Km tools methods

Non–IT Methods and Tools

 Brainstorming
 Learning and Idea Capture
 Peer Assist
 Learning Reviews
 After Action Review
 Storytelling
 Collaborative Physical Workspace
 APO Knowledge Management Assessment Tool
 Knowledge Café
 Community of Practice
 Taxonomy
 Knowledge Worker Competency Plan
 Knowledge Mapping
 KM Maturity Model
 Mentor / Mentee Scheme

IT Methods and Tools

 Document Libraries leading to a Document Management System

 Knowledge Bases (Wikis, etc.)
 Blogs
 Social Network Services
 Voice and Voice-over-Internet Protocol (VOIP)
 Advanced Search Tools
 Building Knowledge Clusters
 Expert Locator
 Collaborative Virtual Workspaces
 Knowledge Portal
 Video Sharing

1) Brainstorming
Brainstorming is a simple way of helping a group of people to generate new
and unusual ideas. The process is two phrases: divergence and convergence.
During the divergent phase, everyone agrees to delay their judgment. all ideas
will be treated as valid. During the convergent phrase, the participants use
their judgment but do so in a 'positive' manner—that is, they look for what
they like about the ideas before finding flaws.
Why Use This Tool?
Brainstorming is appropriate whenever you need to generate a range of
options that goes beyond the immediately obvious set.

How to Brainstorm
1. Agree who will facilitate the activity.
2. Make sure everyone is aware of the basic guidelines (see Guidelines for
Brainstorming).
3. Ideally, give everyone sticky notes and pens so that they can write their
ideas down.
4. Write the problem on a flip chart.
5. Ask everyone if they understand the problem, and whether there is
anything that needs clarification.
7. Ask everyone to start writing down their ideas—one idea per sticky note—
and hand them to the facilitator,
8. When the group has finally run out of ideas, take the flip chart page(s) and
ask the group to
1. Look for duplicates, and combine them.
When to Use Brainstorming (and When Not)
Brainstorming is useful when there is a need to generate a relatively large
number of options or ideas.
Where to Use Brainstorming
Brainstorming can be used in almost any situation where a group (consisting
of two or more people) can find a space to work together.

2)Learning and Idea Capture?

A key aspect of knowledge management (KM), at the personal and team
levels, is to more 'collectively and systematically' capture the learning and
ideas that are taking place. Learning and idea capture is a guide on how to do
this.
Why Use This Tool?
Many organizations would like to be more creative, generate more ideas, learn
faster, and turn their new learning into better knowledge to share, apply, and
exploit.

How to Use Learning and Idea Capture

There are many ways to capture new learning, ideas, and insights. As new
technologies emerge, even more possibilities will exist.

When to Use Learning and Idea Capture (and When Not)

Naturally, electronic tools are much preferred to paper-based tools for less
risk of omission, speed, and accuracy. However, the key step is to capture
learning and ideas manually or electronically.
Where to Use Learning and Idea Capture
Capturing learning and ideas—systematically and collectively—is a new way
of working for many people. It is a new discipline to learn. Apparently,
approximately 10% of the working population automatically likes to work this
way, and many do so, naturally. This means that 90% of us need to learn how
to work this way.

3) Peer Assist?
It is a technique used by a project team to solicit assistance from peers and
subject matter experts regarding a significant issue the team is facing. Peer
Assists are part of a process of what British Petroleum (BP) calls ‘learning
before doing’, i.e., gathering knowledge before embarking on a project or
piece of work. The Peer Assist meeting usually lasts from half a day to 2 days
.
Why Conduct a Peer Assist?
The purpose of a Peer Assist is to shorten the learning curve of the project
team.
Normally, the team members struggle to solve new and complex project
issues based on their existing knowledge and resources.

How to Conduct a Peer Assist

The project leader normally initiates the assistance when he or she thinks
peers could assist them in their project.
• There is no fixed timetable as to when peers can be called in. Some Peer
Assists are called early on in a project while some are called later. It depends
on the needs of the project team and the complexity of the project.

4)Learning Review?
It is a technique used by a project team to aid team and individual learning
during the work process.
A Learning Review is different from an Active Action Review (AAR). An AAR
is usually conducted at the end of a formal project.

Why Conduct a Learning Review?

