2011 10 20_senai_cetiqt_english

3,078 views

Published on

Published in: Education, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
3,078
On SlideShare
0
From Embeds
0
Number of Embeds
2,525
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

2011 10 20_senai_cetiqt_english

  1. 1. Organizational Knowledge Management as a precursor of InnovationOriginalPresentation inPortuguese Jackson PollockRio de Janeiro -20 de outubro de 2011 ApresentaçãoSEPRO SENAI/CETIQT Fernando Goldman
  2. 2. Disclaimer: The ideas presented here are those of the author and do not necessarily represent those of SENAI / CETIQT nor Eletrobras Furnas, the SBGC, the PPED / UFRJ or any institution with which he is or has been bound by ties of affiliation, services or hiring.Rio de Janeiro -20 de outubro de 2011 Apresentação 2SEPRO SENAI/CETIQT Fernando Goldman
  3. 3. Who is the speaker? Fernando L. Goldman – researcher of the Dynamics of Organizational Knowledge, Innovation and Competitiveness, a doctoral candidate in Public Policy, Strategies and Development at PPED / IE / UFRJ, Master in Production Engineering, UFF, MBA in Business Management from FGV and electrical engineer at UFRJ. Former Regional Director (Rio de Janeiro) of SBGC - Brazilian Society of Knowledge Management (2007-2011). Eletrobras Furnas EngineerRio de Janeiro -20 de outubro de 2011 Apresentação 3SEPRO SENAI/CETIQT Fernando Goldman
  4. 4. Our goal: To arouse the discussion Lets talk about: the linear model of innovation; innovation in business models; a new vision of innovation; the theory of organizational knowledge creation; social tools and networks; Leadership in Innovative Firms.Rio de Janeiro -20 de outubro de 2011 Apresentação 4SEPRO SENAI/CETIQT Fernando Goldman
  5. 5. The Linear Model of Innovation Science, the Endless Frontier and Vannevar Bush – 1945; paradigm of science and technology policies, the end of 1950´s; the dynamics of innovation model adopted by most developed countriesRio de Janeiro -20 de outubro de 2011 Apresentação 5SEPRO SENAI/CETIQT Fernando Goldman
  6. 6. The Linear Model of Innovation This model dominated thinking about the S&T until recently; The problem is that this model is used up to today by many companies and some public policymakers.Rio de Janeiro -20 de outubro de 2011 Apresentação 6SEPRO SENAI/CETIQT Fernando Goldman
  7. 7. The Linear Model of Innovation In this model, innovation comes from scientific research and the strategic positioning of firm defines investments in R&D* for the creation of Organizational Knowledge. * Applied Research and Experimental Development .Rio de Janeiro -20 de outubro de 2011 Apresentação 7SEPRO SENAI/CETIQT Fernando Goldman
  8. 8. The Linear Model of Innovation… …neglects activities outside the R&D; …considers technological innovation as an act of production, instead of a continuous social process; The relationship between enterprise and innovation is complex, dynamic and multi- level .* *LAM, A. Organizational Inovation. In: FAGERBERG, J.; MOWERY, D. C.; NELSON, R. Oxford Handbook of Innovation. Oxford University Press, 2005.Rio de Janeiro -20 de outubro de 2011 Apresentação 8SEPRO SENAI/CETIQT Fernando Goldman
  9. 9. Innovation in business models People are realizing the need for firms to create innovative business models. It is not enough to create products and processes * *TEECE, D. J. Business Models, Business Strategy and Innovation. Long Range Planning 43, 2010.Rio de Janeiro -20 de outubro de 2011 Apresentação 9SEPRO SENAI/CETIQT Fernando Goldman
  10. 10. A new vision of Innovation The water analogy for knowledge simply does not work; the simple information processing - or its accumulation - does not lead to innovation; All processes of innovation come from exactly the subjective beliefs of people or of their images of the world; objectivity X subjectivity (Polanyi)Rio de Janeiro -20 de outubro de 2011 Apresentação 10SEPRO SENAI/CETIQT Fernando Goldman
