contribute to corporate innovation? In this lightening talk, you will get answers to these questions by being introduced to TIPS, a new people-profiling method of the innovation company Thinkergy designed to help organizations right the people side of business and innovation.


Detlef Reis

Founding Director | Thinkergy | IKI-SEA - Bangkok University | Thailand

03:00 PM
Innovation requires organizations to develop, maintain and enrich their learning processes especially in knowledge intensive industries. As the volume of knowledge, skills, and /or intellectual property to control to finalize one single innovation has increased exponentially over the last decades, the classical internal R&D process is now more and more completed with a collective strategy of innovation. To be sustainable over products/services lifecycles, both innovation logics (open/closed) implies an adapted knowledge management to ensure, the variation, the selection and the retention of the needed knowledge, skills and IP. Moreover, the knowledge management applied must also ensure the corporate capability to recombine internal procedures and routines to align the functional competences of the firm with the strategic innovation goals. Therefore, knowledge management has become a key asset for corporations to develop their dynamic capabilities and achieve the shift from closed to open innovation strategies.


Xavier Parisot

Professor | Institute for Knowledge and Innovation Southeast Asia (IKI-SEA) - Bangkok University | Thailand

03:15 AM
Anecdotes from KRO award winners and tips to get your organisation started on KM journey and sustain it.


Faiz Selamat

Vice President | Information and Knowledge Management Singapore (IKMS) | Singapore

03:40 AM
Coffee Break - Networking
04:00 PM
SHARING & CO-CREATION CIRCLES