The purpose of a Learning Review is for team members to continuously learn
while carrying out the project. Team members need to be able to learn quickly,
and adapt in order to improve the project.
How to Conduct a Learning Review
1. Conduct immediately
• Learning Reviews are carried out immediately after every team meeting
while all of the team members are still available and their memories are fresh.
2. Appoint a facilitator
• Anyone from the team can be appointed as a facilitator. A project leader
who has a tendency to dominate the meeting should refrain from facilitating
the meeting.

5) After Action Review?

After Action Review (AAR) is a technique to evaluate and capture lessons
learned upon completion of a project. It allows project team members to
discover for themselves what happened, why it happened, and how to sustain
strengths and improve on weaknesses.

Why Conduct an After Action Review?

• The purpose of an AAR is to review the project outcomes vis-à-vis the
intended outcomes of a project.
• The project team can document the lessons learned and make it available
to the rest of the organization to improve decision-making.

How to Conduct an After Action Review

• An AAR can be conducted as soon as possible upon completion of project or
upon achievement of major project milestones.
• Generally, the following discussion questions are used to build consensus on
the lessons learned:
o What was expected to happen?
o What actually happened?
o What went well, and why?
o What can be improved, and how?
o What are the lessons that can be used in the future?

Who Should Conduct an After Action Review?

• An independent facilitator can be used to conduct the AAR. A trained,
independent facilitator may be able to ensure participation from everyone.

6) Storytelling?
Storytelling is conveying of events in words, images, and sounds often by
improvisation or embellishment. Stories or narratives have been shared in
every culture and in every land as a means of entertainment, education,
preservation of culture, and in order to instill moral values.

Why Use Storytelling?

If you can share any knowledge through information technology (IT) systems,
probably you do not have to consider storytelling. It is more time-consuming
for both storytellers and audiences than just using IT systems.

When to Use Storytelling

Many organizations utilize storytelling to transfer experts’ knowledge to
younger people. Some organizations use storytelling to share lessons learned
from project to colleagues who were not participating in the project.
How to Use Storytelling
Basically, holding a storytelling session is quite simple: find a person with
knowledge in a certain area, assemble audiences with common interest, and
let the person tell stories in front of those people.

7)Collaborative Physical Workspace

When we share or create knowledge, we usually interact with other people
through face-to-face communication—we discuss, dialogue, or simply just ask
a question. The physical workspace is where such human interactions take
place—and it can support knowledge sharing/creation.

8) APO Knowledge Management Assessment Tool?

It is a survey questionnaire designed to help organizations conduct an initial
and rapid assessment of its readiness for Knowledge Management (KM).

Why Use This Tool?

The APO KM Assessment Tool provides a means to identify areas the
organization should focus its KM initiatives. The assessment results highlight
the organization’s strengths and areas for improvement.

How is This Tool Used?

The assessment questionnaire is to be answered by 70%–80% of employees
in the organization, covering all levels and all departments. Respondents
should be in employment with the organization for at least 6 months.

9)Knowledge Café?
A Knowledge Café is a way to have a group discussion, to reflect, and to
develop and share any thoughts and insights that will emerge, in a very non-
confrontational way.
Why Use a Knowledge Café?
In an organization, people are not often given the opportunity to 'reflect' on
discussions. People are normally tied to performance pressures. Therefore,
much of the value that could be gained from good discussion, dialogue, and
reflection is lost.

When to Use Knowledge Cafés

There are no hard and fast rules about when to use, and when not to use,
Knowledge Cafés. It depends on the culture of the organization or the
community.

10)Communities of Practice?
COPs are groups of people who share a concern or a passion for something
they do, and learn how to do it better as they interact regularly.

Why COPs for SMEs?

the simplest and strongest reason is probably to effectively share and develop
skills and knowledge among employees without huge investment

How to Nurture COPs

Because COPs are essentially gathering of people, vigor among COP
participants is very important. However, we cannot force people to be actively
involved or to design active communities artificially.

11)Taxonomy?
A taxonomy is a technique that provides the structure to organize
information, documents, and libraries in a consistent way. This structure
assists people to efficiently navigate, store, and retrieve needed data and
information across the organization. It builds a natural workflow and
knowledge needs in an intuitive structure.

Why is Taxonomy Important?

• Traditionally, the company intranet has quite often been the starting point
for taxonomy solutions. Organizations have discovered how mission-critical
information can be better classified, stored, and retrieved.