  11. 11. A New Vision of Innovation Knowledge is inherently paradoxical: it is an individual construction and, at the same time, is the result of a social product (the product of a community) and can not be managed in the usual sense of the word management .Rio de Janeiro -20 de outubro de 2011 Apresentação 11SEPRO SENAI/CETIQT Fernando Goldman
  12. 12. The KM * as multidisciplinary area: Increasingly, modern society perceives the current revolution around the use of knowledge and has sought ways to deal with this new reality. The traditional disciplines (engineering, administration, economics, etc..) have been consolidated in the use of classical factors of production; * KM – Organizational Knowledge ManagementRio de Janeiro -20 de outubro de 2011 Apresentação 12SEPRO SENAI/CETIQT Fernando Goldman
  13. 13. The Organizational Knowledge After all, what knowledge are we talking about? To deal with Organizational Knowledge, capabilities are required to coordinate the creation (specialization) and use (integration) of different knowledge* Which is the relationship between Innovation and Knowledge Management? *DEMSETZ, H. The Theory of the Firm Revisited, v. 4 n. 1 Journal of Law, Economics, and Organization, p. 141-161, 1988.Rio de Janeiro -20 de outubro de 2011 Apresentação 13SEPRO SENAI/CETIQT Fernando Goldman
  14. 14. Contextualization Corporate Education Organizational Knowledge Management Factor of Production Factor of Production Work Organizational Knowledge Intellectual Capabilities of Dynamic Capabilities of individuals firmRio de Janeiro -20 de outubro de 2011 Apresentação 14SEPRO SENAI/CETIQT Fernando Goldman
  15. 15. A new vision of Innovation The Knowledge-Creating Company - Ikujiro Nonaka and Hirotaka Takeuchi How Japanese Companies Create the Dynamics of Innovation (1995)Rio de Janeiro -20 de outubro de 2011 Apresentação 15SEPRO SENAI/CETIQT Fernando Goldman
  16. 16. A new vision of innovation The most quoted book on Knowledge Management is not about Knowledge Management. It talks about the dynamics of innovationRio de Janeiro -20 de outubro de 2011 Apresentação 16SEPRO SENAI/CETIQT Fernando Goldman
  17. 17. A new vision of Innovation Like any milestone: - most often quoted than read, and - more read than understoodRio de Janeiro -20 de outubro de 2011 Apresentação 17SEPRO SENAI/CETIQT Fernando Goldman
  18. 18. A new vision of innovation ... its just one of the many elements of a theory under construction The Theory of Organizational Knowledge Creation (Nonaka)Rio de Janeiro -20 de outubro de 2011 Apresentação 18SEPRO SENAI/CETIQT Fernando Goldman
  19. 19. What does the TOKC say? Innovation is the result of the dynamic creation of Organizational Knowledge * *NONAKA, I.; TOYAMA, R.; KONNO, N. SECI, Ba and Leadership: a unified Model of Dynamic Knowledge Creation, Long Range Planning, v.33, p. 5-34, 2000Rio de Janeiro -20 de outubro de 2011 Apresentação 19SEPRO SENAI/CETIQT Fernando Goldman
  20. 20. Knowledge Management ? Different approaches to KM Mainstream New Approaches Approaches K is seen as static Dynamics of K unsustainables Firms longevityRio de Janeiro -20 de outubro de 2011 Apresentação 20SEPRO SENAI/CETIQT Fernando Goldman
  21. 21. What is the nature of the firm? Firms process information. (Simon) Firms create knowledge. (Nonaka)Rio de Janeiro -20 de outubro de 2011 Apresentação 21SEPRO SENAI/CETIQT Fernando Goldman
  22. 22. Organizational Knowledge Creation: Capability of a firm…: …to create knowledge, …to disseminate it and …to incorporate it into products, services and systems.Rio de Janeiro -20 de outubro de 2011 Apresentação 22SEPRO SENAI/CETIQT Fernando Goldman
