Knowledge and Innovation Network

 

kin logoWelcome ikonto the home of KIN where expertise flows between knowledge and innovation practitioners, researchers and world leading experts.

 

 

Members have found that the tools, good practice and world-class expertise available in KIN have helped them achieve their business goals through:

 

  • Improving staff time to competency, often replacing formal and expensive training & development
  • Improving productivity by applying learning from practice techniques to projects or processes
  • Avoiding costly mistakes through peer-to-peer learning, challenge and support
  • Identifying, retaining and transferring unique knowledge identified ‘at risk’ for senior management transitions, key retiring staff, mergers, acquisitions or restructuring
  • Helping achieve existing business objectives faster and at less cost, through the better use of latent knowledge
  • Challenging existing approaches through exposure to new thinking about innovation in managing knowledge with staff, suppliers and customers
  • Helping make ‘business change’ programmes sustainable by addressing cultural and motivational issues around sharing knowledge
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KIN Autumn 2016 Members' Workshop

'Woodside', Glasshouse Lane, Kenilworth, Warwickshire CV8 2AL
12th and 13th September 2016

 

KIN's 3rd Unconference - 'Celebrating 15 years of KIN'

The Knowledge and Innovation Network (KIN) was established in 2001 by the IKON Research Centre at Warwick Business School and since its creation, the world has changed enormously. This event will reflect on some of the big changes in the world of Knowledge and Innovation since that time and look towards the future to see how the roles and activities will change as organisations adapt to changes in global practices and new ways of working.


For more information please click here

"I was so impressed with the KIN 'Management Buy-in' masterclass that I have written an article for our intranet homepage. The importance of learning styles and how the affect team and individual buy-in to change were a revelation."
Kaye Griffiths

British Council