12)Knowledge Worker Competency Plan?

A Knowledge Worker Competency Plan is a personal competency plan for
individuals to develop the critical skills required to become an effective
knowledge worker.
This is also known as a 'Knowledge Scorecard' in some organizations.
Why Use This Tool?
The purpose of the Knowledge Competencies Plan is to allow Team Leaders
and Managers the ability to track the development of critical knowledge
working skills, and to allow for individuals to identify current levels of
competence and to be better rewarded and recognized in terms of competence
levels.

When to Use a Knowledge Worker Competency Plan

If the organization has an existing Competency framework, then it can be
extended and knowledge worker competencies can be included in the
appraisal system. This then gives a direct link between knowledge working
levels of competence and the rewards and recognition system.

Example
The following Competence Maps are typical examples of an individual’s
progress—starting initially at low levels of competence (bold line) and moving
outwards to higher competence levels (light line). The Competence Map on
the left shows that of an individual, and the one on the right shows the overall
competence of all individuals within the organization.

13)Knowledge Mapping?
Knowledge Mapping is a process by which organizations can identify and
categorize knowledge assets within their organization—people, processes,
content, and technology. It allows an organization to leverage the existing
expertise resident in the organization, as well as identify barriers and
constraints to fulfilling strategic goals and objectives.

Why Use Knowledge Mapping?

• To find key sources, opportunities, and constraints to knowledge creation
and flows
• To encourage reuse and prevent reinvention, saving search time and
acquisition costs
• To highlight islands of expertise and suggest ways to build bridges to
increase knowledge
sharing and exchange
• To reduce the burden on experts by helping staff find critical solutions and
information
quickly
• To improve customer response, decision-making, and problem solving by
providing
access to applicable information, and internal and external experts
• To highlight opportunities for learning and leverage of knowledge through
distinguishing
the unique meaning of 'knowledge' within that organization
• To garner support for new knowledge initiatives designed to improve the
knowledge
Assets

14)KM Maturity Model?

A Knowledge Management (KM) Maturity Model helps an organization assess
its relative progress in KM implementation at a more detailed level. It can be
described as a structured collection of elements that describes the different
levels of KM maturity in an organization. The Software Engineering Institute
(SEI) at the Carnegie Mellon University coined the phrase maturity model in
developing the Capability Maturity Model Integration (CMMI). Several KM
Maturity Models have been developed:
• American Productivity and Quality Center (APQC) KM Maturity Model
• Seimen's KM Maturity Model
• KM Self Assessment – Learning to Fly
• KM Assessment – David Skyrme Associates
• 5iKM3 KM Maturity Model – TATA Consultancy Services
Most KM Maturity models copy the spirit of the CMMI of SEI with five levels of
maturity—initial, repeated, defined, managed, and optimizing—as defined in
CMMI. The Five Maturity Levels of Knowledge Management
Ehms and Langen (2002) provide a useful definition of the five levels in the
KM Maturity
Model:
Maturity Level “initial”
Processes are not consciously controlled; "successful" knowledge-related
activities are seen as a strike of luck and not as the result of goal setting and
planning.
Maturity Level “repeated”
Organizations have recognized the importance of KM activities for their
business. Organizational processes are partly described as KM tasks and, by
virtue of ideas from individual "KM pioneers", pilot projects on KM typically
exist.

Maturity Level “defined”

Stable and practiced activities that effectively support the KM of individual
parts of the organization. These activities are integrated in the day-to-day
work processes, and the corresponding technical systems are maintained.
Maturity Level “managed”
Indicators relating to the efficiency of these robust KM activities are regularly
measured. The activities are secured in the long term by organization-wide
roles and compatible sociotechnical KM systems.
Maturity Level “optimizing”
The measuring instruments combine with other instruments for strategic
control. There are no challenges left that cannot be solved with the established
KM tools.
Why Use a KM Maturity Model?
The KM Maturity Model provides an understanding of the KM maturity level of
an organization. The model provides an objective assessment of the current
level of KM activities in an organization. It provides valuable information on
the suitable actions the organization should take for reaching the next
maturity level in terms of KM development
When to Use a KM Maturity Model
The KM Maturity Model is to be used when an organization wants to
understand the level of maturity of its KM practices. The model should be used
after the organization does a KM assessment. The tool identifies areas of
strength and areas for improvement of an organization's KM practices.