  23. 23. Explicit and Tacit Knowledge Explicit knowledge is Tacit knowledge is objective, organized, subjective, being mainly structured, and can be based on experience. It made available in is embedded in people documents, databases, in the form of training videos and memories, mental other channels, models, views, practical traditional or not, of know-how etc. information sharing. www.kmgoldman.blogspot.com They are not two kinds of knowledge, they traditional, or not, of are two dimensions to the same knowledge. information sharing.Rio de Janeiro -20 de outubro de 2011 Apresentação 23SEPRO SENAI/CETIQT Fernando Goldman
  24. 24. How does innovation happen in TOKC?Rio de Janeiro -20 de outubro de 2011 Apresentação 24SEPRO SENAI/CETIQT Fernando Goldman
  25. 25. The paradox of Knowledge? Although individual, knowledge is a social product “People interacting in a certain historical and social context share information from which they construct social knowledge as a reality, which in turn influences their judgment, behavior, and attitude. (Berger; Luckmann, 1966) Organizational Knowledge is a complex and multidisciplinary theme 25Rio de Janeiro -20 de outubro de 2011 Apresentação 25SEPRO SENAI/CETIQT Fernando Goldman
  26. 26. In TOKC, an innovative firm…: …creates knowledge continuously from the tacit knowledge of their individuals; …innovates by synthesis, a dialectical process, continuous and dynamic, which nurtures the paradoxes; …socially converts tacit knowledge into explicit and vice versa.Rio de Janeiro -20 de outubro de 2011 Apresentação 26SEPRO SENAI/CETIQT Fernando Goldman
  27. 27. What is Knowledge? The way you define knowledge defines how you manage it (Verna Allee) The correct differentiation between Data, Information and Knowledge DIKW is not functional for TOKC 27Rio de Janeiro -20 de outubro de 2011 Apresentação 27SEPRO SENAI/CETIQT Fernando Goldman
  28. 28. The knowledge in three properties 28Rio de Janeiro -20 de outubro de 2011 Apresentação 28SEPRO SENAI/CETIQT Fernando Goldman
  29. 29. The TOKC vision of Innovation Mental models of individuals are transformed in the informational process, setting new states of knowledge. Similarly, firms continually create knowledge, setting up new states of Organizational Knowledge .Rio de Janeiro -20 de outubro de 2011 Apresentação 29SEPRO SENAI/CETIQT Fernando Goldman
  30. 30. The Obsolescence of Knowledge Obsolete Products, Fall in Services and Processes Competitiveness Obsolete Organization Obsolete Groups Decrease in Obsolete People Consequences of operational results obsolescence of Knowledge for Organizations Source: Adapted from Drucker (1995) Inability to innovate in the face of intra or extra information Stakeholder Pressures Loss of investment in Loss of ability to retain existing renewal (people) talents (people) 30Rio de Janeiro -20 de outubro de 2011 Apresentação 30SEPRO SENAI/CETIQT Fernando Goldman
  31. 31. Social tools and networks knowledge creation, as a social phenomenon, is due to the constructive interaction between people in a community. Social tools enable the communication of information, accelerating the exchange and interaction. Everything living is organized in networks.Rio de Janeiro -20 de outubro de 2011 Apresentação 31SEPRO SENAI/CETIQT Fernando Goldman
  32. 32. Leadership in Innovative Firms Breaking with Taylorism (The Long Tail); Progress more than TQM; Skills to deal with intangibles; More research skills; But the manager is not an academic researcher; Researcher is looking for a Theory; Manager is looking for a method; Most important: There is no "magic formula".Rio de Janeiro -20 de outubro de 2011 Apresentação 32 32SEPRO SENAI/CETIQT Fernando Goldman
  33. 33. Questions? www.kmgoldman.blogspot.com http://www.slideshare.net/goldman Engº Fernando Goldman Email: fernandogoldman@yahoo.com.brRio de Janeiro -20 de outubro de 2011 Apresentação 33SEPRO SENAI/CETIQT Fernando Goldman

×