15)Mentor / Mentee Scheme?

Mentoring is a work relationship between a senior and junior organizational
member with an intentional agenda designed to transfer experience and
learning.

Why Use a Mentor / Mentee Scheme ?

The basic purpose is to provide a mechanism for an informal interchange of
knowledge and expertise between senior and junior staff, in which help and
advice for other than the normal day-to-day tasks and activities can be sought
and suggestions and solutions offered. A mentor can help to “jump-start” an
employee's capability and ability to contribute enormously to the organization.
When to Use a Mentor / Mentee Scheme
It is often used in organizations to prepare lower-level and mid-level managers
to move up the ladder.

16)'Document Libraries Leading to Document Management'?

Efficient and effective access to documents is the antidote to 'information
overload'. Maintaining a 'document repository' with good categorization
and/or taxonomy and metadata (link to these later) is paramount to filing and,
subsequently, searching and finding the right information at the right time.
Why Use This Tool?
So what has document libraries leading to document management got to do
with Knowledge
Management (KM)? And why use this tool in the KM context?

How to Use Document Libraries

• A library system that can be backed up easily and regularly
• A library system that is automatically indexed and uses a good search engine
• A library system with effective security of access and usage

When and Where to Use Document Libraries (and When Not)

It is difficult to imagine where and when document libraries are not to be used,
apart from small, one-off information activities. Well-organized documents are
the first step to effective KM. Document libraries can start simple and use free
tools, such as Google Docs, and gradually develop into sophisticated document
management systems.

Example
Walk through the APO KM methods and tools website and look at the different
types of document and document libraries and, if you have access rights, take
a closer look at the underlying document repositories in Google Docs.

17)Knowledge Base?

To understand what we mean by a Knowledge Base, we have to first realize

that there are two types of knowledge: tacit knowledge and explicit
knowledge. Tacit knowledge, the most valuable knowledge, is 'internal'
personal knowledge. It is contained within our heads and is
constantly being refreshed and updated through learning. Explicit knowledge
is the knowledge that needs to be 'externalized' in some suitable form.

Why Use This Tool?

• people had to accesscentrally managed and controlled databases.
• Knowledge bases now enable many more people in the organization to
create, collaborate, develop, and access new knowledge
How to Use a Knowledge Base
Step 1 Identify what key area of knowledge you wish to better manage in a knowledge
base
Ideally, knowledge bases are most effective when they are used to better
manage key knowledge areas.

Step 2 Decide if the knowledge base is to be managed or open

Decide if this knowledge base needs to be managed by a knowledge base
manager or subject matter expert to edit feedback and suggested knowledge
improvements, or if it can be open to a wider audience to directly participate
and edit themselves.
Step 3 Appoint a knowledge base manager
If it is to be a managed knowledge base, appoint a knowledge base manager
and develop the process to receive feedback, new learning, new ideas,
suggestions for improvement, measurements, etc.
Step 4 Create the knowledge base
Consider using wikis wherever possible, and the development of proprietary
knowledge bases wherever there is a special need beyond wiki functionality

When to Use Knowledge Bases

wherever the need is to create new explicit knowledge and apply it, preferably
as a team or collaborative community, collectively, there is a need for a
knowledge base.
Where to Use Knowledge Bases
Knowledge bases can be used anywhere in the organization. Think about the
benefits of a knowledge base versus the costs, in financial terms, and in time
and effort terms

Example
This website may be considered as an example of a typical knowledge base.
(If you are
reading this manual only, you may gain access to the website at
http://sites.google.com/site/
apokmtools.)

18)Blog?
A Blog is a very simple 'journal style' website that contains a list of entries,
usually in reverse chronological order. The entries are typically short articles
or stories, often relating to current events. However, the entries do not have
to be just plain text. They could also be photographs, videos, audio recordings
Why Use This Tool?
1.that people can create simple websites in just a few minutes.
2. The process of writing blog entries is one of the easiest ways of engaging
in knowledge capture and sharing.
3.the ability for readers to be automatically notified of new entries, makes the
process of knowledge distribution very simple.

How to Use
1. Decide who you are writing for, and what tone you wish to adopt
2. Decide what topic(s) your blog will cover.
3. Agree who will write entries.
4. Decide how you wish to promote your blog
5. Create the blog –
6. Create your first entries.
7. Keep going – Blogs are all about the ongoing creation of useful content.
When to Use Blogging (and When Not)
Blogging is a useful and appropriate tool for communicating with a wider
audience. They have also been used as personal journals without any intended
audience beyond the author.
A blog should not be used for information that needs to be revised frequently.
Example
There are, quite literally, millions of blogs. Try looking at some of the entries
listed in All Tops (see links) to get an idea of the different range of blogs that
are popular.

19)Social Network Services?

A social network is a group of people who share a common area of interest.
Social network services are online systems that support social networking.

Why Use This Tool?

Social networks can be very powerful knowledge-sharing tools. A well-
targeted network can provide its members with access to highly relevant
knowledge, connections, and advice. In a business setting, knowledge sharing
allows companies to have a much closer relationship with customers, and
potential customers.
.
How to Use
There are, quite literally, millions of social networking sites. In fact, any
website that allows
people to register and hold discussions with other members could qualify as a
social network.
At its simplest, even an email distribution list can be quite an effective
networking tool.

When to Use Social Networks (and When Not)

the networks offer new ways to build deeper relationships with current and
future customers. However, social networks, by their very nature, are
designed to encourage discussion. If customers like your products, they will
talk about them, and if they don't, they will probably shout about them. Many
companies have been shocked at the strength of feeling that can be generated
through social networking sites.
Example
The Ecademy was one of the earliest social networks dedicated to business
and business relationships. The network provides a useful example of what
can be achieved through
professional networks.

20)VOIP ?
In very simple terms, the internet is now capable of sending both audio and
video signals between computers, using nothing more than a broadband
connection and some low-cost equipment, such as a webcam and a headset.
This capability is often referred to as Voice-over- Internet Protocol (VOIP)
The adoption of broadband has led to the creation of a number of companies
that offer various VOIP services.
Why Use This Tool?
VOIP offers a free or very low cost means of calling people anywhere in the
world—provided that they have a suitable Internet connection. When
combined with video calling, the service.

How to Use
1. Select the service you wish to use. www.Skype.com is probably the most
popular provider at the moment and is available on many different operating
systems and devices.
2. Make sure that your computer is suitable. Typically, this means having a
web camera and a pair of headphones
3. Register with your selected service(s). This is normally no more than a few
minutes’ work.
4. Download and install the software.
5. Make a test call.
6. Publicize your new service to your colleagues.
When to Use VOIP (and When Not)
Given the cost advantages of VOIP, combined with the benefits of video
calling, the key question should probably be, "When wouldn't one use VOIP"?
There are times when it would make sense to use an existing telephone or
video conferencing system.

21)Advanced Search Tools?

the advanced search tools that are offered by most of the search engines.
Understanding these tools can result in a significant improvement in the
quality of search results.
Why Use Advanced Search Tools?
Getting the right information can be a hit-and-miss affair. Knowing how to use
the search tools to narrow down the options is an important skill for any
knowledge worker.
How to Use
1. To search for the exact phrase, put the text in double quotes.
2. To limit your search to a specific website, use the word site.
3. To exclude certain words from a search, put a minus sign in front of the
word.
When to Use Advanced Search Tools (and When Not)
1. You are having difficulty finding the information you are looking for, and
2. You want to make sure that you are retrieving as complete a set of data as
possible.

22)building Knowledge Cluster?

individuals, teams, and organizations can now come together, virtually, on the
Internet, to better communicate, collaborate, learn, and share knowledge
through the cluster.

Why Use This Tool?

This enables them to gain access to, and participate in, new knowledge
networks with new knowledge resources. SMEs can now communicate,
collaborate, learn, share, and apply their knowledge much faster and at a
much higher quality than ever before

How to Use Knowledge Clusters

Step 1 Become aware of the knowledge clusters that exist in your industry
sector and join them
Step 2 Become competent in participating in Web-based collaborative
knowledge working.
Step 3 Understand and become active in the knowledge cluster by applying the
principles of working in a Community of Practice
Step 4 Consider knowledge clusters as a key strategic resource and competitive
tool within your business strategy.
Example
The small companies usedto produce most of the metallic western tableware
in Japan, but the industry has faced serious decline over the last two decades.
Managers of the companies, along with representatives from the Chamber of
Commerce and Industry, started discussions to find ways to revive the
structurally depressed industry. They then realized that their core skills and
knowledge was not manufacturing tableware but polishing anything—for
which they have strong technical skills.

23)Expertise Locator?
Expertise Locator (Expert Locator, Who’s Who) is an information technology
(IT) tool to enable effective and efficient use and/or share of existing
knowledge by connecting people who need particular knowledge and people
who own the knowledge
Why Need an Expertise Locator for SMEs?
It is often true that knowing who knows what is more valuable than knowing
how to do. It is why Expertise Locator has been one of the key tools for
Knowledge Management (KM).

How to Design and Use Expertise Locator

When you want to find someone who has certain knowledge or experience,
you access the Expertise Locator, and insert key words of the knowledge to
find the right person.

When to Use Expertise Locator

When one of the key problems in your organization is that you do not know
who knows what or to whom to ask what questions, it may be the opportunity
to consider Expertise

24)Collaborative Virtual Workspace?

a collaborative virtual workspace is that it enables people to work together,
irrespective of where they are physically located. this means that it has to
involve a combination of document sharing, collaborative editing, and
audio/video conferencing
Why Use This Tool?
1. It allows organizations to access the best skills anywhere in the world;
2. It can dramatically reduce travel costs; and
3. It allows people to work when and where is most effective for them, as well
as giving them access to information when they need it.
How to Use
1. Start with people. The tools will tend to amplify existing work practices.
Therefore, before introducing virtual tools, any work group or team needs to
review its work practices and reflect on how it would work ideally.
2. Make sure the technology is up to the job. Poor quality equipment, e.g.,
slow internet links or poor quality audio/video, will create a negative
experience for users and will discourage them from future use.
3. Train users at the appropriate time. Training is important for successful
implementation.
However, it should be provided as close to the intended use of the tools as
possible.
4. Start with human-centred tools. Audio and video conferencing build on
natural human behavior. They also offer immediate benefits that—if the
quality is good enough—save people time and stress.
5. Introduce collaborative content creation in association with the audio/video
conferencing so that it builds on top of the existing experience and allows the
more experienced users to offer immediate assistance to their colleagues.
When to Use Collaborative Virtual Workspaces (and When Not)
Virtual workspaces are rapidly becoming an essential part of many
organizations’ work practices. And this trend is likely to continue. It is,
therefore, important to identify the situations where this approach may be
inappropriate. The key situations would include

Example
A powerful collaboration suite can be assembled through combining Skype (for
audio/video conferencing) with the Google Docs collaborative editing system.
The resulting combination allows teams to jointly author documents, discuss
action plans, and capture their key knowledge in a wiki. The total package is
available for free and needs relatively low-speed
internet connections.

25)Knowledge Portal?

An information portal is often described as a gateway to codified and digital

information, normally held in documents and databases, to enable the user to
have one more simplified way of navigating toward the desired information
Why Use a Knowledge Portal?
A knowledge portal speeds up this process of learning and facilitates more
effective transfer between tacit and explicit knowledge forms. A knowledge
portal, as well as containing structured information, contains knowledge
networks and communities,
When to Use a Knowledge Portal
When the organization makes the realization and wants to make the transition
from being just information driven to becoming knowledge driven and,
importantly, knowledge led, it requires a knowledge portal to support that
strategy.

Example
In explaining the principle of becoming knowledge asset driven, supported by
an effective knowledge portal, consider the example of a Container Port in
Asia that achieved world class excellence over 25 years in container logistics.

26)Video Sharing?
video sharing is the ability to publish video content, either to a specific
audience or the entire world. In addition to sharing the content, most of the
hosting sites also allow some level of discussion.
Why Use Video Sharing?
Video is an incredibly powerful medium for capturing, sharing, and consuming
knowledge.. Video sharing allows anyone anywhere to experience the next
best thing to being there.
How to Use Video Sharing
1. Establish who your audience is
2. Work out what you want to communicate
3. Find examples of people who are communicating that type of content.
4. Solicit feedback, and revise your content accordingly.
When to Use Video Sharing (and When Not)
whenever you need to 'show' something. The 'thing' you are showing might
simply be the expressions on a person's face.

Video Example
YouTube.com allows its users to create channels. A channel is a way of
grouping a collection of videos. The link, in this section, demonstrates how
this can be used to create an interesting collection of stories around the
common theme of greater performance in Indian businesses. Short business-
related videos at www.youtube.com/user/pitstop4performers#g/u